COLORADO DEPARTMENT OF CORRECTIONS
EMPLOYEE HANDBOOK
Fiscal Year 2015/2016 Rick Raemisch Executive Director Office of Human Resources Rick Thompkins Chief Human Resource Officer 2862 South Circle Drive Colorado Springs, CO 80906 Revised 09/2015
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WELCOME TO STATE GOVERNMENT This Colorado Department of Corrections (CDOC) Employee Handbook, published in September, 2015 supersedes all previous versions of the Colorado Department of Corrections Employee Handbook and is created to assist the employee of the CDOC in understanding his/her rights and privileges as a state employee in relation to our place in the state government. State employees are governed by:
certain federal laws including, but not limited to, the Fair Labor Standards Act;
the Family and Medical Leave Act, the Americans with Disabilities Act, and the Hatch Act, which outlines permissible political activity;
the Colorado Constitution and laws passed by the Colorado General Assembly;
rules or policies established by the state personnel board, which is composed of five Colorado citizens who are not state employees, three appointed by the governor and two elected by employees;
administrative procedures established by the state personnel director, also referred to as the Executive Director of the Department of Personnel and Administration (DPA);
CDOC employees are also governed by administrative procedures and regulations established by the Executive Director of the Colorado Department of Corrections; and
fiscal rules established by the State Controller.
This handbook was written in accordance with federal and state laws, personnel board rules, personnel director’s rules, CDOC rules and procedures and fiscal rules in effect at the time of publication. Subsequent revisions to these could lead to conflicting statements. If such a situation should arise, the laws, personnel rules and fiscal rules will always be the official documents upon which a ruling will be based or an interpretation will be made. This handbook is a guide, not a contract. While this handbook refers to rules, it is also important to note that technical guidance can provide assistance in many personnel areas. Copies of these publications may be reviewed in OHR. Contact your Office of Human Resources (OHR) at 719-226-4450 if your specific concern may be affected by a rule change. Contact your OHR office before calling the State Department of Personnel & Administration Division of Human Resources. The CDOC has an ongoing recruitment plan in order to meet its staffing needs. The recruitment for and filling of all vacant positions is coordinated with the OHR to ensure each appointment follows civil service and departmental guidelines. The Department recruits protected classes and seeks to employ Colorado citizens. The CDOC is an equal opportunity employer. The Department provides equal employment opportunities to all persons regardless of race, creed, religion, color, national origin, gender, sexual orientation, age, political affiliation, organizational membership, veteran’s status, disability, or other non-job related factors. (Items not cited directly from CDOC Administrative Regulations are directly from the State of Colorado employee handbook.)
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TELEPHONE NUMBERS Chief Human Resource Officer ......................................................................... 719-226-4450 Background Investigations .............................................................................. 719-226-4340 Employee Relations/ADA/Grievances ................................................................ 719-226-4445 Employee Systems & Services/Performance Management (PMP)......................... 719-226-4433 Employment Services/Personal Services Contracts/Recruitment .......................... 719-226-4450 Inspector General’s Office ............................................................................... 719-226-4684 Neutral Party Advisor ...................................................................................... 719-226-4450 Office of Legal Services................................................................................... 719-226-4236 Payroll/Benefits .............................................................................................. 719-269-4043 Public Information .......................................................................................... 719-226-4773 Risk Management/Workers Compensation ........................................................ 719-269-4043 Training Academy........................................................................................... 719-269-4402 Fax Numbers: Background Investigations .............................................................................. 719-226-4349 Employment Services...................................................................................... 719-226-4432 Employee Systems and Services/Relations ........................................................ 719-226-4432 Payroll/Benefits .............................................................................................. 719-269-4048 Risk Management/Workers Compensation ........................................................ 719-269-4097 Other Services: Colorado State Employees Assistance Program (C-SEAP) ................................... 303-866-4314 C-SEAP Toll Free ............................................................................................ 800-821-8154 Credit Union of Colorado ................................................................................. 800-444-4816 *Arvada/Aurora/Central Denver/Golden/Lakewood/Parker/SE Denver/Thornton... 303-832-4816 *Canon City/Colorado Springs/Pueblo .............................................................. 719-542-4816 *Fort Collins................................................................................................... 970-353-4819 *Grand Junction ............................................................................................. 970-242-4816 *Greeley........................................................................................................ 970-353-4819 Governor’s Advocate....................................................................................... 303-866-6559 Public Employees’ Retirement Association (PERA).............................................. 303-832-9550 *PERA InfoLine .............................................................................................. 303-837-6250 *PERA Toll Free ............................................................................................. 800-759-7372 *457 Deferred Compensation Plan ................................................................... 303-866-3954 *401 K Plan ................................................................................................... 303-832-9550 State Coordinator for Persons with Disabilities .................................................. 303-894-2900 State Personnel Board .................................................................................... 303-866-3300 Stateline Newsletter........................................................................................ 303-866-6095 Working Together Foundation ......................................................................... 303-831-8645 Work/Life Programs........................................................................................ 303-866-2455
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WEBSITE LINKS CO-JOBS COLORADO 457 COLORADO COMBINED CAMPAIGN COLORADO DEPARTMENT OF CORRECTIONS COLORADO PERA COLORADO PERA 401 K C-SEAP CUOFCO DEPARTMENT OF PERSONNEL & ADMINISTRATION WEB EMPLOYMENT VERIFICATIONS GOVERNOR’S EXECUTIVE ORDERS PERKSPOT RETIREMENT INFORMATION STATE BENEFITS STATE EMPLOYEE’S WELLNESS CENTER STATE OF COLORADO COMPENSATION PLANS: THE WORK NUMBER WORK/LIFE PROGRAMS WORKING TOGETHER FOUNDATION
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TABLE OF CONTENTS I. YOUR WORK .................................................................................................. 8 A. PROBATION/TRIAL SERVICE ............................................................................... 8 1. Probation............................................................................................................. 8 2. Trial Service ......................................................................................................... 8 B. CERTIFICATION ................................................................................................. 9 C. YOUR WORK SCHEDULE ...................................................................................... 9 D. PERFORMANCE MANAGEMENT PROGRAM ............................................................... 10 1. Performance Appraisal Process .............................................................................. 10 2. Sanctions for Failure to Plan and/or Rate ................................................................ 11 3. Performance Management Program Dispute Resolution ........................................... 11 E. WORK CHANGE POLICIES .................................................................................... 11 1. Job Evaluation/Position Allocation .......................................................................... 11 2. Transfer............................................................................................................... 11 3. Promotion............................................................................................................ 12 4. Layoff.................................................................................................................. 12 5. Resignation.......................................................................................................... 12 6. Pay and Leave Benefits at Separation..................................................................... 13 7. Reinstatement...................................................................................................... 13 8. Reappointment/Reinstatement............................................................................... 13 9. Reemployment ..................................................................................................... 14 F. WORK ENVIRONMENT ......................................................................................... 14 1. Contraband .......................................................................................................... 14 2. Internet and Telephone Sports Wagering................................................................ 15 G. WORK BEHAVIOR .............................................................................................. 15 1. Personal Appearance and Conduct ......................................................................... 15 2. Political Activities .................................................................................................. 16 3. Outside Employment............................................................................................. 16 a. Employment with more than one Department ......................................................... 16 4. Substance Abuse .................................................................................................. 17 5. Smoking Policy ..................................................................................................... 17 6. Employment of Relatives ....................................................................................... 17 7. Violence in the work place..................................................................................... 18 8. Name Change Process .......................................................................................... 18 H. HOSTAGE POLICY .............................................................................................. 18 I. EMPLOYEE-MANAGEMENT RELATIONS.................................................................... 18 J. EMPLOYEE RELATIONS UNIT ................................................................................ 18 K. PROFESSIONAL LIABILITY ................................................................................... 18 L. CDOC ORGANIZATIONAL STRUCTURE ................................................................... 19 M. PERSONNEL RECORDS........................................................................................ 19 N. MEDICAL RELEASE ............................................................................................. 19 II. YOUR COMPENSATION................................................................................. 19 A. YOUR PAY ........................................................................................................ 19 1. The Pay Plans ...................................................................................................... 20 2. Total Compensation Survey ................................................................................... 20 3. Entry Salaries ....................................................................................................... 20 4. Salary and Upward Movement ............................................................................... 21 5. Salary and Downward Movement ........................................................................... 21 6. System Maintenance ............................................................................................. 21 7. Merit Pay ............................................................................................................. 22 5
8. Reimbursing the State for Overpayment ................................................................. 22 9. Premium Pay........................................................................................................ 22 10. Direct Deposit Payroll .......................................................................................... 23 B. YOUR LEAVE TIME ............................................................................................. 23 1. Accrual ................................................................................................................ 23 2. Annual Leave ....................................................................................................... 23 3. Sick Leave ........................................................................................................... 24 4. Holiday Leave....................................................................................................... 25 5. Other Types of Leave............................................................................................ 26 a. Work-Related Illness or Injury ............................................................................... 26 b. Short-Term Disability Leave................................................................................... 26 c. Bereavement Leave .............................................................................................. 27 d. Military Training Leave .......................................................................................... 27 e. Military Leave....................................................................................................... 27 f. Jury Leave ............................................................................................................ 28 1. Subpoenas and Summons ..................................................................................... 28 g. Unpaid Leave ...................................................................................................... 28 h. Administrative Leave............................................................................................. 28 i. Victim Protection Leave.......................................................................................... 29 j. Voluntary Furlough Unpaid Leave .......................................................................... 30 k. Family/Medical Leave ............................................................................................ 30 l. Leave Sharing ....................................................................................................... 31 m. Parental Academic Leave……………………………………………………………………………………..31 C. BENEFITS ......................................................................................................... 32 1. Medical Insurance................................................................................................. 32 2. Life Insurance ...................................................................................................... 33 3. Dental Insurance .................................................................................................. 33 4. Disability Insurance .............................................................................................. 34 a. Short-term Disability ............................................................................................. 34 b. Long-term Disability.............................................................................................. 34 5. Salary Reduction (125) Plan .................................................................................. 35 a. Pre-Tax Premiums ................................................................................................ 35 b. Flexible Spending Accounts (FSA's) ........................................................................ 36 6. COBRA ................................................................................................................ 36 7. Worker’s Compensation ....................................................................................... 37 8. Unemployment Insurance .................................................................................... 38 9. Medicare Coverage .............................................................................................. 38 D. RETIREMENT AND SURVIVOR BENEFITS ................................................................. 38 E. OTHER BENEFITS ............................................................................................... 39 1. Deferred Compensation......................................................................................... 39 a. The 457 Deferred Compensation Plan..................................................................... 40 b. The PERA 401(k) Plan........................................................................................... 40 2. DOC Tuition Reimbursement ................................................................................. 40 3. Job-Related Training............................................................................................. 40 4. State-Owned Housing ........................................................................................... 41 5. Uniforms.............................................................................................................. 41 a. Lost ID Badges..................................................................................................... 41 F. REIMBURSABLE EXPENSES ................................................................................... 42 1. Travel Expense Reimbursement ............................................................................. 42 2. Moving and Relocation Expenses .......................................................................... 42 III. DISPUTE RESOLUTION ............................................................................... 43 6
A. GRIEVANCES ..................................................................................................... 43 B. APPEALS .......................................................................................................... 43 1. Job Evaluation and Examination Actions ................................................................. 43 2. Pay, Status or Tenure ........................................................................................... 44 3. Disciplinary/Corrective Action................................................................................. 44 4. “Whistleblower” Law ............................................................................................. 44 5. Discrimination ...................................................................................................... 44 6. Employee Overtime Eligibility, Shift Differential ....................................................... 45 C. DISPUTE RESOLUTION PROCESS REGARDING PERFORMANCE..................................... 45 D. VIOLENCE IN THE WORKPLACE............................................................................. 45 IV. OTHER PROGRAMS ...................................................................................... 45 A. EMPLOYEE ASSISTANCE PROGRAM ........................................................................ 45 B. NEUTRAL PARTY ADVISOR .................................................................................. 46 C. CDOC EMPLOYEES MEDIATION PROGRAM ............................................................ 46 V. OTHER STATE OFFERED PROGRAMS ............................................................. 46 A. RETIREMENT PLANNING ...................................................................................... 46 B. RISK MANAGEMENT ........................................................................................... 46 C. WORK/LIFE PROGRAMS ..................................................................................... 47 D. RECOGNITION AWARDS ...................................................................................... 47 E. DEPARTMENT ADA COORDINATORS ...................................................................... 47 F. CREDIT UNION OF COLORADO (CU OF CO) ............................................................ 48 G. WORKING TOGETHER FOUNDATION ...................................................................... 49 H. RESOURCES FOR FAMILIES IN NEED ..................................................................... 49 I. WELLNESS PROGRAMS……………………………………………………………………….. 49
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I. YOUR WORK In the state personnel system, an employee is appointed to a job class based on merit and fitness as determined through comparative analysis. Once appointed, a new employee in the system serves a probationary period. A. PROBATION/TRIAL SERVICE 1. Probation When you are first appointed to a permanent position in the state personnel system, you serve a probationary period before you are “certified.” This probationary period may not exceed 12 months, except when extended for periods of unpaid and possibly paid leave. The purpose of a probationary period is for both you and your supervisor and appointing authority to determine that you are able and willing to perform the duties of the job satisfactorily. You might think of this time as an on-the-job evaluation — you are evaluating the job and your supervisor is evaluating you as you learn the work of the assignment. The Chief Human Resource Officer is the appointing authority over all Correctional Officers while attending Basic Training. During this probationary period, you are entitled to all of the rights, benefits and privileges granted to certified employees with these exceptions: You do not have the right to a hearing to review a disciplinary action that is based on unsatisfactory performance. The term “unsatisfactory performance” includes, but is not limited to, failure to comply with standards of efficient service or competence, willful misconduct on the job, willful failure to perform the duties of the job, inability to perform the duties of the job, making false statements on the application, final conviction of a felony or offense involving moral turpitude that impacts the department or the employee’s ability to perform the job, and any other conduct that adversely affects the ability to perform the duties of the job. You do not have the right to have your name placed on a reemployment list if a layoff occurs. You do not have the privilege of reinstatement. You do not have the right to be granted a period of time to improve performance. You do not have the right to a pre-disciplinary meeting with your appointing authority if dismissed for unsatisfactory performance. 2. Trial Service Trial service applies when a certified employee promotes or reinstates. Trial service periods will not exceed six months, except when extended for periods of leave. If during the trial service period you do not satisfactorily perform the duties of the position to which you were promoted or reinstated, or if the final resolution of a selection appeal results in your being displaced, you may be “reverted” to a vacant position in your current department and former class, if one exists. If no vacant position exists, the layoff provisions will apply. In the case of unsatisfactory performance, your appointing authority may choose corrective or disciplinary action instead of reversion.
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During the trial service period, you are entitled to all rights, benefits and privileges granted certified employees except that you do not have a right to a mandatory hearing due to unsatisfactory performance unless disciplinary action is involved. B. CERTIFICATION After you have satisfactorily completed your probationary or trial service period, you are “certified” to your current classification within the state personnel system and you will be notified by e-mail from the Office of Human Resources of such change in status. As a certified employee, you are granted all rights and benefits specified by law. C. YOUR WORK SCHEDULE Colorado law requires that all state offices be open for business Monday through Friday from 8:30 a.m. to 5:00 p.m. except on legal holidays. However, most state offices are open for business by 8:00 a.m. and some remain open later than 5:00 p.m. Institutions with resident clients operate around the clock, every day. Your appointing authority is responsible for assigning your working hours and for determining the hours your department is open for business. Effective August 18, 2013, the DOC moved to a 14 day work period for the following classifications pursuant to guidelines set for in Title 17 of the Colorado Revised Statutes: • • • • •
Correctional Officer I – IV Youth Service Counselor I – III Criminal Investigator I – II Parole Officers, and Parole Team Leaders
Specifics regarding minimum work hours and how overtime is calculated in the 14 day work period can be found in AR 1450-14. All other employees are required to have a minimum of 40 hours in each work week (0001 Saturday to 2400 Friday), prorated for part-time employees. Accumulated hours over 40 in each work week will be compensated at time and one-half for non-exempt, essential employees. Non-exempt, non-essential employees must work more than 40 hours in each work week to be compensated at time and one-half. Accumulated hours over 40 that are attributable to leave will be compensated hour for hour. For more detailed information, please see Administrative Regulation 1450-14 and Personnel Rule 3-34 through 337. All state employees are expected to meet their assigned work schedule on a daily basis and to report on time. If you will be late or absent, you must call your supervisor at least a minimum of 2 hours prior. The state has an inclement weather policy. applies to your position.
Check with your immediate supervisor to see how it
The concepts of flextime and job sharing have been endorsed through executive orders and rule. These executive orders urge appointing authorities to use flextime and job sharing whenever they deem them appropriate.
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Flextime is an individualized work schedule other than the traditional 8:00 a.m. to 5:00 p.m., Monday through Friday arrangement. For example, an employee may work four 10-hour days and have a flex day every Friday. Information on these arrangements is available at www.colorado.gov/dhr. The CDOC functions as a 24/7 operation. Work hours are at the discretion of the appointing authority, but general administration work hours do not include 10 hour days, but may include flexing within the state hours of operation. The CDOC does not authorize programs such as flex place (i.e., offsite work place, telecommuting, etc.) Job sharing uses two employees to share or perform the duties of a single full-time or part-time position. If you are interested in either option, you should contact your appointing authority, who will determine if your request will meet the operating needs of your particular department. D. PERFORMANCE MANAGEMENT PROGRAM It is the policy of the Colorado Department of Corrections (CDOC) to have performance plans and evaluations completed for all permanent classified employee(s) on an annual basis as required by State Personnel Rule. The Performance Management Program (PMP) is managed by the Office of Human Resources (OHR) Employee Systems and Services Unit. The PMP shall be based on core competencies and performance areas, as defined by the State Personnel Director, and shall be reviewed and discussed with the employee. The results of the PMP will be utilized in determining employee performance awards as part of performance pay. For more information on PMP please see AR 145002. Basic principles of performance management under the performance pay system: It provides a system to link the organization’s mission and goals, and an employee’s performance objectives. It provides a way for supervisors to communicate, in measurable terms, job expectations to employees, and to let employees review their work performance. It provides the basis for decisions regarding eligibility for performance payments using criteria established by the state personnel director and CDOC. 1. Performance Appraisal Process The following elements are key components of the performance pay system: three rating levels, or as determined by the Director of Personnel and Administration. mandatory supervisory training a uniform performance cycle (April 1 – March 31) a planning meeting with the employee and supervisor 10
coaching and feedback, including at least one documented progress review yearly performance evaluations that are qualitative, quantitative, or a combination of each additional sanctions that will be imposed for failure to plan or evaluate. 2. Sanctions for Failure to Plan and/or Rate If a supervisor fails to plan and/or to rate an employee, that supervisor may receive a corrective action and may be subject to demotion or termination. The supervisor may be suspended from work without pay in increments of one workday and shall be ineligible for a performance award (AR 1450-02). 3. Performance Management Program Dispute Resolution Both an internal and external process exists for resolving disputes involving the performance pay system. Each department is required to have an internal process for resolving disputes. The Department of Personnel and Administration has the responsibility for reviewing performance pay system disputes at the external level. Information about the internal and external process is available from OHR and AR 1450-02. E. WORK CHANGE POLICIES 1. Job Evaluation/Position Allocation Each position in the state personnel system is assigned to a specific classification. If the duties of your job have permanently changed, your position may be evaluated to determine the correct class based on an official job description. The appointing authority powers include defining a job, which includes the discretion to assign or remove duties. As a result of that review, your position may be placed in the appropriate class. The evaluation can move your position to a higher or lower class or can sustain it in its current class. If your position is allocated to a higher class, you may compete for the position. If you do not meet the minimum qualifications for the new class, the layoff process will begin. If your position is allocated to a lower level and you are certified, you may choose to demote in the position and have your name placed on a reemployment list for your former class, and your base pay will remain the same, including saved pay for a period of three (3) years. If you do not choose the demotion option, layoff provisions apply. If you are a probationary employee, you may demote to the position in lieu of layoff if you qualify for the new class. 2. Transfer “Transfer” is a privilege that allows you to move to a vacant position in your same class or a different class at a pay grade with the same pay range maximum, referred to as classification transfer, provided that you meet the requirements of the class and position to which you are transferring. An appointing authority can transfer you to other units or divisions within your department. You or your appointing authority may request a transfer. If you are certified, you retain your certified status. 11
Before a transfer between departments or divisions occurs, appointing authorities of both departments, or divisions should agree to the timing and any other details related to the move. 3. Promotion Several kinds of promotional opportunities are available to state employees. Position promotion - If your position has been allocated to a higher class, the position must be announced as a promotional opportunity. It is usually limited to employees within your department and to employees on reemployment lists. Service-wide promotion - This promotional opportunity is open to all qualified employees in the state personnel system and employees on reemployment lists. Open-competitive promotion - Sometimes an appointing authority opens the job to the general public. This announcement might represent a promotional opportunity for you and in this case, you would compete with all qualified citizens of the state who have applied for the position. In all cases of promotion, you must apply for and compete with all other qualified applicants. 4. Layoff Layoffs may only be initiated due to lack of work, lack of funds, or reorganization. The CDOC Office of Human Resources administers the layoff process. 5. Resignation Resignation means that you are voluntarily leaving state employment. You are expected to submit a written resignation to your appointing authority at least 10 working days before the effective date. If you do not give sufficient notice, your records may reflect that fact. and per AR 1450-08; failure to provide written notice may result in a delay in payout of leave and forfeiture of reinstatement privileges. (Per Personnel Board Rule 7-4) See AR 1450-08 DOC Employee Separations. The effective date of your resignation is usually your last day at work. An employee, who resigns, in lieu of disciplinary action, while under suspension, or while awaiting disciplinary action, forfeits the right to an appeal (Board Rule 7-4). If you are absent without approved leave for three or more scheduled consecutive/scheduled work days and have not contacted your supervisor or appointing authority, and they cannot contact you, you may be deemed to have resigned and are ineligible for reinstatement. When a DOC employee resigns DOC service, all uniform pieces originally issued by the DOC are to be returned for appropriate disposal. Uniforms shall not be given or sold to non-DOC agencies or DOC Personnel, or volunteers.
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6. Pay and Leave Benefits at Separation Separation of an employee from the state personnel system can occur by resignation, retirement, layoff, dismissal, termination or death. When resigning, the last physical day on the job will be considered the resignation date unless the employee is on approved Family/Medical Leave. Upon separation, you will be paid for all unused annual and holiday leave. The payment is calculated at your annual hourly rate of pay on your last day of work. This payment cannot exceed the maximum accrual limits listed elsewhere in this handbook. Upon death of an entitled employee, payment is made to the survivors or the estate for all unused annual leave and one-fourth (1/4) of accrued sick leave. Upon separation, employees who are eligible for an immediate full or reduced annuity under PERA are paid for one-fourth (1/4) of accrued sick leave not to exceed the employee’s maximum accrual rate at the annual hourly rate of pay in effect on the last day of work. Final pay shall be available to separating state employees as follows: When an employee separates employment with the State of Colorado, with or without giving notice, final payment shall be made no later than their next regular pay day. When a state department separates an employee, final payment shall be made within three working days of the date of termination. For continuation of health coverage at separation, contact your agency payroll office. 7. Reinstatement Reinstatement is a privilege granted to former certified employees who separated in good standing from the state personnel system. The appointing authority shall determine prior to the competitive assessment process whether to interview individuals eligible for transfer, reinstatement or voluntary demotion, or require each such group of individuals to participate in any applicable competitive assessment process. The appointing authority shall not deviate from this determination during the selection process. All individuals previously employed as a Corr/Yth/Clin Sec Officer I or a Nurse I, who have separated from state service and have been gone for a period of 4 days or longer shall be expected to compete in some type of comparative analysis process. As in any hire, the appointing authority may set the base salary at any amount, not lower than grade minimum or not to exceed the maximum of the grade for the class. In addition, all previous accrued sick leave is restored, up to the maximum accrual allowed, unless one-fourth (1/4) of sick leave was paid, and the annual leave earning and accrual rates earned immediately before leaving state service are restored. Such employees additionally receive credit for their previous state service in determining when they will advance to the next higher annual leave-earning rate. 8. Reappointment/Reinstatement Per Personnel Board Rule 1-64.2, a reinstatement is an appointment of a former or current employee either to a class in which the person was certified and resigned or voluntarily demoted in good standing or to a related class at the same or lower pay range maximum.
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9. Reemployment Reemployment is the right of certified employees who are laid off or demoted in lieu of layoff to have their names placed on a departmental reemployment list. This right allows employees to be returned or rehired to the class from which they were separated. An employee’s name remains on the list for one year unless appointed during that year, at which time the name is removed from the list. When referrals are made, all names are referred and the appointing authority may select which person to appoint. If transfer or non-disciplinary demotion does not fill a position, the appointing authority must appoint from an existing departmental reemployment list for the class. Appointing authorities also may, at their discretion, appoint any person from another department’s reemployment list for the class. When hired from a reemployment list, an employee’s base pay will be at the same rate of the current grade for the class as it was before being placed on the reemployment list. In addition, all previously accrued sick leave is restored, up to the maximum allowed, and the annual leave earning and accrual rates earned immediately before leaving state service are restored. An employee does not have a break in service if appointed from a re-employment list. F. WORK ENVIRONMENT Due to the nature of working in a correctional environment, following are several key expectations regarding your work with incarcerated offenders. You are required to secure your vehicle when on DOC property. 1. Contraband Because you will be working in a Correctional Environment, the following items are considered contraband at most facilities: Cell phone (violation of Colorado Revised Statute 18-8-204 Introducing Contraband in the second degree). Tobacco or tobacco substitutes. Excessive money ($100 or more). Prescription medication beyond what is needed for your shift. If you must take a prescription medication during your shift, the dosage must be placed in a pharmacy marked bottle. Weapons (including guns or knives). During your Extended Orientation, you will be informed of your facility specific contraband items. You will be required to manually or electronically sign into and out of your facility/agency. You can expect to be screened by facility staff when entering a facility. This screening may be a search of any property you are bringing into the facility. Staff are allowed to bring personal items into the facility as might be needed during their work hours; however, you may be required to limit the size of your lunch container, or to contain your personal items in a clear bag. 14
2. Internet and Telephone Sports Wagering: Title 18 makes it a crime in Colorado to transmit or receive gambling information by any means or to knowingly install or maintain equipment for the transmission or receipt of gambling information. In addition, the Federal Wire Act prohibits the use of wire communications in interstate or foreign commerce for the placing of bets or wagers or information assisting in the placing of bets or wagers. Similarly, the Federal Professional and Amateur Sports Protection Act of 1992 bans sports wagering in all states but Nevada. Violation of the Title 18 gambling provisions are predicate offenses under the Colorado Organized Crime Control Act. Colorado law makes it a crime to intentionally promote or facilitate the commission of a criminal offense by aiding, abetting, advising, or encouraging the offense. Additional information related to Internet and Telephone Sports Wagering is found in CRS 18-10-106 and the Federal Professional and Amateur Sports Protection Act of 1992. G. WORK BEHAVIOR 1. Personal Appearance and Conduct As a state employee, you serve the citizens of Colorado; your work will probably bring you into frequent contact with the public. Courtesy, tact and helpfulness on your part will do much to create the positive image state employees deserve. You will be working with or around incarcerated offenders. As such, one’s dress should be very conservative. AR 1450-31, Appearance and Dress Code, explains the expectations of the dress code for the various classifications of correctional workers. Otherwise, the state asks that you dress in a manner suitable for your work and consistent with good taste and good personal hygiene. Your supervisor will provide information regarding work attire and equipment needed for your job assignment. Visible tattoos shall not depict any symbol which suggests or expresses any idea that is contrary to the mission of the Department, to include tattoos that are vulgar or suggestive in nature. If possible, when in uniform and assigned job duties that include public interaction, visible tattoos shall be covered. The Code of Ethics, which can be found as an attachment to AR 1450-01 Staff Code of Conduct states: When the voters passed Amendment 41, now Article XXIX of the Colorado Constitution, they sent a clear message that they want their public officials and government employees to meet a high ethical standard, both in personal appearance and conduct. DOC also addresses personal appearance in AR 1450-31, Staff Appearance and Uniform Dress Code. Per AR 1500-01, H. Instructors and staff attending training courses will be dressed in accordance with AR 1450-31, Staff Appearance and Uniform Dress Code, and in accordance with Training Academy and facility procedures. Persons whose appearance does not meet established standards will not be admitted to a training course and the administrative head will be immediately notified. As a state employee, you are expected to exhibit positive professional relationships which will be of such character as to promote mutual respect within DOC and with other agencies. Any action on or off duty, to include social media sites, which jeopardizes the integrity or security of the Department, brings the DOC into disrepute, calls into question one’s ability to perform effectively, affects job performance or integrity, is expressly prohibited as conduct unbecoming and may lead to corrective and/or disciplinary action.
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Per AR 1450-31, R. TRAINING: When attending training at any location, all staff will adhere to the standard dress code. Staff will be allowed to wear clean, un-torn jeans, sweat pants, sweatshirts, and T-shirts without logos (except DOC/facility/center logos) for firearms, CPR/Standard First Aid, Searches, Restraints/Transportation, and Pressure Point Control Tactics only. The State of Colorado and the CDOC have several written policies regarding employee conduct (see appendices and CDOC administrative regulations). These policies include prohibiting sexual harassment, off duty conduct, code of ethics, a conflict of interest law, a smoking policy, a drug-free workplace policy, a diversity plan, an equal employment opportunity policy, a workplace violence policy, employee health and safety standards, a policy on customer service and policies of nondiscrimination based on non-job-related criteria, against persons with limited English proficiency, and against persons infected with the HIV virus. These policies, also known as Administrative Regulations (AR), are found on the internet at www.doc.state.co.us, or the DOC’s intranet, DOCNET. There are a few AR’s which are considered ‘Restricted Distribution’, if you wish to explore these, contact your supervisor. 2. Political Activities Colorado law (CRS 24-50-132) provides that employees in the state personnel system are to be selected without regard to political considerations. This statute prohibits state employees from using any state facility or resource in support of any candidate. State employees also may not campaign actively for any candidate on state time or in any manner calculated to exert the influence of state employment. Employees may participate in politics or political campaigns provided their participation does not interfere with work or cause loss of work time or is not prohibited by law. If your department indirectly or directly provides, administers or uses federal funds, federal laws may restrict your political activity. Consult your supervisor or OHR office to determine how your political activity may be restricted. 3. Outside Employment While it is expected that an employee’s state job will be his or her principal employment, an employee may work a second job if your appointing authority approves outside employment in advance. In determining whether outside employment will be approved your appointing authority will ensure that this employment conforms to the rules and procedures established by AR 1450-06. You will be required to submit form AR 1450-06A annually, in January, for approval of outside employment. The second job may not interfere with the efficient performance of your employment with the state. It also may not conflict with either the state’s interests or the interests of CDOC. Any outside employment, which could reasonably give rise to criticism or suspicion of conflicting interests or duties, will not be approved. Failure to obtain approval before beginning outside employment may result in corrective or disciplinary action. a. Employment with more than one Department Per Board Rule 1-15, An employee may be employed by and receive compensation from more than one department with advance written approval of the primary appointing authority. There must be a written agreement between the appointing authorities that specifies the terms and conditions of the arrangement including any overtime considerations. 16
State Personnel Board Rule 3-32 entitled: Dual Employment, states: In a properly authorized dual employment arrangement, the written agreement shall include the exemption status designation based on the combined duties, the department responsible for paying any overtime, and the overtime hourly rate. The overtime rate is either the regular rate from one of the jobs or a weighted rate from both jobs. Work time from both jobs is combined to calculate overtime. A Dual Employment Agreement must be submitted to the Office of Human Resources before working at another state agency. Please contact the Office of Human Resources for this document or on the website at: www.doc.state.co.us 4. Substance Abuse The State of Colorado’s substance abuse policy is detailed in Governor’s Executive Orders. This agency has established policies regarding specific circumstances in which testing is required as per AR 145036. The primary mission of the CDOC is to protect the citizens of Colorado. This cannot be accomplished in our environment where substance abuse prevails. Continued substance abuse can be tragic — and deadly. Other helpful resources include the CDOC Benefits Unit and the Employees Assistance Program for state employees. Telephone numbers are listed in the telephone list at the front of this book. 5. Smoking Policy The state has a smoking policy, which bans smoking in state buildings, state property and in state vehicles. The CDOC bans smoking and the possession of all tobacco products, and electronic smoking devices in all CDOC buildings, state vehicles, state property, and property leased by the State. 6. Employment of Relatives The state has no rules specifically for state employees regarding employment of relatives. Appointing authorities have discretion to reassign related employees to different sections or divisions. For example, a principal department head might elect to assign a father and son to different sections or divisions of the department so they are not in the same reporting chain of command. State law applies to spouses, significant relationships, civil unions, domestic partnerships or employees of any gender who plan to marry. It states that it is discriminatory or an unfair employment practice for an employer to terminate or to refuse to hire an employee solely because the person is married to or plans to marry another employee of that employer. However, an employer can terminate or refuse to hire a person in cases where: one spouse would have direct or indirect authority to supervise, appoint, dismiss or discipline the other spouse one spouse would audit, verify, receive or be entrusted with money received or handled by the other spouse one spouse has access to the employer’s confidential information, including payroll and personnel records 17
7. Violence in the work place Violence or threatening incidents in the workplace: Includes, but is not limited to: infliction of any bodily injury; harmful psychological contact; destruction or abuse of property; intimidation; threatening or hostile behaviors; violence-related jokes or offensive comments which are veiled, conditional, direct, written or verbal; physical abuse; vandalism; arson; sabotage; unauthorized or inappropriate use or carrying unauthorized weapons and/or any other violence related act which the CDOC determines to be inappropriate to the workplace (see AR 100-12). 8. Name Change Process Employees requesting a name change must update all personal information, to include new name, in HRMES Personal Information Update (PIU). The name change will not be completed until appropriate documentation (i.e., Social Security Card) has been received and verified. Upon receipt of the request through PIU, OHR will confirm that documentation of the new name has been received. Employees should submit documentation to their assigned facility Staff Resource Coordinator or directly to
[email protected] (from internal work email address to ensure security) including a scanned copy of updated Social Security Card. Once both the PIU and required SS Card documentation has been received by OHR, all HR-related systems will be updated. In addition, OHR will submit an OIT Work Order requesting the employee’s email address be updated with the new name. The employee will receive notification of the updated name change through both HRMES PIU and the OIT Support Center work order. Only after these notifications are received can the employee request to have a new DOC Badge printed. H. HOSTAGE POLICY There is a hostage policy in place for the CDOC, Administrative Regulation 300-02, as well as for each individual facility. Because this is a restricted document, it is not available with the other administrative regulations. However, training in this policy is provided to new employees as part of the Basic Training curriculum. Facility orientation will also include written practices regarding their hostage policy and the review of the restricted documents. I. EMPLOYEE-MANAGEMENT RELATIONS Specific policy on this matter is addressed in CDOC Administrative Regulation 1450-13, DOC Employee or Labor Organizations. J. EMPLOYEE RELATIONS UNIT The mission of this unit is to ensure that all DOC employees receive fair and equal treatment as it relates to the DOC working environment by explaining and clarifying the established policies and procedures of the DOC. Their purpose is to prevent conflicts from escalating beyond the ability of employees to resolve them informally. Employees are always encouraged to use civility and mutual respect as the most productive avenue to successful problem solving. K. PROFESSIONAL LIABILITY The CDOC provides that if an employee is sued in a civil action for an act or omission which was within the employee’s scope of employment, the state shall provide for the defense of the employee. In the 18
event an employee is named as a defendant in an action as a result of his/her duties. Immediately notify the facility’s legal coordinator. Refer to CDOC Administrative Regulation 100-22, Legal Support and Attorney General Assistance. L. CDOC ORGANIZATIONAL STRUCTURE Employees may be provided with an organization chart of their facility or organization during facility orientation. Also, refer to CDOC Administrative Regulation 100-17 CDOC Organizational Management. The CDOC is a government agency which provides meaningful work in public service to Colorado and its citizens. To ensure transparency, enhance communication and productivity, and strengthen professional relations with the public, media and stakeholders, CDOC retains the right use pictures, details and other information for use on media sites maintained by the agency, as well as external websites and social platforms. Confidential information, not considered public information, will not be disclosed unless prior approval has been granted. In maintaining agency hiring standards and policy adherence, during the hiring process, the CDOC may attempt to view any social media sites or accounts that are linked to an individual. Colorado House Bill 1046 does not allow the CDOC to suggest or request an applicant or employee to disclose user name, password, or other means for accessing a personal account or service. Furthermore, employees or applicants do not need to add anyone to their contact list or change privacy settings associated with accounts. M. PERSONNEL RECORDS Personnel records are maintained on each employee within the agency. Employees are entitled to review their official file during normal working hours. There is only one official file. Separate, secure files are maintained on all employee medical information. The medical file is only available to the employee. Please refer to Administrative Regulation 1450-25, Individual Personnel File Review and Records Security. The official file and the medical file are located in the Office of Human Resources. Requests for copies of documents from individual employee files will only be honored from the employee of interest or from the agency that has a signed release from subject employee. There is a fee charged for copying/scanning records not to exceed $0.25 per page. N. MEDICAL RELEASE Essential functions of each job are listed on individual position descriptions, PDQ’s. It is recognized that corrections work is demanding; therefore, a medical release may be part of the selection process depending on job classification. II. YOUR COMPENSATION
A. YOUR PAY The Colorado Constitution, state law, rule and department policy guide how your pay is determined. By law, employees covered, some exempt, by the state personnel system are to be compensated with salaries and other benefits comparable to those found in the public and private labor markets. State law provides that the personnel director shall conduct annual market surveys of the competitive labor market to determine comparable salary and benefits levels. 19
Employees can access pay stubs and W2’s, and can update W-4 information through the Employee Self-Service system at https://ess.state.co.us/ess/welcome.jsp. A series of rules and procedures have been developed to guide the Department of Personnel & Administration in administering the compensation system. The state compensation plan can be found at www.colorado.gov/dpa/dhr/. 1. The Pay Plans The heart of the compensation system is the pay plans—a plan for each of the occupational groups. Most employees are covered by a pay plan that uses a series of grades. A grade indicates a unique range of salaries with a minimum and maximum. A copy of the pay plans is available from OHR office and at www.colorado.gov/dpa/dhr/comp/pay.htm. In any case, each class of work identified within the state personnel system is assigned to a grade in the appropriate pay plan. This means that any other employee within the state personnel system whose job is placed in the same class and grade will be paid within the same range. Movement through the range is generally based on performance. 2. Total Compensation Survey As noted before, each class is assigned to a specific grade in the appropriate pay plan. Each year DHR surveys the labor market to determine if salary ranges assigned to classes should be adjusted in order to reflect prevailing wages in the community. The values in a range might need to be adjusted because the salary ranges paid by other employers in our labor market are changing. The salaries paid to employees in the state work force are based on findings of the annual total compensation survey. They are not based on the cost of living. The total compensation survey is implemented on July 1, unless the legislature passes a law with other provisions. When the survey is implemented, each range is adjusted accordingly, based on the results of the survey process for the occupational group. If applicable, the salaries of employees in the grade are also adjusted. The total compensation survey process begins in the spring, and survey results are usually known in August. Employees may provide comments and suggestions about the total compensation survey through members of the Total Compensation Advisory Council or by offering comments to the state personnel director regarding survey procedures, which are published each year. Survey recommendations must be approved by the legislature before they are considered final and scheduled for implementation, generally in May. Independent auditors under contract with the state auditor’s office audit the survey biannually. 3. Entry Salaries The rules and procedures used in the state personnel system provide guidance as to what new employees are paid. Normally the entry salary is the minimum rate for the class to which a person is hired, including former employees (except those laid off within the past year). Occasionally an employee may be hired above the minimum, pursuant to limitations established by the administrative procedures. An example is when unusual conditions or recruiting difficulties are documented. In such situations, the department may also use a non-base building signing award at its discretion, and in accordance with its established plan. 20
4. Salary and Upward Movement An upward movement is an appointment to a class in a higher grade, based on comparison of the maximums of the classes involved. An example of an upward movement is when an employee is promoted to the higher class after successful competition for a vacant position examination or when a position held by an employee is allocated upward. Another example is when an employee successfully competes for a vacant position in a higher class. Either way, promotions in the state personnel system are always the result of some type of comparative analysis process (see I-E-3 for details). The employee’s base salary must fall within the grade for the new class. It may be any rate that is no less than the current base pay rate and no more than the maximum established by procedure. Details concerning such situations can be obtained from OHR. 5. Salary and Downward Movement A downward movement occurs any time an appointment is made to a new class at a lower grade, based on a comparison of the maximums of the classes involved. A downward movement is handled somewhat differently under the state personnel system depending on the type of action. Categories of downward movements include job evaluation actions, voluntary, unsuccessful performance in trial service. See Board Rule 3-14 for information regarding salary on a downward movement. Except in the case of disciplinary demotions, or when the employee is unsuccessful in a promotion to a higher class, the rules of the state personnel system attempts to protect the employee as much as possible from salary loss. In the case of downward movement resulting from job evaluation actions, even if the employee is moved to a class with a lower pay range, the current base pay is maintained for up to three years in accordance with the statutes. At the end of the three-year saved-pay period, an employee would face a pay reduction only if the base pay is above the maximum of the range. 6. System Maintenance Studies authorized by the Department of Personnel and Administration When a class or position is placed in a different pay grade due to a study of all positions in that class above the max of the new grades, the new compensation rate of employees is computed on a “dollarfor-dollar” basis. If the new pay grade is lower, the employee will retain the current base pay, including saved pay rates, for up to three years from the date of implementation of the study. Ordinarily, if the new pay grade is higher, the employee will retain current base pay, unless it falls below the minimum of the new grade. In such cases, the base pay will be increased to the new minimum. 7. Merit Pay Employees who receive a final overall performance rating of Level II or above are eligible for an achievement award. Those who receive a final overall performance rating of Level I are ineligible for merit pay. Achievement awards are paid in July. The Personnel Director determines the percentage amount of the awards, and the awards are subject to funding and policies established by the State Personnel Director. The merit pay for each successive level must be higher, meaning the merit pay for Level II must be higher than zero and, the merit pay for Level III must be higher than Level II. Awards can be base building, non-base building, or a combination. The merit pay for Level II cannot exceed the pay range maximum. Employees at range maximum must have a final overall rating of Level III and are 21
not eligible to receive a base building merit pay. Level III employees are eligible to receive a non-base building lump sum merit pay as established by the State Personnel Director (published in the compensation plan). 8. Reimbursing the State for Overpayment According to present law and fiscal rules, an employee is responsible for reimbursing overpayment made by the state to the employee. This means that if an employee is overpaid in error, when the error is discovered, the employee must reimburse the state for the overpayment. The state, on the other hand, is responsible for any underpayment. If the overpayment is nominal, it is deducted from the employee’s next paycheck. In some cases, when overpayment is significant, the department’s executive director, or a delegate, will establish a repayment plan; the State Controller approves plans extending more than six months. An employee’s maximum liability for repayment, if an error goes undetected for more than two years, is for the total amount overpaid for the first two years in which an employee was overpaid. Accordingly, employees are advised to review pay changes carefully, because they share in the responsibility for proper amounts. Familiarity with how state pay is computed is essential. 9. Premium Pay Compensation also includes premium pay. Here, too, the state attempts to stay as competitive and comparable with employers outside state service as possible. All premium pay requires advance approval unless specifically indicated in the published compensation plan. Premium pay is made up of several different special pay practices. All premium pay is paid one month in arrears. Overtime Pay - The federal Fair Labor Standards Act (FLSA) sets the overtime rate, and eligibility criteria. Overtime is that time worked by eligible employees in excess of maximum hours allowed in a standard workweek or work period. An eligible employee is paid in cash or compensatory time off at a rate of one and one-half times for overtime work in excess of the standard hours in a workweek or work period. Determining eligibility for overtime pay is the responsibility of your department. If you have any questions concerning your eligibility for overtime or the methods of paying for overtime, contact the OHR office. An employee may request a review regarding overtime issues in accordance with the director’s administrative procedures. Shift Differential - Shift differential is premium pay in addition to an employee’s base pay rate, in compensation for working certain shifts. Eligible employees are paid a premium for working those shifts. The State Personnel Director determines classes eligible for shift differential. Call-Back Pay - Call-back pay is the minimum number of hours for which an employee in a class or position deemed eligible must be compensated when required to return to work after completing and leaving the assigned shift or being called back to work before a scheduled shift. Eligible employees are paid a minimum of two hours at the employee’s standard rate of pay, subject to overtime policies. On-Call Pay - On-call pay is a special established rate of pay earned by an eligible employee while specifically assigned in advance to on-call status. If your job is eligible for on-call pay, your department will provide more information. The State Personnel Director sets the premium rate annually. On-call pay is paid only to eligible classes or positions. 22
Second Domicile Pay - In certain rare circumstances, employees are eligible to receive second domicile pay. Second domicile pay is an amount of pay, in addition to the employee’s base pay rate, in compensation for maintaining a second residence for periods of more than 10 consecutive calendar days while working out of state on official state business. Eligible employees may be paid up to 10 percent additional compensation. Housing Allowance - Designated employees who live and work in areas with high housing costs that create demonstrated recruitment and retention problems may be eligible for housing allowance pay. Housing allowance pay may begin or discontinue at any time and is not part of an employee’s base pay. Designation for housing allowance pay is based on appropriate criteria established by a department’s executive director. Other Pay Premiums – Other premiums such as hazardous duty pay and discretionary pay differentials (e.g. signing bonuses, referral bonuses and temporary assignment pay differentials) may also be available. These pay processes are complex, and you should review the appropriate provisions carefully with the OHR. 10. Direct Deposit Payroll State employees paid either monthly or bi-weekly on the state payroll system shall be on the Direct Deposit Payroll Program unless the state controller or delegate approves an exception. B. YOUR LEAVE TIME Any leave should be requested in advance using a Leave/Absence Request Authorization form provided by your appointing authority. These forms are also available on A.R. 100-37. 1. Accrual Permanent full-time and part-time employees begin earning, or accruing, annual and sick leave from the first day on the job. Temporary employees do not accrue leave. Permanent part-time employees and full-time employees who work, or are on paid leave, less than a full month, earn a pro-rated amount of leave time. Accrued leave is credited and available for use on the 1st of the month following the month in which it was earned. 2. Annual Leave Annual leave is used for personal needs. Use of annual leave requires advance approval by your supervisor or appointing authority that has discretion to determine whether leave will be granted. The accrual rates for annual leave are shown below. Any annual leave accrued beyond the maximum carryover is forfeited at the start of each new fiscal year (July 1). Upon separation, an employee is paid for all unused accrued annual leave, up to the maximum allowed by the director’s procedures. In some cases involving other types of leave (e.g., exhaustion of sick leave, family/medical leave, shortterm disability waiting period), an employee may be required to use annual leave.
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ANNUAL LEAVE EARNING Years of Service 1st - 5th year; 6th - 10th year; 11th - 15th year; 16th - on
Hours Earned Per Month 8 hours (1 day) 10 hours (1 ¼ day) 12 hours (1 ½ days) 14 hours (1 ¾ days)
Maximum Accrual 192 hours (24 days) 240 hours (30 days) 288 hours (36 days) 336 hours (42 days)
3. Sick Leave Sick leave is a benefit provided by the state to permanent employees. Employees who work less than a full-time schedule accrue sick leave on a pro-rated basis. Sick leave is accrued at the rate of 6.66 hours per month (approximately 10 days per year) by full-time employees regardless of length of service. Accrual is limited to 360 hours (45 days) plus any sick leave accrued before July 1, 1988. This means that employees who worked for the state before July 1, 1988, have individual maximum accrual rates, which are retained by those employees for as long as they stay with the state. Employees who started on or after July 1, 1988 have a maximum accrual of 45 days or 360 hours. At the end of a fiscal year, employees who have accumulated sick leave beyond their maximum limit will have the excess sick leave converted to annual leave at a rate of five hours of sick leave to one hour of annual leave. This conversion cannot exceed 16 hours (two days) of annual leave per fiscal year. Conversion of excess sick leave to annual leave occurs at the end of the fiscal year and is available for use at the beginning of the ensuing fiscal year. If the need to use sick leave arises, if possible, a minimum of at least two hours advance notice directly to the supervisor or appropriate chain of command is necessary so that alternate coverage can be arranged. Paid sick leave is for health reasons ONLY, including diagnostic and preventative examinations, treatment and recovery. Accrued sick leave may be used for the health needs of the following: Employee. Immediate family member, or domestic partner. Legal dependent or person in the household for whom the employee is the primary care giver. The appointing authority may require an attending physician’s statement or other acceptable certification of treatment or illness of any duration before granting approval to utilize sick leave if the improper use or abuse of sick leave is suspected. As part of the investigation, the appointing authority should consult with the risk management unit to verify the employee’s FML status. The DOC employee’s failure to furnish proper documentation may result in refusal to grant or approve such sick leave. Time lost for the entire absence may be coded as leave without pay. Sick leave should be requested using the Leave/Absence Request Authorization form available from the appointing authority or from A.R.100-37. The “State of Colorado Medical Certificate” form completed by a health care provider is required for any absence from work of more than three consecutive full workdays. This statement is required for both personal and family usage. Failure to provide the statement will result in denial of paid leave. The form is available from your appointing authority or at www.colorado.gov/dpa/dhr under Forms. A fitness-to-return certification is required when an employee is absent from work for more than 30 days due to his or her own health condition. The appointing authority may require this certification for any absence of 30 days or less 24
based on the nature of the health condition in relation to the job assignment. If required sooner than every 30 days, the time period will be stated in the FMLA notification from the appointing authority. The fitness-to-return form is also available at www.colorado.gov/dpa/dhr. Sick leave is granted for an employee’s medical examination and treatment, conditions of pregnancy causing physical inability to work, illness, or injury. Included are dental, optical, auditory, mental, alcoholism and drug addiction treatments. An employee may use accrued sick leave for the medical examination or treatment, illness or injury of a family member Or domestic partner For purposes of using sick leave for a family member: “family member” is defined as the employee’s parent including an individual who filled the role of a parent; spouse; domestic partner; legal dependent; injured military service member as established in personnel rule 5-24 OR a person living in the employee’s household for whom the employee is the primary caregiver. NOTE: When the condition also qualifies for family/medical leave, a different definition of “family member” applies. Appointing authorities have discretion to terminate an employee who is unable to return to work after all accrued leave is used as long as family/medical leave, short-term disability leave, and the Americans with Disabilities Act are inapplicable. An appointing authority may also elect to grant leave-without-pay after all paid leave is exhausted. All unused sick leave is forfeited upon separation, except for employees meeting requirements for immediate retirement under the Public Employees’ Retirement Act (PERA) on the date of separation. Upon separation, employees who meet requirements for a PERA full or reduced annuity, are compensated for one fourth (1/4) of their accrued sick leave up to their maximum accrual rate at the rate of pay in effect on the last day of work. 4. Holiday Leave The following are paid legal holidays for state employees. Appointing authorities may adopt alternate holiday schedules depending upon the operating schedules of their departments or agencies. When an alternate holiday schedule is adopted, the alternate holidays take the place of the legal holidays for all purposes of the holiday leave provisions. New Year’s Day Martin Luther King, Jr. Birthday (third Monday in January) Washington/Lincoln Day (third Monday in February) Memorial Day (last Monday in May) Independence Day Labor Day Columbus Day (second Monday in October) Veteran’s Day Thanksgiving Day 25
Christmas Day Legislation was enacted creating César Chávez Day (March 31) as an alternate state holiday that may be substituted for one of the 10 listed above. For details regarding how this holiday may be taken, please consult OHR. Permanent full-time employees on the payroll when the holiday falls are entitled to eight hours of holiday leave for each holiday (prorated for part-time work or unpaid leave in the month). If an employee is on a nine- or 10-hour flex schedule, a leave form must be submitted for the extra one or two hours for the holiday or the employee must arrange to make up the time during the week in which the holiday occurs or at the discretion of the appointing authority. The DOC and the nature of the correctional business is a 24/7 operation and requires that some holidays be granted on days other than the legal holiday listed in legislation. Because holidays are earned as they legally fall on the calendar, if a holiday is granted prior to the actual legal holiday and the employee terminates employment, the unearned holiday will be deducted from the final paycheck. 5. Other Types of Leave Other types of leave are provided to state employees. Employees should comply with department reporting requirements when requesting the types of leave listed below. a. Work-Related Illness or Injury An employee who suffers an on-the-job injury or illness that is compensated under the Workers’ Compensation Act shall be granted injury leave up to 90 occurrences (whole day increments regardless of the actual hours absent during a day) with full pay if the temporary compensation is assigned or endorsed to the employing department. If after 90 occurrences of injury leave an employee still is unable to work, the injury leave shall be terminated and the employee placed, on a “make whole” basis, first on accrued sick and annual leave, and after exhaustion of all paid leave, may be given unpaid leave. Workers’ compensation payments after termination of injury leave shall be made to the employee. If the employee is unable to return to work after using all sick and annual leave, the appointing authority may invoke the provisions of State Personnel Board Rule 5-6. b. Short-Term Disability Leave Short-term disability (STD) leave was established to cover the period when an eligible employee is unable to work for an extended period due to an illness or injury and has applied for, or is receiving, STD benefits. Only employees with more than one year of state service are eligible for STD leave. The application for the benefit must be submitted through the department payroll office within 30 days from when the absence begins or at least 30 days prior to exhaustion of all sick leave. There is a 30day waiting period before STD benefits begin under the state’s program. STD benefits may begin the later of: the 31st day of your disability; or, the date your sick leave is exhausted, if more than 30 days. If you exhaust your sick leave before the STD payments commence (during the waiting period) and you are still unable to return to work: 26
you will be charged annual leave if you have exhausted your annual leave during the waiting period and you are eligible for STD leave, you will be placed on leave-without-pay. The STD leave is treated as unpaid leave for the purpose of earning sick leave, holiday leave, and annual leave. If you are eligible (at least one year of state service) and have applied for STD leave, your employment cannot be terminated during the STD waiting period. Any STD leave used during a fiscal year is considered part of family/medical leave if the condition also qualifies under family/medical leave provisions. Your employment with the state may be terminated if you are denied STD and are ineligible for or have exhausted family/medical leave, or you fail to apply for STD. If you are denied benefits, you may appeal the decision under the terms of the contract between the state and the STD carrier. If you have less than one year of state service, you are not eligible for STD leave, and your employment may be terminated after exhaustion of paid leave. However, you may receive short-term disability monetary benefits. Also, your appointing authority has the discretion to grant you leavewithout-pay for your absence.. If family/medical leave also applies, see paragraph j. in this section for additional information. In addition, “vested” (more than five years’ service) employees should contact PERA for information about PERA’s STD program. c. Bereavement Leave Employees are granted up to 40 working hours of paid bereavement leave to attend services or grieve for family members or other persons (not for settling estates). The employee is responsible for requesting the amount of leave needed. The appointing authority authenticates the relationship and grants the leave requested. d. Military Training Leave Upon presenting proper military orders, an employee who is a member of the National Guard or military reserve is granted up to 15 working days in any fiscal year of military training leave for the annual encampment or equivalent reserve-training period. e. Military Leave Upon presenting proper military orders, an employee who enters active military service shall be granted military leave. An employee is granted any remaining portion of the 15 working days per fiscal year of paid military training leave before being placed on unpaid military leave. Military leave is granted for the entire period of initial service plus any period of additional service imposed by law. An employee must return to work upon release from active duty if serving in the National Guard for a state emergency. An employee called to active federal military service must apply to return to work no later than 90 days after release from active duty. Failure to return within these stated times is deemed a resignation from state employment. Employees placed in line-of-duty status or similar military-related disability status while serving the annual encampment or reserve-training period are considered to be on military leave. 27
f. Jury Leave Paid jury leave is granted for the time that a permanent employee is required to serve on jury duty during their regularly scheduled work time. Temporary employees are granted three days’ jury leave with pay when jury duty is required during those days they are normally scheduled to work. You must provide your supervisor with a copy of your Jury Summons. You will be expected to follow the instructions on the summons to see if you are to report, and notify your supervisor whether you are to report to jury duty or not. If you are required to report, but are not needed, you will report to work as scheduled. If you are placed on the jury, you will inform your supervisor as soon as possible. Employees should request a jury receipt whether they are selected for jury or not. Jury pay is not turned over to the department. 1. Subpoenas and Summons DOC employees, who receive a subpoena to appear in a civil or criminal case will notify their supervisor who will ensure that they are given sufficient time off to appear. This time off is considered work time. g. Unpaid Leave Paid leave is generally used before an employee is placed on unpaid leave (required for family/medical leave, STD waiting period). Leave-without-pay results in an adjustment to a probationary or trial service period, which may also be extended for paid leave. Leave without pay must be approved by the appointing authority. h. Administrative Leave Administrative leave may be used to grant paid time in situations where the appointing authority wishes to release employees from their official duties for the good of the state. In determining what is for the good of the state, an appointing authority considers prudent use of taxpayer and personal services dollars and the business needs of the department. Activities performed in an official employment capacity, including job-related training and meetings, voluntary training, and conferences are typically work time and do not require administrative leave. Participation in hearings or settlement conferences at the direction of the Board or Director is work time. Testifying in court or official government hearings on job-related matters when required by an appointing authority or subpoena is work time. Administrative leave is not intended to be a substitute for such things as corrective or disciplinary action or other benefits and leave. Administrative leave for periods in excess of 20 days must be approved in advance by the appropriate division director and must be reported to the executive director of the Department of Corrections and the director of Department of Personnel and Administration An appointing authority may grant administrative leave up to five days for local or 15 days for national emergencies per fiscal year to employees who are certified disaster service volunteers of the American Red Cross. A department head may adopt a policy granting one period of administrative leave for the initial call up to active military service in the war against terrorism or other military operations. Such leave shall not exceed 90 calendar days and applies after exhaustion of paid military leave. It is only used to make up the difference between the employee’s base salary (excluding premiums) and total gross military pay and allowances. The employee must furnish proof of military pay and 28
allowances. This leave does not apply to regular military obligations such as the annual encampment and training. A department shall adopt a policy to address whether or not to grant administrative leave for employee participation in community or school volunteer activities. Such policy is outlined in AR 1450-15. Administrative leave must be granted for the following. Two hours to participate in general elections if the employee does not have three hours of unscheduled work time during the hours the polls are open. Up to two days per fiscal year for organ, tissue, or bone donation for transplants. To serve as an uncompensated election judge unless a supervisor determines that the employee’s attendance on Election Day is essential. The employee must provide evidence of service. Up to 15 days in a fiscal year when qualified volunteers or members of the Civil Air Patrol are directed to serve during a declared local disaster, provided the employee returns to the next scheduled work day once relieved from the volunteer service. i. Victim Protection Leave An employee with one year of state service is granted up to 24 hours per fiscal year of unpaid leave when the victim of stalking, sexual assault, domestic abuse or violence. All annual leave and applicable sick leave must be exhausted. Information related to this leave is confidential. j. Voluntary Furlough Unpaid Leave Upon official declaration of a personal services budget deficit by a department executive director, an employee may request and be granted voluntary furlough for up to 72 working days per fiscal year, in order to avoid reductions in staff. Service dates (seniority) and leave earning rates are not adjusted. The state continues to pay its contribution for health, life and dental insurance during periods of furlough, provided employees continue to pay their share. k. Family/Medical Leave Family/medical leave act is a guaranteed period of time with job protection. Guidelines for FMLA is provided in the Family/Medical Leave Act and the Department of Corrections adheres to its guidelines. It is not a new or different type of paid leave. The amount of paid or unpaid leave during family/medical leave depends on the individual case. An employee is required to use all accrued sick leave, to the extent allowed by the sick leave policy, and all accrued annual leave. All other types of leave and absences that also qualify as family/medical leave will be counted toward family/medical leave. A full-time employee with one year of total state service, before the leave begins, is eligible for up to 520 hours of family/medical leave per fiscal year. The 520 hours is prorated for part-time employees in accordance with procedures. The service time does not need to be consecutive because it is based on the total time on the state payroll. Family/medical leave is granted for:
29
the birth and care of a child or a child’s placement for adoption or foster care and must be completed within one year of the event the care of an immediate family member during a serious health condition the employee’s own serious health condition, including temporary pregnancy-related disability military care givers leave and exigency leave (Board Rule 5-22) For purposes of family/medical leave, an immediate family member is defined as the employee’s child including a foster, adopted, or step child, legal ward, or a disabled adult child 18 or over as defined by the Americans with Disabilities Act (ADA); parent (including individuals who filled the role of a parent); or spouse (including common-law marriage). This is a different definition than that used for general sick leave. The appointing authority may approve a request for additional time off beyond the family/medical leave, but approval is not guaranteed. Any extension does not guarantee the same job protection granted under FMLA and is subject to the provisions of any regular type of paid or unpaid leave. Serious health condition is defined as an illness, injury, impairment, physical or mental condition that requires inpatient care in a hospital, hospice, or residential medical care facility, or continuing treatment by a health care provider. In the case of a serious health condition that qualifies for family/medical leave, the employee may request intermittent leave or a reduced work schedule when medically necessary. The appointing authority has discretion to temporarily transfer an employee to another position at the same pay grade during unpaid family/medical leave that better accommodates this work schedule. The appointing authority also has the discretion to grant requests for intermittent or reduced work schedules for reasons not related to medically necessary treatment. Benefit premiums will continue to be paid through normal payroll deduction when the family/medical leave is paid. Any unpaid family/medical leave is treated the same as leave-without-pay (paragraph g above); except the department continues to pay the state’s share of benefit premiums if an employee elects to maintain coverage. In this case, employees must continue to pay their portion of the benefits premiums (same amount deducted from pay) in a timely manner and coverage may be terminated if the employee fails to pay the premium. An employee must make arrangements for such payments through the department payroll administrator or office. As with any type of leave, advance notice and approval is expected before the leave begins, except in emergencies. Leave should be requested using the “State of Colorado Leave/Absence Request” form. One month’s advance written notice is required when the need for leave is foreseeable. When such notice is not possible, the employee should give as much notice as practical. The employee must provide sufficient information regarding the reason for the requested leave so that the appointing authority can determine whether the event qualifies for family/medical leave. Failure to provide proper notice requesting leave could delay the start of any family/medical leave to which the employee is entitled. The appointing authority and employee are expected to work together to establish a mutually satisfactory schedule for intermittent treatments, periodic check-in, return to work arrangements, etc. In the case of a serious health condition, the requirements for the “State of Colorado Medical Certificate” form are consistent with sick leave. If not provided, family/medical leave could be delayed 30
or denied. In the case of the employee’s own serious health condition, the requirements for a fitnessto return certificate are consistent with sick leave. Failure to provide the fitness-to-return certificate may affect the employee’s return to work. Upon return to work from family/medical leave, an employee is placed in the same or an identical position, subject to the conditions of the Family and Medical Leave Act. Restoration to the same or equivalent job does not apply if the employee would have otherwise been separated if he or she had not taken family/medical leave (e.g., layoff or disciplinary termination). For purposes of the employee’s performance evaluation, any time taken for family/medical leave shall not be considered in the performance rating. l. Leave Sharing Leave sharing is permitted when an employee or an immediate family member (as defined in the sick leave section) is experiencing a catastrophic life-threatening illness or injury that requires inpatient, hospice or resident health care, such as cancer, major surgery or accident, heart attack or other lifethreatening condition. Employees may transfer annual leave to another employee if the executive director of their department or the president of their university or college approves the transfer. The transfer of sick leave is not allowed. To request donated annual leave, the employee must have a minimum of one year of service and exhaust all accrued annual leave and sick leave. Leave sharing is not a substitute for other temporary benefits such as short-term disability benefits. Thus, it cannot be used when such benefits apply. Denial of a request to transfer or receive annual leave cannot be grieved or appealed. The department’s current program can be found in AR 1450-41 m. Parental Academic Leave Provides up to 18 hours (pro-rated for part-time) in an academic year for parents or legal guardians to participate in academic-related activities. Those activities are parent-teacher conferences; or meetings related to special education services, response to interventions, dropout prevention, attendance, truancy and disciplinary issues. C. BENEFITS As a permanent full or part-time employee under the state personnel system, you are eligible for a variety of employee benefits. You have 31 days from your date of hire to enroll in the various plans. Coverage for selected plans will be effective the first of the month following your date of hire. You may enroll at other times for medical and dental if you and/or your dependents lose medical or dental coverage formerly provided by another employer due to qualifying events (e.g. a spouse’s or exspouse’s loss of employment, divorce, or death). This enrollment must be within 30 days of a qualifying event. Effective 7-1-05, all employee benefits moved to an on-line enrollment system. All descriptions of plan benefits, rates and the enrollment site can be accessed at www.colorado.gov/dpa/dhr/benefits. While it is the intent of the state to maintain the benefit plans for an indefinite period, the state reserves the right to modify or discontinue plans as necessary. Once you enroll in a state benefit plan, you have certain responsibilities. You are required to: verify that the payroll deductions are appropriate for the coverage’s you select within 10 days of your first payroll deduction verify that the coverage you are enrolled in is the coverage you selected 31
provide your department payroll or HR administrator with any coverage or address changes (e.g., the addition of an eligible dependent) within 30 days of the date of the change review and become familiar with the information provided by the state and the insurer, and follow the required procedures if you get divorced or your dependent no longer meets the state’s eligibility requirements, you must notify your department payroll or OHR administrator within 31 days of the date of the divorce or of the dependent’s ineligibility date. Generally, this date is: o
the end of the calendar year in which the dependent reaches age 19, or at the end of the month in which the dependent reaches age 26 for medical and dental insurance (must be a full-time student after age 19 for life insurance);
o
the date of legal separation or date divorce is finalized;
o
the date a dependent enters the military or gets married.
All of the following benefit descriptions are a summary of the available coverage’s. Specific details are provided by the various master group policies. If there is a discrepancy between this handbook and the master group policies, the master group policies will always govern. 1. Medical Insurance Employees can select from several medical plan options, which can be found on the State Benefits website at www.colorado.gov/dpa/dhr/benefits. You may enroll for: yourself; yourself plus spouse or same gender domestic partner (SGDP). yourself plus child/children; or, yourself plus spouse or SGDP and child/children. As your employer, the state pays a set amount of the premium for your medical coverage each month. The amount of the premium and/or the amount of the state contribution may change annually; therefore, it is your responsibility to review your various options during each regularly scheduled annual open enrollment period. If you are a new employee, you have 31 days from your first scheduled day of work to enroll yourself and dependents for coverage. If you decide not to enroll during this 31-day period, your next opportunity to enroll is: during the next regularly scheduled annual open enrollment period; or, during specific periods outlined by the personnel director’s procedures. Once you are enrolled in a plan, you may add new eligible dependents within 31 days of the date of acquisition or during the next regularly scheduled annual open enrollment period. For most benefits, you may add dependents to your coverage only if you get married, you have or adopt a child, your foster child meets dependent criteria, your eligible child returns to full-time student status, or a Title 14 32
court decree specifies dependent coverage (children only). The Health Insurance Portability and Accountability Act (HIPAA) allows for enrollment of employees and certain eligible dependents outside of the regularly scheduled annual open enrollment period. Please review your Employee Benefits Enrollment material for additional information. Employee and/or dependent coverage can be dropped at any time, subject to limitations of the Salary Reduction (Section 125) Plan. If you are a state employee, but are not currently at work or receiving a paycheck (e.g., leave without pay), you will need to pay both the state and the employee share of your premiums to maintain continuous coverage. While you are on family/medical leave, short-term disability leave or voluntary furlough, the state continues to pay its share of your medical, life and dental premiums. Other than for family/medical leave, if you drop coverage during this period, you can renew coverage only during the next regularly scheduled annual open enrollment period. If you drop coverage while on unpaid family/medical leave, you are permitted to immediately re-enroll as soon as you return to work. Some of the medical plans have cost containment features that require prior benefit authorization, precertification or case management in order for you to obtain the greatest benefit amount offered by the plans. It is your responsibility to examine any plan limitations or exclusions before seeking treatment. Carefully review your medical coverage before obtaining health care services to learn how to receive the full benefits offered by your specific plan. 2. Life Insurance A portion of the state’s contribution to your benefits is used to provide life insurance coverage. This benefit, part of your total compensation, provides $50,000 of basic term life insurance and an equal amount of accidental death and dismemberment (AD&D) coverage at no cost to you. You can also purchase additional life insurance, including: employee optional term life insurance in amounts ranging from $10,000 to $500,000 with an equal amount of AD&D coverage; or, spouse/SGDP optional term life insurance in amounts up to half of the employee coverage not to exceed $250,000with an equal amount of AD&D coverage; or, dependent children’s life coverage of $5,000 or $10,000 per dependent with an equal amount of AD&D coverage. You pay the total premium for this optional coverage. A summary of these optional benefits (including qualifying requirements) is described in the enrollment materials on the State Benefits website at www.colorado.gov/dpa/dhr/benefits. The Public Employees’ Retirement Association (PERA) also offers life insurance plans. Contact PERA directly for more information about their life insurance plans. 3. Dental Insurance A portion of the state’s contribution to your benefits is used to provide dental coverage. The state offers two dental plans that incorporate both in-network and out-of network coverage. The description of plan benefits can be found on the State Benefits website at www.colorado.gov/dpa/dhr/benefits. 33
You may enroll yourself and your dependents using the same coverage options described under Medical Insurance above.
4. Disability Insurance a. Short-term Disability All eligible employees in the state personnel system are automatically enrolled in the state-paid shortterm disability (STD) program. This program provides 24-hour coverage for disabilities that occur because of accident or illness. If you are disabled and a physician certifies your disability, your benefits begin after the latter of: 30 calendar days after commencement of disability; or, the date your sick leave is exhausted. You can receive an STD benefit in an amount equal to 60 percent of your predisability salary. If you meet certain qualifications, your benefits can continue through the 180th day of your disability. Maximum benefit payments are limited to 150 days in any continuous 12-month period. At your department’s discretion, you may return to work on a part-time basis, and continue to receive partial benefits while your condition is improving. The amount of your STD benefit will be reduced by the amount of income you receive from: workers’ compensation; PERA disability benefits; no-fault auto benefits; and, any annual leave you elect to use before receiving STD payments. Your STD coverage is not in effect when: you are laid off; or, you experience work stoppage; or, you take an approved leave of absence without pay. If you qualify for short-term disability leave, the state continues to pay its share of your medical, dental and life insurance. However, you will need to pay your portion of these premiums by sending a certified check or money order to your department payroll office or HR administrator within the required timeframes. If you want more information about this benefit, see the Description of Plan Benefits for the State’s disability program. Also, see Section II B 5(b) of this book. PERA also offers a short-term disability program for employees with five or more years’ of service. Contact PERA directly for additional information. b. Long-term Disability All classified employees who work at least 30 hours per week may apply for the voluntary long-term disability (LTD) program. Employees pay the full cost of the LTD premium. If you experience an injury or illness, and qualify for LTD benefits, your benefits begin on the 181st day of your disability. If you 34
continue to qualify, benefits can continue until you reach age 65 — or longer if your disability begins after age 62. You can receive an LTD benefit in an amount equal to 60 percent of your pre-disability. The state’s Long-Term Disability carrier will review the employee’s application and notify the employee as to their acceptance or denial of enrollment. The amount of your benefit will be reduced by the amount of income you receive from: worker’s compensation; PERA disability or retirement income; no-fault auto benefits; and, certain other income sources. If you are placed on leave-without-pay status and are receiving LTD benefits, you can continue your medical, dental and life insurance for six months. You must pay both your share and the state share during that time period. If employment is terminated, health and dental coverage may be continued through COBRA continuation (see number 6 below). PERA also provides a disability program to eligible employees. Please contact PERA directly for details of coverage and premiums. 5. Salary Reduction (125) Plan a. Pre-Tax Premiums Under Section 125 of the Internal Revenue Code, you may annually elect to reduce your taxable salary by the amount you pay towards medical and dependent dental premiums. This voluntary program allows you to pay the premiums for these benefits with pre-tax dollars. Participation in the program can result in your paying less federal, state and Medicare taxes, and PERA deductions. Because of the tax savings you receive, the federal government places certain restrictions on this type of plan. Your decision to participate is irrevocable until the next open enrollment period — unless you experience a qualifying status change, as defined below: birth, death, divorce, marriage, adoption; ineligibility of dependent; change from full-time to part-time or part-time to full-time status by employee or spouse; unpaid leave of absence by employee or spouse; termination or commencement of employment of the employee’s spouse; or, a significant change in the medical coverage of the employee or spouse attributable to the spouse’s employment. If you participate, you may not deduct the insurance premiums you pay on a pretax basis from your tax return. Once you enroll in the Pre-Tax Premiums, your election continues automatically from one calendar year to the next. To cancel your Pre-Tax Premium election, you are required to access the online benefits system at www.colorado.gov/dpa/dhr/benefits during the regularly scheduled annual open enrollment period. 35
b. Flexible Spending Accounts (FSA's) Flexible spending accounts allow you to pay for certain health care and dependent day care expenses on a pre-tax basis. You make monthly deposits of a predetermined amount through a salary reduction agreement. These funds are not subject to federal, state or Medicare taxes or PERA deductions. However, you may not deduct any expenses on your tax return that were reimbursed with pre-tax funds from a flexible spending account. The state offers two different types of flexible spending accounts: a Health Care Flexible Spending Account; and, a Dependent Day Care Flexible Spending Account. You can contribute to either or both accounts. The Health Care Flexible Spending Account can be used to pay you back for a number of qualifying health care expenses not covered by insurance. You can deposit up to $6,000 per year in a Health Care FSA and use the account to pay for amounts not covered by type of health care plan, such as deductibles, co-insurance, co-payments, orthodontia and more. Enrollment in the health account can only be done within 31 days of employment or during each regularly scheduled annual open enrollment period. You may not enroll in a Health Care FSA if you utilize a tax-qualified Health Savings Account. The Dependent Day Care Flexible Spending Account can be used to reimburse you for eligible dependent day care expenses, up to $5,000 ($2,500 if you are married and filing separate tax returns). You cannot use the federal tax credit for expenses reimbursed with pretax funds from your Dependent Day Care FSA. Carefully consider which method will save you the most before enrolling in the Dependent Day Care FSA. Because of the tax savings you receive, the federal government places certain restrictions on Flexible Spending Accounts. For example, your decision to participate is irrevocable until the next regularly scheduled annual open enrollment period unless you experience a qualifying status change. If you enroll in an FSA, estimate your expenses carefully. If you do not use all the funds in your FSA, the remaining balance at the end of the year is forfeited. Also, if you elect to participate in both health care and dependent day care accounts, you cannot transfer funds from one FSA to the other. For example, you cannot be reimbursed for eligible medical expenses with funds from a Dependent Day Care FSA. Though FSA’s generate tax savings, they are subject to a number of limitations imposed by the IRS. Review your enrollment materials to decide if an FSA is right for you. NOTE: Enrolling in the Section 125 Salary Reduction Plan may affect the amount of your PERA benefit. PERA bases your disability benefit and your retirement benefit amount on your highest average salary (HAS). Participation in the Section 125 Salary Reduction Plan will reduce your highest average salary for PERA calculation purposes. This may be more important to you as you approach retirement. Therefore, you should consider canceling your Section 125 Pre-Tax Premiums and your participation in the Flexible Spending Accounts if you are within three years of retirement. 6. COBRA (Continuation of Health Insurance Coverage at Separation) You and/or your eligible dependents have the right to elect to continue your medical and dental coverage’s and your FSA Health Care Account if you lose these benefits under certain circumstances. This right is guaranteed under federal law. 36
You and/or your eligible dependents can elect to continue coverage for up to 18 months if: you are laid off; your work hours are reduced; your employment is terminated (except for gross misconduct); or, you retire. To continue coverage, you must pay the entire premium — both the state’s and the employee’s shares — plus a two percent administration fee (to be paid within the required timeframes.) Employees and their eligible dependents, who are determined to be disabled under Social Security, PERA, or the State Disability carrier at the time of, or within 60 days, of the qualifying event are entitled to COBRA continuation for up to a maximum of 29 months. For the last 11 months you must pay the entire premium (both the state’s and the employee’s share) plus a 50% administration fee within the required timeframes. The following dependents can continue coverage under COBRA for up to 36 months, provided the entire premium (both the state’s and the employee’s share) plus a 2 percent administration fee is paid: spouses of deceased employees; divorced or legally separated spouses; a dependent who reaches the end of the calendar year in which that dependent turns age 19 and is not a full-time student; and, a dependent who reaches the end of the calendar year in which that dependent is 26 and is no longer a full-time student; or, a dependent who reaches the end of the month in which that dependent who is a full-time student turns age 26; or, a dependent who marries. The following timelines must be followed. Employees are required to give notice to their department payroll or OHR administrator within 60 days of a qualifying event (e.g., divorce, dependent losing eligibility). Department payroll or OHR administrators have 14 days to provide employees with the COBRA Continuation of Insurance Election Form and the Notice of Health Insurance Continuation Coverage (COBRA) letter. Employees have 60 days from the date coverage ends to apply for a continuation of benefits by submitting the COBRA Continuation of Insurance Election Form to the DHR Benefits Unit. 7. Worker’s Compensation As a state employee, you are automatically insured under the Worker’s Compensation Act for injuries sustained in the course of your employment. It is your responsibility to report any accident you have on the job to your employer in order to receive worker’s compensation. If you are injured seriously 37
enough to cause you to miss work because of the injury, your lost time, medical and rehabilitation expenses may be paid for by this insurance. It is extremely important that you report all accidents in a timely manner. In all cases of on-the-job injury, you must notify your employer in writing of your job injury within four days of the injury. Also, if you contribute to the cause of the injury or illness or if it is determined that the injury was due to willful misconduct or negligence on your part, your benefits may be reduced or totally denied. The Department of Corrections, along with most agencies, participate in the Worker’s Compensation Designated Provider Program. You must seek medical assistance at the health care department assigned for your department. With a few exceptions, visits to a non-designated health provider will not be paid by worker’s compensation. Check with OHR Risk Management office to learn which doctors or emergency centers are authorized to provide services for your department. The list of designated worker’s compensation providers is also attached to AR 1450-39. A 1989 executive order created a safety committee in each department. Such committees establish safety policies and procedures to fit each department’s needs. It is your responsibility to become familiar with the policies and procedures for your work site and department and to report areas for potential improvement to the safety committee. 8. Unemployment Insurance If you are separated from your job under certain conditions, you may be eligible for unemployment insurance benefits. The amount you receive will be based upon your earnings. This amount may be reduced or payment delayed for a period of weeks, based upon the terms and conditions of your separation. The Department of Labor and Employment (DOLE) administers this program in accordance with state and federal statutes and regulations. A claim for benefits may be filed on separation by calling 1 800388-5515 (voice) statewide, or 861-5515 (Denver metro area), or 303-866-6069 (TDD). For questions about payments, call 1 888-550-2800 or 303-813-2800 (Denver metro area). 9. Medicare Coverage All state employees hired on or after April 1, 1986 are covered under Medicare, as are employees who are reinstated or reemployed. Eligible employees include temporary and seasonal employees unless the basis for employment is a fire, storm, snow, earthquake, flood or similar emergency. Medicare provisions require employers to deduct a percentage of gross wages from the pay of any eligible employee with an employer contribution of an equal amount. D. RETIREMENT AND SURVIVOR BENEFITS The Public Employees’ Retirement Association of Colorado (PERA), www.copera.org, an organization established by state law, administers your retirement benefits. PERA provides a modified defined benefit, similar to other traditional pension plans, that serves as a substitute for Social Security coverage. Membership in PERA is mandatory for nearly all employees. Effective 1/1/11, retirees who return to work are required to make contributions at the same rate as members, and the contributions are non-refundable and are not added to the retiree’s retirement account. The cost to fund your retirement benefit is shared by you, the state, and income from PERA investments. A percent of your total salary is deducted and transferred to PERA where it is credited to 38
your individual member account. This is a federal and state tax-deferred contribution until you withdraw your account either as a refund or through monthly benefits. Additionally, the state contributes a percentage of its payroll to PERA. PERA invests all contributions and combines the earnings income with the contributions to pay benefits. PERA pays interest on your member contributions. If a PERA member dies while employed and has accrued one year of service credit, his or her qualified survivors are eligible for a benefit. If there is no survivor benefit payable (e.g., you have less than one year of service or no survivors eligible), your named beneficiary or estate will receive in a single payment your contributions and interest, plus a 50 percent matching amount. Also, members may apply for disability benefits after five years of service credit (six months of which were earned during the most recent PERA membership) if they have disabilities that preclude them from performing their regular job duties. Please contact PERA for details. Under director’s procedure, employees who are terminated after all accrued leave is used must be notified in writing of the effective date of termination and whom to contact at PERA about applying for any disability benefits. The member must apply to PERA for disability benefits no later than 90 days following the date of termination of employment. If you separate from employment you may request to withdraw your PERA account. Refunds are issued within 90 days of separation of employment or the date the properly completed refund request/forms are received by PERA, whichever is later. Contribution rates and retirement ages for state troopers and CBI agents differ from those discussed above. State troopers and CBI agents should consult their department HR office or PERA for details. PERA will mail you information about your benefits shortly after you become a member. An annual statement is sent to you about eight weeks after your anniversary month. Contact your department HR office or PERA if you need further information or additional PERA publications. PERA is located at 1300 Logan Street, Denver, CO 80203. Telephone: PERA’s Customer Service Center, 303-832-9550 or 1 800-759-7372. Visit www.copera.org for more information. E. OTHER BENEFITS 1. Deferred Compensation Most people know that it is a good idea to supplement their retirement benefits for a financially secure retirement. One way to do this is by participating in one or more of the voluntary deferred compensation plans. These plans enable you to reduce your current income taxes by deferring income as you save for retirement. As a state employee, you are eligible for two different deferred compensation plans: A “457 plan,” administered by the Public Employees’ Retirement Association (PERA) ; and, A “401 (k) plan” administered by the Public Employees’ Retirement Association (PERA). If you are employed in higher education or by a hospital, you may also be eligible to participate in a “403(b) plan.”
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The federal government limits the amount of income you can defer each year. If you want to participate in more than one plan, you need to carefully coordinate and monitor your contributions to assure that they do not total more than the law allows. Participation in deferred compensation plans provides four benefits: You will establish supplemental retirement income; All taxes are deferred on the funds you contribute to the plan until you receive your funds; All taxes are deferred on all interest and earnings your account produces until you start withdrawing your funds; and, You will pay less current federal and state taxes. Participation in a deferred compensation plan does not affect your highest average salary (HAS). For more information on the plans described below, go to www.colorado.gov/dpa/dhr/benefits. a. The 457 Deferred Compensation Plan The state’s Deferred Compensation Plan was established in 1981 in accordance with Section 457 of the Internal Revenue Code and Colorado Revised Statutes 24-52-101. Under this plan, any state employee can defer as much as $15,000 in 2006, with an increase of $500 per year thereafter until retirement. Contributions to the plan are invested on a pre-tax basis, which means that the amount of your contribution is deducted from your pay before state and federal income taxes are calculated and withheld. For specific information on the 457 Plan, visit www.copera.org or contact PERA at 1-800759-7372 or 303-837-6250. b. The PERA 401(k) Plan In the PERA “401 (k) plan,” a state employee can defer as much as $15,000 in 2006, with an increase of $500 per year thereafter. One of the advantages of this plan is that you may receive a loan of a portion of your savings for any purpose. The interest you pay for the loan is deposited in your own account. For more information about PERA’s “401 (k) plan,” call 303-837-6250 or 1-800- 759-7372 or visit the web at www.copera.org. 2. DOC Tuition Reimbursement
It is the policy of the Department of Corrections (DOC) to encourage its employees in continuing their education [2-CO-1D-09] [4-4093] and to participate in undergraduate and graduate college and university courses by providing partial tuition reimbursement to DOC employees who successfully complete any course from an accredited institution of higher education. Colorado Personnel Director’s Procedures and state Personnel Board Rules shall supersede this administrative regulation. Please see AR 1450-44 for complete details. 3. Job-Related Training CDOC employees are required to participate in specific amounts of orientation, basic and annual training. In-service or on-the-job training may be part of basic or annual training. Obtaining the content education required for maintenance of a professional license or certification is the responsibility of the employee. 40
Per AR 1500-01, H. Instructors and staff attending training courses will be dressed in accordance with AR 1450-31, Staff Appearance and Uniform Dress Code, and in accordance with Training Academy and facility procedures. Persons whose appearance does not meet established standards will not be admitted to a raining course and the administrative head will be immediately notified. Per AR 1450-31, R. TRAINING: When attending training at any location, all staff will adhere to the standard dress code. Staff will be allowed to wear clean, un-torn jeans, sweat pants, sweatshirts, and T-shirts without logos (except DOC/facility/center logos) for firearms, CPR/Standard First Aid, Searches, Restraints/Transportation, and Pressure Point Control Tactics only. Job-related and career enhancement courses may be provided to state employees at no cost or at a reduced cost as authorized by each department and as allowed within department resources. The employee must receive written approval from their department’s supervisor or appointing authority before enrolment. To qualify, a course must benefit the state or enhance the employee’s performance. DOC Employees, contract workers and volunteers may receive training credit for higher education course work when course descriptions are reviewed by the training coordinator and approved in accordance with facility/office procedures. Total training credit awarded equals three times the number of credit hours of the college course(s). 4. State-Owned Housing A department may provide housing for a state employee where state-owned facilities are available and it is in the best interest of the state. The department determines the rental cost, taking into consideration limitations placed on the employee as part of the job, location of the work place and other factors. The cost is based on a survey and may be adjusted annually. The employee and department execute a rental agreement and rent, and in some cases utility costs, are paid through payroll deduction. Temporary housing for visitors and guests may be provided with approval of the department’s executive officer or a delegate. 5. Uniforms Required uniforms and their maintenance may be provided to employees at no charge, at a reduced charge, or through a uniform allowance. See A.R. 1450-31 Appearance and Dress Code. Uniforms or identifiable portions thereof, are not to be worn outside DOC for recreational purposes, outside employment, in any business serving alcohol as a main source of income, during any political campaign, or while purchasing or publicly consuming alcohol. Whenever any DOC employee appears in court on DOC business, he/she shall attend punctually and dress in the appropriate DOC uniform or business attire. a. Lost ID Badges A replacement will only be issued with a supervisor’s signed approval and a fee of $25.00. Corrective and/or disciplinary action may be considered if a lost, misplaced, or stolen card represents carelessness or negligence, and that action would compromise the security of the building or facility. The DOC employee, contract worker or volunteer will make payment to either the facility cashier or to the facility liaison, or designated person, for the cost of the replacement badge. Payment made to the facility liaison must be in the form of a check made payable to the Colorado Department of Corrections. The 41
facility liaison will forward the check to the Canon City business office cashier or facility cashier. Cashiers may accept cash or personal checks. Receipts will be issued to the DOC employee, contract worker or volunteer making payment to the facility cashier. The DOC employee, contract worker or volunteer must present the receipt to the facility liaison as proof of payment prior to a replacement badge being issued. Lost Metal Badges: Employees who are issued a metal badge are required to contact their facility staff resource coordinator if they misplace or lose their metal badge. The staff resource coordinator will order a replacement badge at the current price. The employee will be responsible for payment. F. REIMBURSABLE EXPENSES 1. Travel Expense Reimbursement You are entitled to reimbursement for travel expenses you incur in carrying out responsibilities, which are for the benefit of the state. Personal or political expenses or those that are not directly related to official functions or programs of a department are not reimbursable. You must use the most economical available transportation that will satisfactorily accomplish the state’s business. When travel extends beyond one calendar day, you may claim the actual cost of reasonable accommodations plus the state allowance for meals that would normally be eaten. If travel is completed in a single day, lunch will not be reimbursed. Under certain circumstances, your appointing authority may approve a meal allowance for breakfast and/or dinner. You may use your own vehicle, with approval, and will be reimbursed on a per mile basis, based on a stated reimbursement rate. If you choose to use your own vehicle because of your personal preference, reimbursement will be limited to the mileage and related costs that may not exceed the amount charged by the most commonly used public carrier (e.g., airfare). Lodging and meals will only be allowed for the time it would have required to make the trip with the most commonly used public carrier. If you use a vehicle owned by the state, you must obtain fuel at a state-owned fuel station, wherever possible. In the absence of such a facility, self-service facilities must be used. Exceptions may be granted for drivers with physical limitations or in emergencies, but must be approved by the driver’s supervisor. You must acquire all needed prior approval and complete all required forms within 60 days that pertain to your state travel. Reimbursable amounts and allowances are reviewed and changed periodically and are contained in the state fiscal rules. Your department payroll or HR administrator or controller should be consulted beforehand if you have any questions regarding travel expense reimbursement. Your department may also have additional requirements about making travel arrangements. 2. Moving and Relocation Expenses Moving expenses will be authorized by the executive director or delegate, if the move of residence is occasioned by a change in assignment, a promotion, or for another reason related to the employee’s duties. Any employee required to take another position within the state system and relocate due to the layoff process will be allowed to claim reimbursement for moving expenses. You may be eligible for reimbursement of moving and relocation expenses if you accept a position outside 50 miles of your worksite and home. Reimbursement for moving expenses and allowances is covered by Fiscal Rule 2-9 Moving and Relocation. Within limits specified in fiscal rules and statutes, reimbursement will include moving household and personal effects by the employee or by a commercial mover. State payment 42
will be allowed for the necessary expenses incurred for the packing, insurance, transportation, and storage in transit not to exceed thirty days, unpacking, and the installation at the new location of an employee’s household effects. At least two competitive bids are required and weight limitations may apply. With a few exceptions, if you move yourself, you will be reimbursed one-half of the lowest responsible bid for commercial moving not to exceed $1500 and be reimbursed for the rental trailer or truck at the lowest responsible bid, if required. An employee is also entitled to mileage reimbursement for one personal automobile and up to 30 days for necessary expenses incurred while locating permanent residence at the new location. Again, consult your department payroll or HR administrator or controller beforehand. III. DISPUTE RESOLUTION Disputes may arise whenever people work together. Many conflicts arise out of differences of understanding, whether between supervisors and employees, or among peers. Most disputes can and should be resolved informally in the immediate work area. However, some conflicts cannot be resolved easily or without assistance. The most effective assistance is often an outside neutral mediator. This person can help all sides clarify the issues and work out a satisfactory solution. A. GRIEVANCES The CDOC, in accordance with State Personnel Rules, provides a grievance process for employees. A grievance involves a process in which the employee describes the grievance so it may be reviewed at different levels in the organization. The process starts with the grieving employee initiating an informal discussion with the lowest level individual in the organization in a position to solve the problem. The next step must be in writing and is sent to the Appointing Authority. At the discretion of the Appointing Authority, the grievance may be forwarded to OHR for an independent grievance panel review and recommendation. See CDOC Administrative Regulation 1450-24. If the grievance alleges illegal discrimination, including sexual harassment, the employee must send a notice to the CDOC Inspector General’s Office and the Office of Human Resources within 10 days of the alleged discrimination. See CDOC Administrative Regulation 1450-05. B. APPEALS State employees who are dissatisfied with certain actions affecting their base pay, status, or tenure have an opportunity to seek a review of what occurred. The agency’s final grievance decision may also be appealed after completing Step II of the Grievance Process. The Employee Relations Unit has information regarding filing an appeal. 1. Job Evaluation and Assessment Actions Employees who are dissatisfied with comparative analysis process actions may file an appeal. Any applicable appeal rights will be provided as part of the assessment or job evaluation notice. Examination appeals must be filed or postmarked within 10 days from the date of the administration of the examination or knowledge of action taken. Job evaluation actions resulting in a downward movement may be appealed; appeals must be filed or postmarked within 10 days of notice of the action taken. Appeals must be submitted as indicated in the notice of rights and a concurrent copy must be provided to the CDOC Office of Human Resources. The State Personnel Director will review 43
the appeal and determine whether the action was appropriate as well as any remediation that may be necessary. If an employee believed he or she has been subjected to illegal discrimination in a job evaluation or examination action, then a separate appeal must be filed with the Personnel Board within 10 days of the alleged discrimination. 2. Pay, Status or Tenure A certified employee whose current base pay, status or tenure is adversely affected by any action, except for total compensation survey results, has a right to appeal the Personnel Board and a right to a mandatory hearing before the Board or an Administrative Law Judge (ALJ). Such appeals must be filed with the state Personnel Board within 10 calendar days after the employee received written notice of the action being appealed. Typically, actions involved here are disciplinary matters where an employee has been demoted or terminated. An employee may also appeal non-disciplinary actions to the Personnel Board for a discretionary hearing. 3. Disciplinary/Corrective Action Certified and trial service employees have the right to a Pre-Disciplinary meeting (information gathering meeting) with their Appointing Authority before any disciplinary action is imposed. During this meeting, the Appointing Authority will explain why there is consideration for imposing disciplinary action, allow the employee to tell his/her side of the story, and provide supporting information. Both the employee and the Appointing Authorities may each have a representative at the information gathering meeting. A decision on whether or not discipline will be imposed will be reached after the Appointing Authority has had an opportunity to reflect on all the information the employee had to offer. If the behavior or action is serious or flagrant, disciplinary action may be taken, up to and including termination. Probationary employees do not have a right to a pre-disciplinary meeting, to a mandatory hearing to review discipline for unsatisfactory performance, to be granted a period of time to improve performance, to be placed on a reemployment list, or to the privilege of reinstatement. However, probationary employees may petition the Board for a discretionary hearing on non-disciplinary matters. Probationary employees may grieve corrective actions and request the Personnel Board for a hearing. 4. “Whistleblower” Law Employees may appeal actions under the state employee protection law, the “Whistleblower Law.” This law protects employees from retaliation for disclosing certain information as set by law. Employees who wish to know more about how such appeals are handled should contact the State Personnel Board at 303-894-2136. 5. Discrimination The State of Colorado and the Department of Corrections is an equal opportunity employer. State Administrative Regulation 1450-05 describes the process by which an employee can file a complaint within CDOC regarding discrimination or retaliation. Employees may file an appeal on the basis of alleged discrimination with the Personnel Board, the Colorado Civil Rights Division or the Federal Equal Employment Opportunity Commission (EEOC). 44
6. Employee Overtime Eligibility, Overtime Compensation Or Shift Differential Employees may file an appeal concerning their overtime eligibility, overtime work, overtime compensation, or shift differential. Employees are encouraged to attempt resolution of overtime issues with the CDOC OHR Director before filing an appeal with the State Personnel Director. Written decisions issued by the State Personnel Director regarding overtime-related issues are considered to be the final administrative decision by the state. C. DISPUTE RESOLUTION PROCESS REGARDING PERFORMANCE Issues that an employee may want to raise regarding performance plans and evaluations are processed according to CDOC Administrative Regulation 1450-02. D. VIOLENCE IN THE WORKPLACE The CDOC has a “zero tolerance” policy regarding violent behavior in the workplace. All employees are expected to report any incident of violent behavior as described in AR 100-29, and all Appointing Authorities are expected to respond immediately to such reports. When a DOC employee, contract worker, or volunteer is the subject of an external investigation; has been arrested for, charged with, or convicted of any crime or misdemeanor (except minor traffic violations); or is required to appear as a defendant in any criminal court, he/she will immediately inform the Office of the Inspector General. Based upon these duties, any criminal or administrative action initiated against an employee as to a sex assault crime or sexual harassment matter would need to be reported to the Appointing Authority who shall inform the Office of the Inspector General. IV. OTHER PROGRAMS A. EMPLOYEE ASSISTANCE PROGRAM HB 02-1226 gives statutory authority for an employee assistance program (EAP). The State’s EAP is a confidential, no cost program for state employees that offers short-term assistance in handling personal problems that impact job performance or the work environment. Sometimes problems arise that seem to require all our energy, induce stress, or just leave us confused. EAP specialists offer an objective place to sort things out, get refocused and cope more effectively with temporary problems that can feel overwhelming (e.g., getting along with another employee or a supervisor). These problems may involve alcohol or drug-related issues. If you are located in an area where EAP services are available, you can schedule a confidential meeting to assess the problem, arrange for a referral to an appropriate community resource or insurance benefit provider, or EAP personnel may work directly with you on a short-term basis. Confidential follow-up is done to ensure satisfactory resolution of your problem. Your privacy is respected. All contacts with the program are strictly confidential. If no direct service is available, telephone consultations may be arranged or help provided in working with your insurance benefits to find local resources. Sick leave is normally used for EAP visits. The staff is available for appointments during normal business hours. Appointments may be made in the Denver area by calling 303-866-4314; if you are outside the Denver metro area, call 1 800-821-8154. Because problems affect your performance at work, your supervisor may suggest that you take advantage of the program’s services. For example: habitual absences, being constantly late, or being 45
unable to concentrate can affect your work performance. Our EAP’s policy statement may put it best: “It is in our mutual best interests to protect the investment we have in each other.”
B. NEUTRAL PARTY ADVISOR The Neutral Party Advisor is part of the Office of Human Resources. The mission of the neutral party advisor is to ensure that all DOC employees receive information and contact information in order to receive fair and equal treatment as it relates to the DOC working environment. The neutral party advisor serves DOC employees by offering a confidential, neutral and independent conflict resolution service. The neutral party advisor serves as a neutral and detached listener and also as an information resource. The function of the neutral party advisor exists to prevent conflicts from escalating beyond the ability of employees to resolve them informally. Considerable time is spent working with employees advocating civility and mutual respect as the most productive avenue to successful problem solving. C. CDOC EMPLOYEES MEDIATION PROGRAM Mediation is a facilitated problem-solving approach to resolving disputes. Professional mediators are used to help resolve problems. Mediation is a free and confidential service available to all employees, and this can be requested to resolve differences before they reach the grievance stage or after a grievance has been filed. For information or to arrange mediation, call the CDOC Neutral Party Advisor at 719-226-4450. V. OTHER STATE OFFERED PROGRAMS A. RETIREMENT PLANNING The Department of Personnel & Administration, Office of Human Resources, offers the following programs to assist employees. Employees can access retirement information at http://www.colorado.gov/cs/Satellite/DPA-DHR/DHR/1213025229644. Pre-retirement planning workshops - comprehensive presentations covering financial planning; benefits; housing; health; legal affairs; and life transitions. The workshops are open to all employees and their spouses. Experts in each respective field make presentations. Personal financial planning for your future - workshops are open to all state employees; however, the information is aimed at the younger worker, ages 20’s through early 40’s. Topics include financial planning, insurance, benefits, deferred compensation, investments, real estate, legal, taxes and estate planning. Experts in each respective field make presentations. B. RISK MANAGEMENT The Risk Management program in DHR protects state employees against liability in the operation of state vehicles and in cases of general liability exposure (potential loss to the state not related to an incident with an automobile). The self-insured liability program will defend state employees while in the course of their employment, unless they are guilty of willful or wanton misconduct.
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If you are involved in an accident while driving a state vehicle, notify your supervisor immediately. You are responsible for filing any forms required by law enforcement agencies, but any further contact with the other party or parties involved should be referred to Risk Management at 303-866-3848. If you are driving your personal vehicle on state business and are involved in an accident, your personal insurance policy on this automobile is the primary insurer. The state self-insured liability program may provide coverage in excess of the employee’s personal insurance policy liability limits. Physical damage (collision) coverage on personal vehicles is solely an employee responsibility. Risk Management also administers the state’s property insurance program but provides no coverage for employee-owned property. Each employee is responsible for securing the safety of items of value. Risk Management also administers the worker’s compensation program for state employees. C. WORK/LIFE PROGRAMS As state employees, you have access to Perkspot, where you will find discounts or special offers from a variety of vendors in the following categories: Apparel; Automotive; Beauty & Fragrance; Books & Media; Cell Phones; Computers & Electronics; Diamonds & Jewelry; Financial & Life Services; Flowers & Gifts; Food; Health & Wellness; Home, Garden, & Pets; Sports & Outdoors; Tickets; Toys; Kids & Babies; and Travel. You can access the State of Colorado Employee Discount Program through Perkspot at https://colorado.perkspot.com/Login.aspx?ReturnUrl=%2fdiscounts%2f2xtmu. While at work, employees often have personal concerns and responsibilities that affect the job performance of all employees, whether or not they themselves have families. DHR established the Work/Life programs to develop a broad spectrum of statewide programs to help employees deal with personal issues that may affect work. The goal is to increase the productivity of all employees. By executive order, the performance evaluation of supervisors and managers is to include a factor on the application of basic skills and sound judgment using work-life policies and programs. Information has been published on job sharing, alternative scheduling (flextime and job sharing), dependent care flexible spending accounts, flex place (telecommuting), and manager awareness of family issues. Childcare, tuition and other discounts have been established for employees. More information is available at your OHR. D. RECOGNITION AWARDS Many departments administer various programs designed to recognize employees for outstanding performance or special contributions. In addition, the Governor sponsors an annual statewide awards program, the Governor’s STAR Awards. E. DEPARTMENT ADA COORDINATORS The Americans with Disabilities Act (ADA) requires that services, programs and activities of state agencies be accessible to persons with disabilities. It prohibits discrimination against such persons in all aspects of the employment process. The ADA also requires employers to provide reasonable accommodations to the known limitations of otherwise qualified applicants and employees with disabilities. CDOC has a designated ADA coordinator who investigates complaints of discrimination based on disability and is the main contact for resources on accessibility and accommodation (e.g., having 47
printed materials converted to Braille, removing architectural barriers, finding qualified sign language interpreters). For additional information, contact 719-226-4426.
F. CREDIT UNION OF COLORADO (CU OF CO) Founded in 1934, CU of CO, formerly the Colorado State Employees Credit Union (CSECU), is a member-owned not for profit financial cooperative providing a full range of financial services. Membership is open to part-time, full-time, retired, and temporary state employees, as well as contract employees. Members of your immediate family related by blood, marriage or adoption are also eligible for membership and may open accounts in their own names. Benefits include the following: VISA credit card with low interest rates and no annual fee; VISA FASTCHEK checking/ATM card with no annual fee and 24-hour ATM access worldwide; Low cost checking accounts; A wide range of loans, including first and second mortgages, a variable rate home equity line of credit (HELOC), and new and used vehicle loans; Low cost loan protection insurance; Low cost disability insurance; Certificates of deposit (CDs); Flexible individual retirement accounts (IRAs); Christmas Club accounts; Insured money management fund account (IMMF); Direct deposit and payroll deduction; Youth accounts; Money orders; Travelers’ checks; U.S. Savings Bonds, issuing and redemption; ATTIE, the All-Time Teller, a voice response system offering 24-hour telephone access to accounts; and, 48
Columbine Club, a benefit to members age 55 and above. Accounts are insured up to $100,000 by the National Credit Union Administration (NCUA), a department of the federal government. IRAs are insured in a separate account. Credit Union of Colorado offices are located in most larger cities including downtown Denver, southeast Denver, Lakewood, Grand Junction, Greeley, Ft. Collins and Pueblo and Canon City. Contact the office nearest you for further information or go to www.cuofco.org, Employees in higher education may also be eligible for other credit unions.
G. WORKING TOGETHER FOUNDATION The Working Together foundation is a non-profit private organization established exclusively to provide assistance to current or retired state for emergency needs. One-time grants of up to $250 are provided to help employees with six months of state service during crises. They are available for basic necessities such as food, clothing, housing, medical expenses, etc. In keeping with its motto, “State employees helping state employees,” the foundation is funded solely by state employees’ contributions. The Colorado Combined Campaign is the primary method of contribution (#1300); however, donations can be made directly to Working Together. For more information go to www.state.co.us/dhr/wt or contact the foundation directly: 1373 Grant St., second floor, Denver, CO 80203. You can also leave a voice message at 303-831-8645. To make a tax-deductible contribution, to apply for assistance, or to volunteer services, contact the foundation. H. RESOURCES FOR FAMILIES IN NEED Resources for Families in Need are a collection of organizations and agencies that can help state employees and their families, during medical, emotional, or financial troubles. It is a compilation of resources and programs that offer assistance in the form of monetary or physical item grants for Basic Human Needs (food banks, clothing closets, shelters, rent assistance, utility assistance), Physical and Mental Health Resources (health insurance programs, Medicaid and Medicare, maternal health, Children’s Health Insurance Program, medical information lines, crisis intervention services, support groups, counseling, drug and alcohol intervention and rehabilitation), Support for Older Americans & Persons with Disabilities (adult day care, congregate meals, Meals on Wheels, respite care, home health care, transportation, homemaker services), Support for Children, Youth and Families (childcare, after school programs, Head Start, resource centers, summer camps and recreation programs, mentoring, tutoring, protective services) and more. For more information, utilize the RFFN link on DOCNet, contact your facility Staff Resource Coordinator, or go to www.211colorado.org. You may also dial 211 from a landline telephone or cell phone to be connected with a caring individual who will locate the best agency for the services required. I. WELLNESS PROGRAMS Improve your health and save money on your health insurance premiums. The State of Colorado is partnering with our benefit providers, Colorado WINS, and CafeWell to bring you an employee wellness program. Be a part of the journey to wellness. CafeWell understands how tough it can be for busy state employees to make time for your health. This program will help you with small steps that reward you for your efforts. Visit this website to get started: www.colorado.gov/wellness 49
