Employee Manual

August 2015

Table of Contents
Section 1

Introduction
Mission Statement

Vision
Professionalism and Integrity
Background
What to Expect During Training
Section 2 Pre-Employment Topics
Background Checks and CPR
DMV Printout, Valid Auto Instuance and Redistration
Introductory Period
At Will Employment
Grievance Procedure and Arbitration Agreement
Equal Opportunity Employer
Reasonable Accommodations
Unlawful Harassment
Note on Retaliation
Violence in the Workplace
Workers Compensation
Drug and Alcohol Policy
Dress Code
Confidentiality Policy
Mandated Reporter Policy
Denial of Rights

Page 2 of 44

Section 3 Employment, Payroll, and Company Structure

Employment Status and Definitions

Pay Periods
Mileage Compensation
Pay Check Stubs
Meal and Rest Periods
Meal and Rest Period Chart
Overtime
Business Structure and Contacts
Executive Director
Program Director
Human Resources
Staff Supervisor
Administrative Assistant
ILS Instructor
Quality Assurance
Company Structore and Reporting Breakdown
Order of Contacts
Office Hours
Managerial Contacts
Ssection 4 Attendance Policy and Mandatory Meetings
Changes to Schedules
Three Consecutive Days Absent and the Five Days Rule
Paid Sick Leave Policy
The Family Medical Leave Act of 1993

Page 3 of 44

Company Policy on The FMLA

Pregnancy
Bereavement
Jury Duty
Non- Paid Personal Time Off (PTO)
Personal Time Off Procedure

Mandatory Meetings
IPPs
Mandatory Staff Meetings
Section 5 Boundaries, Goals, and Objectives
Money, Gifts, and Boundaries
Working on Goals and Objectives
Common Goals
Goals the Agency Doesnt Assist its Clients With
Limitations on Goals
Disclaimer and Disciplinary Policy

Section 6 Driving Policies

Driving Policy and 1:1 Ratio
Safe Driving
DMV Printout
Reliable Car, Insurance, and Registration
Section 7
Billing and Double Billing
Signing Timesheets

Maximum Hours and Overage

Page 4 of 44

Direct Services vs. Non Direct Services

Resources
POSs
Calendars

Section 8 Email Policies

New Email Steps
Email Ettiquitte
E-Signature
Section 9 Documenting and Reporting
Daily Logs
Monthly Reports and ISPs
Contact With Service Coordinators
SIRs
Turning in Required Documents
Section 10 Disciplinary Action and Exit Policy
Policy on Disciplinary Action
Exit Policy
Severance of Employment by the EMployee
Severance of Employment by the Agency
End of Employment Process
Return of All Company Property and Client Information
Electronic Edvices, Keys, and Other Property
Future Employment
Re-Hire

Section 11 Conclusion
Revision Of this Manual

Page 5 of 44

Section 12 Important Emails, Websites, and Other Contacts

Sec. 1

Page 6 of 44

Introduction
Thank you for accepting a position with Knowledge Empowers You (K.E.Y.)
Independent Living Services. This employee manual will be a valuable tool in
regards to company policy and some key aspects of the position, that the
agency and the employee both agree to adhere by, and it should be noted
that Failure to adhere to the foregoing policies are grounds for disciplinary
action up to and including termination and/or legal action as applicable by
law.
It is suggested that this manual be reviewed thoroughly, and that section
quizzes are completed. Should any questions arise over the material
contained, please ask the trainer or Human Resources. We are happy to
welcome you to our team, and look forward to a mutually beneficial
partnership.

Mission Statement
The intent of this service is to provide training that will enhance skills
necessary for clients to successfully live independently, as well as maximize
their ability to access the community. It will also promote and encourage the
clients to utilize natural supports and community resources.

Vision
To provide a professional service that will enhance our clients skills and
abilities to live independently, thereby empowering them.

Professionalism and Integrity

It is expected that all employees of Knowledge Empowers You (K.E.Y.) must
demonstrate professionalism and integrity at all times, including, but not
limited to:

Appropriate dress attire

Professional Conduct
Adherence to policies and procedures

Background
Knowledge Empowers You was established in 2014 by Teresa Ponce.
Preceding this endeavor, following successful self-employment as an ILS
Specialist. Prior to being an ILS Specialist (an ILS

Page 7 of 44

worker who works for themselves) Teresa was a Program Director, Job Coach
and Job Developer, Residential Care Home Manager, ILS Instructor, and Staff
Supervisor. A little over a year since its establishment, K.E.Y. has grown
exponentially, still there is room for more growth, leaving an array of
opportunity for employee growth as well.

What to Expect In Training

In accordance with our Program Guidelines, K.E.Y. engages in a thorough
training regimen, which occurs not only during training orientation, but at
mandatory monthly staff meetings currently
held______________________from______til_____at____________________________.
However initial orientation consists of the following segments (though this
may be altered as necessary).
Orientation 1: Pre-employment paperwork Approximately 4-5 Hours
Employee Manual/Handouts
Confidentiality Training
Documentation and Due
Dates
SIR/Aps Training
Set up Orientation 2/Ride
Along 1
Email/ADP Set Up
Orientation 2: Employee Manual/Handouts Approximately 3 Hours
Drivers Safety Video
Other Trainings as Needed
Report Training
Set up Ride Along 2
Set up Orientation 3 if
needed.
Ride Along With:
Date/Time:
Ride Along With:

Date/Time:

Ride Along With:

Date/Time:

Page 8 of 44

Sec. 2
Pre-Employment Topics
Background Checks and CPR
Employment is contingent on the results of a pre-employment background
check, whose cost is covered by the company. Furthermore, within ninety
(90) days, all employees must be First Aid/CPR certified.

DMV Printout, Valid Auto Insurance, and Auto

Registration
As a requirement of employment, a passing DMV Printout and valid insurance
on the vehicle used for work must be provided. Furthermore, up-to-date auto
registration is also necessary. Automobile insurance in the employees
name, and valid registration on the car to be used for work are a necessity of
employment. Failure to keep these up to date may lead to disciplinary action
up to and including termination.

Introductory Period
For ninety (90) days following an employees hire date, they are considered
on a probation period, during which time both the employee and agency will
be able to determine if the job position is a match for the employee. After
this time a meeting may be held to review the progress of the employee
The following is to be used as a guideline by all employees of Knowledge
Empowers You to policies of employment

At Will Employment
All employment with Knowledge Empowers You (K.E.Y.) is on an at will basis.
Employment may be terminated by the employer or employee with or
without cause at any time with or without notice by the employer or the
employee. Nothing in this manual shall limit the right of either party to

Page 9 of 44

severe employment. The Executive Director/Sole Proprietor reserves sole

discretion in modifying this and any other section of this Employee Manual,
and therefore, no manager may

override an employees at will status (or any other section of the Employee
Manual), and any such agreement is hereby considered void.

Grievance Procedure and Arbitration Agreement

Should a grievance with the agency arise, the first step of the employee is to
contact Human Resources and set up a meeting. During this meeting, both
the employee and HR are allowed another party present, however, the
employee must speak for themselves unless the other party has knowledge
of information related to the incident. During this time, HR will listen to your
complaints, and speak with the appropriate parties. HR will then write up a
summary of the incident, what was discussed at the meetings, and solutions
to the issue.
Should this agreement be contested by one or more parties, another meeting
will be attempted and should a new statement by HR be deemed necessary,
this will be done. Should two meetings with HR and one with the Executive
Director still not lead to a resolution, both Knowledge Empowers You (the
employer) and the employee hereby agree to a settling of any dispute by
means of an independent arbitrator. This arbitrator will in no way be
affiliated with company, and the cost of the arbitrator will be paid by the
company.

Equal Opportunity Employer

Knowledge Empowers You is an equal opportunity employer. The agency will
make employment decisions for raises, promotions, and all other aspects of
employment based only off of the merit of the employee. Knowledge
Empowers You prohibits any unlawful discrimination based on race, color,
creed, gender, religion, age (excluding those under the age of 18), marital
status, physical or mental disability, national origin or ethnicity, medical
condition, sexual orientation or any other status deemed unlawful under
Page 10 of 44

federal, state, and local laws, including the Fair Employment and Housing Act
(FEHA), and provisions under the .
Discrimination will not be tolerated an any employee who engages in
discriminatory behavior shall receive disciplinary action up to, and including
termination and/or legal action as applicable by law.

Reasonable Accommodations
Reasonable accommodations will be made for any individual as defined by
the EEOC or ADA. Human Resources should be informed immediately of any
accommodations necessary (to include a limited schedule, or any other
reasonable accommodation) as soon as possible to ensure that
accommodations are available for the employee. Documentation may be
required.

Unlawful Harassment
Knowledge Empowers You is committed to providing a harassment free zone,
and any harassment based because of one of the aforementioned groups, or
otherwise is prohibited. Unlawful harassment includes (but is not limited to)
the following:

Verbal conduct, such as profanity, epithets, derogatory jokes or

comments, slurs (racial, sexual or gender based, etc.), unwanted
sexual advances, or other invitations that are unwanted.
Visual displays that are derogatory and offensive to others (i.e. sexual
oriented posters, clothing, pictures, drawings, gestures, etc.).
Threats and or demands for sexual favors to maintain a position within
the company or to receive a promotion or raise.
The exclusion of any method discrimination of disability, race, gender,
or any other group of people does not in any way indicate that it is not
subject to this policy.

Note on Retaliation

Page 11 of 44

There will be no retaliation for reporting any discrimination, following the

same procedure outlined in the Equal Opportunity Employer section of
this manual. First submit the complaint in writing to Human Resources (or
your Staff Supervisor, or Program Director) as soon as possible. In this
submission include names, witnesses, dates and times (if possible), and a
summary of what occurred. After receiving a harassment complaint, there
will be an investigation done immediately.
The more information
contained within the submission the more effective the investigation will
be, so it is important to be as thorough as possible. If deemed that the
unlawful harassment occurred, appropriate action will be taken, up to and
including termination. Any unlawful harassment will not be tolerated and
will be dealt with immediately.

Violence in the Workplace

Knowledge Empowers You has a ZERO TOLERANCE for violence in the
workplace, which includes (but is not limited to) the clients home, the office,
and while in the community and on duty.
Definition of Workplace Violence
Exertion of physical force so as to inure, damage, or abuse persons or
personal property. Although verbal conduct is not physical force, this policy
also applies to verbal abuse, threats, or any other action which could be
deemed violent by a reasonable person.
Some actions that may fall under this category may include (but are
not limited to):

Verbal threats to inflict bodily harm, including vague or covert threats.

Attempting to or actually instilling physical harm on any individual
whether they are an employee, a client, or not related to the company
in any way whatsoever. This includes, striking, hitting, pushing, or
other aggressive acts, physical, verbal, or otherwise.
Verbal harassment, abusive or offensive language, gestures, or other
discourteous or unprofessional behavior towards any individual
employee, client, or otherwise, while on duty, or on or around any
premises used for the execution of work duties.

Page 12 of 44

Disorderly conduct, such as shouting, throwing or pushing objects,

punching walls, slamming doors, or any other activity that disrupts
business practices.
Being in possession of a gun, knife, or any other weapon while on duty
or on any premises used for the execution of job functions of the
employee or any other employee, or at the residence, workplace, or
place frequented by the client, the clients family, or at any other time
when the employee is a representative of the company.

Failure to adhere to this policy will lead to disciplinary action up to and

including termination and/or legal action as applicable by law.

Workers Compensation
Contained in this orientation packet is information on Workers
Compensation. Should an injury occur on the job or on any premises used
for company activity, the incident will be reported to the employees
supervisor (an Instructor would inform their Staff Supervisor) at a time that is
practicable. Should the employee be able to, they will fill out an Employee
Accident Report which will be signed off by all relevant parties. Should the
incident warrant it, the Employee will be directed to file a claim and see the
companies assigned workers compensation doctor. Claim forms are located
on the employee resource email discussed later.

Drug and Alcohol Policy

In order to ensure the safety of our clients and employees, Knowledge
Empowers You is a drug free workplace. Any suspicion of drug or alcohol use
while on duty may lead to drug testing and other disciplinary action up to
and including termination.

Dress Code
At all times, employees must dress in a professional manner that reflects
their days tasks. For example, it may not be necessary to dress in a button
up shirt if planning on working on cleaning with a client, however, if there is
a meeting with a Service Coordinator this may be necessary. Skirts, dresses,

Page 13 of 44

shorts must reach the tip of the fingers, and there are no halter tops, tank
tops, torn pants, or revealing clothing allowed.

Confidentiality Policy
All discussions with clients or between Instructors is confidential information,
and no information about any of our clients is allowed to be heard or
accessed without the proper paperwork (Release of Information), however,
Instructors may speak with co-workers or management without this
documentation. There is a training program in place, which will describe
this in more depth.

Mandated Reporter Policy

All employees of Knowledge Empowers You are classified as mandated
reporters. For more information on this see SIRs below. There is also a
separate training and acknowledgement page discussing mandated
reporting.

Denial of
Activities

Rights,

Stealing,

and

Other

Illegal

As adults, all of our clients have the rights of any other adult. This includes
the right to say no, the right to speak to their Service Coordinator, the right
not to be neglected, exploited, or other

rights as applicable by law. This even applies to having a dirty home and
making poor money decisions. The clients that we assist are people and
have the same rights as any person.
As an Instructor with Knowledge Empowers You, you will be going into
peoples homes, and their homes must be respected as such. With that in
mind, there will be no going through clients closets, dressers, mail, or any
other possession of the client contained within their home or not, without
their prior consent.

Page 14 of 44

Any denial of rights or inappropriate conduct, such as theft, neglect,

exploitation, manipulation, or any other reasonably immoral or illegal activity
allegedly perpetrated by any employees of Knowledge Empowers You will
lead to an investigation and may result in termination (with or without a
write-up) or legal action depending upon the circumstance. This is not
tolerated.

Sec. 3.

Employment, Payroll Information, and

Company Structure
Employment Status and Definitions
Full Time: Employees who work a minimum of thirty two (32) hours per
week.
Part Time: Employees whose hours worked is less than thirty two (32) per week.
Non Exempt: Nonexempt employees are covered under such legislation as
the FLSA and the IWCC orders including overtime, and other employment
related regulations.
Exempt:
Exempt employees are those who are exempt from articles
contained within the Fair Labor Standards Act, due to their job duties and
other factors outlined by the FLSA and IWCC orders. This is discussed in
other training elements that are not applicable to ILS Instructors.

Pay Periods
Earnings are issued twice per month, on the seventeenth (17 th) and the last
day of the month. The pay period on the 17 th is the 1st-15th of the prior
month. For example, hours worked June 1st-15th would be paid July 17th. The
check on the last day of the month is for the 16 th-Last day of the preceding
month. Using the previous example, hours worked June 16 th-June 30th would
be paid on July 31st.

Page 15 of 44

To ensure proper billing and pay, it is not only important, but mandatory, to
turn in all timesheets to the email: timesheets@key-ils.com by Sunday 10
am. Furthermore, timesheets are due on the first of each month by 10 am.
It is recommended that timesheets are turned in after the last client of the
work week. The work week runs from Sunday-Saturday, and timesheets
should reflect only these days. Check stubs are available through the
agencies payroll company ADP. This is discussed in a separate packet, which
should have already been reviewed.

Mileage Compensation
The agency discourages transporting the clients, however, is aware of the
necessity at times. The current reimbursement rate for mileage is $.33/mile.
Mileage is billed from arrival at the first clients home until leaving the last
clients home. Mileage is not allowed en route to your first client, nor is it
allowed after leaving your last client to any other location. Mileage is
tracked using a Mileage Log, and turned in on the first day of the following
month. The mileage for each month is paid on the second paycheck of the
following month. For example, miles logged in March would be reimbursed
on April 30th.

Pay Check Stubs

All paycheck stubs are available through ADP at Myaccess.adp.com.
Directions on this should be given to you during orientation and shortly after
your employment commences, you should receive an email at your company
issued email address. There is free a mobile app for this website available.
For information about this, please contact Human Resources.

Meal and Rest Periods

All employees will be entitled to appropriate breaks throughout the day. For
non-exempt employees, this is outlined in the table below. In the case of
exempt employees, rest periods are the same, however, time may be
adjusted according to workplace necessity. Furthermore, in the case of nonexempt employees, working lunches may be necessary. Please see the
following chart for a breakdown of hours worked and breaks mandatory.
A SIGNATURE ON YOUR TIMESHEET INDICATES THAT ALL APPLICABLE
BREAKS WERE TAKEN.

Page 16 of 44

Meal
Shift

Shift Length

Breaks

4 hours

One ten minute break

6 hours

One ten minute break,

One lunch break (to be
taken before the 5th hour
worked)
Two ten minute breaks,
One lunch break (to be
taken before the 5th hour
worked)
Two ten minute breaks,
One lunch break (to be
taken before the 5th hour
worked)

7 hours

8 hours

and

Length Chart

Overtime
Overtime is defined as working over eight (8) hours in a given day or forty
(40) hours in one week, and for non-exempt employees will be paid at a rate
of one and one half (1 ) the rate of the employees regular wage, for all
hours worked up to and including twelve (12) hours in any workday or after
the first eight (8) hours worked on the seventh consecutive day in a
workweek. Should an employee work more than twelve (12) hours in any
given workday or in excess of eight (8) hours on the seventh consecutive day
of work in a work week, the employee will be entitled to double time.

ANY AND ALL overtime worked MUST be preapproved by a

member of management.

Page 17 of 44

Although the employee will be paid for any unapproved overtime

worked, any overtime that is unapproved may lead to disciplinary
action up to and including termination.

Business Structure and Contacts

Executive Director:

The Executive Director oversees all employees

and policy implementation. As part of this position, weekly management
meetings are necessary, which may require both group meetings, and
multiple meetings with individual members of management or other
employees. Furthermore, the Executive Director oversees (or delegates the
observation) of new programs, and is ultimately responsible for payroll,
budgeting, business

decisions, billing, Alta, and all other aspects of company structure, location,
programs, clients, and employees.

Program Director:

The Program Director oversees the entire ILS

program. The Program Director assists in policy creation and implementation
of, and assists the Staff Supervisor with managing Instructors. The Program
Director directly oversees the Staff Supervisor and Human Resources,
however, Human Resources may assist in the Program Directors training.
The Program Director receives timesheets from the Staff Supervisor to keep
track of hours worked with clients and ensures all hours possible are met.
Attending various meetings is part of the duties of a Program Director,
including weekly management meetings. Program Directors may also
engage in public relations with Alta and Service Coordinators, and aid in the
hiring, firing, and disciplinary action of employees. The Program Director
assists with client related issues that are emergencies, or more severe in
nature, and editing reports. QAs are also a prime duty of the Program
Director, to ensure that quality service is being given to our clients. As are
assessments.

Human Resources:

Oversees and resolves employee complaints or

disputes, and workers compensation claims. HR is also the primary contact
for Payroll inquiries (including direct deposit and Paid Sick Leave), employee
change of information (phone numbers, addresses, etc.), and time off
requests (these must also be signed by the Staff Supervisor and the Program

Page 18 of 44

Director). However, the Instructor need only turn in the form to their Staff
Supervisor, who will relay the form to the Program Director, who will in turn
submit the form to HR, who will then file the form in the employees file
before signing it an entering it into the employee absentee calendar). HR
also aids in the creation and implementation of policy, attends weekly
management meetings, edits reports, creates forms, monitors employees
hours, engages in QAs for both clients and the company, and files employee
paperwork. H.R. is the primary contact for all employee training, and most
employment questions. Other primary duties of Human Resources is to
Ensure that all staff and management are following the policies and
procedures of the agency, and keep track of employment hours and wages.

Staff Supervisor:

Oversees Instructors, reviews timesheets, takes

Instructors calls related to clients, IPPS, etc. The Staff Supervisor also works
with clients, attends weekly management meetings, assists in policy creation
and implementation, aids in hiring, disciplinary action, engages in QAs, and
performs other duties as deemed necessary. The Staff Supervisor reports
directly to the Program Director, and oversees all ILS Instructors ensuring
that policies and procedures are followed, and offering assistance when
needed.

Administrative Assistant:

The Administrative Assistant is

primarily responsible for filing, printing, organizing, contacting employees
with needed forms, or with email reminders.

Furthermore, the Administrative Assistant is responsible for taking notes

during staff and management meetings, and transcribing them into their
appropriate format. The Administrative Assistant may make phone calls,
emails, make appointments, do research, make Spreadsheets, type memos
or other documents, edit reports, and other tasks of that nature as deemed
necessary. The administrative assistant reports directly to the Program
Director, but may be asked to complete tasks by any member of
management. Furthermore, if Instructors inquire about paperwork, the
Administrative Assistant is responsible for acquiring them for the Instructor.

ILS Instructor:

ILS Instructors primarily work with clients. For more

information on this position, see the Instructor Job Description you were
given during (or before) orientation.

Quality Assurance

Page 19 of 44

In an effort to ensure that our clients are receiving the best possible service
QA (quality assurance) visits or phone calls will occur for each client, and will
be done by a member of management. The purpose of these is
1) To determine the service that is being provided to the client.
2) To remedy any situations that have arose.
3) To see where company sponsored training may be adjusted,
or to determine subjects to discuss at Staff Meetings.
A new employee will be notified of their first QA, the client to be met, and the
time and date of the meeting. However, subsequent QAs will be based on
the employees schedule and will be done without warning, as will phone QAs.
This makes it very important to maintain adequate communication with your
immediate supervisor, as if someone doing a QA arrives and the employee is
not there, this will reflect negatively on the employee. The results from QAs
will be a factor in an employees review, raises, promotions and other items
of that nature. Please review the flow chart on the following page, which
illustrates the structure of the business.

Company Oversight and Reporting

Breakdown
Executive Director

Issues directives to management

Oversees the entire Company,

primarily the Program Director

Page 20 of 44

Administrative Assistant
Program Director
Reports to HR
Supervisor

Oversees HR and the Staff

May be responsible for obtaining paperwork

Executive Director

Reports to the

For all employees including the Exec. Director

HR
Staff

Ensures Labor Laws are followed

Supervisor
Reports to Program Director or Executive Director

Oversees Instructors

Provides Management of Instructors (as needed)

Director

Reports to the Program

Provides company QAs

ILS Instructor
Reports to Staff Supervisor, HR, or
Program Director

Order of Contacts
The primary contact for all Instructors is their Staff Supervisor, and for all
Administrative Assistants, the Program Director. However, generally

Page 21 of 44

speaking, this is the order of contact if a manager needs to be reached.

*Note. There is currently no Staff Supervisor, and so in any case
where Staff Supervisor is listed below, insert Program Director.

Monday Friday 9 am 7:30 pm

(Except in case of

emergency)
1) Contact the Staff Supervisor. If they cannot be reached,
2) Contact Human Resources. If they cannot be reached,
3) Contact the Program Director. If they cannot be reached,
4) Contact the Executive Director

Saturday Sunday 10 am 7:30 pm

(Except in case of

emergency)
1) Contact Human Resources. If they cannot be reached,
2) Contact the Staff Supervisor. If they cannot be reached,
3) Contact the Program Director. If they cannot be reached,
4) Contact the Executive Director.

Office Hours
The office, located at 1024 Iron Point Rd, Suite 100, Office #1044, Folsom CA
95630 Should you need any copies, paperwork, advice, or have a need to
speak with a manager, please stop in. However, please first call to confirm
that someone is there and available at the time you would like to drop in.
You can also schedule an appointment prior, by email or phone. This is the
preferred.

Page 22 of 44

Managerial Contact Information

Date:__________
Staff
Supervisor

Office:
Cell:

Human
Resources

Email:
Office:

Cell:

Email:
Program
Director

Office:

Cell:

Email:
Executive
Director

Office:

Cell:

Email
If it is not an emergency and past these times, please
send correspondence to the email provided, and you
should receive a reply within 24 business hours
Page 23 of 44

Sec. 4.

Attendance Policy and Mandatory

Meetings
Changes to Schedules
The Staff Supervisor it to be notified of all changes to the Instructors
schedules, as soon they are practicably able to do so. Failure to inform the
Staff Supervisor (or other member of management as outlined in the
Contact Order) may result in disciplinary action up to and including
termination. For information on policies relating to paid sick leave, see the
corresponding section.
If an employee does not contact their Staff Supervisor (or other member of
management based off of the Order of Contact Form) it will be considered
a NO CALL NO SHOW, and disciplinary action up to and including termination
may result. Any requested time off must be done utilizing the Time off
Request form as soon as possible for PTO and sick days paid or unpaid. The
agency reserves the right to deny PTO as necessitated by company needs,
so long as it violates no applicable laws set forth in the FMLA, Healthy
Workplaces, Healthy Families Act, or any other applicable laws. All personal
time off (PTO) is non-paid, as are holidays.

Three Consecutive Days Absent

If any employee, exempt or non-exempt misses three days consecutively,
said employee must obtain a doctors note releasing the employee back to
work.
Due to the agencies desire to keep a healthy and safe work
environment for all employees and clients, this documentation is required so
as to not aggravate an injury of the employees, or enhance or spread any
kind of illness to our clients some of whom may have health issues. No
employee who has missed three (3) or more days will be allowed to work
until this is furnished. Without this documentation the employee will be
unable to return to work.

Paid Sick Leave Policy

Page 24 of 44

Effective July 1st, 2015, all employees of Knowledge Empowers You are
entitled to Paid Sick Days, in accordance with the Healthy Workplaces,
Healthy Families Act of 2014. Agency policy in regards to Paid Sick Days
(also referred to in this policy as Paid Sick Leave or Paid Sick Time) is as
outlined here.

1) Twenty-Four Hour Allotment

A) All current employees, who began July 1st with 12 hours
of Paid Sick Leave will receive twenty-four (24) hours of
Paid Sick Leave for use in the year, whether or not they
have accrued twenty-four hours from July 1st, 2015August 21st, 2015. Any Paid Sick Leave that has been
used since July 1st, 2015 will be deducted from these
hours.
2) Accruement
A) Accruement of Paid Sick Leave is no longer necessary.
All employees who were entitled to 12 Paid Sick Leave
hours on July 1st, 2015 will be increased to the maximum
amount of yearly Paid Sick Leave, twenty-four (24) hours.
Any amount of Paid Sick Leave will be deducted from the
total of twenty-four (24) hours and will be deducted
according to the amount of time used since July 1st, 2014.
Twenty-four (24) hours will be placed into the employees
Paid Sick Leave each year, not to exceed forty-eight (48)
hours.
B) Hourly Employees are provided their hourly wage for
any Paid Sick Days, however salaried employees are simply
payed their salaries as though there was no time missed.
However, this time MUST be reflected on an Admin
Timesheet, to be turned in with weekly timesheets by
Sunday at 10 am to the email address timesheets@keyils.com
3) Minimum and Maximum Amount of Paid Sick Time
Allowed

Page 25 of 44

A) The minimum amount of Paid Sick leave to be used on any

given day is two
(2) Hours.
B) The maximum is the employees total accrued hours at the
time of request.
4) Employee Notification
A) Each employee will be notified of their amount of unused
hours by way of
their check stub or other means, such as spreadsheets or
monthly reports.
B) These will be issued at each pay date.
C) Records of Paid Sick Time used will be held by the agency for
four (4) years, and may be reviewed by the employee upon
request.

5) Appropriate Usage of Paid Sick Days

A) In accordance with the Healthy Workplaces, Healthy Families
Act of 2014, Paid Sick Days are for the diagnosis, care, or
treatment of an existing health condition of, or preventative care,
for an employee or an employees family member or for a
victim of domestic violence, sexual assault, or stalking
(Sec.3.246.a.1-2).
6) How to Use Paid Sick Days
A) An employee is able to request this verbally in case of
unforeseeable events. Should unforeseeable events not be
an issue, then a Time off Request is necessary.
B) No employee will be forced to locate coverage for their shift.
C) Similarly, no employee can be denied the use of the Paid Sick
Days they are entitled to, nor can they be discriminated against
or in any other way receive any form of retribution in response to
the use of Paid Sick Days, so long as the time off is used
appropriately and according to the policies discussed in the
Health Workplaces, Healthy Family Act.
D) If any employee feels that they are being discriminated
against, or otherwise facing retribution for requesting Paid Sick

Page 26 of 44

Time or any other reason, please contact Human Resources as

soon as possible.
7) Rollover and Yearly Caps For All Employees
A) The maximum yearly amount of hours an employee is eligible to
use for Paid Sick Leave is twenty-four (24) hours or three days.
B) This applies to all employees full-time or otherwise who meet
the requirements.
C) Any sick pay not used in any given year will roll over into the
following year.
Twenty four (24) hours will be placed into the employees account
on August 21st,
2016, and every subsequent year thereafter.
a) This is not to exceed 48 hours (or 6 days) pursuant to the
Healthy Workplaces, Healthy Families Act of 2014.
8) Cashing Out Paid Sick Days
A) Pursuant to Paragraph (1) of subdivision (f) of Section 3.246 of the
Healthy Workplaces, Healthy Families Act of 2014 there is no cashing
out of Paid Sick Days at the end of employment.

9) Rehired Employees
A) Should an employee be rehired within a twelve (12) month
period, the employees remaining Paid Sick Days from their
previous employment will be placed back into their total accrued
Paid Sick Time.
10) Changes to This Policy
A) Employees will be notified in writing within seven (7) days of
implementation of changes to this policy.
B) No changes to this policy are allowed to violate the items set
forth in the Healthy Workplaces, Healthy Families Act of 2014.

The Family Medical Leave Act (FMLA) of 1993

The Family Medical Leave Act (FMLA) of 1993, reads that all employees who
work at a location in the United States or in any territory or possession of

Page 27 of 44

the United States where at least 50 employees are employed by the

employer within 75 miles. Are eligible to receive family medical leave. With
thirty (30) days notice, the Family Medical Leave Act provides employees
with unpaid family medical leave for up to twelve (12) work weeks within a
twelve (12) month period under the following conditions:
1) An employee has more than twelve (12) months service with the
company.
2) The employee has worked at least 1,250 hours during the previous twelve
(12) months prior to the need for leave.

Company Policy on Family Medical Leave

Although not meeting the criteria of 50 employees stated in the FMLA,
Knowledge Empowers You does offer unpaid Family Medical Leave, should
the employee have met the requirements above and follows the policy listed
below.
Family Medical Leave will be issued for the following:
1) The birth of a child or an employee becoming a foster or adoptive parent.
2) To care for an immediate family member with a serious health condition.
3) If the employee has a serious health condition.

If an employee is taking an extended leave, documentation confirming the

cause for leave must be submitted to your Staff Supervisor as soon as
possible. Should emergency circumstances not interfere, any foreseen leave
for three days or more must be submitted in writing thirty (30) days prior to
the leave begin date. This is done by way of a Time Off Request form,
which is signed by the employees Staff Supervisor, and discussed in other
sections of this manual. Should any questions arise in regards to employee
leave, medical or otherwise, please speak with the Staff Supervisor or
Human Resources. That being said, your position is not guaranteed after
your leave is up.

Page 28 of 44

More
information
on
the
FMLA
can
be
found
at:
http://www.documents.dgs.ca.gov (All Links will be provided in section
12 or 12.a.

Pregnancy
Any employee will be granted four (4) months leave of absence for
pregnancy, childbirth, or pregnancy related medical issues, regardless of
time employed or employment status. If the employee has Paid Sick Time
accrued, this time will be used to pay the employee for a portion of their
leave time. It is company policy, however, that all other time will be unpaid.
Management may request a doctors notification prior to this time being
approved.
Employees who take leave for this reason may be eligible for State Disability
Insurance. Please visit the following website for FAQs on Pregnancy related
leave and insurance benefits.
For
more
information
on
this,
http://www.edd.ca.gov/Disability/FAQ_DI_Pregnancy.htm

see:

Bereavement
An employee is allowed up to three (3) days as a leave of absence due to the
passing of an immediate family member. Time taken off for this will be
unpaid time off.
The Staff Supervisor must be notified as soon as
practicable, and a Time off Request will need to be completed either prior
or after the leave.

Jury Duty
Employees who are fulfilling their civic duty by serving as a juror will be
given the time off needed without pay. The employee must submit a jury
duty notice as soon as possible, and provide

appropriate documentation for the time served as a juror. If released early,

the employee must complete their regularly scheduled day.

Page 29 of 44

Personal Time Off Request (PTO)

Beginning September 1st, each employee will receive PTO. Beyond each
employees Paid Sick Leave (PSL), both full and part time, exempt and nonexempt (excluding the Sole Proprietor) employees will receive four (4) hours
of Personal Time Off (PTO) per quarter, which is maximized at sixteen (16)
hours (or after one year). Any Paid Sick Leave that is covered under the
approved uses of Paid Sick Leave set forth in the Healthy Workplaces,
Healthy Families Act of 2014 (HWHF) that is not requested as Paid Sick
Leave, will be counted as PTO. If any employee misses more than their
allotted PTO and Paid Sick Leave hours within a one quarter period (or less)
the employees absenteeism will be reviewed by management and the
employees missed days may be deemed either as medically concerning, or
as excessive depending on the situation. Some exceptions to time missed
being deemed as excessive include:
1) An employee submitting to HR a note from a physician explaining the
employees restrictions, hourly or otherwise.
2) A doctors note excusing the employee from work for a specified
amount of time.
3) Other documentation as allowed by law to determine an employees
workability.
If time missed is due to prolonged medical conditions, it is imperative to
follow through with the aforementioned. This is not only a safety precaution
for clients and other employees of the agency, but the employee
themselves.
As stated, if an employee should NOT use Paid Sick Leave for an illness or
any other issue covered under the Paid Sick Leave policy contained within
this manual, or the Healthy Workplaces, Healthy Families Act of 2014
(HWHF), it will count as PTO. This PTO will be included in the total of the
amount of time missed in a quarter. If an employee misses more than the
combination of eight (8) hours of unpaid PTO and their accrued Paid Sick
Leave (PSL), then it may be deemed excessive should the above
requirements preceded by bullet points not be met. Should the situation
warrant it, there are programs in place to assist workers who require medical
leave
outlined in the FMLA, such as State Disability Insurance. Should you require
this assistance please email Human Resources. To inquire about PTO hours

Page 30 of 44

accrued, please contact HR. *Note: Failing to produce a physicians release

for an employee to return to work with or without

restrictions may lead to the employee not being able to return to active duty.
This is to protect the health and safety of the employee, other employees,
and clients of the company.

Non Paid PTO Procedure:

Any employee who wishes to take personal time off (PTO) must submit a
Time off Request form (included in the orientation packet, or available at
the online storage at the email address employee@key-ils.com).
This form must be submitted no less than forty-eight (48) hours prior to the
date PTO is requested. Failure to turn in the required documentation within
this timeframe may lead to an automatic rejection of PTO requested or other
disciplinary action. The agency reserves the right to deny PTO for any
employee at any time due to company needs.

Quarters Run from

January-March
April-June
July-September
October-December

Mandatory Meetings
IPPS
IPPs, sometimes confused with ISPs are Individual Program Plans. These are the
summary of meetings with Service Coordinators, clients, ILS Instructors, KEY
Management, client families, etc. These are meetings to help coordinate all of a
clients services to assist them most effectively, while helping them reach their
goals (ILS and otherwise). These meetings are held annually around a clients
birthday. Although IPPs are only annually, there are other meetings with Service
Coordinators or other members of

Page 31 of 44

the clients circle of support on occasion, such as quarterly meetings, etc. during
which time it is important to act professionally, as at that point you are a
representative of the company. Prior to attending an IPP, contact youre Staff
Supervisor (or other member of management as described in the Order of
Contact) to determine if they would like to attend the meeting.

Mandatory Staff Meetings

As part of employment, with Knowledge Empowers You (K.E.Y.), it is mandatory to
attend monthly staff meetings. Currently held ___________________ from
_________at____________________________

Should there be conflict, such as an emergency (client or personal) contact the Staff
Supervisor as soon as possible. Likewise, should a change in the date or time of the
Staff Meeting be changed by
management, Instructors will be notified in writing, via writing. Beyond staff
meetings, you may be called in for meetings with management, training, or for
other issues as the need arises.

Sec. 5

Boundaries, Goals and Objectives

Money, Gifts, and Boundaries
At times clients may offer gifts, money, lunches, or other items of monetary
value or not. No form of gifts, money, or other gratuities are allowed during
employment with Knowledge Empowers You.
In regards to boundaries please see the What is ILS document for the
proper guidelines on ILS. It should also be noted that although Instructors
and clients may become very close, a line must be drawn in regards to their
relationship. That is to say, Instructors must keep a professional
relationship with clients, much like a doctor or teacher. Therefore, gifts to or
from any Instructor to or from any client or clients friends or family is
prohibited.

Working on Goals and Objectives

Page 32 of 44

Once beginning services, each client meets with an employee of K.E.Y. who
performs an assessment and writes an assessment ISP. This along with
recommendations from the client, their Service Coordinator and other people
in the clients circle of support is the basis of the clients goals and
objectives. These goals and objectives become the basis of the clients
services with K.E.Y. and these MUST be adhered to (unless there is prior
approval from the Service Coordinator). Not only are these what has been
deemed beneficial to the client by the client and people involved in their life,
but it is also the basis of the contract for the service that Knowledge
Empowers You provides.
When an Instructor first begins working with a new client, they are given
information such as the clients last monthly report, or access to some
information in the clients blue file (a file kept for

each clients information from the Regional Center, the agency, and other
documents). This information is all confidential. Outlined in the reports are
the clients goals, progress towards their goals, and their objectives (subgoals) towards each goal. Objectives are designed with the clients progress
in mind, and thus it is important to attempt to address these points monthly.
If something you and the client are working doesnt focus on a goal, try and
refocus the conversation.
Always remember that the Instructor is an
Instructor of independent living skills (ILS), they are not physicians,
therapists, cosmetologists, driving instructors, or taxis. Furthermore, job
training and job seeking is NOT a service provided by ILS.
Should an employee continuously focus their time with their clients on tasks
other than those related to goals, or engage in activities that are outside the
scope of the clients goals, there may be disciplinary action up to and
including termination.
Objectives can be thought of as sub-goals to assist the client in achieving the
ultimate and underlying goal. As mentioned numerous times, it is important
to work towards the clients goals and objectives. The latter of these are
designed to allow the client upward mobility within their goals, and as such
will be monitored using a charting and percentage system each month. The
chart and percentage (determined by the report writer) is the basis of the
clients upward mobility. The current notation used to document a clients
progress towards their objectives are:
NP Non Participation

Page 33 of 44

VP Verbal Prompting (the client needs to be reminded verbally to complete

a task)
HH Hand over Hand Demonstration (or doing for the client)
I

- Independent

These notations are used less, but are still important to know:
N/A Non-Applicable
C

- Complete

IC

- Incomplete

There is a section of the orientation process devoted to report writing, and so

anything related to reports, percentages, or charting will be addressed more
thoroughly during that phase of training.

Common Goals
Knowledge Empowers You is only contracted to work on certain goals with its
clients (see Working on Goals and Objectives). Some common goals that
the agency assisted its clients in achieving are:

Cooking and Nutrition

Safety

Home and Community

Cleaning

Relocation

Hygiene

Budgeting

Household Maintenance
Attending Medical Appointments

Scheduling and

Learning Public Transportation

Page 34 of 44

Remember the goal of an ILS Instructor is to teach their clients how to do

things independent of any assistance, and therefore, the goal is to ensure a
thorough understanding of concepts related towards the specific goal. With
that in mind, doing a mock budget using fake numbers can be just as
effective at teaching a client budgeting as using their real financial numbers.
That being said, it is still important to try and do budgets using the clients
actual funds, however, it is the principle that is most important. Numbers
can change. Any and all work done towards goals should be in alignment
with the philosophy of teaching independence. Should any questions arise,
ask yourself, How could the client do this if I were not here?

Goals the Agency Doesnt Assist its Clients With

There are many goals that the Instructor is not allowed to assist their clients
with. These include matters that other types of agencies primary deal with,
or things that are beyond the scope of our services in other ways. Some
things that fall into this category are:
Locating Work
Coordinator)

(without

expressed

consent

by

the

clients

Service

Recreation

Make-up
Socialization (generally speaking)
Being a companion
Medication distribution
Bathing/Dressing/Brushing teeth, and other personal tasks like these

Limitations on Goals
As stated in the Working on Goals and Objectives and Common Goals
sections of this manual, Instructors are not allowed to work on any matters
that are out of the bounds of the clients goals and objectives. The agency is
contracted by Alta to work on these things, and to diverge from them is in
essence violating the contract between the agency and Alta California
Regional Center. QAs are done on the work done towards client goals

Page 35 of 44

through Quality Assurance meetings with the client, the Instructor, and
company management, and also through the editing of reports. Should any
issues related to working on matters beyond the scope of the clients
services arise, please refer to the clients most recent report. If
discrepancies still arise, please contact your Staff Supervisor.

Disclaimer and Disciplinary Policy

The above lists of goals the agency does and doesnt work on is not all
inclusive (for more information see the What is ILS? form that should be
contained in the orientation packet. The main point that should be taken
from this section is the importance of following each clients goals and
objectives, as they are written in their report. Each person is different, and
as such each client has different goals and has different abilities and barriers.
And although one client may, for example, have a cooking goal, another
client may not. Therefore, with one client working on cooking would satisfy
their cooking goal, the other would be beyond the scope of our services with
them, and in effect would be against both company policy and the policy of
ACRC.
Should it be found that an employee is working with a client on unapproved
goals, the employee may face disciplinary outlined in the Disciplinary Action
and Exit Policy section of this manual. Action in this case may be up to and
including termination, as deemed necessary by management.

Sec 6

Driving Policies
Driving Policy and 1:1 Ratio
At no point should there be more than the client in any one Instructors
vehicle at a time. ILS is a 1:1 staff to client ratio, and as such there should
not ever be more than one client with any Instructor at any given time.
There is no exception to this. This policy also applies to friends, family, or
anyone else in association with the client or Instructor.

Page 36 of 44

Safe Driving
At times it may be necessary to drive clients as part of employment. It is
generally a requirement to drive to clients homes. While driving for your
job, it is of the utmost importance to practice safe driving skills. This includes
but is not limited to avoiding texting or making and receiving phone calls
while driving, and following all laws of the road. During your orientation you
will be shown a safe driving video and/or literature.

DMV Printout
Prior to beginning employment, the Instructor must provide a DMV printout
to Human Resources.

Reliable Car, Insurance, and Registration

As discussed in the beginning of this manual, a reliable vehicle with current
registration and valid automobile registration is a requirement for the job
position.

Sec. 7

Billing and Calendars

Billing and Double Billing
This has a dual purpose at times. On one regard this word is used to
describe time billed to Alta for the companys services. The other term is
used to describe direct-time billed by the instructor.
Weekly timesheets are required by each employee of Knowledge Empowers
You (due at 10am every Sunday, and the first day of the month, to the email

Page 37 of 44

address: timesheets@key-ils.com) and each timesheet should only reflect

actual hours worked between the preceding Sunday-Saturday.
Any
falsification of billing, by any member of the agency will lead to disciplinary
action up to and including termination and/or legal action as applicable by
law.
All timesheets should be signed electronically or by hand prior to
submission. By signing the timesheet you are agreeing that those
were the hours work.
Any falsification of billing will not be
tolerated and will lead to disciplinary action up to and including
termination and legal action.

Signing Timesheets
Should you use an electronic PDF copy of the timesheet (available at the
employee resource email account).
1) Click on the box at the bottom of the timesheet next to Instructor
Signature.
2) When asked how you want to sign the document, choose A new digital
ID if you do not already have one set up. Click next.
3) Choose New PKCS#12 digital ID file. Click next.
4) There will be many blank spaces, all you need to fill out is your name,
organization name (Knowledge Empowers You), and your email addresses.
After these are filled out, click next.
5) Choose a password and type it in. Retype your password to confirm it.
Click Next.
6) After this is completed, a box will pop up asking for your password. Put in
your password, and click Sign.

7) A pop up will appear, asking you what you want to save the file as. You
can leave it the same name and it will overwrite the previous save file (if you
are just signing your timesheet to turn in, this is ideal, so that your file
matches the one you turn in).

Page 38 of 44

Once you set up a signature, the process is much simpler.

1) Click on the box at the bottom of the timesheet next to Instructor
Signature.
2) A box will pop up asking for your password. Put in your password, and
click Sign.
3) A pop up will appear, asking you what you want to save the file as. You
can leave it the same name and it will overwrite the previous save file (if you
are just signing your timesheet to turn in, this is ideal, so that your file
matches the one you turn in).

Maximum Hours and Overage

Each client assigned to the agency is given a maximum amount of service hours to
be used each month. Although we desire to ensure our clients needs are met, we
also must abide by our contracted hours with Alta. Going over in hours is often
times known as overage and is not allowed. It can be difficult at times to keep
track of hours, however, it is important to check weekly hour notifications, complete
time trackers, and keep adequate documentation of hours used for each client. If
you feel you need additional hours for a particular client due to an emergency or
due to more goals being necessary, notify your supervisor and provide the
reasoning for requesting additional hours. Speak with your Supervisor before
speaking to a client, Service Coordinator, or anyone else about the need for more
hours.

Direct Services v. Non-Direct Services

Direct Services is any time that can be billed towards an assigned client. Non-Direct
Services are things like administrative tasks, staff meetings, and things of that
nature.
Any Non-Direct Services performed must be approved by management in the order
described in the form Contact Order.

Page 39 of 44

Resources
Resources are various things that will aid a particular client in achieving their
goals. This can include obtaining charts, safety information, or locating
affordable housing. Due to resources being billable to the client, they are
considered direct time.
Resources are not to be used often, if at all. The point of ILS is to assist
individuals with learning the process of independent living, including learning
how to gather their own resources, and so prior to doing any resources, they
must be cleared by your Staff Supervisor (or another member of
management outlined in the Contact Order form).

POS
POS stands for Purchase of Services. This is fundamentally an approval from
Alta California Regional Center for the agency to work with a client. Without
these, the agency is unable to work with the client.

Calendars
Calendars are due by the last day of the month preceding the month for the
calendar. For example, Mays calendar would be due April 30th. Beginning
with calendars due on August 31st for the employees September 2015
schedule, all calendars will be due by way of the companies email provider.
Directions for accessing this are provided, and you will also be shown how to
do this during orientation or during a Staff Meeting. Although calendars are
due to management via Godaddy (the companies email provider) you must
give each client a calendar with only their appointments on it at or around
the last appointment of the month. A phone app is available for this service
and can be used by the Instructor in lieu of a paper calendar for their own
records.
To access and modify your calendar on Godaddy:
1) Go to login.secureserver.net
2) Login using your company provided email and password.

Page 40 of 44

3) It is recommended to first click on the tab in the upper left hand corner
labeled Homepage. Once on the homepage, a blank check box appears
under the tab that says, Set as start page.
Doing this will make the homepage tab the screen your email account takes
you to after login. This will provide you an overview of your calendar, and
recent email correspondence.
4) Once this has been done, you can access your calendar by either clicking
the link that says Today on the widget. Or you can click on the tab in the
upper left hand of the screen that says Calendar.
5) While in the calendar, you can choose between various views, including
the month, the week, and the day. By clicking on dates or times you have
the ability to modify their contents.
It is important to keep these calendars up to date, as this is what QAs will be
based on. (See the section on QAs).

Sec. 8

Email Policies
As an ILS Instructor, there will be correspondence in the form of email with
Alta, KEY, or other people or agencies that is integral to the position. Each
employee, upon hire, is given an assigned company email. This email is for
work use only, and as such should have no personal emails contained within
it. With that in mind, once the password is set, it is not allowed to be
changed. Being company property, management reserves the right to check
any employees email account at any time, with or without notice, and with
or without reason. Once issued, the password will be documented in each
employees file. Any change to this password on the part of the employee,
without the expressed consent of management may lead to disciplinary
action.
It is mandatory to check your email at least once per workday. Failure to do
so may result in disciplinary action.

Page 41 of 44

New Email Steps

1. After hire, each employee will be given an email address and password.
2. To access your company issued email, visit the web address:

login.secureserver.net.
3) Enter your username (email address) and password.
4) Click Login.
Should you desire it, there is a mobile application for this program. For more
information speak with Human Resources or you Staff Supervisor.

Email Etiquette
When sending email correspondence with Service Coordinators or other
community professionals, it is important to maintain a professional
disposition. This includes.

A proper greeting.
No use of slang.
Proper spelling and grammar.
A proper closing
No emoticons (smiley faces, etc.)
Should any apprehension or question about grammar or punctuation
arise, please contact your Staff Supervisor or Human Resources.

Remember to always cc: your Staff Supervisor with client updates, and
inform them by phone if they are emergency situations, big issues, or
something that needs to be addressed immediately. Furthermore, you may,
at any time, be asked to send a correspondence to a manager prior to
sending it to a Service Coordinator or other professional involved in a clients
life to have it proofread, as necessity deems worthy.

Page 42 of 44

E-Signature
Often times, employees opt to sign documents electronically, such as
timesheets (as discussed above), and other forms or memos. Should you
choose not to do this, these documents must be turned in by their assigned
date and time. If you do agree to this form of signature, please initial this
manual (and the employer provided acknowledgement) and check the box
indicating agreement next to your initial. If you do not agree, please initial
this section (and the acknowledgement) showing that you were informed of
the e-signature agreement, and DO NOT check the box. If you disagree, you
are still bound to documentation due dates. (Initial)___________
(Date)_________
Check this box if you agree to
electronic signatures

Should paperwork submitted electronically become too difficult to initiate, is

habitually not completed in a timely manner or filled out wrong, is illegible,
or evokes any other unnecessary burden on management or the company
this shall be revoked. Should this privilege be revoked all documentation will
need to be turned in by hand during business hours, or by setting up an
appointment with a manager.

Sec. 9

Documentation and
Reporting
Daily Logs
Daily Logs are to be completed while working with your clients. There are
two points to Daily Logs. The first is to document the clients progress and or
barriers they met while working towards their goals. The second is to
provide evidence that timesheets are billed accurately. While writing the
Page 43 of 44

daily logs, it is important to document certain items related to the monthly

report. This will be discussed further in the training on documentation and
will also be alluded to in report training. Daily Logs are due along with
reports by the 1st of each month at 10 am to the email address:
reports@key-ils.com

Monthly Reports and ISPs

Monthly reports are reports submitted monthly to each clients Service
Coordinator documenting the progress and or barriers of each client. These
are quite important and a part of the agencies contract with Alta. While the
ISP (Individual Service Plan) report is slightly different in formatting than a
monthly report, and has slightly more information, it is fundamentally the
same as a monthly report; ISPs are elaborated monthly reports. There is a
section of training dedicated to reports, and so this will be addressed more
thoroughly later on. Along with Daily Logs, Reports are due on the 1st of each
month by 10am to the email address: reports@key-ils.com

Contact with Service Coordinators

The Service Coordinator is a prime contact for the client and will need to be
updated regularly.
Email correspondence with Service Coordinators is
generally preferable, however, if A Service Coordinator would like to speak
via telephone, this must be done. If an email update is sent to a Service
Coordinator, the email must be cc:d to your Supervisor. If it is done by
phone, your Supervisor must be notified via email within 24 hours of the
update, and what the update consisted of. ILS Instructors must also contact
a clients Service Coordinator and the employees supervisor in case of
emergency (or other manager as outlined by the Order of Contact.
Depending on the circumstance other documentation may be required. Your
supervisor should be able to assist you, but often speaking with the clients
Service Coordinator is necessary to determine which type of documentation
the incident calls for.
A Service Coordinators email address is
generally their first initial followed by their last name
@altaregional.org. So a Service Coordinator named Jaquelin Connolly
could be reached at jconnolly@altaregional.org. This is a generalization and
should be confirmed by another employee of KEY who has worked with the
Service Coordinator, the Service Coordinator, or there is another useful tool
at
the
ACRC
Staff
Directory
at
the
following
website:

Page 44 of 44

http://www.altaregional.org/staff-directory.
To reach a service
coordinator by phone, please see the phone list at the end of this manual.

SIRs
SIR stands for special incident report. As mandated reports, all employees of
Knowledge Empowers You are required to report any incident of
hospitalization, theft, abuse, amongst other reasons (discussed more in later
section on SIRs and APS Reports).

Service Coordinators must be notified of special incidents within 24 hours,

and a written report must be submitted to Alta within 48 hours. Prior to
submitting an SIR they must be reviewed by a member of management, in
accordance with the Contact Order form. As policy, Knowledge Empowers
You follows mandated reporting requirements, as outlined in the Welfare and
Institutions Code Section 15630. *Note: For any questions on this, please
visit the Attorney Generals Office website at: www.oag.ca.gov. There is
more information in regards to mandated reporting in the mandated
reporting section of the training.

Turning in Required Documents

At times, employees may need to fill out various forms as a part of their
employment. Any form requested of any employee by their manager is due
within two (2) business days (those days the employee is scheduled to work).
Failure to turn in necessary forms within this timeframe may lead to
disciplinary action up to an including termination.

Sec. 10

Disciplinary Action and Exit Policy

Policy on Disciplinary Action

Page 45 of 44

The normal process when disciplinary action must be taken is as outlined

below. The company reserves the right to bypass any part of this policy, at
any time, should the issue be deemed to warrant it by management.
1. The employee meets with their Staff Supervisor (or Program Director)
and Human Resources to discuss an issue.
2. Should the issue warrant it, a verbal warning will be given, and a work
plan will be established, including ways that both the employee and
the agency can work together to solve the problem.
a. Should the event be serious enough, management may bypass
verbal (or written warnings) and reserves the right to terminate
employment should the event call for it.

2. Should the issue continue to be present after this initial meeting,

another meeting will be held and if there is just cause, the employee will
receive disciplinary action. If the employee received a verbal warning during
first meeting then a written warning will be issued, if the employee received
a written warning then another would be issued. Should it be determined
that the agency must address something relating to the causation of the
employees difficulties, this will be addressed.
3. Should the employee continue to be brought in for the same issue,
the agency reserves the right to terminate their employment. Similarly, if
the employee continues to be brought into meetings as those discussed
here, the agency reserves the right to sever employment.
a. Receiving three write ups is grounds for termination.
NOTE: Disciplinary action in regards to race, gender, disability, and
any other group of people shall not be tolerated. If you feel this has
occurred, please see the policies on Harassment,
Equal Opportunity Employment, and Reasonable Accommodations in the
beginning of this manual.

Exit Policy
Severance of Employment by the Employee
Page 46 of 44

Upon severance of employment at the will of the employee, the employee is

asked to give at least two work weeks (10 days) notice and a letter of
resignation. This is primarily to allow the agency time to determine a
replacement to your position, and provide them the necessary background
information or training.

Severance of Employment by the Agency

The company will strive to give the employee every effort to warrant a
termination of employment at the will of the agency unnecessary. Except in
cases where a situation warrants it, all disciplinary action will be taken in the
order prescribed in the Disciplinary Action section of this manual.
However, as stated the company reserves the right to terminate employment
at any time (see the At Will Agreement).

End of Employment Process

Following the severance of employment, by either the company or the
employee, an exit interview will be scheduled within seventy-two (72) hours
of the employees last date worked. During this interview, the employee will
be given their final pay and will be asked to participate in an exit interview.
The reason for this is to find which area the company can improve and in
which areas it excels. The employee will be compensated for this meeting.

Return of All
Information

Company

Property

and

Client

Within three (3) business days (Monday Friday) of severance of

employment all materials checked out by the Instructor must be returned to
the company. This may occur at the same time as the employees exit
interview. Furthermore, all client files (physical or electronic), and all other
forms, documents, or other materials acquired by employment with the
agency must be returned to the agency, and all electronic files are to be
deleted from computers, phones, or other electronic devices (after
submitting them to management to be printed). Failure to comply with this

Page 47 of 44

may lead to confidentiality based legal action on the part of the company,
the client, or both. Please initial in this manual that you have read,
understand, and agree to abide by this policy. A form will also be provided to
you by your trainer acknowledging this as well.

________________________(Date)____________

Electronic Devices, Keys, and Others Property

Any electronic devices checked out by the employee must be returned in the
condition they were received. Should any equipment or materials, or other
property be returned in an order worse than when the product was issued to
the employee (excluding reasonable wear and tear), the employee may be
held liable for expenses related to the repair or replacement of the material,
device, or other property. Should the material, equipment, or other property
not be returned, the employee will be held liable for the replacement of the
product.

Future Employment
All former employees of the agency should use the Human Resources worker
as a point of contact for all future employment enterprises. With that in
mind, any future applications or resumes should list your HR worker as
contact person. Management and Co-Workers are allowed to give personal
references, however, any contact in regards to actual work performance
needs to be through HR.

Re-Hire
Obtaining further employment with the agency will be at the discretion of
management, and will be based on factors such as reviews and conduct
displayed by the employee in their initial position with Knowledge Empowers
Page 48 of 44

You, and recent work history amongst others. Should the employee become
re-employed with the company within one (1) year they are entitled to a
reinstatement of their accrued Paid Sick Leave. No agreement made by any
employee of the agency will ensure the employee a re-hire status. This
decision will be made by the items discussed above and company need at
the time that a re-hire is requested.

Section 11
Conclusion
The manual contains policies and procedures that all employees of the
agency are bound by. Failure to adhere by any policy contained within this
manual or any other training material, memos, policies, or other documents
of that nature that you are provided with is grounds for disciplinary action up
to an including termination. This may be done through the write up process
or not depending on the severity of the situation.

Revision of this Manual

No section of this manual can be revised by any employee of Knowledge
Empowers You, and all changes to it must be signed off by the Executive
Director.
Any agreement that is lacking this approval will be hereby
considered void on all accounts.

The agency reserves the right to change the contents of this manual with or
without notice, with the expressed approval of the Executive Director. All
employees will be notified of any changes
to this manual within seven (7) days after the policies implementation. This
will be done via email, attachments, and memos. These may require a
signature to be placed into employee files.

Sec. 12

Page 49 of 44

Important Emails, Websites, and Phone

Numbers
Purpose

Important
Username/Password

login.secureserver.net

login.secureserver.net

myaccess.adp.com

www.altaregional.org

http://www.altaregional.org/staff-directory

http://www.cdss.ca.gov/agedblinddisabled/PG
1298.htm
[SC First initial, last name @altraregional.org

Work
Email,
Work
Calenda
r
Employe
e Forms,
Resourc
es,
Forms
for
Clients,
etc.
Pay
stubs,
Payroll

Websites

UN:
@key-ils.com
Password:
UN: employee@ keyils.com
Password: Confidential

UN:
PW

ACRC
Main
Page
ACRC
Staff
Director
y
APS
Contact
SC

EXAMPLE:
tsmith@altaregional.or
g

Page 50 of 44

Important Emails for Documentation Turn In

timesheets@key-ils.com

To turn in timesheets

reports@key-ils.com

To turn in reports/daily logs

Important Phone Numbers and Contact Information

Alta Regional Center
Sacramento (916) 978-6400
Roseville
978-6583

(916) 786-8110, fax: (916)

Placerville
626-0162

(530) 626-1353, fax: (530)

2241 Harvard St., Suite 100,

Sacramento, CA 95815
1620 Santa Clara Drive, Suite 100,
Roseville, CA 95661
344 Placerville Drive, Suite 1,
Placerville, CA 95667

APS
SACRAMENTO COUNTY
24 HR. ABUSE HOTLINE
(916) 874-9377
Fax: (916) 854-9341

Department of Health and Human

Services
4875 Broadway
Sacramento, CA 95820

Page 51 of 44