Youth Driven Manual (2003)

Welcome to Youth Drivens Resource Manual!
The resources that you will find in this manual were researched and developed over the course of a project called Youth Driven. The project was run by youth for youth and coordinated by the Environmental Youth Alliance (EYA). It involved a partnership with 15 youth driven organizations in Vancouver and 2 in Victoria. The goal of the project was to gain a better understanding of the needs of youth driven agencies through consultation with the youth community, to help strengthen youth driven agencies by offering practical skills training, and to create better awareness and appreciation of youth driven agencies within the community.
WhyYouth Driven?
The Environmental Youth Alliance (EYA), as an old timer youth driven organization, has been through many problems, which have caused us everything from minor headaches through to near collapse of the organization. Often we have found ourselves in the position of sharing our experiences, both positive and negative, with other youth agencies. We have also worked with other groups in creating manuals, workshops, and providing other information to help youth groups get going. Supporting youth projects and organizations has always been a priority for us. Now it also seems to be a priority for government and social service agencies. In discussion with other youth agencies and adult mentors we decided that it was an important time to look at youth driven organizations what does youth driven means, how youth agencies function, and what resources they lack We at EYA felt that we were in a good position to do this by applying and merging our own experiences with those of other organizations. Thus the Youth Driven project was born.
The objectives of Youth Driven are as follows: To better understand the organizational capacity needs of youth driven agencies through self-introspection of EYAs history and experiences, and through consultation with the youth community. To better EYAs capacity as a youth driven agency, with a view to sharing our experience with other youth driven agencies. To strengthen youth driven agencies through education and the development of tools which will help to increase their organizational capacity. To create awareness and appreciation of youth driven agencies with the youth and larger community.
Methods
The first phase of the project was a partnership between an already existing EYA youth project, entitled Shakti , and Youth Driven. This partnership looked at over twenty youth organizations which face the greatest societal barriers in the community. Racism, sexism, homophobia and ageism were mentioned often as the barriers that youth and their organizations face. A Zine and a video were two of the final products that came out of consultation. The Youth Driven / Shakti partnership documented first hand accounts of the frustration many youth feel in being isolated and blocked from becoming involved in their community. Two of the legacies of the Youth Driven/ Shakti partnership are: 1 Research on and outreach to a broad diversity of groups. 2 The creation and distribution of a survey which provided the basis for the training opportunities that were offered through Youth Driven. This survey reached 25 youth groups and received 17 responses. The graphs and statistics you will find in this manual come directly from what these groups told us. The criteria we used to select the groups to survey were: A philosophy or stated mandate to be youth driven or youth centered as opposed to groups which were solely youth serving. Some level of organization Youth groups could be within a larger organization, but had to have some autonomy. Active for longer than one project
Introduction 3
The surveys were done either through face to face or phone interviews, or through the completion of a written survey.
What YouthDrivenhasdone
With the creation and distribution of the survey we continued to consult with the youth organizations. The survey asked questions on what we call capacity issues - issues which directly effect the running of the organization and its ability to fulfill its mandate. These issues are: Funding Administration - Accounting - Management - Computers Policy Decision making and accountability structures Media
Some of the most common barriers that were identified through our survey are funding, youth representation and lack of training. Other barriers were identified, but not shared by a large number of organizations.
BARRIERS FACED BY YOUTH DRIVEN ORGANIZATIONS
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Barriers Faced
% of Youth Driven Organizations
50
40
30
20
Youth Representation
10
Coordination
Space
Training
Funding
Isolation
Time
Youth rep
Funding
Space
Time
Barriers
Training Barriers
Coordination
Isolation
Other
Other
It is probably not surprising to you that finding adequate, sustainable funding was the biggest barrier to success for most organizations. What is more interesting is that even youth driven organizations have difficulty getting adequate and diverse youth representation in their organizations. They offered several explanations for this: youth lack familiarity with the organization- some youth are particularly hard to reach, especially those in isolated communities need for equal adult and youth representation in decision making youth group runs itself within an agency that does not have youth representation on board
We continued to do research around these issues and managed to put together a youth working group with representatives from six of our partner organizations. With the help of the youth working group we have put together different training opportunities that were open to our partners and other community organizations as well. We offered two fundraising workshops, two media workshops and one computers workshop. The fundraising workshops focused on grant writing: what a grant is, who can get them and how to apply. The first media workshop focused on how to work with the media: how to sell your cause, how to avoid getting burned, and the importance of developing a personal relationship with reporters. The second media workshop was on how to write a story for newspapers. The computers workshop focused on basic word processing, layout and surfing the internet. We were not able to offer a policy writing workshop over the course of the project, but we did find some interesting information on policies through Volunteer Vancouver, as well as a policy writing software program that you will learn more about later. Youth
Driven also sent a representative to Hull, Quebec for the National Youth NGO
Consultation in preparation for the World Conference of Ministers Responsible for Youth in Portugal in August 19981 . The information you will find in this manual is based on the workshops that we offered and other research we did.
Introduction 5
So what does Youth Driven mean anymore

There has been a lot of debate around the term. When we asked our partners to define youth we got definitions ranging from the most specific, youth is from 19 to the first year of university to the completely open and self-defined, youth is a state of mind and everything in between. The definitions encompassed a vast age range, from preteen to 29 years old. This makes it very hard to determine whether youth, whoever they may be, do in fact make up a driving force within their organizations. If we only looked at those groups that are run completely by youth at all levels, then only 13 per cent of the groups we surveyed could be considered purely youth driven. After looking at the results from the survey, we decided that it was more important to look at the number of youth involved in the decision making process. For the purposes of this project we considered
youth driven groups to include those that have at least equal representation of youth
and adults in key decision making positions. We asked the groups how many youth and adults were in key decision making positions within their organizations and this is what we found.
Comparison of Number of Youth and Adults in Key Decision Making Positions
All youth 13%
Greater # of youth 24%
All adults 24% Equal # of youth and adults 19%
Greater # of adults 13%
So, according to the survey results and the previous definition, 66% of the organizations can be considered youth driven.
Table of Contents
FUNDRAISING
What you told us about fundraising: Tricks of the Trade or Bureaucrats are People too So what goes into a grant anyway? Sample Grant Proposal: Culturally based small business pilot project Sample Budget So, how do I find out who gives the big bucks? More funding sources
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9 11 12 14 18 20 24
POLICIES
What you told us about policy: What we found about policy An Organizational Manual for Non-Profit Youth-Driven Organizations Stuff Thatd be Cool to Know Youth Drivens Policy Maker Manual a step-by-step guide for Youth Driven Organizations Welcome to [Organization] Table of Contents 1 Employment 2 Compensation & Performance 3 Benefits Personal Leave Insurance 4 Other Policies 30 31 33 33 34 35 38 43 59 68 74 79 86
Introduction 7
Page
WORKING WITH THE MEDIA
Media Youth Organizations in the Media Media Outlets Hints on Dealing With the Media Media Contact List 1998 94 95 97 99 106
INTERNET TRAINING
What you told us about training The World Wide Web Getting Started on Creating a Web Page 109 110 112
Fundraising
Fundraising for Youth 9
What you told us about fundraising:

We asked the organizations we surveyed to tell us what percentage of their funding they got from each of the following sources: municipal government, provincial government, federal government, foundation, private donors, corporate, casino/bingo, special events. This is what we found:
FUNDERBREAKDOWN
What became obvious to us was the striking lack of diversity in funding sources. As you can see in the next graph, 21% of groups got all of their funding from only one source. The rest got at least half of their funding from on or two major sources.
Funder Diversity
Federal 23% Provincial 23% Foundation 19%
Funder Breakdown
Bingos/ Casino 1% Private 5% Corporate 1% Events Special 1%
Municipa 27%
FUNDERDIVERSITY
This lack of diversity in funding was identified by many organizations as a major barrier to achieving adequate, sustainable funding for their projects and programs. Some
Half or more of funding from only 50%+ 2 sources two sources 29% 29%
All Funding from only100% one source one source

21%
21% 50%
Over 70% of 50% funding from only one source
70%+ one source
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identified their concern and frustration at being dependent on short-term grants and contracts. Others said they didnt know where to look for grants, didnt feel confident they had the skills to write them, or didnt have time to network with other organizations and share funding ideas. In order to de-mystify the grant writing process a little we put together a grant writing workshop based on our experiences at EYA. This is what we have learned about grants over the years.
What is a grant?
A grant is financial $$$s contribution given by a big organization. These organizations are usually the following: Government - federal, provincial, municipal Corporations - banks, manufacturers, etc Foundations - people with big bucks who want tax breaks and to do good charity work set up an organization Private - direct donations
Who can get a grant?

You generally have to be a non-profit or charitable organization to get a grant.
A FEDERAL CHARITABLE NON-PROFIT IS:
A provincial non-profit that is recognized by the federal government Can give tax receipts - people who give you money get tax credits Can get grants from governments, foundations, corporations and private sources.
A PROVINCIAL NON-PROFIT SOCIETY IS:
An organization set up provincially to do a certain community service. Can get grants from: government and corporations Cant get money from foundations Cant give tax receipts so its harder to get private donations
When can I get a grant?

Grant deadlines are at all times of the year though different organizations have different timelines. Grants take time. Give yourself at least 2 weeks to write the grant, and 2-3 months after deadline to receive it.
When towrite them

Governments work on a fiscal year of April 1st to March 31st, and usually run out of grants by end of calendar year or sooner Corporations usually set their budget every calendar year, so they run out of $$s in early fall Personal donations are best in the few months leading up to March, including holiday December, as that is when people do their taxes and need their tax deductions Foundations are year round and depend on their grant deadlines.
Tricks of the Trade or Bureaucrats are People too

Fundraising is the most conservative aspect of your organization .. because of this it is the most controversial- who do you fundraise from, how do they define your issues, are all issues which strike to the heart of the organization.
Schmooze
One aspect that almost everyone hates to do in youth organizations is schmooze or brown nose. Sadly, it needs to be done if you want to get a higher percentage of grants you apply for. Set-up meetings, talk to people on the phone, send them information about your organization, and in the most crass terms, sell yourself.
Make Friends
Bureacrats are people too if you treat them like people who are doing a legitimate job youll get a lot farther in your fundraising. Often we blame bureaucrats for the type of grant, how much money the grant is for, etc. They cant control these factors so dont shit on their head. They also have insider knowledge about whats going on, which is invaluable to getting grants. Often times we try to get politicians to support our projects. This is great, as long as it is positive dont get into or start a war between politicians and bureaucrats you will lose.
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Apply, Apply, Apply

Fundraising is + project and + relationship. Often the first time you apply is just a getting to know you phase. Apply again. Go in and talk to the funder and find out why they didnt fund the last proposal. Dont take rejection of your proposal as a rejection of you, your cause and your organization. Use your connections! Government employees answer to politicians and politicians answer to the community. Use your connections to get letters of support. Make a STRONG case that you have political and community support. Also, keep them updated on what you are doing, or planning to do. Often times theyll find grants for you!
Promote yourself shamlessly

OK, maybe not shamelessly, but make sure people know the good things you do. A newspaper article or a TV spot, are worth a lot when going to a funder.
So what goes into a grant anyway?

Grant Proposal Template
INTRODUCTION AND SUMMARY
Your first sentence should say how much money you are asking for, from whom, and for how long. Then comes your executive summary, a very basic overview of your goals and objectives, and the need for the project.
TITLE
Your title should be an attention grabber. It should represent what you want to do, but it should also be fun. If you have a good title, they may not need to read much of the rest of the grant.
NEED
Explain the needs of your clientele, adding any outside statistics or demographics that
support your case. You can talk about larger societal problems or pressures that affect your target group, as well as successes from other organizations that have done similar work if you want.
OBJECTIVES
These should be short and concise. They can be point form. You can include long-term as well as short-term goals.
METHOD
Chronological (month by month) list of activities that will take place over the course of the project.
ORGANIZATIONAL QUALIFICATIONS
In this section you should briefly outline the history, status and mandate of your organization, why you are interested in this project, and why you think you will be able to coordinate it well. Give short bios of the project coordinators, the names of support staff and board or directors if you have one.
EVALUATION
Include qualitative as well as quantitative evaluation techniques i.e. monitoring and surveys.
BUDGET
Should include in kind funding/donations as well as the amount you are asking from your potential funder.
The Projects Future

What kind of legacy will you leave behind? What will your target groups do/where will they go once the project is over? Do you have plans to solicit matching funds? Do you see your project becoming self-sustaining?
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Grant Proposals What should it look like ...

Executive Summary
Do up an executive summary so the funder should
What has been learned ...

This partnership has explored and shared many different forms of economic enterprise. Some examples of this have been: training in the production of traditional arts and crafts joint projects in the distribution of those arts and crafts through exportation to Canada apprenticeships in the areas of automotive mechanics, computer and language training
These and other partnerships have been extremely fruitful. These explorations have convinced the Otomi and Shushwap that the area of small business, and its relation to economic self-sufficiency, is one in which both communities could learn from one another.
Partners
THE OTOMI
The Otomi live in Central Mexico. The principal communities that will be participating will be Tultepec and San Mateo Atenco in Mexico State. These communities are close to self sustaining in the area of food production and have a thriving textile industry selling internally in Mexico, and, in a limited way, exported to Canada. In Canadian terms these communities would be seen as very poor, yet their small business enterprise sector is thriving in Mexican terms. Their primary industry is in textile / arts and crafts production. They have created small
Fundraising for Youth
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enterprises in the areas of: jewellery pottery handicrafts in general (glass, wood, beads, leather, tule and so on)
The artisans and distributors within the community have created and expanded a niche within the Mexican tourist trade. The community has defined a market for the artesinal goods, and created a production and distribution system to move those goods to market. As well, with the connection with the Shushwap of Alkali Lake, the Otomi artisans have begun to export their goods to Canada. These enterprises are not huge, yet they sustain families and the community directly. The enterprises are: not ones that have been imposed upon them stem directly from the cultural and historical roots within the community and draw upon the entrepreneurial ability of the community members
For the above listed reasons, these enterprises also have one other key component: they are sustainable.
THE SHUSHWAP
The Shushwap live in a broad area in Central B.C. This project will focus on one of their more well known communities, Alkali Lake. Located near Williams Lake in Central B.C., Alkali Lake is well known for its stunning turnaround in the 1970s and 80s from a community rife with alcoholism to one which is now 95% sober.1 Through an exchange program between the two partners and EYA in 1995 the Shushwap were able to connect with the Otomi. Community members of Alkali Lake (approximately 20, both youth and adult community leaders) who went to Otomi communities on this and succeeding exchanges have been extremely impressed with the self sufficiency of the Otomi communities, especially in the area of small enterprises The Alkali Lake community members believe that the similarities which exist between the two communities - both cultural and historical - would allow similar small enterprises to flourish in their own community. Some of the key components that have impressed the Alkali Lake members have been
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that the small enterprises come from resources which exist within the community are based on the communities collective cultural knowledge and skills, and are not grandiose schemes but small and sustainable enterprises which benefit the community directly.
From this the Alkali Lake members feel that a small enterprise training program with an international component in Mexico would be of great benefit to the youth from Alkali Lake.
Program Activities
The program would be 1 year in length and involve 5 youth participants from Alkali Lake, 5 community members knowledgeable in the Alkali community and 1 coordinator. A like number of Otomi would be involved. EYA would provide two youth trainers and administrative support.
ACTIVITIES
Month 1 Alkali L ake: Member from Alkali, Mexico and EYA meet to plan general program Month 2 youth and community participants selected Month 3 - 6 Training begins with Shushwap and Otomi in respective countries language training small business training cross cultural training computer training internet commerce Month 5 - 8 An exchange between Otomi and Shushwap partners participant workshops on small enterprises in Mexico and Canada group work projects to assist small businesses participants in singles or in pairs work with small enterprises
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bi-weekly workshops planned to reflect on experience, ie. skills in small business
Month 5 - 8 Shushwap and Otomi community reps A working group is struck in each community regarding international economic linkages that can be made Month 11 Shushwap and Otomi plan culturally based small businesses group comes back together, creates ideas on how they can apply their knowledge in Canada and Mexico create game plan for return to home Month 12 Travel to Canada debrief of experience work on implementing game plan
Documentationof project
An overall success of the Shushwap has been the creation of the Honour of All, National Film Board video documenting their communitys journey from alcoholism to sobriety. The groups feel that this type of documentation is key to passing on information gained from this experience to other First Nations groups. This project will be video documented to allow that to happen. This will also be a learning experience for both the Otomi and the Shushwap youth in the area of multi-media production.
SampleBudget
Budget
Youth Service Canada Jungle in the Concrete (22 Week Program) Coordinators 1 @ 24 wks x 40hrs/wk x 13/hr 1 @ 24 wks x 40hrs/wk x 18hr bookkeeping (24*13*14) employment costs (11.02% of staff costs) total administration costs
OVERHEAD
total YSC 12,480.00 17,280.00 4,368.00 3,760.91 37,888.91 3,900.00
rent (650x6months)
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phone (100x6months) hydro (25x6months) postage /printing/supplies (150x6) insurance (200x6) total overhead total overhead +administration percentage of total costs
PARTICIPANT WEEKLY STIPENDS
600.00 150.00 900.00 1,200.00 6,750.00 44,638.91 30.36 64,680.00 7,700.00 72,380.00 30,000.00 147,018.90
14 youth @ 22 weeks $210/week Youth coordinator level 1 top-up (1x22x350) total participant weekly stipends Incentive award 2000 x 15 youth grand total
Administration
Administration money is the most important but also the hardest to get. It includes everything that we use behind the scenes, such as: light, paper, pencils, computers, bookkeeping, employer costs, etc. It also often includes coordinators salaries. Most granting agencies allow you 10-15% of your total budget as administration. Many grants do not give salary costs within their administration, or give no administration at all. What usually ends up happening is you get the grant run around. You want money for a project, but you need administration money in order to run the project. If your funder will only give you 15% of your administration money then you end up having to write more and more grants just to get pay your salary and bills so that you can run the project.
Solutions
Some ways to reduce these barriers are to work with other organizations and to fundraise in other ways. As a critical mass it is easier to pressure funders to support your work by giving you core funding. As well, as a coalition of groups you can share fundraising ideas and contacts. It is also important to look for ways to diversify your
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funding base. The less dependent you are on one or two major funding sources the better.
Things toremember
Grants take time to write and dont turn aroundquickly, give yourself three months. grant deadlines and procedures change. never assume that what you have written on the page is correct... especially with the government . Always phone and ask.
Government Program
AIDS AND HEALH AIDS Community Action Program-Health Canada
H IV prevention, especially with: street involved youth, gay youth, Aboriginal people, ethnocultural groups
(604) 666-6063 (613) 957-3118 (613) 954-8549 (250) 356-1736 (604) 666-3871
AIDS Program- Medical Research Council

AI DS research
AIDS Research Funding- Medical Research Council

AI DS research
BC Government Employees Community Services Fund

AI DS, drug and alcohol treatment and prevention
FIRST NATIONS
Aboriginal Business Canada- Industry Aboriginal business development
Native Internship Program

summer employment for Aboriginal students Human Resources Development Canada
Place du Portage, Phase IV Ottawa, ON K1A 0J9

Project Funds- Department of Justice
access to justice, Aboriginal justice
(613) 957-3538
HOUSING
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So, how do I find out who gives the big bucks?

Here are some funding sources that we found over the course of our research. Remember that only charities can apply for foundation grants.
Social Housing ProgramsCanada Mortgage and Housing Corp
1-800-784-0055 or 1-877BC YOUTH

Youth Service Canada- Human Resources Development Canada
youth 17 to 25 years old and unemployed
youth, arts and culture, health care
(416) 922-2500
450- 999 Canada Place Vancouver, B.C. V6C 3E1

YOUTH Partners in Promoting Summer Employment- HRDC
encourages businesses to train and hire youth
housing options
Gilbey Canada Inc.

health, education, youth, arts and culture, drug and alcohol abuse and prevention
1-800-935-5555
(416) 626-2000 (905) 513-6222
Hamilton Beach Proctor-Silex

health, education, arts and culture, youth
Corporation
AIDS, HEALTH AND EDUCATION Alcan Aluminium Limited
youth, arts and culture, theatre, health care, education
Imperial Oil Limited

health and social services, Aboriginal students, arts and culture
HRDC Place du Portage, Phase IV, Ottawa, ON K1A 0J9

Summer Career PlacementsHRDC
subsidizes non-profit organizations and businesses to create jobs for students
(403) 237-2225
Intrawest Corporation
(514) 848-8000
Bonar Inc.
Donations Committee:(604) 669-9777

Investors Group Inc.
health and welfare, youth, arts and culture
(905) 637-5611
British Columbia Hydro and Power Authority
youth, arts and culture, health care, education
HRDC see above
Summer EmploymentExperience Development- HRDC

subsidizes employers to hire students, focus on Aboriginal bands and public health institutions
Sponsorship info: (204) 956-8204

Ledcor Industries Ltd.
health, education, social services, arts and culture (204) 943-0361
(604) 528-1600
arts and culture, education, youth, health
HRDCsee above
Summer Youth Service Canada

community service projects involving youth, priority to projects coordinated by municipalities or First Nations band councils HRDC
Canadian Imperial Bank of Commerce Employee Charitable Trust

youth, arts and culture, Aboriginals, health care, education
(604) 681-7500
Marks Work Wearhouse Ltd.

education, health, youth, arts and culture
(604) 665-2010
(403) 255-9220
see above
Canfor Corporation
arts and culture, youth, health care, education
Youth Internship Canada- HRDC

youth aged 15 to 24 who require training to get entry-level positions or proceed in their education HRDC
(604) 661-5241 (250) 748-3711
(403) 255-9220
Pacific Coast Savings Credit Union
youth, performing and visual arts, health care, education
Doman Industries Limited

youth, health care, education
see above
Youth Options BC
umbrella program for provincial youth employment programs- focus on environment, technology, business and entrepreneurship training, volunteerism
Finning Ltd.
youth, arts and culture, health, education
(604) 872-4444
Community Relations Officer:(250) 380-3100
George Weston Ltd.
Pacific Coast Savings Credit
Fundraising for Youth 21 Union

youth, performing and visual arts, health care, education
Trust
youth, arts and culture, Aboriginals, health care, education
(403) 255-9220
Pacific Coast Savings Credit Union
youth, performing and visual arts, health care, education Community
Community Relations Officer:(250) 380-3100
(604) 665-2010
Canfor Corporation
arts and culture, youth, health care, education
Seabord Life Insurance Company

education, health and welfare, youth, arts and culture (604) 734-1667
(604) 661-5241 (604) 872-4444 (416) 922-2500
Relations Officer: (250) 380-3100
Finning Ltd.
youth, arts and culture, health, education
Seabord Life Insurance Compan

education, health and welfare, youth, arts and culture
Seabord Life Insurance Company

education, health and welfare, youth, arts and culture
(604) 734-1667
George Weston Ltd.

youth, arts and culture, health care
(604) 734-1667
Surrey Metro Savings Credit Union

youth, education, arts and culture, health and welfare

Gilbey Canada Inc.

health, education, youth, arts and culture, drug and alcohol abuse and prevention
Communications Officer:(604) 517-7461

Viacom Canada Limited
arts and culture
(416) 626-2000 (905) 513-6222
Hamilton Beach Proctor-Silex

(416) 975-5567

Hongkong Bank of Canada

performing and visual arts, education, youth, Aboriginals
FIRST NATIONS Canadian Imperial Bank of Commerce

Employee Charitable Trust youth, arts and culture, Aboriginals, health care, education
(604) 685-1000
Vancouver Sun Childrens Fund Society

education, health, children and youth with special needs

services, Aboriginal students, arts and culture
(604) 665-2010
Hongkong Bank of Canada
performing and visual arts, education, youth, Aboriginals
(403) 237-2225
(604) 605-2111
Intrawest Corporation
Vancouver Sun Childrens Fund Society

education, health, children and youth with special needs
DonationsCommittee: (604) 669-9777

Investors Group Inc.
health and welfare, youth, arts and culture
(604) 685-1000

health and social services, Aboriginal students, arts and culture
(604) 605-2111
(403) 237-2225
ARTS AND CULTURE Alcan Aluminium Limited

youth, arts and culture, theatre, health care, education
(204) 943-0361 Sponsorship info: (204) 956-8204

Ledcor Industries Ltd.
health, education, social services, arts and culture
HERITAGE AND HOUSING

Avon Canada Inc. housing, youth, substance abuse, medical research
(514) 630-5432
(514) 848-8000 (905) 637-5611
Bonar Inc.
arts and culture, education, youth, health
(604) 681-7500
British Columbia Buildings Corp.

heritage buildings
Marathon Realty Holdings Inc.

youth, arts and culture Officer:
Donations
(250) 387-7301
Canadian Imperial Bank of Commerce Employee Charitable
(514) 395-5673

Foundation
AIDS, HEALTH AND EDUCATION Allstate Foundation of Canada
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health disorders, education
(905) 475-4551
750,Etobicoke, ON M9B 6E2 Ontario K9J 2J6

Kaatza Foundation Hamber Foundation
arts and culture, health, education health, arts and culture, AI DS research
B.C. Government Employees Community Services Fund

health, AI DS, drug and alcohol treatment and prevention
(604) 641-4700
(604) 738-8638 (604) 681-1888
(250) 356-1736
Kaiser Youth Foundation

education, alcohol and drug abuse
Canadian Foundation for AIDS Research

H IV awareness education
IBM Canada Ltd. Employees Community Fund

AI DS, health, alcohol and drug treatment, shelters
Kololian Foundation
(416) 361-6281
Canadian Pacific Charitable Foundation

health, education
(403 )218-8160
Carthy Foundation
Carthy Foundation200, 707- 7 Avenue South West PO Box 2554 Calgary, AB T2P 2M7
Eaton Foundation
arts and culture, health, youth
arts and culture, health, education
youth, health Keith Hamilton IBM Canada Ltd. Employee (416) 367-4346 Community Fund Larkspur Foundation 3600 Steeles Ave Markham, arts and culture, health Mary George Chairman and ON L3N 9Z7 President c /o Yvonne Irving Levine Foundation Turkenburg Unit5-7231 health, arts and culture Moffatt RoadRichmond, B.C. Irving Levine, President V6J 1XY The Irving Levine Foundation 637 Lakeshore Max Bell Foundation Blvd. WestToronto ON M5V health, medical education (403) 215-7310 1A8
(416) 343-3423
Janet and Charles Burns Foundation

arts and culture, AI DS, research, education
McLean Foundation
health, arts and culture
(416) 964-6802
Erwin Taylor Charitable Foundation
(905) 773-4477
David Toy Taylor, President Erwin Taylor Charitable Foundation, 190 Division Street PO Box 426 Welland, Ontario, L3B 4A2
arts and culture, ethnic culture, education, health
John Deere Foundation of Canada
Robert Campeau Family Foundation
Mr. G.J. Clark, PresidentJohn Deere Foundation of Canada PO Box 1000 Grimsby, ON L3M 4H5
Justin and Elisabeth Lang Foundation
health, Aboriginal arts, arts and culture
health disorders, performing arts
Roland Villemaire Vice-President and TreasurerThe Roberst Campeau Family Foundation 64 The Bridle PathDon Mills, ON M3B 2B1
Robert Schad Conservation Foundation
health, education
homeless youth
Gazette: A Division of Southam Incorporated Employees Charity Trust

AI DS, health, youth, education
(416) 504-9822
(905) 951-5000
(514) 987-2409
Geoffrey H. Wood Foundation

medical research, education
(604) 520-4222 Mr. WilliamT.Hunter Mr. Samuel Tughen President President and Treasurer Simon Foundation and Executive Director The K.M. Hunter Charitable housing, education, arts and culture Geoffrey H. Wood Foundation 171 Rink Street (604) 664-4516 Foundation A, Suite 266 Peterborough, 304 The East Mall, Suite ARTS AND CULTURE
Hamber Foundation arts and culture, health,
K.M. Hunter Charitable Foundation
Royal Columbian Hospital Staff Charitable Fund

AI DS research, health

education
(604) 641-4700
Janet and Charles Burns Foundation

arts and culture, AI DS, research, education
Helen Baker, Treasurer The Georgina Foundation 2 Willowbank Blvd Toronto, ON M4R 1B6
Oakah and Dorothy Jones Foundation
President Diamond Foundation105 North Commercial Drive Vancouver, B.C. V5L 4V7
Fellowship of Man Charitable Foundation
youth and children
(905) 773-4477
(416) 504-9822
Graham Dl WorleyThe Oakah L. Jones Foundation R.R. # 1 Toronto, ON,L0A 1K0

RBC Dominion Securities Foundation
housing and shelters, arts and culture
Larkspur Foundation
Fellowship of Man Charitable Foundation c /o National Trust 5075 Younge Street, 5th Floor Willowdale, ON M2N 6C6
Pacific Coast Savings Foundation
children
Mary George Chairman and President c /o Yvonne Turkenburg Unit5-7231 Moffatt Road Richmond, B.C. V6J 1XY
McLean Foundation
arts and culture, health
(416) 964-6802 (604) 664-4516
John P. McGrath, Chairman RBC Dominion Securities Foundation PO Box 50, Royal Bank Plaza 200 Bay Street, 4th Floor, South Tower, Toronto, ON M5J 2W7
Real EstateFoundation of British Columbia
affordable housing
housing
(250) 380-3100
Simon Foundation
housing, education, arts and culture
Vancouver Foundation
arts and culture, education, health, youth, medical research
(604) 688-6800 (604) 664-4516
Simon Foundation
housing, education, arts and culture
(604) 688-2204
FIRST NATIONS Body Shop Charitable Foundation

First Nations
YOUTH Charles Johnson Charitable Fund

youth, education
(416) 441-4189 ext. 296

(416) 504-9822
Andrea Feunekes The Charles Johnson Charitable Fund c /o JWI Ltd.48 Richardson Side Road Kanata, ON K2K 1X2
Chris Spencer Foundation
HERITAGE AND HOUSING Avon Canada Inc.

housing, medical research
(514) 630-5432
British Columbia Buildings Corp.

heritage buildings
William S, Armstrong, Secretary Chris Spencer Foundation6312 Carnarvon St. Vancouver, B.C. V6N 1K3
Diamond Foundation
child welfare and youth
(250) 387-7301
Georgina Foundation
housing
Mr. Gordon Diamond,
children
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More funding sources
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Policies
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What you told us about policy:

We asked which groups had policies in the following areas: hiring/ firing affirmative action sexual harassment discrimination and volunteers
and this is what they found:

ORGANIZATIONAL POLICIES
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Organizational Policies
Of all the groups surveyed, we found that no more than half the groups had policies inany one area. The most common policy was hiring, with 54 % of groups. The second highest was harassment and discrimination, with 42% of
% of youth driven organiztions
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40
Harassment and Discrimination
groups. Considering how important harassment and discrimination policies are, this figure is
Youth Participation
30
20
Affirmative Action
quite low. All but one group identified their

Didnt Specify
interest in learning more about policy writing. It was interesting to note the low level of policy on youth participation. We did not have enough data to determine whether there was a correlation between the number of groups who
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Hiring
0 Hiring Affirmative Action
Harassment and Discrimination
Type of Policy
Firing Type of Policy
Firing
Youth Part.
Didn't Specify
identified the lack of youth representation as a barrier to success and the lack of policy on youth participation. The lack of policies in youth driven organizations can be contributed to many different factors, among them: the transient nature of youth and the resulting lack of organizational memory, lack of funding, lack of training on administrative systems and structures, and lack of interest for administrative details. Even some of the organizations that did identify as having policies may not have much control over these policies because they exist within the framework of a larger, adult-run organization.
What we foundabout policy

Over the course of the project we discovered several resources that could be of use to organizations that want to develop their own policies. First is a policy writing software program called Employee Manuel Maker: Comprehensive Personnel Policy Software. The following policy book was taken from this software and modified to suit the needs of youth driven, non-profit organizations. There is a library at Volunteer Vancouver that focuses largely on volunteer management and board development for non-profit organizations. It has some good information on policy writing. One book is particularly good. Its called By Definition: Policies for Volunteer Programs and its written by Linda Graff. It is a step-by-step how to manual on developing policies specifically for volunteer programs and includes over 70 different sample policies. The book can be borrowed from the library by all members of Volunteer Vancouver, or it can be purchased for $19. Volunteer Vancouver has several other services and courses that may be useful to youth driven organizations. One of these services is the Leadership Development Program. This is a consultation service in the form of customized workshops that help voluntary sector organizations build more effective and efficient boards. Sample topics that can be covered in workshops include: models of board governance board development cycle board/staff relations effective meetings team building policy development fundraising
Another opportunity available through Volunteer Vancouver is the Non-Profit Sector Management Certificate Program. This program includes courses on Advocacy, Government Relations and Lobbying, Administrative Management Systems, Fundraising, Volunteer Management and Interpersonal Communication, and they run from one day workshops to 10 week courses. For the Volunteer Management course there is a course assistant position that is available once per term for people who want to attend the
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course but cant afford the tuition. The position involves helping out with set-up/ cleanup, photocopying etc. Call Volunteer Vancouver for more information: 875-9144.
What is Policy?
Policies form the written operational guidelines of an organization. They also express the values and philosophies of the organization. There are four different kinds of policies: Organizational Policies, Program Policies, Administrative Policies and Rules. Organizational Polices reflect the values and mandate of the organization and outline its direction. These include the mission statement, goals and objectives, constitution, by-laws and roles and responsibilities of staff, board and volunteers. Operational or Program Policies outline the principal activities of the organization. These include financial management, personnel management, program management and advocacy management. Administrative or Functional Policies govern the day to day delivery of services and activities, and rules govern the conduct of the people who work in the organization. 1
Whyhave policies?
To express the values, beliefs and direction of the organization To clarify responsibilities To determine action and set boundaries To formalize decisions To create continuity in an organization
HERE ARE SOME KEY STEPS TO CONSIDER WHEN DEVELOPING POLICIES:
1. Define the policy requirements: identify the issue you need to address, decide how the policy will be developed and what you hope it will achieve. 2. Look at policy alternatives: identify all the options along with their strengths and weaknesses. 3. Implementation: once a policy is written it has to be communicated to the people in the organization before it will become effective. 4. Evaluation: continuous assessment is necessary to ensure that the policy is meeting the needs it was meant to address.
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An Organizational Manual for Non-Profit Youth-DrivenOrganizations: Stuff Thatd be Cool to Know

Introduction
This manual was taken from a software program called Employee Manuel Maker: Comprehensive Personnel Policy Software. It was originally created for companies, but we have modified it to suit the needs of non-profit, youth driven organizations. If you are a very small organization it may still look a little daunting. Dont worry. This manual is not meant to bind you or to confuse you with details that dont reflect the reality of your organization. You may never have thought of developing organizational policies (and you certainly dont have to implement all of these tomorrow in order to ensure your organizational success), you may only be interested in a few, or you may already have some policies and just need some refining. Regarding benefits, we recognize that few youth driven organizations are in a position to be able to offer benefits for their employees. We included them so that you will have something to work from if and when you are thinking about developing a benefits package for your employees. Just take what you need, and feel free to adapt these examples to suit your needs. Use this manual as a guide and keep it as a reference tool.
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Youth Drivens Policy Maker Manual a step by step guide for Youth Driven Organizations
(ComputerDisk included)
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Welcome to [Organization]
This letter should be part of an intro package that will be given to new staff and volunteers who come into your organization. The purpose of this package is to orient new people to your organization and the work you do as well as any policies or other general rules of conduct you have. Dear [x]: Were very happy to welcome you to [Organization]. Thank you for joining us! We want you to feel that your association with [Organization] will be a mutually beneficial and pleasant one. You have joined an organization that has established an outstanding reputation for quality products/services. Credit for this goes to every one of our employees. We hope you, too, will find satisfaction and take pride in your work here. This Manual provides answers to most of the questions you may have about [Organization]s benefit programs, as well as the organization policies and procedures we abide by our responsibilities to you and your responsibilities to [Organization]. If anything is unclear, please discuss the matter with your manager. You are responsible for reading and understanding this Employee Manual, and your performance evaluations will reflect your adherence to [Organization] policies. In addition to clarifying responsibilities, we hope this Employee Manual also gives you an indication of [Organization]s interest in the welfare of all who work here. From time to time, the information included in our Employee Manual may change. Every effort will be made to keep you informed through suitable lines of communication, including postings on the organization bulletin boards and/or notices sent directly to you in-house. Compensation and personal satisfaction gained from doing a job well are only some of the reasons most people work. Most likely, many other factors count among your reasons for working pleasant relationships and working conditions, career development and
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promotion opportunities, and health benefits are just a few. [Organization] is committed to doing its part to assure you of a satisfying work experience. I extend to you my personal best wishes for your success and happiness at [Organization]. Sincerely, [x], President [Organization]
Youre Part of Our Team...

As a member of [Organization]s team, you will be expected to contribute your talents and energies to improve the environment and quality of the organization and our services. In return, you will be given opportunities to grow and advance in your career.
[Organization] isdedicated to:

YOUR MISSION STATEMENT
1. To provide our customers with the best quality products/services. 2. To provide you with wages and benefits comparable to others doing similar work within the industry and within the region. At [Organization], we always put safety first. We believe it is our duty to provide you with as safe a workplace as we possibly can. The only things we require for employment, compensation, advancement, and benefits are performance and a good team attitude. No one will be denied opportunities or benefits on the basis of age, sex, color, race, creed, sexual orientation, national origin, religious persuasion, marital status, political belief, or disability.
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YourVariousBenefitsWith [Organization]
Be sure to delete references to any benefits that are not applicable to your organization.
These are just some of the benefits [Organization] provides for eligible employees each year: Annual Party or Outing Dental Insurance Education/ Training Opportunities Funeral (Bereavement) Leave Group Term Life Insurance Health Care /Hospitalization Insurance Paid Holidays Paid Vacations Personal Leave of Absence Sick Leave Social Security Workers Compensation Insurance
Purpose of This Manual

This Manual has been prepared to inform you about [Organization]s history, philosophy, employment practices, and policies, as well as the benefits provided to you as a valued employee and the conduct expected from you. No employee manual can answer every question, nor would we want to restrict the normal question and answer interchange among us. It is in our person-to-person conversations that we can better know each other, express our views, and work together in a harmonious relationship. We hope this Manual will help you feel comfortable with us. We depend on you your success is our success. Please dont hesitate to ask questions. Your manager will gladly answer them. We believe you will enjoy your work and your fellow employees here. We also believe you will find [Organization] a good place to work. We ask that you read this Manual carefully, and refer to it whenever questions arise. We also suggest that you take it home so your family can become familiar with [Organization] and our policies.
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[Organization]s policies, benefits and rules, as explained in this Manual, may be changed from time to time as business, employment legislation, and economic conditions dictate. If and when provisions are changed, you will be given replacement pages for those that have become outdated. A copy will also be placed on our bulletin boards.
Table of Contents
AnOverviewof [Organization]
About [Organization] [Organization] Organization Chart What You Can Expect From [Organization] What [Organization] Expects From You xx xx xx xx
1 Employment
Personnel Administration Your Personnel File Employment Classifications Full-Time Employees Part-Time Employees Temporary Employees Employment Policies Anniversary Date Equal Employment Opportunity Harassment How You Were Selected Introductory Period Job Descriptions Standards of Conduct Disciplinary Actions Dismissal xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx
2 Compensation&Performance
Wage & Salary Policies Computing Pay xx xx
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Deductions From Paycheck (Mandatory) Error in Pay Pay Period & Hours Termination & Severance Pay Performance & Compensation Reviews Performance Reviews Work Schedule Absence or Lateness Breaks/Rest Periods Excessive Absenteeism or Lateness Lunch Period Record of Absence or Lateness
xx xx xx xx xx xx xx xx xx xx xx xx
3 Benefits
The Benefits Package Eligibility for Benefits Paid Leaves Of Absence Holidays Recognized Holidays Holiday Policies Vacations Amount of Vacation Vacation Policies Accumulation Rights Payment in Lieu of Vacation Other Paid Leaves Funeral (Bereavement) Leave Personal Leave Sick Leave Unpaid Leaves of Absence Family/Medical Leave of Absence Educational Leave of Absence Election Day Personal Leave of Absence Insurance Coverage Group Insurance Disability Insurance Health/Dental Insurance Life Insurance Termination of Insurance Government Required Coverage xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx xx
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Workers Compensation Other Benefits Annual Party or Outing Education/Training (Attending Seminars/Training Sessions)
xx xx xx xx
4 Other Policies
Organizational Meetings Computer Software (Unauthorized Copying) Expense Reimbursement First Aid Grievances Payroll Advances Substance Abuse xx xx xx xx xx xx xx
List of Additional Policies Not Included in This Manual

An Overview of [Organization] About [Organization] [Organization] Organization Chart What You Can Expect From [Organization] What [Organization] Expects From You About [Organization] When the Organization was first formed Who the founders are /were Your Organizations locations throughout its history Outstanding accomplishments of employees internally or publiclyrecognized Describe the purpose of your activities. Consider including a organization mission statement what kind of organization do you want to be?
INSERT A BRIEF HISTORY OF YOUR ORGANIZATION HERE. INCLUDE SUCH ITEMS AS:
Background
For many years people have [x] Discuss how people have managed to do without your service. Discuss how and where a similar service is now being used.
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Concept
Describe your service. Explain the necessity of your service.
[Organization] OrganizationChart
This is a good place to include the organization organization chart. We suggest yodo not include names only job titles. If and when positions or key areas of responsibility are changed, employees should be informed. Confusion and low productivity reigns when employees dont know to whom they report or to whom they should report various actions or activities. A simple organization chart serves to streamline channels of communications.
What You Can Expect From [Organization]

[Organization]s established employee relations policy is to: 1. Select people on the basis of skill, training, ability, attitude, and character without discrimination with regard to age, sex, color, race, creed, national origin, sexual orientation, religious persuasion, marital status, political belief, or disability that does not prohibit performance of essential job functions. 2. Pay all employees according to their effort and contribution to the success of our organization. 3. Review wages, employee benefits and working conditions constantly with the objective of providing maximum benefits in these areas, consistent with sound business practices. 4. Provide paid vacations and holidays to all eligible employees. 5. Provide eligible employees with medical, disability, retirement and other benefits. 6. Develop competent people who understand and meet our objectives, and who accept with open minds the ideas, suggestions and constructive criticisms of fellow employees.
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7. Assure employees, after talking with their manager, an opportunity to discuss any problem with board members 9. Make prompt and fair adjustment of any complaints which may arise in the everyday conduct of our business, to the extent that is practicable. 10. Respect individual rights, and treat all employees with courtesy and consideration. 11. Maintain mutual respect in our working relationship. 12. Provide buildings and offices that are comfortable, orderly and safe. 13. Promote employees on the basis of their ability and merit. 14. Make promotions or fill vacancies from within [Organization] whenever possible. 15. Keep all employees informed of the progress of [Organization], as well as the organizations overall aims and objectives. 16. Do all these things in a spirit of friendliness and cooperation so that [Organization] will continue to be known as a great place to work!
What [Organization] Expects From You

Your first responsibility is to know your own job and how to do it promptly, correctly and pleasantly. Secondly, you are expected to cooperate with management and your fellow employees and maintain a good team attitude. How you interact with fellow employees and those whom [Organization] serves, and how you accept direction can affect the success of your department. In turn, the performance of one department can impact the entire service offered by [Organization]. Consequently, whatever your position, you have an important assignment: perform every task to the very best of your ability. The result will be better performance for the organization overall, and personal satisfaction for you. You are encouraged to grasp opportunities for personal development that are offered to you. This Manual offers insight on how you can positively perform to the best of your ability.
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You have the right to make your own choices in matters that concern and control your life. We believe in direct access to management. We are dedicated to making [Organization] a organization where you can approach your manager, or any member of management, to discuss any problem or question. We expect you to voice your opinions and contribute your suggestions to improve the quality of [Organization]. Remember, you help create the healthful, pleasant and safe working conditions that [Organization] intends for you. Your dignity and that of fellow employees, as well as that of our customers, is important.
1 Employment
Personnel Administration Your Personnel File Employment Classifications Full-Time Employees Part-Time Employees Temporary Employees Employment Policies Anniversary Date Business Hours Confidential Information Equal Employment Opportunity Former Employees Harassment How You Were Selected Introductory Period Job Descriptions Knowledge of [Organization] Outside Employment Relatives We Need Your Ideas Standards of Conduct Disciplinary Actions Dismissal
Personnel Administration
It may be better to list the job title or department rather than the name of a person here.
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[x] [Title /Department] is referred to in several places we recommend using your wordprocessors global search/replace to automatically replace [x] [Title / Department] with your information (for example, Director of Personnel) throughout this entire Manual. Be sure to type the characters [x] [Title /Department] exactly. Any discussion of an individuals pay should probably involve his or her manager.
The task of handling personnel records and related personnel administration functions at [Organization] has been assigned to: [x] [Title /Department]. Questions regarding insurance, wages, and interpretation of policies may be directed to [x] [Title / Department].
Your Personnel File

Keeping your personnel file up-to-date can be important to you with regard to pay, deductions, benefits and other matters. If you have a change in any of the following items, please be sure to notify your manager or [x] [Title /Department] as soon as possible: 1. Legal name 2. Home address 3. Home telephone number 4. Person to call in case of emergency 5. Number of dependents 6. Marital status 7. Change of beneficiary Coverage or benefits that you and your family may receive under [Organization]s benefits package could be negatively affected if the information in your personnel file is incorrect.
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You may see information which is kept in your own personnel file if you wish, and you may request and receive copies of all documents you have signed. Please ask your manager to make arrangements for you with [x] [Title /Department].
Employment Classifications
FULL-TIME EMPLOYEES
Define the nature of each type of employee full time, part time, temporary. Make clear what benefits each type of employee is eligible for. At the time you are hired, you are classified as either full-time, part-time or temporary. Unless otherwise specified, the benefits described in this Manual apply only to full-time employees. All other policies described in this Manual and communicated by [Organization] apply to all employees. If you are unsure of which job classification your position fits into, please ask your manager. All definitions of full-time presented here and elsewhere must be consistent. An employee who has successfully completed the Introductory Period (see the Employment Policies section for definition) of employment and who works forty (40) hours per week is considered a full-time employee. The minimum hours specified could be 20, 30, 32, 35, etc. if allowed by yourorganizations insurance.
If you were a full-time employee and have been on an approved leave of absence, upon return you will be considered a full-time employee, provided you return to work as agreed in the provisions of your leave.
PART-TIME EMPLOYEES
Fill in your standard work week here. The minimum hours per week could be 20, 30, 32, 35, or 40 as allowed by your organizations insurance.
An employee who works less than a regular forty (40) hour work week is considered a part-time employee. If you are a part-time employee, please understand that you are not eligible for benefits described in this Manual, except as granted on occasion, or to the extent required by provision of state and federal laws.
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If a temporary employee works for your organization longer than 6 months, you may become liable for benefits.
From time to time, [Organization] may hire employees for specific periods of time or for the completion of a specific project. An employee hired under these conditions will be considered a temporary employee. The job assignment, work schedule and duration of the position will be determined on an individual basis. Normally, a temporary position will not exceed six (6) months in duration, unless specifically extended by a written agreement. Summer employees are considered temporary employees. If you are a temporary employee, please understand that you are not eligible for benefits described in this Manual, except as granted on occasion, or to the extent required by provision of state and federal laws.
Employment Policies
ANNIVERSARY DATE
The first day you report to work is your official anniversary date. Your anniversary date is used to compute various conditions and benefits described in this Manual.
BUSINESS HOURS
Define your work week and time allotted for lunch and breaks.
Our regular operating hours are [x] (8 A.M.) to [x] (5 P.M.) Monday through Friday. Your particular hours of work and the scheduling of your lunch period will be determined and assigned by your manager or department head. Most employees are assigned to work a forty (40) hour work week. You have a one (1) hour unpaid lunch period daily.
EQUAL EMPLOYMENT OPPORTUNITY
State that an employees religion, age, sex, national origin, sexual orientation, race, color, etc. will have nothing to do with hiring, promotion, pay, or benefits. Include an Affirmative Action Plan, if youre required to have one. Choose one of the following policies as appropriate.
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[Organization] has a long standing record of nondiscrimination in employment and opportunity because of race, color, religion, creed, national origin, ancestry, disability, sex, age or sexual orientation.
IT IS THE POLICY OF [Organization] TO:
strictly follow personnel procedures that will ensure equal opportunity for all people without regard to race, color, religion, creed, national origin, sex, age, sexual orientation, ancestry, marital status, disability. [Organization] will not discriminate against any qualified employee or job applicant with respect to any terms, privileges, or conditions of employment because of a persons physical or mental disability. make reasonable accommodations wherever necessary for all employees or applicants with disabilities, provided that the individual is otherwise qualified to safely perform the duties and assignments connected with the job and provided that any accommodations made do not require significant difficulty or expense. achieve understanding and acceptance of [Organization]s policy on Equal Employment Opportunity by all employees and by the communities in which the organization operates; thoroughly investigate instances of alleged discrimination and take corrective action if warranted; be continually alert to identify and correct any practices by individuals that are at variance with the intent of the Equal Employment Opportunity Policy.
At this time, [Organization] would like to reaffirm this policy and call upon all personnel to effectively pursue the policy as stated.
FormerEmployees
You may not want to have a policy on this; omit this section if it does not meet your organizations needs. Depending on the circumstances, [Organization] may consider a former employee for re-employment. Such applicants are subject to [Organization]s usual pre-employment procedures. To be considered, an applicant must have been in good standing at the time
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of their previous termination of employment with [Organization] and must have provided at least two weeks advance notice of their intention to terminate their employment with [Organization].
Harassment Policy
This policy will need to be revised as time goes on and your organization changes and grows. Review your policy each year with an attorney for any legal changes that may need to be made. If you are implementing this policy for the first time you may want to have employees make comments and suggestions at the end of six (6) months. This kind of feedback will be a good gauge as to how seriously the policy is taken. [Organization] intends to provide a work environment that is pleasant, healthful, comfortable, and free from intimidation, hostility or other offenses which might interfere with work performance. Harassment of any sort - verbal, physical, visual - will not be tolerated.
WHAT IS HARASSMENT?
Harassment can take many forms. It may be, but is not limited to: words, signs, jokes, pranks, intimidation, physical contact, or violence. Harassment is not necessarily sexual in nature. Sexually harassing conduct may include unwelcome sexual advances, requests for sexual favors, or any other verbal or physical contact of a sexual nature that prevents an individual from effectively performing the duties of their position or creates an intimidating, hostile or offensive working environment, or when such conduct is made a condition of employment or compensation, either implicitly or explicitly.
RESPONSIBILITY
All [Organization] employees, and particularly managers, have a responsibility for keeping our work environment free of harassment. Any employee who becomes aware of an incident of harassment, whether by witnessing the incident or being told of it, must
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report it to their immediate manager or any management representative with whom they feel comfortable. When management becomes aware that harassment might exist, it is obligated by law to take prompt and appropriate action, whether or not the victim wants the organization to do so.
REPORTING
Any incidents of harassment must be immediately reported to a manager or other management representative. Appropriate investigation and disciplinary action will be taken. All reports will be promptly investigated with due regard for the privacy of everyone involved. Any employee found to have harassed a fellow employee or subordinate will be subject to severe disciplinary action or possible discharge. [Organization] will also take any additional action necessary to appropriately remedy the situation. No adverse employment action will be taken for any employee making a good faith report of alleged harassment. [Organization] accepts no liability for harassment of one employee by another employee. The individual who makes unwelcome advances, threatens or in any way harasses another employee is personally liable for such actions and their consequences. [Organization] will not provide legal, financial or any other assistance to an individual accused of harassment if a legal complaint is filed.
How You Were Selected

We carefully select our employees through written application, personal interview and reference checks. After all available information was carefully considered and evaluated, you were selected to become a member of our team. This careful selection process helps [Organization] to find and employ people who are concerned with their own personal success and the success of [Organization]; people who want to do a job well and who can carry on their work with skill and ability; and people who are comfortable with [Organization] and who can work well with our team.
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Introductory Period - for longer term staff positions only

Its generally a good idea to establish a time period allowing you to evaluate a new employee to be sure they are suitable for your organization. Define the period (usually 30, 60, or 90 days) during which a new employee can be dismissed. Avoid a great discrepancy between the introductory period and the period before an employee qualifies for group insurance. Your insurance carrier may impose guidelines that dictate when benefits become effective.
Your first [thirty (30) /sixty (60) /ninety (90)] days of employment at [Organization] are considered an Introductory Period, and during that period you will not accrue benefits described in this Manual unless otherwise required by law. This Introductory Period will be a time for getting to know your fellow employees, your manager and the tasks involved in your job position, as well as becoming familiar with [Organization]s products and services. Your manager will work closely with you to help you understand the needs and processes of your job. This Introductory Period is a try-out time for both you, as an employee, and [Organization], as an employer. During this Introductory Period, [Organization] will evaluate your suitability for employment, and you can evaluate [Organization] as well. At any time during this first [thirty (30) / sixty (60) / ninety (90) days], you may resign without any detriment to your record. If, during this period, your work habits, attitude, attendance or performance do not measure up to our standards, we may release you. If you take approved time off in excess of five workdays during the Introductory Period, the Introductory Period may be extended by that length of time. At the end of the Introductory Period, your manager will discuss your job performance with you. This review will be much the same as the normal job performance review that is held for regular full-time or part-time employees on an [annual /semi-annual / quarterly] basis. During the course of the discussion, you are encouraged to give your comments and ideas as well.
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Please understand that completion of the Introductory Period does not guarantee continued employment for any specified period of time, nor does it require that an employee be discharged only for cause. A former employee who has been rehired after a separation from [Organization] of more than one (1) year is considered an introductory employee during their first [thirty (30) /sixty (60) /ninety (90)] days following rehire.
JobDescriptions
We maintain a job description for each position in [Organization]. When your duties and responsibilities are changed, your job description will be updated. If you wish to see your job description, please ask your manager or [x] [Title /Department].
RELATIVES
Never fire someone for marrying another employee. Choose the sample policy that best suits your organizations needs.
If you and members of your immediate family are employed by [Organization], one may not supervise the other nor may they work in the same department. If the employees are unable to develop a workable solution, the President of [Organization] will decide which employee may be transferred in such situations. For purposes of this section, your immediate family includes your spouse, your children, your siblings, your parents, your grandparents, and your spouses children, siblings, parents and grandparents.
STANDARDS OF CONDUCT
Whenever people gather together to achieve goals, some rules of conduct are needed to help everyone work together efficiently, effectively, and harmoniously. By accepting employment with us, you have a responsibility to [Organization] and to your fellow employees to adhere to certain rules of behavior and conduct. The purpose of these rules is not to restrict your rights, but rather to be certain that you understand what conduct is expected and necessary. When each person is aware that he or she can fully depend upon fellow workers to follow the rules of conduct, then our organization will be a better place to work for everyone.
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Disciplinary Actions
The following sections provide two very different approaches to discipline. The first policy provides for a more traditional approach. The second policy covers a new, nonpunitive approach to discipline called Discipline Without Punishment. Choose one or the other according to your organizations needs.
UNACCEPTABLE ACTIVITIES
Generally speaking, we expect each person to act in a mature and responsible way at all times. However, to avoid any possible confusion, some of the more obvious unacceptable activities are noted below. Your avoidance of these activities will be to your benefit as well as the benefit of [Organization]. If you have any questions concerning any work or safety rule, or any of the unacceptable activities listed, please see your manager for an explanation. Occurrences of any of the following violations, because of their seriousness, may result in immediate dismissal without warning: Willful violation of any organization rule; any deliberate action that is extreme in nature and is obviously detrimental to [Organization]s efforts to operate profitably. Willful violation of security or safety rules or failure to observe safety rules or [Organization] safety practices; failure to wear required safety equipment; tampering with [Organization] equipment or safety equipment. Negligence or any careless action which endangers the life or safety of another person. Being intoxicated or under the influence of controlled substance drugs while at work; use or possession or sale of controlled substance drugs in any quantity while on organization premises except medications prescribed by a physician which do not impair work performance.
Engaging in criminal conduct or acts of violence, or making threats of violence toward anyone on organization premises or when representing [Organization]; fighting, or provoking a fight on organization property, or negligent damage of property. Theft of organization property or the property of fellow employees; unauthorized possession or removal of any organization property, including documents, from the premises without prior permission from management. Dishonesty; willful falsification or misrepresentation on your application for employment or other work records; lying about sick or personal leave; falsifying
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reason for a leave of absence or other data requested by [Organization]; alteration of organization records or other organization documents. Occurrences of any of the following activities, as well as violations of any [Organization] rules or policies, may be subject to disciplinary action, including possible immediate dismissal. This list is not all-inclusive and, notwithstanding this list, all employees remain employed at will. Unsatisfactory or careless work. Any act of harassment, sexual, racial or other; telling sexist or racist jokes; making racial or ethnic slurs. Excessive use of organization telephone for personal calls.
Disciplinary Actions
Unacceptable behavior which does not lead to immediate dismissal may be dealt with in the following manner: The Discipline Policy applies to all regular employees who have completed the introductory period. This policy pertains to matters of conduct as well as the employees competence. However, an employee who does not display satisfactory performance and accomplishment on the job may be dismissed, in certain cases, without resorting to the steps set forth in this policy. Under normal circumstances, managers are expected to follow the three-step procedure outlined below. There may be particular situations, however, in which the seriousness of the offense justifies the omission of one or more of the steps in the procedure. Likewise, there may be times when the organization may decide to repeat a disciplinary step. To insure that [Organization] business is conducted properly and efficiently, you must conform to certain standards of attendance, conduct, work performance and other work rules and regulations. When a problem in these areas does arise, your manager will coach and counsel you in mutually developing an effective solution. If, however, you fail to respond to coaching or counseling, or an incident occurs requiring formal discipline, the following procedures occur.Step One: Oral Reminder
The first step is reminding the employee that it is his/her responsibility to meet the organizations expectations rather than on reprimanding the employee for violating it. The managers goal during the conversation should be on gaining the employees agreement to change rather than on warning the employee what will happen the next time the manager catches the employee misbehaving.
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Your manager will meet with you to discuss the problem, making sure that you understand the nature of the violation and the expected remedy. The purpose of this conversation is to remind you of exactly what the rule or performance expectation is and also remind you that it is your responsibility to meet that expectation. All disciplinary action must be documented, but at the Oral Reminder stage the documentation can be fairly informal. Most organizations ask the manager to write a summary of the conversation with the employee. In this way, the manager can advise the employee that even though they are at the first formal level of disciplinary action, nothing will appear in the employees file about the conversation unless they have to move to the next more serious step. Most organizations provide that if the employee corrects the problem and no further breaches of discipline occur within a reasonable period, the initial transaction will be deactivated after a certain period of time. You will be informed that the Oral Reminder is the first step of the discipline procedure. Your manager will fully document the Oral Reminder, which will remain in effect for [x] months. Documentation of the incident will remain in the department file and will not be placed in your permanent record, unless another disciplinary transaction occurs.
STEP TWO: WRITTEN REMINDER
Most organizations provide that at the Oral Reminder step, the first formal level of disciplinary action, the manager is fully authorized to take action without approval from his or her boss in advance. At the second level, the Written Reminder, it is appropriate for the manager to discuss the situation with his or her supervisor before taking the formal step. This allows the boss to make sure that disciplinary action is being handled reasonably consistently by all managers and allows the supervisor to do some coaching of the manager to help assure that the conversation between the manager and the employee will be effective in building commitment and bringing about change. The conversation between the manager and the employee at the Written Reminder stage should be similar to that held at the Oral Reminder step of the processserious,
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dignified, businesslike, professional. Again, the managers purpose is to remind the employee of the organizations expectations and his/her responsibility for meeting these expectations. The most significant difference between the Oral Reminder and Written Reminder steps is that at the end of the conversation, the manager advises the employee that he is now at the second formal level of disciplinary action and that after the meeting the manager will write a memo to the employee summarizing the discussion and the employees agreement to change. If your performance does not improve within the [x] month period, or if the you are again in violation of [Organization] practices, rules or standards of conduct, your manager, after reviewing the situation with their manager, will discuss the problem with you, emphasizing the seriousness of the problem and the need for you to immediately remedy the problem. Following the conversation, your manager will write a memo to you summarizing the discussion. The original memo will go to you and a copy will be routed to the Board of Directors. Again, it is appropriate to indicate how long this disciplinary step will remain active. The Written Reminder will remain in effect for [x] months.
STEP THREE: DECISION-MAKING LEAVE
The final step is putting the employee on a Decision Making Leave a paid one-day disciplinary suspension. Unlike traditional unpaid disciplinary suspensions, the purpose of the Decision Making Leave is not to punish the individual for his misbehavior but to convince the employee that he must now make a final decision either to correct the immediate problem and make a commitment to totally acceptable performance in every area of his job, or to quit and find more satisfying work elsewhere. Suspending the employee as a final disciplinary step has many advantages over using a final written warning or placing the employee on probation it is a dramatic gesture that strongly communicates the seriousness of the situation, it provides time to think, it reinforces the authority of the manager, and most important, it has been consistently upheld by arbitrators and other third parties as sufficient notice to the individual that, your job is at risk.
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Paying the employee for the day that he is away also has many powerful advantages over an unpaid suspension it transforms anger into guilt; it reduces martyrdom and resentment; it communicates the Organizations commitment to dealing with all employees (even those who get involved in disciplinary problems) as mature, responsible adults and it places the emphasis on personal responsibility and decision making and not on punishment. When the employee returns on the day following the Decision Making Leave, he does not immediately go back to work. Instead, he meets with his manager to advise him of the decision he has made either to correct the problem and commit to acceptable performance in every area of the job, or to quit. The employee is advised that the organization is pleased that the individual has decided to change and stay (few ever announce a decision to quit), but that if another problem requiring disciplinary action arises, the logical consequence is termination. After this brief meeting, the manager writes the employee a memo documenting the entire transaction. Prior to placing an employee on Decision Making Leave, the manager should consult with the next two higher levels of supervision and/or the board should be advised.
If your performance does not improve within the [x] month period following a Written Reminder, or if you are again in violation of [Organization] practices, rules or standards of conduct, you will be placed on Decision Making Leave. The Decision Making Leave is the final step of [Organization]s disciplinary system. Decision Making Leave is a paid, one-day disciplinary suspension. Employees on Decision Making Leave will spend the following day away from work deciding whether to correct the immediate problem and conform to all of the organizations practices, rules and standards of conduct, or to quit and terminate their employment with [Organization]. If your decision following the Decision Making Leave is to return to work and abide by [Organization] practices, rules and standards of conduct, your manager will write a letter to you explaining your commitment and the consequences of failing to meet this commitment. You will be required to sign the letter to acknowledge receipt. A copy of the letter will be routed to senior managers in your chain of command. A copy will be placed in your personnel file.
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You will be allowed to return to work with the understanding that if a positive change in behavior does not occur, or if another disciplinary problem occurs within the next [x] months, you will be terminated. If you are unwilling to make such a commitment, you may be terminated.
Sequence of Steps
In most cases, if an informal coaching (i.e., non-disciplinary) discussion does not solve a problem, the manager moves to the Oral Reminder step and continues through the steps until either the problem is solved or the individual is terminated. However, if a significant period of time has passed following an Oral or Written Reminder, or if the employee commits an entirely unrelated offense during the active period of an Oral or Written Reminder, it may be appropriate to give the person a second Oral or Written Reminder rather than automatically moving to the next more serious step. The criterion is the managers judgment about what action will be most likely to bring about a permanent performance correction. Likewise, there are times when it is appropriate to start the disciplinary procedure at the Written Reminder or the Decision Making Leave level, without previous disciplinary action having been taken. This would be the case when an employee commits an offense which is very serious but does not quite justify termination.
Crisis Suspension
Whatever the organizations formal discipline policy may be, it is important for managers to recognize that there is never a situation which justifies an employees being terminated on the spot. Whatever the offense, the appropriate action is to suspend the individual pending investigation. Once the employee is off the premises, the manager and other members of management can investigate the situation calmly away from the heat of the moment. Any time a crisis situation arises, the manager should advise the individual that he is being suspended pending investigation and
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that he is to leave the organization premises immediately. In cases where it appears the individual may be intoxicated or under the influence of some other drug, transportation should be provided or arranged. If you commit any of the actions listed below, or any other action not specified but similarly serious, you will be suspended without pay pending the investigation of the situation. Following the investigation you may be terminated without any previous disciplinary action having been taken. 1. Theft 2. Falsification of Organization records 3. Failure to follow safety practices 4. Conflict of interest 5. Threat of, or the act of doing bodily harm 6. Willful or negligent destruction of property 7. Use and/or possession of intoxicants, drugs or narcotics 8. Neglect of duty
DisciplineDeactivation
Most companies provide that if an employee changes his/her behavior following a disciplinary discussion, fully corrects a problem, and maintains that improvement for a significant period of time, the employee can have his/ her slate wiped clean. Most organizations provide that the more serious the disciplinary step, the longer the period of time before it becomes deactivated. The shortest and longest time periods used by various companies for disciplinary deactivation based on acceptable performance following a specific step are provided for below:
STEP
Oral Reminder
Shortest
3 months 6 months 9 months
Longest
12 months 18 months 24 months
Written Reminder
Decision Making Leave
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Within these time frames an appropriate schedule can be found for any organization. Step 1 of the procedure (Oral Reminder) will be in effect for [x] months. Step 2 (Written Reminder) will be in effect for [x] months. Step 3 (Decision Making Leave) will be in effect for [x] months. If no further performance problems occur during the active period, the discipline procedure will be formally deactivated at the end of the appropriate time period. Your manager will initiate a memo advising you of the inactive status of discipline and, when appropriate, commend you for performance improvement.
Dismissal
Terminations include dismissals, eliminations of positions, layoffs, non-recalled employees, retirements, or resignations that can be considered constructive discharge (where an employer makes the workplace so intolerable for a person that he or she has to resign). If your performance is unsatisfactory due to lack of ability, failure to abide by [Organization] rules or failure to fulfill the requirements of your job, you will be notified of the problem. If satisfactory change does not occur, you may be dismissed. Some incidents may result in immediate dismissal.
2 Compensation & Performance

Wage & Salary Policies Computing Pay Deductions From Paycheck (Mandatory) Error in Pay Pay Period & Hours Termination & Severance Pay Performance Reviews Performance Reviews Work Schedule Absence or Lateness Breaks/Rest Periods Excessive Absenteeism or Lateness Lunch Period Record of Absence or Lateness
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Wage & Salary Policies

Additional information regarding the structure and implementation of compensation programs is covered in the article Establishing the Groundwork: Basic Wage and Salary Administration found in the EmployeeManualMaker Reference Guide. It is [Organization]s desire to pay wages and salaries that are fair and equitable, variable with individual and organization performance and in compliance with all applicable statutory requirements. You are employed by [Organization] and will be carried directly on our payroll. No person may be paid directly out of petty cash or any other such fund for work performed. The only exception to this policy is where a contract relationship exists with a n external contractor.
APPLICATION
[Organization] applies the same principles of fairness and external comparability to all employees, regardless of organizational level, sex, religion, sexual orientation, disability, national origin, age or race.
Basis for Determining Pay

Your pay is influenced by three factors: 1. The nature and scope of the job 2. What other employers pay their employees for comparable jobs 3. Individual performance
JOB SCOPE
Through a process called job evaluation, the scope, responsibility, impact and required skills and abilities of each job at [Organization] are compared. The result is a relative ranking of all jobs, from high to low. Job evaluation is independent of any employee or his performance.
INDIVIDUAL PAY
An individuals pay within this range will depend on his/her sustained performance over time. Each year every employee will have a performance review with his manager or
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supervisor. During that review, significant performance events that occurred throughout the year will be discussed. The overall performance rating will influence the wage /salary adjustment. Through individual performance and by increasing job responsibilities and moving to higher level jobs, you have significant impact on your pay.
COMPUTING PAY
This policy applies to salaried employees only, and should avoid the confusion created when salaried employees, who may at times, work 1014 hour days, think that those hours should be the basis of their pay. Should you be one of our salaried employees whose pay is not based on an hourly rate, there may be times when it is necessary to compensate you for some daily or hourly pay. When this is necessary, [Organization] will compute your time on the basis of [an eight (8) hour workday/ a forty (40) hour work week / a fifty-two (52) week work year/ a twelve (12) month work year].
DeductionsFrom Paycheck (Mandatory)

Mandatory deductions include federal and provincial income tax withholding. [Organization] is required by law to make certain deductions from your paycheck each time one is prepared. Among these are your federal and provincial income as required by law. These deductions will be itemized on your check stub. The amount of the deductions may depend on your earnings and on the information you furnish on your W4 form regarding the number of dependents/ exemptions you claim. Any change in name, address, telephone number, marital status or number of exemptions must be reported to your manager or [x] [Title /Department] immediately, to ensure proper credit for tax purposes. The W-2 form you receive for each year indicates precisely how much of your earnings were deducted for these purposes.
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Any other mandatory deductions to be made from your paycheck, such as court-ordered attachments, will be explained whenever [Organization] is ordered to make such deductions. Some states may require other payroll deductions.
Note: See Wage Assignments ( Garnishments) later on in this section for further information.
Repayment of Organization Loan/Payroll Advance

Funds you owe to [Organization] may be deducted from current wages according to the terms and conditions agreed upon at the time of your advance or loan from [Organization].
ERROR IN PAY
Every effort is made to avoid errors in your paycheck. If you believe an error has been made, tell your manager immediately. He or she will take the necessary steps to research the problem and to assure that any necessary correction is made properly and promptly.
Pay Period & Hours

State when your work week starts and ends indicate the cut-off time for each pay period. We have provided three sample pay cycle policies for you to consider; choose whichever paragraph best suits your organizations needs, or modify the text as necessary. Most provinces mandate a bi-weekly payment unless Labor Department approval is obtained for less frequent payments.
Our payroll work week begins on Sunday at 12:01 a.m. and ends on Saturday at 12:00 midnight.
Pay Cycle
FISCAL PAY PERIOD/BI-WEEKLY
(26 pay periods per year) Payday is normally on every other Friday afternoon for services performed for the two (2) week period ending the previous Saturday at 12:00 midnight.
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OR
FISCAL PAY PERIOD/WEEKLY
(52 pay periods per year) Payday is normally on Friday afternoon for services performed for the one (1) week period ending the previous Saturday at 12:00 midnight. OR
CALENDAR PAY PERIOD/SEMI-MONTHLY
(24 pay periods per year) Payday is normally on the 5th and the 20th of every month for services performed for the period ending five (5) days previous the end of the prior calendar month and the 15th of the month respectively. Changes will be made and announced in advance whenever [Organization] holidays or closings interfere with the normal payday.
Paycheck Distribution & Cashing Procedures

Include the paycheck distribution and cashing procedures applicable for your organization and delete the other options listed.
PAYCHECKS ARE:
distributed by your coordinator.
Termination & Severance Pay

Two weeks severance is typical after 1 year, but its not required and establishes a precedent. Accrued vacation must be paid to employees being terminated. Use caution when you decide on your severance policy to avoid grounds for discrimination claims, decide on a severance policy that will apply in all cases (or choose never to pay severance). Dont qualify employees or leave it up to managements discretion. Be sure your Vacation policy specifies how vacation time accrues and how you pay for accrued vacation time unused at the time of employment termination.
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[Organization] hopes and expects that you will give at least two weeks notice in the event you intend to leave our employ. Any accrued but unused vacation time will be paid at the time of employment termination, as specified under Vacations in the Benefits section of this Manual. OR Severance pay is provided to give you a reasonable opportunity to secure another position without interruption of income. If [Organization] releases you for any reason other than a policy violation and, if you have been employed by [Organization] for more than one (1) year, you will receive severance pay in an amount equal to two (2) weeks of your regular wage, less any unemployment or Workers Compensation benefits. OR [Organization] does not pay severance pay. When you leave [Organization], you will be paid for actual time worked, plus any accrued but unused vacation time, as specified under Vacations in the Benefits section of this Manual (optional: and any accrued but unused sick time, as specified under Sick Leave in the Benefits section of this Manual).
Performance Reviews
Set standards for performance to assure fairness and avoid discrimination charges.
Your manager is continuously evaluating your job performance. Day-to-day interaction between you and your manager should give you a sense of how your manager perceives your performance. However, to avoid haphazard or incomplete evaluations, [Organization] conducts a formal review [once, twice, four times] a year for each employee.
Specify the timing and frequency of performance reviews;choose
one of the three samples provided below, or modify the text as necessary.
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Performance reviews will be conducted annually on or about each employees anniversary date. New employees may be reviewed more frequently. A review may also be conducted in the event of a promotion or change in duties and responsibilities. OR Performance reviews will be conducted semi-annually in [x] and [x] (months/seasons). New employees may be reviewed more frequently. A review may also be conducted in the event of a promotion or change in duties and responsibilities. OR Performance reviews will be conducted quarterly in the months of [x], [x], [x] and [x] (names of months). New employees may be reviewed more frequently. A review may also be conducted in the event of a promotion or change in duties and responsibilities. During formal performance reviews, your manager will consider the following things, among others: Attendance, initiative and effort Knowledge of your work Attitude and willingness The quality and quantity of your work The conditions under which you work
The primary reason for performance reviews is to identify your strengths and weaknesses in order to reinforce your good habits and develop ways to improve in your weaker areas. This review also serves to make you aware of and to document how your job performance compares to the goals and description of your job. This is a good time to discuss your interests and future goals. Your manager is interested in helping you to progress and grow in order to achieve personal as well as work-related goalsperhaps he or she can recommend further training or additional opportunities for you. In addition to individual job performance reviews, [Organization] periodically conducts a review of job descriptions to insure that we are fully aware of any changes in the duties and responsibilities of each position, and that such changes are recognized and adequately compensated.
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Work Schedule
The normal work week consists of five (5) days, eight (8) hours long, Monday through Friday. Your schedule of daily work hours will be given to you by your manager, or posted at [x], at least [x] days/weeks ahead. You will be notified promptly whenever a change is necessary. Should you have any questions concerning your work schedule, please ask your manager.
Absence or Lateness
From time to time, it may be necessary for you to be absent from work. [Organization] is aware that emergencies, illnesses, or pressing personal business that cannot be scheduled outside your work hours may arise. Sick days and personal days have been provided for this purpose. If you are unable to report to work, or if you will arrive late, please contact your manager immediately. Give him or her as much time as possible to arrange for someone else to cover your position until you arrive. If you know in advance that you will need to be absent, you are required to request this time off directly from your manager. He or she will determine when will be the most suitable time for you to be absent from your work. When you call in to inform [Organization] of an unexpected absence or late arrival, ask for your manager directly. For late arrivals, please indicate when you expect to arrive for work. Notifying the switchboard operator or a fellow-employee is not sufficient. If you are unable to call in yourself because of an illness, emergency or for some other reason, be sure to have someone call on your behalf. If your manager is not available when you call, you may leave the information with another manager.
Breaks/Rest Periods
You are entitled to two (2) fifteen (15) minute rest breaks each day. Normally these rest breaks will be scheduled in mid-morning and mid-afternoon. These will be determined by your manager. If you work in a department where breaks are not directly assigned, please coordinate with your co-workers to maintain adequate coverage at all times.
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Always be sure to return to work on time at the end of any break. In the unlikely event of an emergency or unusual condition, your manager may ask you to change or postpone your break in order to finish a particular project.
Excessive Absenteeism or Lateness

In general, five (5) absences in a 90-day period, or a consistent pattern of absence, will be considered excessive, and the reasons for the absences may come under question. Tardiness or leaving early is as detrimental to [Organization] as an absence. Three (3) such incidents in a 90-day period will be considered a tardiness pattern and will carry the same weight as an absence. Other factors, like the degree of lateness, may be considered. Be aware that excessive absenteeism, lateness or leaving early may lead to disciplinary action, including possible dismissal.
LunchPeriod
Provincial laws vary on this; some provinces allow up to 5-1/2 hours work without requiring a lunch break. Check with your attorney and modify this policy accordingly. If you work longer than four (4) hours, you will be given an unpaid lunch period. The time when lunch periods are scheduled varies among departments, depending on the needs of each department. Your manager will give you your lunch period schedule. You may leave the premises during your lunch period, however, you must [punch in and out /sign in and out]. It is important to return to work on time at the end of your lunch period.
Record of Absence or Lateness

If you are absent because of illness for three (3) or more successive days, your manager may request that you submit written documentation from your doctor. If you are absent five (5) or more days because of illness, you may be required to provide written
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documentation from a doctor that you are able to resume normal work duties before you will be allowed to return to work. You will be responsible for any charges made by your doctor for this documentation. Your manager will make a note of any absence or lateness, and the reason, in your personnel file. Your attendance record will be considered when evaluating requests for promotions, transfers, leaves of absence, and approved time off, as well as scheduling layoffs, etc.
3 Benefits
The Benefits Package Eligibility for Benefits Paid Leaves of Absence Holidays Recognized Holidays Holiday Policies Vacations Amount of Vacation Vacation Policies Accumulation Rights Payment in Lieu of Vacation Other Paid Leaves Funeral (Bereavement) Leave Personal Leave Sick Leave Unpaid Leaves of Absence Medical / Family Leave of Absence Educational Leave of Absence Election Day Personal Leave of Absence Insurance Coverage Group Insurance Disability Insurance Health/Dental Insurance Life Insurance Termination of Insurance Government Required Coverage Workers Compensation Other Benefits Annual Party or Outing Education/Training (Attending Seminars/Training Sessions)
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The Benefits Package

In addition to receiving an equitable salary and having an equal opportunity for professional development and advancement, you may be eligible to enjoy other benefits which will enhance your job satisfaction. We are certain that you will agree that the benefits program described in this Manual represents a very large investment by [Organization], and we trust that you will avoid abusing any of the programs benefits. A good benefits program is a solid investment in [Organization] and its employees. It not only insures the loyalty of long-time capable employees, it also helps to attract talented newcomers who can help [Organization] grow. [Organization] will periodically review the benefits program and will make modifications as appropriate to the organizations condition.
Eligibility for Benefits

If you are a full-time employee, you will enjoy all of the benefits described in this manual as soon as you meet the eligibility requirements for each particular benefit. If you are a part-time employee, you will enjoy only those benefits which are required by law to be afforded to you, provided that you meet the minimum requirements set forth by law and in the benefit plan(s). No benefits are available to you during your Introductory Period, except as otherwise provided by law. Note: See Introductory Period in the Employment section of this Manual for further information. Temporary employees are not eligible for benefits.
Paid Leaves of Absence

Option: As an alternative to the traditional segregated leaves of absence (i.e. Sick Leave, Vacation etc.) some employers are using a more generic Paid Time Off leave of absence policy. In this scenario, the number of days an employee would normally accrue
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to be used as either sick days or vacation days would be combined. The usage of the total number of days would be at the employees discretion. This type of plan greatly simplifies record keeping, and prevents employees from unexpectedly calling in sick if they have run out of vacation time and want a day off. To use a Paid Time Off policy rather than the standard policies provided here, edit the Vacations section of your manual, replacing all instances of the word Vacation with Paid Time Off. Edit the paragraph on increments of time to allow employees to take one day or even a few hours at a time. Delete the sections on Sick Leave and Personal Leave. Use your wordprocessors Search/Replace or Find/Change feature to replace all other instances of the word Vacation in your Employee Manual with Paid Time Off. Time off for any reason during a working day will count first against your allotted sick days or personal days, as appropriate, in hourly, quarter day, half day or full day increments. Once you have used all of your earned sick or personal days, the time will be counted against your earned vacation time. Thereafter, unless specifically excepted, any time off will be without pay.
Holidays
List all paid organization holidays, and state how long an employee has to work to qualify for a paid holiday. For example, some firms do not pay for the holiday until the employee has completed their introductory period. Also, indicate that employees have the right to take religious holidays without pay. Clarify what happens if a holiday occurs during an employees vacation. Leave some room to reschedule a holiday depending on business conditions. Some companies give part-time (20-hour/week) employees 1/2 holiday pay. Only full-time employees are eligible for holiday pay.
You are not eligible to receive holiday pay during your Introductory Period. Nor are you eligible to receive holiday pay if you are a part-time employee or a temporary employee.
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RecognizedHolidays
Other possible paid organization holidays include: New Years Eve, Employees Birthday, Marriage Anniversary Day, Day Baby is Born, other religious holidays. The following holidays are recognized by [Organization] as paid holidays: Christmas Eve (1/2 day) Christmas Day Labour Day New Years Day Thanksgiving Day Good Friday Remembrance Day Easter Monday Canada Day
HolidayPolicies
Not all firms offer time off for religious holidays, but it is fairly common practice. You may take time off to observe your religious holidays. We schedule all national holidays on the day designated by common business practice. If a holiday occurs during your scheduled vacation, you are permitted to take an extra day of vacation. In order to qualify for holiday pay, you must work the scheduled workday immediately before and after the holiday. Only excused absences will be considered exceptions to this policy. You are not eligible to receive holiday pay when you are on a leave of absence.
Vacations
Vacation policies should conform with local practices (consult Bureau of Labour Statistics surveys and other published information): How does a new employee qualify for vacation? May a person choose to work instead of taking a vacation? (Not a good idea!) May one take off more than two weeks at a time? As little as a day at a time? Are
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part-timers given any vacation? Will accrued but unused vacation time be paid at termination of employment? Dont let vacation scheduling supersede the needs of any individual department. Some companies pro-rate vacation for part-time employees. Only regular full-time employees are eligible for paid vacation. You are not eligible for paid vacation during your Introductory Period. Nor are you eligible for paid vacation if you are a part-time or temporary employee.
Amount of Vacation
Burn-out is seen by many work experts as a substantial cause of lost or declining productivity. In addition, companies are realizing that the lifestyles of their employees require longer time off. They want to have extended leaves in the summer and winter. You may want to give bonus vacation weeks when an employee reaches his or her 10th, 15th or 20th anniversary year. In some states, employees become eligible for, and start accruing vacation, after six months of employment. Check with your attorney on your state and local laws regarding paid vacations and modify this policy accordingly. A simple formula for calculating earned vacation for full-time employees is as follows: [X] hours vacation / 12 months per year per year earned per month
EXAMPLE:
[X] hours vacation
80 hours vacation / 12 months vacation per year per year earned per month
6.66 hours
Full-time employees are eligible to accrue vacation for each calendar month of service from the completion date of their Introductory Period. The vacation accrual rate is based on your length of employment, as follows: If your Introductory Period completion date is within the first through the
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fifteenth of the month, you will accrue vacation for that full month. If your Introductory Period completion date is within the sixteenth through the end of the month, you will start to accrue vacation on the first day of the following month.
Vacation Policies
Every effort will be made to grant you your vacation at the time you desire. However, vacations cannot interfere with your work and therefore must be approved by your manager at least one (1) month in advance. If any conflicts arise in requests for vacation time, preference will be given to the employee with the most seniority. You may not receive advance vacation pay (for vacation time taken in excess of your vacation accrual balance) without written authorization from your manager. Such authorization is at the discretion of your manager, and must be granted in advance of your vacation. Any amount of advanced vacation paid but not yet earned at the time of termination of employment will be deducted from your final paycheck. If a organization-paid holiday falls during your scheduled vacation period, you will receive an additional day of vacation or holiday pay, whichever you prefer.
AccumulationRights
This policy compels employees to take time off to recharge, clear their heads, etc. Although some people dont think this is necessary, this policy will assure all employees get away for a while and hopefully return with a fresh perspective. Vacation time may not be carried over and accumulated in subsequent calendar years. Exceptions to this policy may be made in unusual circumstances, each case to be considered separately by management.
Payment in Lieu of Vacation

The purpose of a vacation is to provide you with a time to rest and relax; therefore, no additional wages or salary will be paid to you in lieu of a vacation unless advance
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approval in writing is granted by management. If payment in lieu of vacation is approved, one (1) week of vacation is equivalent to a regular scheduled work week at your basic straight time hourly rate.
Other Paid Leaves

FUNERAL (BEREAVEMENT) LEAVE
You are entitled to take up to three (3) workdays with pay to attend the funeral and take care of personal matters related to the death of a member of your immediate family. (A parent, spouse, spouses parent, child, spouses child by a former marriage, brother or sister.) One (1) day of paid funeral leave will be granted in the case of the death of a grandparent, your spouses grandparent or sibling, or any member of your extended family living in your home. Only regular full-time employees are eligible for paid funeral leave. With your managers approval, you may take up to one full day without pay to attend funerals of other relatives and friends. If you prefer, unused personal leave or a day of earned vacation may be used for this purpose. Paid time under this policy is given over and above any time allowed and earned under our Personal Leave policy. Pay for a funeral leave will be made for actual time lost from work. If the death occurs at a time when work is not scheduled, payment will not be made. If a holiday or part of your vacation occurs on any of the days of absence, you may not receive holiday or vacation pay in addition to paid funeral leave. An excused absence for family death may not be retroactive, postponed or split.
Personal Leave
We suggest you consider granting a specified amount of time off for personal matters each calendar year, and calling it Personal Leave. Two to five days per year is the typical number allowed. Give employees the option of accumulating a reasonable number of
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days (10 or 20) for the future, or create a payback system for those who dont abuse the privilege. Firms who permit time off only for illness or injury often learn that employees take off time for urgent personal matters anyway, and find a way to call it sick leave when its not. Granting personal leave at least gives you the right to expect reasonable advance notice when an employee will not be at work. Dont let an employees personal time accrue during an extended leave of absence. After your Introductory Period is completed, you are eligible to take five (5) days of paid personal leave during each calendar year. You may use your personal leave in units of no less than two hours at any one time. Personal leave time is intended to be used to accomplish personal business that cannot be accomplished during time other than your normal working hours. You are required to request personal leave time from your manager in advance and obtain his or her approval. During your first calendar year, the earned personal leave time is pro-rated.
Sick Leave
It is customary to require completion of the Introductory Period before granting any paid sick leave. Allowing sick time to be used in two hour increments is also customary; someone just seeing a doctor need not lose a full day. To qualify for sick leave you must be a full-time employee and have completed your Introductory Period. Time taken off before this will be without pay. If you must be absent from work because of a personal illness, you will be eligible to receive your regular straight time pay, eight (8) hours per day, for up to six (6) days per calendar year. You may use your sick leave in units of no less than two (2) hours at any one time. Please advise your manager as soon as possible that you will be absent from work due to illness. If you have not been employed for a full year with [Organization], you will be eligible for paid sick days (upon completion of your Introductory Period) as follows: one half (1/
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2) day for each month from the time that you complete your Introductory Period through the end of the calendar year. For example, if you complete your Introductory Period on May 1, you will be eligible to use four (4) paid sick days between May 1 and December 31. Thereafter, you will be eligible for the normal six (6) paid sick days per calendar year. Sick leave may be used for the purpose of visiting doctors, dentists or other practitioners in their offices. This time may also be used for tending to a serious illness suffered by a member of your immediate family, in the event the illness requires your personal time and attention. For purposes of this section, immediate family includes spouse, child, parent, or sibling living in your home. If another person can attend to the needs of an ill family member, you are expected to fulfill your duties as an employee of [Organization]. If you are required to take a disability leave of absence, any accrued sick leave will be paid at the time the leave commences; should the leave extend beyond thirty (30) days, sick leave will not continue to accrue. If you are on an approved leave of absence for less than thirty (30) days, your sick leave eligibility will not be affected; should the leave extend beyond thirty (30) calendar days, sick leave time will not continue to accrue. Sick days do not accumulate from year to year. If you have unused sick days available at the end of the calendar year, or upon the termination of your employment with [Organization], you will be paid for that time at your regular base rate.
UnpaidLeavesof Absence
Occasionally, for medical, personal, or other reasons, you may need to be temporarily released from the duties of your job with [Organization], but may not wish to submit your resignation. Under certain circumstances, you may be eligible for an unpaid leave of absence. There are several types of unpaid leaves which you may be eligible for.
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Family/Medical Leave of Absence

In general, a leave of absence is an official authorization to be absent from work without pay for a specified period of time. Eligible employees may be entitled to jobprotected family or medical leaves of absence if they are unable to come to work due to pressing family or medical concerns as described under the following Family/Medical Leave Policy, which shall be administered in accordance with applicable Provincial and Federal laws: 1. Employees are eligible if they have been actively employed for 12 months, and worked at least 1250 hours (an average of 25 hours per week) during those 12 months. Salary continuation during any leave period shall depend upon the employees qualifying for disability pay under our Disability Leave Policy. 2. Under the circumstances set forth below, each eligible employee shall have up to a total of 12 weeks leave during any one year period. 3. A family leave shall be granted upon the birth or adoption of a child of the employee, or upon the serious illness o bnmf the employees child, spouse, or parent. 4. A medical leave shall be granted upon the employees own serious illness. 5. Whenever possible, and subject to your health care providers approval, absences for planned medical treatment should be scheduled so as not to unduly disrupt organization operations. 6. Employees shall be required to give 30 days advance notice in the event of a foreseeable medical treatment. To assist us in arranging work assignments during your absence, we ask that you give us prior notice, to the extent possible, of an expected birth or adoption, as well as an indication, to the extent known, of your expected return date. To facilitate your return to work, we also ask that you provide us with two weeks advance notification of your intended return date. Failure to do so may delay your return date. 7. Leave of absence rights available to you under other sections of our policy shall be counted towards the total time off available under this section. 8. Upon completion of a leave granted under this section, you shall be reinstated to your original position, or an equivalent one.
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9. If, due to your own medical circumstances, you are no longer able to perform your original job, we will attempt to transfer you to alternate suitable work, if available. 10. While on a leave of absence provided for under this policy, we will continue your group health insurance benefits under the same terms as provided to other employees, for up to a maximum of 12 weeks leave time during any one year period. 11. Other accumulated fringe benefits such as seniority, retirement, service credits, sick pay, vacation pay, etc., shall be preserved at the level earned as of commencement of the leave, but shall not accrue further during any such leave period. 12. The pay allowances while on disability leave are based on an employees length of service, as well as the state in which he /she is employed. Disability laws may vary from province to province, and at all times our disability leave policy will be in compliance with the laws of the province in which you are employed. 13. During a period of disability, you may be eligible for disability pay benefits. Please refer to the applicable plan documents for details on eligibility, benefit amounts, and other particulars. 14. Should you require an extended leave beyond the period of time described in this policy, we will seek to return you to a suitable position, but cannot guarantee that one will be available. Nevertheless, you may be eligible for continuing disability pay benefits during this period in accordance with applicable insurance coverage.
Educational Leave of Absence

An educational leave of absence may be approved if the desired curriculum is of mutual benefit to you and to [Organization]. Apply in the same manner as you would for a personal leave of absence.
ElectionDay
We encourage you to exercise your voting privileges in local, provincial, and national elections. However, since the polls are open for long periods, you are encouraged to vote before or after regular working hours. If it should be necessary, you may take up to two hours leave from work to vote in a governmental election or referendum. You will be
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expected to notify your manager at least one week in advance. You will not be paid for such time. Personal leave time, if available, may be used for this purpose.
Personal Leave of Absence

In very special circumstances, [Organization] may grant a leave for a personal reason, but never for taking employment elsewhere or going into business for yourself. You should request an unpaid personal leave of absence from your manager. A personal leave of absence must not interfere with the operations of your department or [Organization]. Your manager will submit your request to the appropriate member of management for final approval. A personal leave of absence may be granted for up to thirty (30) days. If your leave is extended for more than thirty (30) days, vacation and other benefits will no longer continue to accrue. Consult your group insurance booklet to determine your insurance coverage during a leave of absence. Failure to return from a leave at the time agreed will result in termination of employment.
Insurance
Keep the description of insurance coverage general and brief, since coverage and other details can change often. Defer to the separate booklets and supplements issued and supplied by your insurance companies. Indicate which portion of premium costs the organization pays for, how long a new employee has to wait for coverage, and mention the conversion privilege.
Group Insurance
[Organization] is interested in the health and well-being of both you and your family. A comprehensive health and life insurance program is available for you and your family. We provide group insurance underwritten by a national insurance carrier. After completion of [[x] days/your Introductory Period], you become eligible for coverage. At that time, you may choose to accept the insurance coverage, or not.
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Becoming eligible does not necessarily mean becoming covered. Some insurance policies and laws may require that all employees are covered. Check with your attorney on provincial and local laws and with your insurance carrier on your particular insurance coverage; modify this policy accordingly.
The following benefits are provided, as defined and limited in the literature provided by our insurance organization: Group Term Life Insurance Accidental Death & Dismemberment Insurance Major Medical and Surgical Coverage Dental Care Coverage Vision Care Coverage Medical Health Care Coverage Dependents Health Care Coverage
[When/ If] you choose insurance coverage, our insurance organization provides a booklet describing your benefits; a copy of this will be given to you when you join the program. Weve provided four sample policies for you to consider. Choose whichever paragraph best suits your organizations needs, or modify the text as necessary. [Organization] will pay for the full cost of this program for you. We pay 100% of the premiums for insurance coverage on you plus 100% of the premiums for insurance coverage of your eligible dependents. OR We pay 100% of the premiums for insurance coverage on you and make a [[x]%] contribution toward the cost of the premiums for insurance coverage of your eligible dependents, the balance of which is deducted from your paycheck by payroll deduction. OR We pay 100% of the premiums for insurance coverage on you. You pay 100% of the premiums for insurance coverage of your eligible dependents through payroll deduction. OR We pay 50% of the premiums for insurance coverage on you. You pay 50% of the
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insurance premiums for your own coverage plus 100% of the premiums for insurance coverage of your eligible dependents through payroll deduction. In the event of your termination of employment with [Organization] or loss of eligibility to remain covered under our group health insurance program, you and your eligible dependents may have the right to continued coverage under our health insurance program for a limited period of time at your or their own expense. (This does not affect the conversion privilege as stated in the insurance policy.) Consult [x] [Title / Department] for details.
Disability Insurance
Federal law requires leave of absence time for disability due to pregnancy to be equal to that allowed for disabilities that affect anyone. You may want to set some reasonable time limit during which you will guarantee job protection for a disabled worker. A 60 to 90 day period is typical. You may require pregnant women to provide you with an anticipated return date, provided you require male workers disabled for other reasons to do the same. You may also reserve the right (depending on your [provincial laws) to require a fitness for duty exam, if applied to both males and females, but only to determine if the person can perform essential job functions. You may want to have your insurance carrier review this section for accuracy. If you are a regular full-time employee of [Organization], you are protected through a short-term disability insurance policy from financial hardship if you are totally disabled because of illness or accident that is not job related. This coverage includes hospital and medical, surgical, laboratory and x-ray, major medical as defined in the literature provided by the insurance organization. Total disability means that you cannot perform any position that [Organization] has available, that you are qualified for and normally able to perform. (Workers Compensation benefits protect you if you are involved in a job-related sickness or accident.)
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Health/Dental Insurance
Ask your insurance organization to provide you with a brief summary of the health/ dental insurance coverage to include here; be sure to distinguish optional coverage from basic coverage. Todays many health insurance plans and options can be confusing and complicated. That is why [Organization] has taken the time to carefully review the coverage and plans available. We have selected the plan we feel provides the best coverage for our employees. Refer to the literature provided by our insurance organization for details on your health/dental coverage.
Life Insurance
Ask your insurance organization to provide you with a brief summary of the life insurance coverage to include here; be sure to distinguish optional coverage from basic coverage. If you are a regular full-time employee of [Organization], you are covered by our Group Life Insurance. This insurance is payable in the event of your death from any cause, at any time or place, while you are insured. Payment will be made in a lump-sum or in installments to the beneficiary, as designated by you. You may change your beneficiary whenever you wish by submitting the appropriate documents to [x] [Title /Department]. Refer to the literature provided by our insurance organization for details on your life insurance coverage.
Terminationof Insurance
Your insurance will terminate when the insurance policy terminates, when you fail to make an agreed contribution to premium when due, when you cease to be eligible for coverage under the terms of our group insurance program, or when you cease to be employed as a regular full-time employee eligible for the insurance. [Organization] may, by continuing to pay the premium, keep your insurance in effect for a brief period
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if you cease to be an eligible employee for any reason other than resignation, dismissal, or failure to meet the terms of eligibility of our group insurance program.
Government RequiredCoverage
WORKERS COMPENSATION
You may want to leave this section in place in its entirety for your employees benefit and understanding. Check with your attorney on your provincial and local laws regarding Workers Compensation and modify this policy accordingly. Workers Compensation Law is a no-fault insurance plan which is supervised by the province and one hundred percent (100%) paid for by [Organization]. This law was designed to provide you with benefits for any injury which you may suffer in connection with your employment. Under the provisions of the law, if you are injured while at work, you are eligible to apply for Workers Compensation.
What Is Workers Compensation?

Before Workers Compensation, an injured worker had to sue his employer to recover medical costs and lost wages. Lawsuits took months and sometimes years. Juries and judges had to decide who was at fault and how much, if anything, would be paid. In most cases, the injured worker got nothing. It was a costly, time-consuming and unfair system. Today, if youre unable to work because of a job injury, [Organization] and our Workers Compensation Insurance carrier work together to take care of your medical expenses and pay you money to live on until youre able to come back to workautomatically, without delay or red tape.
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Who IsCovered?
Every [Organization] employee is protected by Workers Compensation.
What Is Covered?
Any injury is covered if its caused by your jobnot just serious accidents, but even first-aid type injuries. Illnesses may also be covered, if theyre related to your job. For example, common colds and flu are not covered, but if you caught tuberculosis while working at a TB hospital, thats covered. The main question is if the injury or illness is the result of the performance of your job.
WhenAm I Covered?
Coverage begins the first minute youre on the job and continues anytime youre working for [Organization]. You dont have to work a certain length of time, and theres no need to earn any minimum amount of wages before youre protected.
How Do I Get the Benefits?

All injuries, no matter how slight, must be reported immediately to your manager to assure consideration under Workers Compensation Insurance, should complications develop later. Your manager will see that you receive medical attention. There are no reports for you to fill out; no forms to sign. Just tell your manager what, where, when, and how it happened enough information so that he or she can arrange medical treatment and complete the necessary reports. In an emergency, you may go directly to one of the medical facilities nearby. Later, you may be required to furnish your manager with written statements regarding the on-the-job accident so that we may accurately document the incident, and so you may receive all the benefits to which you are entitled. (Failure to do this could result in loss of benefits.)
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Prompt reporting is the key. Benefits are automatic, but nothing can happen until your employer knows about the injury. Insure your right to benefits by reporting every injury, no matter how slight. Even a cut finger can be disabling if an infection develops.
OtherBenefits
All of these sample policies are optional. Include only those policies that meet the needs of your organization and modify the text as necessary.
ANNUAL PARTY OR OUTING
[Organization] sponsors at least one annual get-together. Watch the bulletin board for details.
EDUCATION/TRAINING (ATTENDING SEMINARS/TRAINING SESSIONS)
If possible, have the employee pay for the seminar or training session themselves, then reimburse them when it is completed people seem to be more motivated when they have a personal investment in the program. You may make arrangements, for certain approved seminars or sessions, that you will reimburse a portion, for example: half of the program fees. You may be interested in contacting Robbins Research International at 1-800-445-8183 for information on their seminars, books and tapes. Ask also for a list of their local authorized distributors in addition to offering audio/video seminars, these people have been trained in Robbins techniques and may provide assistance or ideas. From time to time, [Organization] may arrange to have both formal and informal training programs to enable you to progress in your technical knowledge of our business. Several times a year, employees are selected to attend factory schools, workshops, or training programs. You will receive a normal paycheck while attending these schools or workshops. All or a portion of the expenses for off-premises training will be paid for by [Organization] depending on the nature of the course. Check with your manager for details.
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Also, during any slow periods of work you should use the time to learn more about [Organization], its services and products. You may progress as you become more knowledgeable about your job and the jobs of the people around you. You are encouraged to ask questions about any aspect of [Organization] that is of interest or unclear. If you become aware of a particular seminar that you believe is appropriate for enhancing your skills (and/or those of other employees), please bring it to the attention of your manager. Since these seminars are usually offered only at specified times in a geographical area, please be sure to notify your manager as far in advance as possible. This way, he or she can attempt to schedule workloads to accommodate your (and/or other employees) desire to attend the seminar.
4 Other Policies
Computer Software (Unauthorized Copying) Expense Reimbursement First Aid Grievances Payroll Advances Substance Abuse
Organization Meetings
On occasion, we may request that you attend a organization sponsored meeting. If this is scheduled during your regular working hours, your attendance is required. If it is held during your non-working hours and you decide to attend, you will be paid for the time you spend traveling to and from the meeting as well as for time spent at the meeting.
ComputerSoftware (UnauthorizedCopying)
[Organization] does not condone the illegal duplication of software. The copyright law is clear. The copyright holder is given certain exclusive rights, including the right to make and distribute copies. The law protects the exclusive rights of the copyright holder and does not give users the
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right to copy software unless a backup copy is not provided by the manufacturer. Unauthorized duplication of software is a Federal crime. Penalties include fines of as much as $250,000, and jail terms of up to five years. Even the users of unlawful copies suffer from their own illegal actions. They receive no documentation, no customer support and no information about product updates. 1. [Organization] licenses the use of computer software from a variety of outside companies. [Organization] does not own this software or its related documentation and, unless authorized by the software manufacturer, does not have the right to reproduce it. 2. With regard to use on local area networks or on multiple machines, [Organization] employees shall use the software only in accordance with the license agreement. 3. [Organization] employees learning of any misuse of software or related documentation within the organization shall notify the department manager or [Organization] legal counsel. 4. According to the U.S. Copyright Law, illegal reproduction of software can be subject to civil damages and criminal penalties, including fines and imprisonment. [Organization] employees who make, acquire or use unauthorized copies of computer software shall be disciplined as appropriate under the circumstances. Such discipline may include dismissal.
ExpenseReimbursement
You must have your managers written authorization (requisition/purchase order, etc.) prior to incurring an expense on behalf of [Organization]. To be reimbursed for all authorized expenses, you must submit an expense report /voucher accompanied by receipts and approved by your manager. Please submit your expense report /voucher each week, as you incur authorized reimbursable expenses. If you are asked to conduct organization business using your personal vehicle, you will be reimbursed at the rate of [x] (mileage reimbursement rate) per mile. Please submit this expense on your weekly expense report /voucher.
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First Aid
Workers Compensation Act requires that you report any illness or injury on the job, no matter how slight. If you hurt yourself or become ill, please contact your manager for assistance. If you fail to report an injury, you may jeopardize your right to collect workers compensation payments as well as health benefits. Should you have any questions or concerns, contact [x] [Title /Department] or your manager for more information.
Grievances
Your organization should have some way for an employee to appeal if he or she believes that a managers decision or the application of organization policy is unjust, without having to take his or her complaint to a lawyer, the EEOC, a union organizer, or other outside third party. Having a suitable vehicle for employees to communicate complaints, grievances and proposed solutions to problems helps morale considerably. All Union contracts provide for a grievance procedure. If your employees are unionized, refer them to the details of their grievance procedure contained in the union contract. Two policies are outlined below: a traditional open-door policy and a formal system of Peer Review. Our goal is to maintain a comfortable working environment for everybody. We do this in several ways: By treating each of you as an individual and encouraging your maximum development; By recognizing that each of you is essential to the success and growth of [Organization]; and By maintaining direct communications with all of our employees and ensuring that each and every one of you can speak directly and openly with our management team.
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We believe that this type of communication, without interference from any outside party, is best for all concerned. Therefore, when you wish to express your problems, opinions, or suggestions, you will always find an open door and an attentive ear. As time goes by and [Organization] grows, we will continue to listen and respond to your questions and comments.
ResolvingProblems
Whenever you have a problem or complaint, we expect you to speak up and communicate directly with us. You can take the following steps: 1. First, talk to your immediate manager. Your manager is most familiar with you and your job and is, therefore, in the best position to assist you. Your manager works closely with you, and is interested in seeing that you are treated fairly and properly. 2. If your manager cannot help you resolve the matter, you can speak to [x] who will give your problem or complaint prompt consideration. 3. If [x] feels that the situation warrants further review, he /she will ask [x] for assistance. Remember it is always best to resolve problems right away. Little problems tend to turn into big problems; facts become confused; resentment and anger builds up. It is always best to get things off your chest before they get out of hand. OR An efficient, successful operation and satisfied employees go hand in hand. If you ever have a problem, or if there is something bothering you, we encourage you to talk it over with your direct manager. If the issue that concerns you involves the application of a organization policy, or the administration of discipline, or some other formal complaint, you may present your complaint or grievance to a Peer Review Panel. The Peer Review process provides for a simple and straightforward series of steps for resolving day-to-day workplace problems, complaints and grievances. It will also provide
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for an innovative final step if initial problem solving efforts are unsuccessful: a panel made up of three of the employees peers and two managers will hear the complaint and render a final and binding decision. For additional information regarding [Organization]s Peer Review program, ask your manager, or contact the Human Resources department.
Payroll Advances
[Organization] rarely advances or loans money to employees. In the event you must borrow against your paycheck, you must first discuss your situation with your manager. If he or she feels that your request is justified, an Employee I.O.U. form will be provided for you to fill out and sign.
Substance Abuse
The most constructive and realistic corporate policies on workplace substance abuse are the ones that correlate the health and safety of the employees to the other assets of the business. Note: The inclusion of the following sample policies is not meant to imply that you should adopt the following as your official organization policy on substance abuse. Nor is it implied that any of the sample policies contained herein be used as is, without modification to meet your specific needs, or without first gaining the approval of legal counsel. Ideally, you may find that certain passages can assist management in explaining to other staff members, under appropriate circumstances, the relevance of substance abuse policies and why they must be consistently enforced. What an employee does on his or her own time away from organization property is their business. This argument is often raised and brings up some interesting points about impairment and being under the influence as a result of actions off the job. Management has every legitimate right to be concerned with off-the-job actions as they
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affect work performance and safety. Caution is given to carefully approach that fine line between on-the-job and off-the-job consumption and use. The key is to look for signs of impaired work-related performance and to document findings. If conclusive evidence exists, management then has the prerogative to take decisive action steps to remove the risk and exposure to other employees and to the organization. [Organization] is committed to providing its employees with a safe workplace and an atmosphere which allows them to protect inventory and other assets placed in their care; [Organization] employees should not be subject to any safety threats from fellow workers. You are expected to be in suitable mental and physical condition while at work, allowing you to perform your job effectively and safely. Whenever use or abuse of any mood altering substance (such as alcohol or drugs) interferes with a safe workplace, appropriate action must be taken. [Organization] has no desire to intrude into its employees personal lives. However, both on-the-job and off-the-job involvement with any mood altering substances can have an impact on our workplace and on [Organization]s ability to achieve its objectives of safety and security. Therefore, you are expected to report to the workplace with no mood altering substances in your body. While you may make your own lifestyle choices, [Organization] cannot accept the risk in the workplace which substance use or abuse may create. The possession, sale or use of mood altering substances at the workplace, or coming to work under the influence of such substances shall be a violation of safe work practices and will be subject to disciplinary action, including possible dismissal. Note: The hesitation regarding dismissal stems from an option available to provide rehabilitation for the employee through an Employee Assistance Program. Depending on circumstances (i.e. whether or not the employee was stealing from the organization to support the drug habit), the organization may find it more appropriate to help the troubled employee. The cost of employee replacement is extremely high and must be weighed against the option to offer treatment and to give the employee a second chance.
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OR [Organization] has a vital interest in maintaining safe, healthful, and efficient working conditions for its employees. Being under the influence of a drug or alcohol on the job may pose serious safety and health risks not only to the user, but to all those who work with the user, as well as our customers. [Organization] also recognizes that its own health and future are dependent upon the physical and psychological health of its employees. Accordingly, [Organization] has established the following guidelines with regard to use, possession or sale of alcohol or drugs: * The manufacture, possession, use, distribution, sale, purchase, or transfer of, or being under the influence of, alcohol or illegal drugs is strictly prohibited while on [Organization] premises or while performing organization business. Holiday gifts of alcohol, which are given or received by employees, but are not opened or consumed on organization premises, although not encouraged, would not be considered a violation of this policy. * Employees will not be permitted to work while under the influence of drugs or alcohol. Off-the-job illegal drug use which could adversely affect an employees job performance or which could jeopardize the safety of other employees, the public or organization facilities, or where such usage could jeopardize the security of organization finances or business records, or where such usage adversely affects customers or the publics trust in the ability of the organization to carry out its responsibilities, will not be tolerated. Employees who are involved in or suspected of involvement in off-the-job drug activity will be considered in violation of this policy. Employees undergoing prescribed medical treatment with a controlled substance that may affect the safe performance of their duties are required to report this treatment to their manager through their personal physician.
[Organization] recognizes that alcoholism/drug abuse is a form of illness that is treatable in nature. The organization shall not discriminate against employees based on the nature of their illness. No employees shall have their job security threatened by their seeking of assistance for a substance abuse problem. The same consideration for referral and treatment that is afforded to other employees having non-drug/ alcohol
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related illnesses shall extend to them. * Every effort shall be made to provide an early identification of a substance abuser, to work with and assist the employee in seeking and obtaining treatment without undue delay. * Early identification of the substance abuser shall be based upon job performance and related criteria, as well as resulting impairment on the job from the job activities. The manager of the employee shall bring such information to the attention of the designated representative for further evaluation. An employee who voluntarily seeks treatment for a substance abuse problem which requires a leave of absence for treatment shall be granted such leave of absence and further shall be eligible for benefits under the specifications of the existing insurance policy. Nothing in this policy is construed to prohibit the organization from its responsibility to maintain a safe and secure work environment for its employees or from invoking such disciplinary actions as may be deemed appropriate for actions of misconduct by virtue of their having arisen out of the use or abuse of alcohol or drugs or both.
Additional Policies Not Included in this Manual:

Access to Information Allocation of Resources Borrowing Tools and Equipment Communications Housekeeping Property and Equipment Care Recycling, Waste Prevention and Conservation Safety Rules Security Smoking Use of Organizational Vehicle Volunteer Training and Management Youth Representation in Decision Making xx xx xx xx xx xx xx xx xx xx xx xx xx
Some of this information was taken from the United Way of Canadas Board Basics
Manual. The information has been adapted to suit the needs of youth driven organizations.
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The preceding points were taken from A Guide to Policy by Jim Shaw.
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M e d i a
Working with the media 95
Youth Organizations in the Media

One of the goals of Youth Driven was to create awareness and appreciation of youth driven organizations within the youth and larger community. We thought that having better access to mainstream media would be a good first step. Some of our partners had expressed their frustration that any time they got media coverage their message was manipulated. Others couldnt seem to get any coverage at all.
The following information comes from a workshop that was given by Darlene Haber, an independent producer with MediaVision Inc. Her main focus was on personal contact between the youth organizations and the media. She stressed again and again the importance of establishing a personal relationship with reporters. If you want to get a certain media to cover your work you have to get to know them. Read the paper. Figure out who writes what. Find someone you think will be sympathetic to your cause and call them. Be persistent but not pushy. Recognize that they are stressed and have a lot of work to do. Try to make it easy for them to work with you by fitting into their schedule as best you can and giving them all the information they need. Always follow-up, and keep them informed about your new projects. Another focus of Youth Driven that came out especially in this section is the idea of partnerships. Ideally these partnerships can be created not only between youth organizations, but also with the larger community. The media workshop brought together a group of young people representing five of our partner organizations. As follow-up to the workshop we managed to set up a meeting with the editor in chief and other senior editors of the Vancouver Sun. This partnership allowed us to access people who we would not have been able to meet with individually, and we are hopeful that an on-going relationship will make space for new opportunities for other organizations as well.
We recognize that priming a reporter in this way is a lengthy process, and that many of your organizations may not have the time to spend so much energy working on the
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media. Maybe there will be some projects when you will have the time and others when you wont. (We certainly dont expect everyone to go out and hire a media relations person tomorrow.) It may be easiest to work on reporters as a coalition of groups as we did with the Vancouver Sun. Again, this information is meant as a resource, and everything is relative to your needs and situation. Just do what you can.
The Benefits of Speaking to the Media

The media in all its various forms can help you communicate with the public and with decision makers on an ongoing basis. What we are advocating here is a calculated proactive approach to the media. This kind of strategy can help you accomplish the following goals: 1. 2. 3. 4. 5. 6. Inform the community about the problems that are facing the communities. Provide expert information issues so the public can make informed choices. Help focus public attention on your problems or concerns. Gain public support for your ideas, issues. Use public support for your future plans to influence government policy makers. Use public support to gain funding for implementation.
IDENTIFYING YOUR GOALS AND OBJECTIVES For a media campaign to be successful, it is important to first clearly identify your goals and objectives. 1. You must have a clear idea of what your message is. Only then can you determine the best way to go about getting that message into the public eye. Without a clear focus, any media attention will not be directed, and will likely not satisfy your objectives. 2. Once you have determined what message (messages) you want to capture the medias attention, you can begin looking at the types of activities or issues that would help advance your goals. 3. If there are several issues or messages you would like to gain attention, keep a list of them, and if media attention is focused on that issue because of another event in the news, try to turn that media attention into something you can hook your issue onto.
4. Identify spokespeople who are articulate, knowledgeable, and are interested in dealing with the media. Dont try to force someone into assuming that role if they are not comfortable. Their discomfort will show, and reflect poorly on the GVRD as a whole. Some people are media naturals. Search for these people. HINTS ON MAKING STORIES MORE NEWSWORTHY There are no hard and fast rules for what stories or clips appeal to one reporter while making another yawn. There are, however, a few keys that can help you. The most significant is in understanding that in order to get them interested in you and your agenda, you have to focus on their agenda. Learn who they are and how they work, and then FIT YOUR NEEDS TO THEIRS. Common Characteristics of Reporters: 1. They are people with stacks of pieces of paper on their desks and little or no time to go through them 2. The media outlets they work for have a voracious appetite for stories. 3. They are curious individuals. 4. They are sponges for new information. 5. They are overworked and underpaid. Dont expect the reporter to do all the work to sort through your mountain of material and then write just the story you wanted. Or to sort through 20 minutes of an interview and pick just the 2 sentences you wanted used. It wont happen...or worse, they will get the story all wrong and it will be worse than not having done anything in the first place. To get the story you want, to get the statement made that is the most crucial, YOU have to do the work. YOU have to do the preliminary work to assure (as much as possible) that your agenda is the one that is used. You can only control the interview through what you say.
MediaOutlets
There are several different types of media outlets. Each operates with a different set of rules and has different goals. Knowing something about each will help you determine which type of media outlet best servers YOUR objectives. First, there are some similarities worth noting.
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Similarities
1. Deadlines are absolute. 2. Need to have details is immediate. 3. Goals are the same: to provide audience with new information and/or good stories. 4. Severe time and space limitations. (editing) 5. Distinction between news and features. 6. Structure: reporters, editors, managing editors, producers. 7. All can distort reality-they just do it differently! 8. Analysis may not be what you had in mind.
Differences
Broadcast TV 1. Broadest audience 2. Visual exposure, better product recognition 3. Quoted directly, less chance or error 4. Need either great pictures or emotional story 5. Have to make time for TV 6. Demands a more practiced response Broadcast Radio 1. Provides more detail 2. Exerts more control over topic and content 3. More interactive with audience 4. Immediate response Print - Daily Newspaper 1. Dont have to be there - can be done by phone 2. More tangible - you can clip and save 3. Can provide more extensive coverage 4. No requirement for visuals 5. Facts and figures can be easily reproduced 6. Frequent misquotes 7. Editors alter stories Print - Community Newspapers 1. Less rigorous about news 2. Linked directly to community issues
3. More people oriented 4. Less staff - more responsive to handouts, prepared copy 5. Geographically limited Magazines 1. Long deadlines - story must be time insensitive 2. Longer story possibilities 3. Specialized, usually aimed at very specific market Trade Publications 1. Line between editorial and advertising is less clear 2. Very targeted to niche market 3. Opportunity for more detail and complexity
Hints on DealingWith the Media

Be prepared and be available because every media opportunity is a chance for you to convey your issues and your message to the public. Always decide what you want to say, and how you want to say it before talking to any reporter. Listen carefully to the question. Dont jump in to answer before you are sure what is being asked and have time to think about your response. Find any relevant facts that are requested quickly. Remember No comment is a comment, and the message it conveys is GUILT. Its like waving a red flag in front of a bull. If you cant answer a question, say so...if you dont know, admit it. Never alter the truth...if half-truths are discovered they will ruin your credibility. View every opportunity for media coverage as an offer of free advertising...and use it that way-with your own agenda. There is no such thing as off the record . When communicating to a reporter, assume everything you say can be used. Dont ask if you can review the story in advance-you cant.
100
Do ask reporters for details about the story they are doing. Often your interviewis a small part of a larger story and you need to know that before the interview. Discover what the deadlines are and help reporters meet them. Decide before the interview what you will /will not say. The ONLY control you have is in the answers you give. Never argue with a reporter or loose your temper regardless of the questions being asked. Keep answers short and to the point - they will be edited anyway. Dont speculate, ramble on, or let your thoughts wander. Try to get to know key reporters and or columnists and try to create ongoing relationships. Some have soft spots, issues, or causes they are particularly interested in...and if you discover what they are you can often hook your stories into their areas of interest.
Preparing for an Interview

1. Know in advance what your position is and be able to explain it clearly and concisely. Try explaining it in 30 seconds. 2. Before any interviews organize 2 or 3 points you want to make: write them out simplify and shorten the points practice
3. Place your most important points at the beginning of each response where they will be clear and isolated.
4. Be sure of the facts and understand your overall objectives and strategies. Dont work at cross purposes to other agencies. 5. Have a positive attitude about the opportunity to be interviewed.
6. Its not only words that communicate. An energetic direct response portrays candor and confidence. 7. Dont feel pressured to respond instantaneously to a difficult question or a complex subject. Take the time you need to organize your thoughts. 8. Think fast, but talk slow. 9. Never forget who your audience is - you may be talking to a reporter, but your audience is the people who hear or read what you are saying. 10. Humanize your responses by allowing some of your personality to come through. 11. Reporters questions rarely ever appear, only your answers, so begin every answer in a positive way referring back to the question. 12. Avoid responding to hypothetical questions-dont speculate. 13. Avoid jargon. 14. Speak in the first person. We will be doing, not the GVRD is... 15. Never lie, but you dont have to tell all either!
Keeping the Reporter on your Agenda

There are several techniques for helping you deflect difficult questions and keep the reporter focused on what you want discussed. Mastering these techniques will help you succeed in getting media attention for your agenda - not theirs. 1. Hooking as in putting out bait and allowing you to respond on your agenda. For instance: Thats just one of the ways we..... We have a number of exciting new.... Were looking forward to.... Weve set some high expectations.... 2. Bridging will move the focus of the question back onto your agenda with surprisingly few words. For instance: Yes, but... No, but...
102
I dont know the answer to that, but what I do know is... Thats the way you interpret it, but we...
3. Flagging a way to deflect questions by offering new information, or at least, a new direction. For instance: The most important thing to remember is... The information weve seen indicates... There are two things I think are relevant...
Managing the Interview

1. 2. 3. 4. 5. 6. 7. Find a comfortable position and stay there. Guard against fidgeting, wringing your hands or tapping a pencil. Look the interviewer in the eye and maintain eye contact. Listen attentively. Use natural, low key body or hand movements. Dont wear sunglasses, chew gum, or swivel or rock in a chair. Look at the interviewer or glance down, dont gaze around or lift your eyes or head upward...as if looking for divine inspiration. 8. Avoid jangling jewelry, large bracelets and shiny earrings.
S Dealing with the tough Questions

There are several interview pitfalls. An awareness of them helps keep you from falling in.
NEEDLING
Do you really expect us to buy that idea? Response Yes, absolutely! and go on to describe why.
FALSE FACTS
So there is really no difference between the municipalities and the GVRD? Response Try to use some part of the question to correct the reporter graciously...such as, There are some differences but the most important thing to remember is.....
REINTERPRETATION OF YOUR RESPONSE
So what we have here is an accounting system that allows governments to hoodwink the public.
Response Avoid using reporters loaded words. What we are concerned about is...
PUTTING WORDS IN YOUR MOUTH
So you dont think the government has created an accurate system of accounting for public funds. Response The reporter is trying to get you to say things you dont want to say. Dont argue with the question, but firmly state your position. We believe.......
Evaluating Coverage You Received

Each time you follow these suggestions, the results can be different. The causes for the differences are as varied as the stories and the people you talk to about them. In each of the communities, or at each of the news outlets, there will be certain individuals who you will begin to get to know. As you learn about them and the items they cover, you will gain insights into how they treat certain issues, and how to best communicate with them. After every attempt at getting news coverage, whether successful or unsuccessful, analyze your performance. Ask the following questions: 1. What would have helped the story be told more effectively. Could you have found a person to better illustrate the point you were trying to make? 2. Is there a more articulate spokesperson? 3. Is there a better way to contact the media outlet? 4. Ask if they prefer calls or releases. Could you have written your own story? 5. If the story didnt get covered, is there someone in the media you can ask about why. What didnt work? 6. What could have been done to make the story more attractive or more interesting to the media? 7. If something went wrong, analyze that too. Could the message have been clearer? What went wrong with the written material? The interview? Did the reporter get the facts muddled? How can that be avoided next time? If there was a mistake, how can it be corrected?
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8. By continually trying to get media coverage, you will quickly learn what works and what doesnt...and hopefully why. By beginning to build contacts in each of the communities, you will start discovering allies - people who are sympathetic to your cause and who can help you. 9. Always remember the media needs good stories on a daily or a weekly basis. Their best source of stories comes from you...the people who are out there in the community working your hearts out and finding out what is really going on. Once you learn how to translate what you have learned into news stories, you will be able to place them successfully, and frequently.
10 Keys To Dealing With The Media

1. Prepare in advance Anticipate issues and questions Determine how to answer the tough months 2. Have a simple CORE message that permeates all communications This message should not change with the specific issues 3. Have three key messages These are messages that can change from day to day and week to week 4. Lead the person/reporter to YOUR story Dont get hooked into following the reporters story-try to get them to follow yours 5. 6. Do a pre-interview with the reporters Ask them what is their story What is their deadline Who else are you talking to When will the story run How long will the interview take Delay to prepare and do a pre-interview before meeting the public, or reporters Ask yourself what is the story you want to tell Determine how to best get the reporter on your agenda Determine how you will answer all the hardest questions you can think of-just in case the reporter asks them Remember your core and key messages
7. Keep answers brief and simple Avoid all technical jargon 8. Work with the reporter to clarify issues If you get the feeling the reporter is unclear about the issues make every effort to clarify your position Politely clarify any misinformation the reporter might have If asked an unfair question, say so Remember to remain calm and never be argumentative no matter what the reporter asks or says Never criticize the reporter, or loose your temper Never use the words no comment they imply guilt 9. Dont feel obligated to answer every question You can get back to the reporter with additional information You can defer question to another person, or you can defer the question but you should give a reason that is credible 10. Evaluate every experience - because experience is the best teacher
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MEDIA CONTACT LIST 1998

PRINT Vancouver Sun
605-2111 605-2323 (fax) John Dribble, City Editor
TELEVISION The Link

Promod Puri, Editor
BCTV
873-9300 876-8500 (fax)

Indo-Canadian Voice
420-2288
Deborra Hope
Ian Haysom , Assignment Editor
605-2445
Harvey Enchin, Business Editor
Umenda Singh, Editor-in-Chief
604-2520 605-2320 (fax) 605-2521 (fax)
257-9456 257-9460 (fax) 669-6910 669-4343 (fax) 684-9696 684-9697 (fax) 664-7314
421-9466 (fax news) 421-9427 (fax promo) 602-7751 684-6169 (fax) 876-1344
CTV
Judy Schmidt, Whats On
Terminal City
Darren Atwater, Editor
Global
Tim Morris, Assignment Editor Mark Driesschen, Youth Town
The Province
605-2222 605-2720 (fax news)
Xtra West
Gareth Kirkby, News Editor
Malcolm Kirk, Editor-in-Chief Lorne Smith, Money Editor Shane McCune, Reporter ( Our First Century) Stuart Derdyn, Whats On
874-5206 (fax) 608-2868
VTV
Clive Jackson, Assignment Editor Tony Schasun, Breakfast Show and Bob McL aughlin, News/Current Affairs
Reuters Canada Ltd.

Cynthia Osterman, News Correspondent
Georgia Straight
Charlie Smith, News Editor
730-7000 730-7010 (fax) 321-1111, 321-1170 (fax) 733-6397
681-0491 (fax)
Macleans
Chris Woods, Bureau Chief
609-5894 (fax) 662-6000
Sing Tao
Paul Tsang, City Editor
683-6254 683-4385 (fax)
CBC
Kathy Tomlinson, Assignment Editor
World Journal
Myron, Reporter
Newsworld
Kitsilano News
Ted Townsend, Editor
BC Business
Chris Taylor, Assistant Editor
West Ender
733-6398 (fax) 682-1424 682-1425 (fax)
299-7311 299-9188 (fax)
(416) 205-6301 662-6106 (fax)662-6335 (fax PSA) 662-6878 (fax BCI)
French TV
West End Times

Cam Cathcart, Editor
BC Report News
Terry ONeil, Editor
662-6112 (fax)
Rogers
Eva Lee, PSAs
682-8202 682-0963 (fax)

Business in Vancouver
Gord McDonald, Editor
Vancouver Echo
Randy Shore, editor
412-2696 431-1239 (fax)
Mini Gill, Generation Y
437-7030 439-3367 (fax)
688-2398 688-1963 (fax)
596-4321 572-7413 (fax)

KVOS
681-1212
RADIO AM 1040
John Mofter, News Director
CHMB
Stella Ho, News Director
669-1040 684-8949 (fax) 662-6000
263-1320 263-0320 (fax) 272-9329
CBC
David Guliason, Producer
CISL/Z95.3
Kim Woodner, News Director
The Afternoon Show
662-6106 (fax)
CITR (UBC)822-3017
662-6608 662-6335 (fax)

James Roberts, Producer
Fred Jackson,Sr. Editor
822-9396 (fax) 688-9931
CJVB
688-6559 (fax)
CJSF (SFU)
662-6113
The Early Edition
662-6108 (fax)
291-3727 291-3695 (fax)
CCR
Terena Lee, News Director
CKBD/JRFM
708-1234 708-1203 (fax)

CFMI /CKNW
Graham Hatch, News Director
Campbell McCubbin, News Director 731-1111 731-0493 (fax)

CKKS
Jack Marion, News Director
331-2808 331-2727 (fax)
872-2557
CFOX/CKLG
Kerry Marshall, News Director
873-0877 (fax)
CKWX
Tom Mark, News Director
684-7221 681-9134 (fax)

AM1040
John Mofter, News Director
873-2599 873-0877 (fax) 684-8494 681-5310 (fax)
669-1040 684-6949 (fax) 662-6000 662-6106 (fax) 871-9000 871-2901 (fax)
CO-OP
Allan Jensen, Program Coordinator
CBC
CFUN/QMFN
J.J. Richards, News Director

Youth Driven Manual (2003)

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Welcome to Youth Drivens Resource Manual!

% of Youth Driven Organizations

So what does Youth Driven mean anymore

All youth 13%

Greater # of youth 24%

All adults 24% Equal # of youth and adults 19%

Greater # of adults 13%

Fundraising for Youth 9

What you told us about fundraising:

All Funding from only100% one source one source

Over 70% of 50% funding from only one source

70%+ one source

Who can get a grant?

A PROVINCIAL NON-PROFIT SOCIETY IS:

When can I get a grant?

Fundraising for Youth 11

When towrite them

Tricks of the Trade or Bureaucrats are People too

Apply, Apply, Apply

Promote yourself shamlessly

So what goes into a grant anyway?

Fundraising for Youth 13

The Projects Future

Grant Proposals What should it look like ...

What has been learned ...

Fundraising for Youth

Fundraising for Youth

bi-weekly workshops planned to reflect on experience, ie. skills in small business

total YSC 12,480.00 17,280.00 4,368.00 3,760.91 37,888.91 3,900.00

Fundraising for Youth

AIDS Program- Medical Research Council

AIDS Research Funding- Medical Research Council

BC Government Employees Community Services Fund

Native Internship Program

Place du Portage, Phase IV Ottawa, ON K1A 0J9

So, how do I find out who gives the big bucks?

1-800-784-0055 or 1-877BC YOUTH

youth, arts and culture, health care

450- 999 Canada Place Vancouver, B.C. V6C 3E1

Gilbey Canada Inc.

(416) 626-2000 (905) 513-6222

Hamilton Beach Proctor-Silex

Imperial Oil Limited

HRDC Place du Portage, Phase IV, Ottawa, ON K1A 0J9

Donations Committee:(604) 669-9777

health and welfare, youth, arts and culture

HRDC see above

Summer EmploymentExperience Development- HRDC

Sponsorship info: (204) 956-8204

health, education, social services, arts and culture (204) 943-0361

arts and culture, education, youth, health

Summer Youth Service Canada

Canadian Imperial Bank of Commerce Employee Charitable Trust

Marks Work Wearhouse Ltd.

Youth Internship Canada- HRDC

(604) 661-5241 (250) 748-3711

Doman Industries Limited

Community Relations Officer:(250) 380-3100

George Weston Ltd.

Pacific Coast Savings Credit

Fundraising for Youth 21 Union

Community Relations Officer:(250) 380-3100

Seabord Life Insurance Company

(604) 661-5241 (604) 872-4444 (416) 922-2500