RJI Staff and Board Addendum

Board and Staff Only

Staff and Board,
The section you just read applies to all team members: volunteers, contractors, board, and staff.  This page of the Team Manual is for board and staff only.
Please read this page in full to be familiar with all policies affecting staff and/or board members, for the sake of transparency. The policies below are either applicable to both staff and board or need to be acknowledged by both staff and board. In some cases, there is additional policy information that expands upon the policies in the previous section, always marked by the word ‘Addendum’ in the title of the section.

Privacy Policy

No personal information is to be released to any entity without the full knowledge and permission about staff members unless legally allowed. This will ensure that confidentiality is maintained.

Personal Data Change

Each staff and board member is responsible for promptly notifying RJI of any changes in personal data. Personal mailing addresses, telephone numbers, individuals to be contacted in the event of an emergency, medical information, educational accomplishments, marital status, and other such status reports should be accurate and current at all times.

Personnel Files

RJI maintains a personnel file for all staff. The personnel file includes such information as the person’s job application, resume, records of training, documentation of performance appraisals (if applicable), salary information (if applicable), medical information and other employment related records. Medical information will also be available in the organization’s electronic records in the event of an emergency. Personnel files are the property of RJI. Access to documents in the employee file is restricted to the CEO, HR Board Liaison, and the employee’s direct supervisor. A staff member may request to view documents in their own file, according to and only to the discretion of the CEO or the employee’s immediate supervisor.

In addition, all significant reports of complaints, conflicts will be kept on file at the RJI office, both electronically and a paper record. If the complaint/conflict involves a volunteer, the file will be filed and accessible by RJI staff leadership. If the complaint/conflict involves a staff or board member, the file will be kept and filed confidentially by the CEO.

Financials

Richmond Justice Initiative, Inc. is a United States 501(c)3 organization, registered in Virginia. The organization’s fiscal year spans January 1 – December 31.

Near the beginning of every fiscal year, the CEO will propose a balanced budget for the upcoming year to be examined and approved by the Board of Directors.

Throughout the year, the staff team, as led by the CEO, may spend any amount that is pre-approved in the budget. In addition, the CEO has authority and discretion to spend up to $250 per transaction. It is the staff’s responsibility to accurately and expediently record expenses in the Expense Log. It is the board’s duty to approve financial transactions if above $250 and not already budgeted for in the board-approved current fiscal year budget. The goal of this policy is to provide both clear expectations and sufficient flexibility for optimum operation of the organization, always committed to financial responsibility, transparency and accountability.

Addendum: Staff & Board: Conflict of Interest Policy

Guidelines for Thank You Gifts (managed by staff)

• As a fiscally responsible organization, the amount spent on gifts should always be conservative and fit within the approved yearly budget.

• Due to the large number of RJI interns and volunteers, thank you gifts for such personnel should stay in the $20 – $30 accumulated total range over the course of the internship time or year of service.

• Larger gifts for special speakers, honorees, etc. may be arranged separately, per the organization’s budget and needs.

• For any questions, please contact the CEO.

Areas in which Conflicts May Arise (for board and staff)

The duty to avoid conflicts of interest may arise in any number of situations. Among them are in the context of relationships with the following persons:

• Persons or entities supplying goods/services or seeking to supply goods/services to RJI.

• Persons or entities from whom RJI leases property or equipment.

• Persons or entities with whom RJI is dealing or planning to deal in connection with the gift, purchase or sale of securities, real estate or other property.

• Persons or entities paying honoraria, royalties, or other value for products or services delivered by RJI or its agents or employees.

• Other not-for-profit organizations, whether in the capacity of actual or potential donor or actual or potential recipient of a donation or grant; ministry partner or co-laborer, or other capacity.

• Donors and others supporting the organization.

• Media carrying RJI advertising or content.

• Governmental and non-governmental agencies, organizations and associations that affect or can affect the operations of RJI.

• Persons who are in a position to exercise substantial influence over the affairs and actions of RJI, or who have been in such a position at any time in the past five years.

• RJI itself  

Nature of Potential Conflicts (for board and staff)

A material conflicting interest may be defined as an interest, direct or indirect, between any person or entity mentioned above and a director, officer, management staff, or influential agent (or any person who has served as a director, officer, management employee, or influential agent of the organization at any time in the past five years), which might affect, or might reasonably be thought by others to affect, the judgment or conduct of a director, officer, management staff, or influential agent of RJI. Such an interest might arise, for instance, through:

• Owning stock or holding debt or other proprietary interests in any third party dealing with RJI.

• Holding office, serving on the Board of Directors, participating in management or being otherwise employed (or formerly employed) in any third party dealing with RJI. For which there is a direct financial or influential benefit on both parties.

• Receiving remuneration for services with respect to individual transactions involving RJI.

• Using RJI’s personnel, equipment, supplies, or good will for other than organization-approved activities, programs and purposes.

• Receiving personal gifts or loans from third parties dealing with RJI. Other than gifts of clearly nominal value. No personal gift of money should be accepted from such sources. As stated above, for purposes of this policy, reasonable and customary gifts of memento advertising, or an occasional meal shall not be deemed to be an item of material value.

• Obtaining an interest in real estate, securities or other property that RJI might consider buying or leasing.

• Expending staff time during agreed upon working hours for personal affairs or for other organizations, civic or otherwise, to the detriment of work performance for RJI.

• Providing excessive or unreasonable benefits to third parties, on behalf of RJI, or receiving excessive or unreasonable personal benefits from third parties while acting as a director, officer, employee, or agent of RJI.

Conflicts or potential conflicts may be direct or indirect. Indirect conflicts may arise if any of the following have an interest:

• A family member of a director, officer or management employee. (Family member is defined broadly, and under Internal Revenue Service regulations includes all persons related by whole or half-blood or by marriage, including but not limited to siblings, siblings’ spouses, ancestors, children, grandchildren, great-grandchildren, and all their spouses.)

• An estate or trust of which the director, officer, manager, influential agent, or member of such person’s family is a beneficiary, personal representative, or trustee.

• A company of which a member of the family of the director, officer, manager, or influential agent is an officer, director or employee, or in which such person has ownership or other proprietary interests.

Disclosure and Procedure for Board Review

The presence of any of the conflict of interest(s) catalogued below does not necessarily mean that an actual conflict of interests exists, or that if a conflict exists, that it is sufficiently material to be of relevant importance or adverse to the best interests of RJI.

It is the policy of RJI that the existence of any conflict of perceived or potential conflict be disclosed immediately upon discovery, before any transaction is made. It is the continuing responsibility of covered persons to scrutinize their transactions and outside business interests and relationships for potential conflicts and immediately make any required disclosure.

Disclosure should be made to the CEO (or, if the CEO is the one who has identified the conflict, to the Board Chair) who shall then bring this matter to the attention of the full Board or such other Committee of the Board (as designated) that may be authorized to evaluate and respond to such disclosures in the best interests of RJI. The Board, or such Committee, shall then determine, in their discretion, whether a conflict of interest exists and is material, and if so, whether any contemplated transaction may nevertheless be authorized as just, fair and reasonable in the best interests of RJI. The board should notate this decision and the reasoning in official meeting minutes and file promptly with the other board meeting minutes.

Addendum: Staff & Board: Conflict Resolution & Grievance Procedure

Relationships Defined:

  • Each staff member has a supervisor. The lead of all staff is the CEO.
  • The lead of the board is the Chair of the Board.
  • The person whom the CEO is directly accountable to is the Chair of the Board.
  • For staff and board, if the conflict has the potential to affect the organization, contact the CEO immediately.
  • If a conflict arises between staff and board member(s), the CEO should be notified expediently of any conflict beyond minor conflicts or misunderstandings.
  • If the concern cannot be resolved between team members:
    • If the concern is with the Chair of the Board, approach the CEO first.
    • If the concern is with the CEO, contact the Chair of the Board first.
    • If the CEO or the Chair of the Board need additional support, the Board Vice-Chair should be contacted solely. Matters should only be brought to the full board or any additional board members after a conversation has been had with the Chair and the CEO or the Chair, Vice-Chair and CEO to gain full understanding and resolve as a priority and policy.

Conflict Resolution:
As a Christian faith-based organization, we have access to spiritual models of dispute resolution. Below is a summary of a Commitment to Biblical Conflict Resolution, prepared by Peacemaker Ministries.

As people reconciled to God by the death and resurrection of Jesus Christ, we believe that we are called to respond to conflict in a way that is remarkably different from the way the world deals with conflict. We also believe that conflict provides opportunities to glorify God, serve other people, and grow to be like Christ.

The Biblical principles for conflict resolution are based in Matthew 18:15-17:

“If your brother or sister sins, go and point out their fault, just between the two of you. If they listen to you, you have won them over. But if they will not listen, take one or two others along, so that ‘every matter may be established by the testimony of two or three witnesses. If they still refuse to listen, tell it to the church; and if they refuse to listen even to the church, treat them as you would a pagan or a tax collector.”

This teaching shows us that if we have a grievance or conflict with someone, we need to first confront that person in love. If they do not respond, then take another person with you the next time discussing the issue. If they still continue to not respond, then you take the issue to the church, or in matters relating to RJI, to your supervisor or CEO, or if it involves your supervisor or CEO, to the Board Chair or the Board HR Liaison (if this position exists).

Therefore, in response to God’s love and in reliance on His grace, we commit ourselves to respond to conflict according to the following principles:

  • Glorify God – Instead of focusing on our own desires or dwelling on what others may do, we will seek to please and honor God by depending on His wisdom, power, and love; by faithfully obeying His commands; and by seeking to maintain a loving, merciful, and forgiving attitude.
  • Get the log out of your own eye – Instead of attacking others or dwelling on their wrongs, we will take responsibility for our own contribution to conflicts, confess our sins, ask God to help us change any attitudes and habits that lead to conflict, and seek to repair any harm we have caused.
  • Go and show your brother his fault – instead of pretending that conflict does not exist or talking about others behind their backs, we will choose to overlook minor offenses, or we will talk directly and graciously with those whose offenses seem too serious to overlook. When a conflict with another Christian cannot be resolved in private, we will ask others in the body of Christ to help us settle the matter in a biblical manner.
  • Go and be reconciled – Instead of accepting premature compromise or allowing relationships to wither, we will actively pursue genuine peace and reconciliation, forgiving others as God, for Christ’s sake, has forgiven us, and seeking just and mutually beneficial solutions to our differences.

o By God’s grace, will apply these principles as a matter of stewardship, realizing that conflict is an opportunity, not an accident. We will remember that success, in God’s eyes, is not a matter of specific results but of faithful, dependent obedience. And we will pray that our service as peacemakers brings praise to our Lord and leads others to know His infinite love.

o Just as we enter into this fellowship in service to the King of Kings, we pledge that we will conduct ourselves throughout – even in the midst of conflict – in a manner that brings glory to Him.

With the exception of harassment, which should be reported as indicated below, RJI expects all team members to follow the biblical principle of first confronting those who have wronged you. However, if this is not possible, appropriate, or safe given the particular circumstances, a team member with a grievance should first report the grievance to his/her lead or to the CEO. The Board of Directors welcomes any employee to contact the Board Chair or Board HR Liaison (if this position exists) if:

  • Internal grievance procedures outlined in this manual have been exhausted;
  • The employee alleges either that the RJI policy has been violated to his/her detriment or that the RJI policy does not adequately protect his/her rights.

Harassment

Harassment is defined as aggressive pressure or intimidation. While harassment is a broad term, examples include verbal, written, and/or physical conduct (including improper joking or teasing) that belittles or shows hostility towards another. It also includes verbal, written or physical conduct that:

  • Has the purpose or effect of creating an intimidating, hostile or offensive working environment as defined by law (S 240.25, 26, 30, 31, 32); or
  • Has the purpose or effect of unreasonably interfering with an individual’s work performance; or
  • Otherwise adversely affects an individual’s employment opportunities.

Because we value and seek to honor one another in our professional relationships, RJI prohibits harassment of any kind against any staff member, person associated with RJI, or anyone outside of RJI. RJI’s biblical foundations confirm how people should be treated:

  • “In everything, therefore, treat people the same way you want them to treat you.” -Matthew 7:12
  • “Be completely humble and gentle; be patient, bearing with one another in love.” -Ephesians 4:2
  • “Be kind and compassionate to one another, forgiving each other, just as in Christ God forgave you.” -Ephesians 4:32

The Harassment policy provides procedures for reporting cases of harassment that do not require the employee, contractor, volunteer, board member or intern to confront the person alleged to have violated the policy.

Harassment Complaint Procedure

If you feel you are being subjected to unlawful harassment, or observe an incident of harassment involving another team member or someone you encounter while working with RJI, you must write down the specifics of the incident(s) and report it to the CEO, preferably in-person. If that is not possible, please email or call the CEO. She/he will ensure a prompt and thorough inquiry of any claim of perceived harassment. Anyone, regardless of position or title, whom has engaged in harassment of any kind, also including inappropriate conduct, will be subject to discipline, up to and including dismissal.

If the concern is with the CEO, the staff member may approach the Board Chair and a volunteer should approach their staff lead.

No one will be subject to, and RJI prohibits, any form of discipline or retaliation for reporting incidents, harassments, or concerns, pursuing any such claim, or cooperating in the investigation of such reports.

Employment

Equal Opportunity

  • RJI is committed to building its workforce through fair and equitable employment practices. RJI believes there is strength in diversity and encourages people of any race, color, age, sex, marital status, or political ideology, to apply for employment. In order to provide equal employment opportunities to all individuals, employment decisions at RJI will be based on merit and qualifications, based on each job description. This policy governs all aspects of employment, including selection, job assignment, compensation, discipline, termination, and access to benefits and training.
  • The status of RJI as an equal-opportunity employer does not prevent the organization from hiring staff and recruiting governance Board members based on their religious beliefs so that all staff and board share the same religious commitment which is central to RJI’s mission and the responsibilities of each staff and board member. As a Christian faith-based organization, RJI has the legal right under SEC. 2000e-1 [Section702] of Title VII of the Civil Rights Act of 1964, to require that all employees and board leadership practice a mature Christian faith, as defined by the Apostles’ Creed. RJI’s mission and foundation are motivated and informed by our Christian faith. Communal, regular prayer time among the staff and board is an important part of our routine and is essential.

Nature of Employment

  • Employment with RJI is entered into voluntarily and each staff member is free to resign at any time, with or without cause, unless other contractual instruments control. Similarly, RJI may terminate the employment relationship at will at any time, with or without notice or cause, so long as there is no violation of applicable federal or state law. RJI reserves the right to change these policies at any time at its discretion.

Employment Applications & Security Clearance

  • RJI relies upon the accuracy of information contained in the employment application, as well as the accuracy of other data presented throughout the hiring process and employment. Any misrepresentation, falsification, or material omission in any of this information may result in discipline, which may include disqualification for, or termination of, employment.

Background Check

  • In order to respect the personal information of people who express interest in RJI, as well as to be good stewards of the funds entrusted to the organization by donors, RJI requires that all staff be subject to a criminal and personal background check as a condition of employment. RJI requires that certain volunteers also have background checks, especially if their assignment involves financial duties or handling sensitive information. RJI anticipates that exceptions to this policy may be required in order to effectively conduct business.
  • The CEO has discretion to require, either before beginning or during the course of service, a background check to perform specialized duties as necessary to ensure the safety of personnel, procedures, and financial integrity of the organization.

Termination of Employment

  • RJI is aware of the importance of an employee’s job and realizes that to suddenly deprive him or her of a means of livelihood may cause severe hardship. Therefore, due and careful consideration shall be given to all facts before any action is taken to discharge an employee. However, the “At Will” employment relationship is always in effect at RJI. This means that an employee has the right to terminate his employment at any time and for any reason by resigning. RJI requests a month’s notice or as soon as the person knows his/her plans to resign, with at very minimum a two-week notice. Similarly, RJI has the right to terminate an employee at any time with or without cause.

Procedures

  • Any discriminatory practices in violation of the policies set forth in sections above shall be reported to the CEO or to the Board Chair or Board Human Resources representative (if concerning the CEO) for investigation and action as is necessary to address the allegations and bring practices back into alignment with the policies as noted.

Attendance Policy

While time in the office is required, RJI understands that personnel need to work outside the office – working on projects, attending meetings, speaking engagements, etc. and can also work from home. Hours to be worked in the office are determined on an individual basis, based on need and should be approved by the CEO.

Leave, Time Off and Holiday Policy

A. DEFINITIONS AND ABBREVIATIONS

  1. RJI – Richmond Justice Initiative, Inc.
  2. CEO – Chief Executive Officer of RJI
  3. Board – Board of Directors of RJI
  4. FTE – Full-time Employee regularly scheduled, by agreement or contract, to work a minimum of forty (40) hours per week.
  5. PTE – Part-time Employee frequently scheduled, by agreement or contract, to work fewer than forty (40) hours per week.
  6. Temp – Temporary Employee who works an irregular quantity and frequency of hours, on-demand, upon request, by agreement or contract, and for no more than thirty-six (36) hours within a week.
  7. Pay Period – twice per month (typically the 15th and the 30th)
  8. PTO – Paid Time Off usually taken at the election of a FTE or PTE for illness, vacation, or any other purpose.
  9. Leave – An unpaid period of consecutive days off, by a FTE or PTE, usually specific to a non-elective event, such as birth of a child or death of a family member.
  10. Comp-Time – Hours for which a FTE or PTE may work beyond that which is typical or defined by agreement or contract within a Pay Period and is not compensated as additional pay within that Pay Period but rather is later exchanged for additional time off irrespective of PTO, used as approved by supervisor or CEO.
  11. UTO – Unpaid Time Off taken at the request of a FTE or PTE, for any reason, and as approved by the CEO.
  12. Anniversary – The calendar date on which an employee has worked for RJI for at least one full year and each subsequent year from date of hire.

B. EXCLUSIONS

1. This policy does not apply to the Board, volunteers and contractors.

C. ADOPTION AND REVISIONS
This policy was adopted by the Board on February 13, 2018 (Unanimously Approved)

D. PAID TIME OFF (PTO)

1. Accrual for FTE’s. FTE’s will accrue PTO at the rate of fourteen (14) hours per full calendar month following the start of employment through the month prior to their fourth (4th) anniversary; eighteen (18) hours per full calendar month from the month inclusive of their four (4) year anniversary through the month prior to their eighth (8th) anniversary; and, twenty-two (22) hours per full calendar month from the month inclusive of their nine (9) year anniversary. Accrued hours for the coming year will be awarded annually at the start of employment and each anniversary date.

2. Accrual for PTE’s. PTE’s will accrue PTO at a pro-rated rate of one (1) hour for every twenty (20) hours of paid employment following the start of employment through their first eight thousand (8000) hours worked; at a rate of one and a half hours for every twenty (20) hours of paid employment through their next eight thousand (8000) hours worked; and, at a rate of two (2) hours for every twenty (20) hours of paid employment thereafter. Accrued hours will be awarded at the end of each pay period.

3. Accrual for Temps. Temporary employees do not accrue PTO.

4. Carry-over. Forty (40) hours of accrued, unused PTO may be carried forward from year to year, up to a maximum of one hundred and sixty (160) hours. Accrual of additional hours stops once this level is reached but will resume once the outstanding balance drops below this level.

5. Retention of Earned PTO. Accrued PTO is retained through changes in employment status, such as from PTE to FTE or the reverse.

6. Termination. At termination, either voluntary or involuntary, an employee will be paid, within sixty (60) calendar days, for the balance of their accrued, unused PTO at their current base rate of pay base, provided there is sufficient operational funds available at the time of termination.

7. Scheduling PTO. FTE’s shall give their supervisor notice as soon as possible of requested PTO: no less than two weeks’ notice prior to use of accrued PTO exceeding five (5) consecutive working days; at least one week notice prior to use of accrued PTO of 3-5 consecutive working days. Supervisors must coordinate PTO requests they receive from their direct reports with the CEO. The CEO shall observe the same, instead scheduling use of PTO with the Board Chair. Understanding that illness of the employee or a family member under the care of the employee, transportation issue, weather condition or other factor impacting an employee’s ability to work cannot always be foreseen, an employee shall notify their supervisor or the CEO, as soon as possible, and prior to the start of their scheduled work day, if they are unable to report to work as expected. All employee PTO must be approved by CEO and may be denied for any reason, most notably if the PTO request interferes with the organization’s commitments and staffing needs.

Requesting PTO:
Email the person with whom you request PTO (as listed above) the following information:

  • Date(s) you are requesting PTO
  • Total number of PTO hours
  • The occasion
  • Details confirming that no conflicts exist with your PTO and the organization’s needs/commitments.

Please follow the template in the sample email below which, at minimum, includes the dates and number of hours of PTO the employee is requesting, demonstration that the PTO will not interfere with RJI needed operations or commitments.

Sample PTO Request Email

Hello,

Here are multiple trips I am anticipating coming up soon and asking for approval for. I have given thought to each of these dates and have provided my reasoning below:

St. Louis Visit to Bethany, February 21-22: 16 hours
*Set intentionally after the Volunteer Training/Orientation and allows me to be back in time to prepare for the Hanover IDT

Nashville Trip, Half day March 27, March 28-29: 20 hours
Set at this time to not interfere with the last weeks of BFF preparation

Mexico Trip, October 14-18: 40 hours
Set after the school year has begun and initial TPP on boarding has slowed down.

8. Maternity / Paternity Leave. FTEs and PTEs to whom a new child is born or is expected to be born within sixty (60) calendar days, may take up to ninety (90) calendar days of unpaid leave. The employee shall coordinate scheduling of their leave and return dates with their supervisor or the CEO as far in advance as possible. Though leave is unpaid, during this period, benefits continue to be available and/or accrue as normal, and the employee’s position is retained for their return.

9. Adoption Leave. FTEs and PTEs who have adopted a child or are expecting to adopt a child within thirty (30) calendar days, may take up to sixty (60) calendar days of unpaid leave once per twelve (12) month period. The employee shall coordinate scheduling of their leave and return dates with their supervisor or the CEO as far in advance as possible. Though leave is unpaid, during this period, benefits continue to be available and/or accrue as normal, and the employee’s position is retained for their return.

10. Bereavement Leave. FTEs shall receive three (3) days and PTEs shall receive sixteen (16) hours paid leave maximum, to be worked out with their supervisor and if they were scheduled to work, for bereavement following the death of an immediate family member, including steprelations. FTEs shall receive one (1) day and PTEs five (5) hours paid leave following the death of a grandparent or grandchild. The compensation of bereavement leave for PTE’s is applicable only if and when such leave is taken when the PTE was scheduled to work.

11. Comp-Time. Comp time will be provided and monitored at the discretion of the CEO or immediate supervisor. Comp time should not interfere with previous commitments or the priorities and needs of RJI. Comp time should be taken with approval from immediate supervisor and as close to the time when the comp time was originally earned, at the discretion of the immediate supervisor and the CEO.

E. RJI OBSERVED HOLIDAYS

1. The following holidays will be observed by all RJI employees with paid holiday time and the office will be closed:

1. New Year’s Day
2. Good Friday
3. Memorial Day
4. Independence Day
5. Labor Day
6. Thanksgiving Day
7. Thanksgiving Friday
8. Christmas Eve
9. Christmas Day
10. Two (2) additional floating holidays may be designated by the CEO.

2. FTEs receive one (1) paid day off for each full day of holiday time.

3. Holiday benefits for PTE’s are pro-rated in accordance with the total hours regularly worked by the employee for the preceding three (3) months as a proportion of full-time employment.

1. For example, if an employee has worked 325 hours (about 25 hours weekly) in the three months prior to a holiday, they would receive five (5) hours pay as 325 is 62.5% of the 520 hours a FTE would work over the same period.

2. A PTE who started employment fewer than three (3) months prior to a paid holiday will be paid for four (4) hours.

4. Employees wishing to take religious holidays may substitute a religious holiday for one of those listed above, with advance approval from their supervisor or the CEO. Temporary employees are not eligible for holiday leave benefits.

5. If Independence Day, Christmas Day, or New Year’s Day fall on Saturday or Sunday, the CEO will designate the workday that will replace the weekend holiday.

Addendum: Staff (mostly): EQUIPMENT AND INTERNET POLICIES

RJI Systems:

Office 365 RJI’s mail, calendar, official electronic files, etc. are all housed in Office365. Each staff member and certain lead volunteers, as needed and approved, have an Office635 account.

Mail Chimp
www.mailchimp.com

RJI uses MailChimp for Newsletter and Prayer Update distributions. Contact lists are continually updated.

Little Green Light
www.rvaji.littlegreenlight.com

Little Green Light is RJI’s CRM database that hosts all of our contacts’ information, whether it be outside supporters, team members, or field colleagues.

Websites

All content uploaded to RJI’s website www.rvaji.com and RJI’s Prevention Project program website prevention-project.org must be reviewed by the Director and/or the Media Coordinators prior to its use on the site.

Social Media

RJI uses Facebook (RJI & TPP), Twitter (RJI & TPP), Instagram (TPP only), Pinterest (RJI only), and Linked In (RJI only). Please see the Branding Guidelines for more information.

Doodle
www.doodle.com

Doodle is an online scheduling tool where participants answer a poll for what dates work best for them.

Addendum: Staff: EXPENSE GUIDELINES

Business Meetings

A business meeting is determined by 1) whether the meeting has a business purpose and 2) if it is required.

Every effort should be made by all staff members to have business meetings at the RJI office (to save time and money) or at a non-food location (to save money).

RJI will cover some expenses incurred for business meetings. Examples of when expenses would not be covered: 1) there is a reasonable option to bring your own food, such as when taking a Non-Profit Learning Point class, where a refrigerator and microwave for your lunch are often provided 2) meeting is possible at any alternate time that is not around a meal and 3) the staff is having a social gathering that is not business related.

When scheduling business meetings (as defined above), please adhere to the following guidelines, making every effort to be conservative in incurring business costs:

• First request the meeting be at the RJI office.

• If that is not possible, see if you can meet at your contact’s office.

• If that does not work, suggest coffee/tea.

• If that does not work, as a last resort, schedule a meeting over a meal.

Below are suggested guidelines for how much is appropriate to spend on coffee, breakfast lunch, and dinner:

• Coffee: <$7

• Breakfast: <$12

• Lunch: $15

• Dinner: $20

Business Travel (day trips or overnight trips, outside of the greater Richmond area)

Per Diem Rates:

Per Diem rates are granted for staff members when traveling on approved RJI related business only. Employees should make every effort to remain below the per diem rates. The per diem rate is the amount allotted for the whole day: including lodging, meals, and incidentals. Per Diem rates will be allowed for non-full-time staff members when participation at a conference or meeting is required.

Please check the per diem rates for lodging, meals and incidentals for the travel destination: https://www.gsa.gov/travel/plan-book/per-diem-rates

Once you arrive on the site, choose the state and city/area you are traveling to and then locate the rate(s) you need – whether it be lodging or meals & incidentals (two different lists, as indicated in the screenshot below).
Please approach your supervisor with any questions.

Gasoline:
For business trips outside of the greater Richmond area, employees may use their RJI credit card to pay for the exact amount of needed gasoline for the trip to and from the business trip location(s), based on the total mileage. Employees may alternatively request a reimbursement if the cost is incurred personally (see below).

Reimbursements:

Reimbursements will be made only for qualified business expenses incurred during the course of the employee’s duties. Submitted receipts to RJI’s accountant must clearly indicate the amount, date, time and business purpose for each expense claimed. RJI does not reimburse staff members for travel expenses for a spouse or children to accompany the staff member on RJI business travel, or for childcare expenses, unless a special exception for business purpose is made by policy or prior permission from the CEO or Board.