EMPLOYEE POLICY & PROCEDURES MANUAL

3909 NW 97th Blvd, Gainesville, Fl 32606

DEFINITIONS:  “The business”, “Our business”, “We”, “Us”, or “Our(s)” refers to the following entities/businesses:

Newberry Animal Hospital

Veterinary Healthcare Management, Inc.

Newberry Animal Hospital 39th Ave/Wellness Center

Newberry Animal Hospital Main St

Newberry Animal Hospital Springhill

This manual (effective 01/13/2025) has been prepared for:

Welcome to our hospital!

Congratulations on being selected to become a member of our team. We are confident that the unique combination of skills, talents, experience and abilities you bring to our hospital will enhance our team, and we hope to provide a good working environment for you to further your career in veterinary medicine. 

Contained within this manual are policies that pertain to new and present employees alike. It states the hospital’s policies on employment, the responsibilities of its employees, and employee benefits. As a new employee of our hospital, we want you to begin to familiarize yourself with our culture, policies, guidelines and practices. It is essential that you read each section of this handbook. By doing so, you will obtain a more thorough understanding of our guidelines and policies. If there is any policy you do not understand, please ask the Hospital Administrator for clarification.

Again, welcome to our family! If you have any questions or problems, our door is always open to you. If we are not in the hospital and you need to talk to a member of the leadership team, please feel free to call any one of them on their cell phones. 

-  The Leadership Team of Newberry Animal Hospital Group

2.  ABOUT THIS MANUAL 

This Employee Manual is a tool designed to inform you about the relationship you have with us and supersedes in all respects and without exception any prior policies, benefits, or practices of our businesses, whether written or not. It is the responsibility of the employee to be familiar with the entire Employee Manual and abide by it. It may be necessary to amend, supplement, modify or eliminate one or more of the benefits, work rules or policies described in our manual, as well as add new benefits, work rules or policies and we reserve the right to do so, unilaterally, at any time without prior notice. This manual does not constitute a guarantee of employment for any specified period of time. Employment with our business is a voluntary employment-at-will relationship. Nothing in this handbook constitutes an expressed or implied contract of employment or warranty of any benefits. While we hope our working relationship is long and mutually beneficial, you have the right, regardless of any provision or statement appearing in this manual, to terminate your employment relationship with us with or without cause or notice and we reserve the right to do the same.

3.  NEW EMPLOYEE ORIENTATION

Your Hospital manager will do a complete orientation with you during your first few days of employment. You will receive a safety training module that is to be completed within your first two weeks of hire.  Visit our training website and look for the 'SAFETY TRAINING' button to begin the safety training early.  Please make sure that you enter your name and email at the end of the training module.

 4.  ORGANIZATIONAL STRUCTURE

The following is our organizational structure or chain of command. Seniority plays an important role in organizational structure at each level. See the following description with Level One being the highest authority. 

Level One   CEO - Dr. Lance Baltzley

Director(s) of Veterinary Medicine- Dr. Jessie Stanley & Dr. Ruth-Ann Spinosa 

Level Two 

Hospital Administrator - Katie Hill, CVT, CCFP, CVPM

All Associate Veternarians

Level Three  Hospital Managers

Director of Finance - Susan Pickford

Marketing Manager- Olivia Eytcheson

Level Four  Receptionists, Technicians & Leads 

Level Five  Veterinary Assistants

5.  OUR PHILOSOPHY

Our Motto - “Taking Care of Your Friend for Life”

Our Core Values

Courage- Fearless Open Honesty 

Growth- Persistent Development 

Devotion- Be ALL in 

Optimism- Contagious Positivity 

Achievement- Measurable Success 

Mission Statement 

Individualized. Exceptional. Accessible. 

Our Purpose is to provide customized, basic to advanced veterinary medicine & surgery accessible to EVERYONE.

Hospital Philosophy 

It is our desire to provide the highest quality medical and surgical care to our patients and offer the best possible service to our clients. Our clients are our friends as well as our customers and we value their continued trust and goodwill. Courtesy and patience with clients and their pets are our priorities. An attitude of “We are glad you are here” must be conveyed to each and every client. Clients favor us by selecting us to care for their pets, not vice versa. This is probably the most important concept for you to remember, and makes it easier to understand the importance of showing genuine concern and interest in a client's problem.

6.  EMPLOYMENT POLICIES

Employment Policy 

It is our policy that all qualified applicants for employment be recruited, hired and assigned without discrimination because of race, religion, age, color, national origin, sex, disability, marriage between coworkers, sexual preference or veteran status.

Referral Bonus Program 

NAH is always looking for good people, and you can help. Research has shown and our own experience supports, that new hires who come to us through employee referrals are excellent contributors and will stay with us longer. That’s where you come in! If you know someone who would be a good addition to NAH, you may be awarded a referral bonus of $200 (less taxes) if you refer a candidate and he or she is hired. If you refer a DVM candidate and they are hired you may receive a $1,000 referral bonus (less taxes). 

All referral bonus payments will be paid at 60 days after the referred employee's first day of employment

The first employee to refer a candidate will be the only referring employee eligible for payment. Applicants that are already in the hiring process or have applied for an open position previously are not eligible.  

To be eligible, applicants must list the employee's name under the “referred by” on our employment application.

Shareholders (owners) in Newberry Animal Hospital Group are not eligible for referral bonuses. All other employees, especially those involved in the recruitment process, will be subject to a review of each bonus referral request.  

Employment Status

Various status of employment are defined as follows:

New Employee - New employees must complete a standard application and, if possible, submit a written resume along with any pertinent letters of recommendation.  

All new employees must complete their employment packet consisting of a W-4 form, an I-9 form, direct deposit form, and new employee forms on our training website.  New employees are also required to submit identification that complies with the requirements set forth by the IRS Form I-9.  The new employee must thoroughly understand the contents of his or her job description.

Introductory Period - The first two months of employment will be an introductory period for all employees. During this time, an employee is ineligible for any hospital benefits. At the end of the introductory period, performance will be reviewed and, if it is deemed satisfactory, the employee will be placed on regular status. If it is apparent that performance is not satisfactory and training or counseling has not resulted in sufficient progress during the introductory period, an employee may be terminated without advance notice.

Full-time Employee - Full time employees are defined as employees who are hired for a full-time position and work an average of 32 hours or more per week over a period of twelve consecutive months.

Part-time Employee - An employee who is hired for a part-time position and works less than an average of 32 hours per week over a period of twelve consecutive months is considered part-time.

Probationary Employee - An employee who is currently on probation or has been placed there due to consistent employment problems. The probationary period is generally a 30, 60 or 90 day period. During the probationary period, the employee’s continued employment is conditional upon prompt resolution of the deficiency. Failure to correct the problem or further reoccurrence of the offense may result in an employee’s termination without further warning. Probationary employees will continue to be eligible to receive the benefits that apply to his or her employment status. There will be a written form for employees to sign understanding that they have been placed on probation. 

Volunteer - A volunteer is an individual whose sole purpose is to observe the operations of the hospital for a specific purpose (e.g. school project, research report, future veterinarian, etc). A volunteer is not an employee and assumes no responsibility and receives no compensation or benefits whatsoever. Volunteers are required to fill out the volunteer release form and sign the form to release us from any liability. Volunteers must be at least 13 years of age.

Personnel Records

It is your responsibility to ensure that your personnel records are kept up-to-date. This includes notification of changes in address, name, marital status, number of dependents, telephone number, or anything else you feel the hospital should know. It is necessary to have at least one working telephone number in case of emergencies or for after hour responsibilities. Your personnel file is a consolidation of information throughout your employment with the hospital. It is treated in a highly confidential manner and only authorized people are permitted to review it. You may see your file upon request in writing. Please notify your manager if your phone number or address has changed immediately.

7.  HARASSMENT

Our practice is committed to providing a work environment that is free of sexual harassment and other harassment or intimidation whether based on gender, race, sexual orientation, color, religion, national origin, age or disability.

The Equal Employment Opportunity Commission (EEOC) defines sexual harassment as follows:

Quid Pro Quo - Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute quid pro quo when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment and, or (2) submission or rejection of such conduct by an individual is used as the basis for employment decisions affecting an individual. 

Hostile Environment - Is one in which unwelcome sexual advances, requests for sexual favors and verbal or other conduct of a physical nature occur and when such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive work environment.

Some examples of sexual harassment include but are not limited to: 

- Unwanted sexual advances

- Offering employment benefits in exchange for sexual favors 

- Making threatening reprisals after a negative response to sexual advances 

- Visual conduct such as leering, making sexual gestures, or displaying sexually suggestive objects, pictures, cartoons, or posters 

- Verbal conduct such as making derogatory comments, epithets, slurs, sexually explicit jokes or comments about an employee’s body or dress 

- Verbal sexual advances or propositions 

- Verbal abuse of a sexual nature, graphic verbal commentary about an individual’s body, sexually degrading words to describe an individual or suggestive or obscene letters, notes or invitations 

- Physical conduct such as touching, assault or impeding or blocking movement 

- Retaliation for reporting harassment or threatening to report harassment

Any employee who believes he/she has experienced such conduct by anyone, including a supervisor, coworker or by persons doing business with or for us should tell the offender that such conduct is unwelcome and unacceptable. If the offensive behavior does not stop, or if the employee is uncomfortable confronting the offender, the employee must immediately report such conduct to their supervisor or to the Hospital Manager. All harassment complaints should be made in writing.

Sexual harassment or any other form of harassment or intimidation is a violation of our policy and is not tolerated. Any employee who believes he or she has been harassed by a coworker, manager or agent of the employer is to immediately report any such incident to the employer. The employer will investigate and take appropriate action.

The Hospital Administrator will oversee an investigation of any harassment complaints in a confidential and timely manner. We prohibit retaliation against any employee who complains of harassment or who participates in an investigation. All aspects of the complaint-handling procedure will be handled discreetly. However, it may be necessary to include others on a “need to know” basis. The investigation will be completed as quickly as practicable and a determination regarding the reported harassment will be made and communicated to the employee who complained and to the accused harasser. Employees engaged in any form of harassment, bullying or intimidation will be subject to disciplinary action up to and including termination of employment. It is important that our work environment be conducive to effective job performance and free of harassment and intimidation.

Discrimination Complaint 

Our hospital has a Discrimination Complaint System through which an employee may report any situation that he or she feels is discriminatory. As with other job- related problems, the problem should first be discussed with a supervisor. However, the complaint may be taken directly to the Hospital Manager. If, after initial discussion, the problem is not resolved satisfactorily, a Discrimination Complaint Form may be filed. A copy of this form will be forwarded to the Hospital Administrator who will determine what action is to be taken.

8.  HAZARDOUS MATERIALS & MEDICAL WASTE

Hazardous Materials 

This hospital feels responsible for providing its staff with a safe and healthful workplace. The provision of safety equipment and information is the primary means of accomplishing this commitment. The hospital attempts to monitor all functional areas to make sure there are no hazards and that compliance with all federal, state and local health and safety codes is maintained. During the performance of your job, you may come in contact with chemicals or other hazardous materials. Each of these materials has its own properties and characteristics. Chemicals in any form can be stored, handled, and used safely, if their properties and characteristics are understood and proper safeguards are taken. 

This hospital has, in compliance with OSHA's Employee Right To Know law, all of the Safety Data sheets (SDS) for the materials that are used on the premises, as well as a list of the materials on hand and a hazardous material handling plan. These documents contain information which describes the normal day-to- day handling of chemicals, as well as what to do for accidental spills or emergencies. The hazardous material handling plan, inventory list, and Safety Data sheets (SDS) are located on all pharmacy computers. If you wish to examine any of these documents, please feel free to ask your supervisor for time to do so. We need your help in keeping up-to-date. If, during your daily duties, you notice any chemical that is not on the inventory list maintained in the front of the SDS book, please notify your supervisor immediately so that it may be evaluated and proper safety precautions implemented. These SDS are digital and in hard copy format. 

Biohazard/Medical Waste 

Please see your hospital manager for your specific hospital’s location of The Biohazard Medical Waste Manual. We provide yearly training for staff on the handling, storage, labeling, and transport of biohazard medical waste within our facility. All of this information can be found in the biomedical waste manual.

9.  Substance Abuse Policy

Newberry Animal Hospital is committed to providing a safe, healthy, and productive work environment. Consistent with this commitment, this policy

establishes our intent to maintain a drug and alcohol-free workplace.

Overview

NAH neither encourages nor condemns the legal consumption of alcohol; however, we do require strict enforcement of state liquor

laws. Being under the influence of alcohol, controlled substances, or illegal drugs (as classified under federal, state or local laws), while on

the job poses serious health and safety risks to employees and members of the public -- this will not be tolerated.

NAH prohibits the following activities at any time that employees are either (1) on duty at the hospital or conducting NAH business

(including driving for NAH business); or (2) on NAH premises:

The use, abuse, or being under the influence of alcohol, illegal drugs, or other impairing substances.

The unlawful manufacture, distribution, dispensing, possession, sale, purchase, transfer, or transit of any controlled substance or illegal

or unauthorized drug, including prescription medication that is not prescribed to the employee or drug-related paraphernalia.

Please specifically note that employees shall not consume alcohol, controlled substances, or illegal drugs during NAH’s

normal business hours if they are working for NAH. 

Nothing in this policy is meant to prohibit the appropriate use of over-the-counter medication or other medication that can legally be

prescribed under both federal and state law, to the extent that it does not impair an employee’s job performance or safety or the safety of

others. Employees who take over-the-counter medication or other medication that can legally be prescribed under both federal and state law

to treat a disability should inform their supervisors if they believe the medication will impair their job performance, safety, or the safety of

others, or if they believe they need a reasonable accommodation before reporting to work while under the influence of that medication. For

more information on how to request a reasonable accommodation, please refer to the Hospital Administrator. 

Drug and Alcohol Screening

NAH reserves the right to conduct drug/alcohol screening:

Post Accident

Employees may be subject to testing when NAH establishes probable cause that employee alcohol or drug use is likely to have

contributed to an incident that harmed or could have harmed NAH personnel, property, or clientele. Probable cause will be presumed to

exist in any instance involving a work-related accident or injury in which an employee injured themselves or a fellow NAH employee or

client. For any of these instances, the investigation and subsequent testing must take place within 48 hours following the accident, if

not sooner. Refusal by an employee will be treated as a positive test result and will result in disciplinary action; up to and including

termination.

Reasonable Suspicion

Employees are subject to testing based on, but not limited to, observations of apparent workplace use, possession or impairment.

Observations and behaviors that create a reasonable suspicion that an employee may be under the influence of illegal drugs or alcohol.

Examples include:

Odors (smell of alcohol, body odor or urine).

Movements (unsteady, fidgety, dizzy).

Eyes (dilated, constricted or watery eyes, or involuntary eye movements).

Face (flushed, sweating, confused or blank look).

Speech (slurred, slow, distracted mid-thought, inability to verbalize thoughts).Emotions (argumentative, agitated, irritable, drowsy).

Actions (yawning, twitching).

Inactions (sleeping, unconscious, no reaction to questions).

When reasonable suspicion testing is warranted, both the employee’s  Manager and the Hospital Administrator (Or Lead DVM) will meet with

the employee to explain the observations and the requirement to undergo a drug and/or alcohol test within 48 hours. Refusal by an

employee will be treated as a positive drug test result and will result in disciplinary action; up to and including immediate termination.

Follow- up Testing

If an employee completes the required drug testing and the test results are positive. The two options moving forward are termination of employment or the employee is required to a attend a 3 weeks in-patient or intense outpatient program, during which time they are unable to continue working with us. If option 2 is the chosen option it is at the sole discretion of NAH leadership. Upon completion of the program the employee pays for another drug test, if the drug test is negative the employee can be rehired. 

10.  EMERGENCY PROCEDURES

In Case of Fire 

Employees on duty are to call 911 and inform the emergency service of the situation. Be sure to tell them the hospital name, address and location of the fire. 

 If the fire is not life threatening, one individual should try to extinguish or contain the fire with the appropriate fire extinguishers, while other employees move patients to a safe area in the hospital. If there appears to be no safe area in the hospital, patients should be moved outside to employees' cars, tied to fences, or placed in carriers.

**Under no circumstances are employees to attempt to rescue patient animals when an evacuation is required. Only trained emergency responders shall make rescue attempts at this time. Employees may assist trained emergency responders by taking charge of the animals once they have been removed to a safe location. The Safety Coordinator should report to emergency responders the status of all employees present and once all employees are accounted for, emergency responders may be asked to attempt the rescue of patient animals.** 

The Practice Owner should be contacted as soon as possible.

In Case of Accident 

Maintaining a safe work environment requires the continuous cooperation of all employees. The hospital encourages employees to communicate with fellow employees and their supervisor regarding safety issues.

Employees who sustain work-related injuries or illnesses should inform the hospital manager immediately, and if unable to reach the manager, inform the Hospital Administrator.  If an employee is injured on the job, this hospital provides coverage and protection in accordance with the Worker’s Compensation Law. All employees will be provided care, first aid and emergency service, as required, for injuries or illnesses while on our premises. If medical care is needed, the injury should be treated by the employee's physician as soon as possible. 

Failure to report accidents is a serious matter, as it may preclude an employee’s coverage under Workers’ Compensation Insurance.

Hurricane Preparedness Protocol 

11.  PAY PERIODS & SCHEDULING

Pay Days

Employees are paid bi-weekly. The Payroll Period is every two weeks (Monday-Sunday) and direct deposit occurs on the  following Friday. It is the employees responsibility to keep their direct deposit information up to date in our payroll system. Providing an incorrect direct deposit routing number will incur a $10 fee for reversal of the transaction.

Time Clock 

All employees are required to keep a time clock record of their work, observing the following practices:

1. Record your time in and time out as you initiate and conclude your work duties daily. Failure to consistently record your time may result in probation, and ultimately grounds for dismissal. 

2. Record any breaks in the workday (i.e., lunch, medical appointments, personal time that was taken off). 

3. Recording time in or out for another employee will be grounds for immediate dismissal. 

4. Any swapping of hours with another employee or substituting of days off must be approved by the Hospital Manager three weeks prior to this arrangement. 

5. We try to see that everyone receives a minimum of one hour for lunch; however, if business is pushed and the hospital is behind in its work, a shortened lunch period will be required. If the schedule permits, longer lunch times are permitted. 

6. Part-time or full-time personnel who are hired to work weekends and holidays will be expected to work each weekend or holiday as assigned, including weekends of holidays or special events.

7. Employees are required to sign their timesheets at the conclusion of each pay week when payroll checks are issued.

Overtime 

All overtime work must be authorized in advance by the Hospital Manager. You will be paid time and one-half for hours worked in excess of forty hours in one week. An employee who works unauthorized overtime may be counseled.

Work Schedules 

Work schedules are posted by the 15th of month for the following month. Employee work schedule changes should be submitted before the 10th of the month for the following month. DVM's should have requests submitted before the 1st of the month for the following month's schedule. Once the schedule has been posted for 24 hours, it will be considered final. Request’s off must be made prior to management publishing a schedule each month. Employees requesting a change of schedule are responsible for arranging for a substitute of equivalent skill and experience from within the existing hospital staff and must receive both verbal approval and written approval from their supervisor on the work schedule for said substitution. 

In emergency or dire stress situations, it may be necessary to occasionally change the planned staff work schedule, possibly with only a last minute's notice given, in order to meet the hospital's case load and to provide service to our patients and clients. It is expected that all hospital staff members will be aware of this possible inconvenience to their personal schedules and will conduct themselves in a cooperative, professional manner.

Request Time Off 

If two employees request the same time off, the time will be granted at the Hospital Managers discretion. Exceptions will be made for emergencies only. Employees requesting time off must complete a requested online time off form via our training website. Work schedule changes should be submitted before the 10th of the month for the following month’s schedule. This form must be approved by their supervisor and will be stored  in the employee's personnel file.

A maximum request of 2 weeks’ vacation time at a time is allowed, more than 2 weeks requested off must be approved by the Hospital Administrator.

Employees requesting leave due to their own serious health condition must provide written certification from the health care provider who is treating the condition, including: date when the condition commenced, probable duration of the condition, and an estimate of the time needed to care for the individual involved.

Attendance 

Punctuality and regular attendance are essential for the proper operation of any business. They also help you establish a good working reputation. All employees are expected to report promptly for the work time. An employee not ready to work at his/her required/expected time constitutes tardiness. All employees are expected to be prompt and punctual. 

Excessive absences or late arrivals (tardiness) will result in the following progressive discipline.

1st = Verbal Warning (Counseling) 

2nd = Written Warning 

3rd = Written Warning, loss of 2 hours PTO 

4th = Written Warning, loss of 4 hours PTO, ineligible for pay rate increase and possible probation. 

5th = May result in termination 

This will be conducted on 6 month intervals. If you are unable to work for any reason, please notify your supervisor by telephone or in person as early as possible before scheduled starting time. DO NOT call and leave a message on the recorder or send a text message. If you text in sick it will result in 30 days of probation and will require a doctor’s note to return to work.

Calling in sick more than three times within a three month period, without a doctor’s note, will result in being placed on probation or unpaid leave.

Non-FMLA leave of absence

A leave of absence may be requested for maternity, extended illness or extenuating circumstances. If an employee is not yet eligible for FMLA these requests will be considered on an individual basis and at the discretion of management. If an employee is granted a leave of absence, he or she upon their return will be reinstated to the same position. 

Family and Medical Leaves of Absence (FMLA)

We will provide Family and Medical Leave to its eligible team members. Upon hire all new team members will be provided with notices as required by the U.S. Department of Labor (DOL) concerning employee Rights and Responsibilities under the Family and Medical Leave Act in the team member break room.  The function of our written policy is to provide team members with a general description of their FMLA rights. In the event of any conflict between this policy and the applicable law, team members will be afforded all rights required by law.  If you have any questions, concerns, or disputes with this policy, you must contact the Hospital Administrator in writing.

A. General Provisions

Under this policy, all eligible employees will be granted up to 12 weeks leave (or up to 26 weeks for military caregivers  to care for a covered service member with a serious injury or illness) during a 12-month period. The leave may be paid, unpaid or a combination of paid and unpaid leave, depending on the circumstances of the leave and as specified in this policy.

B. Eligibility

To be considered eligible for family or medical leave under this policy, the team member must meet all of the following conditions:

1) The team member must have worked for the company for 12 months or 52 weeks. The 12 months or 52 weeks need not have been consecutive. Separate periods of employment will be counted, provided that the break in service does not exceed seven years. Separate periods of employment will be counted if the break in service exceeds seven years due to National Guard or Reserve military service obligations or when there is a written agreement, including a collective bargaining agreement, stating the employer’s intention to rehire the team member after the service break. For eligibility purposes, a team member will be considered to have been employed for an entire week even if the team member was on the payroll for only part of a week or if the team member is on leave during the week.

2) The team member must have worked at least 1,250 hours during the 12-month period immediately preceding the commencement of the leave. The 1,250 hours do not include time spent on paid or unpaid leave. Consequently, these hours of leave should not be counted in determining the 1,250 hours eligibility test for a team member under FMLA.

3) The team member must work in a worksite where 50 or more team members are employed by the company within 75 miles of that office or worksite. The distance is to be calculated by using available transportation by the most direct route.

C. Type of Leave Covered

To qualify as FMLA leave under this policy, the team member must be taking leave for one of the reasons listed below:

1) The birth of a child and in order to care for that child.

2) The placement of a child for adoption or foster care and to care for the newly placed child.

3) To care for a spouse, child or parent with a serious health condition (described below).

4) The serious health condition (described below) of the team member. A team member may take leave because of a serious health condition that makes the team member unable to perform the functions of the team member's position.

A serious health condition is defined as a condition that requires inpatient care at a hospital, hospice or residential medical care facility, including any period of incapacity or any subsequent treatment in connection with such inpatient care or a condition that requires continuing care by a licensed health care provider.

This policy covers illnesses of a serious and long-term nature, resulting in recurring or lengthy absences. Generally, a chronic or long-term health condition that would result in a period of three consecutive days of incapacity with the first visit to the health care provider within seven days of the onset of the incapacity and a second visit within 30 days of the incapacity would be considered a serious health condition. For chronic conditions requiring periodic health care visits for treatment, such visits must take place at least twice a year.

Team members with questions about what illnesses are covered under this FMLA policy or under the company's sick leave policy are encouraged to consult with the Human Resource department.

If a team member takes paid time off for a condition that progresses into a serious health condition and the team member requests unpaid leave as provided under this policy, the company may designate all or some portion of related leave taken as leave under this policy, to the extent that the earlier leave meets the necessary qualifications.

5) Qualifying exigency leave for families of members of the National Guard or Reserves or of a regular component of the Armed Forces when the covered military member is on covered active duty or called to covered active duty.

A team member whose spouse, son, daughter or parent either has been notified of an impending call or order to covered active military duty or who is already on covered active duty may take up to 12 weeks of leave for reasons related to or affected by the family member’s call-up or service. 

The qualifying exigency must be one of the following:

a. short-notice deployment

b. military events and activities

c. childcare and school activities

d. financial and legal arrangements

e. counseling

f. rest and recuperation

g. post-deployment activities, and

h. additional activities that arise out of active duty, provided that the employer and team member agree, including agreement on timing and duration of the leave.

Eligible team members are entitled to FMLA leave to care for a current member of the Armed Forces, including a member of the National Guard or Reserves, or a member of the Armed Forces, the National Guard or Reserves who is on the temporary disability retired list, who has a serious injury or illness incurred in the line of duty on active duty for which he or she is undergoing medical treatment, recuperation, or therapy; or otherwise in outpatient status; or otherwise on the temporary disability retired list. Eligible team members may not take leave under this provision to care for former members of the Armed Forces, former members of the National Guard and Reserves, and members on the permanent disability retired list.

In order to care for a covered service member, an eligible team member must be the spouse, son, daughter, or parent, or next of kin of a covered service member.

a) A “son or daughter of a covered service member” means the covered service member’s biological, adopted, or foster child, stepchild, legal ward, or a child for whom the covered service member stood in loco parentis, and who is of any age.

b) A “parent of a covered service member” means a covered service member’s biological, adoptive, step or foster father or mother, or any other individual who stood in loco parentis to the covered service member. This term does not include parents “in law.”

c) Under the FMLA, a “spouse” means a husband or wife, including those in same-sex marriages, which were made legal in all 50 United States as of June 26, 2015.

d) The “next of kin of a covered service member” is the nearest blood relative, other than the covered service member’s spouse, parent, son, or daughter, in the following order of priority: blood relatives who have been granted legal custody of the service member by court decree or statutory provisions, brothers and sisters, grandparents, aunts and uncles, and first cousins, unless the covered service member has specifically designated in writing another blood relative as his or her nearest blood relative for purposes of military caregiver leave under the FMLA. When no such designation is made, and there are multiple family members with the same level of relationship to the covered service member, all such family members shall be considered the covered service member’s next of kin and may take FMLA leave to provide care to the covered service member, either consecutively or simultaneously. When such designation has been made, the designated individual shall be deemed to be the covered service member’s only next of kin. For example, if a covered service member has three siblings and has not designated a blood relative to provide care, all three siblings would be considered the covered service member’s next of kin. Alternatively, where a covered service member has a sibling(s) and designates a cousin as his or her next of kin for FMLA purposes, then only the designated cousin is eligible as the covered service member’s next of kin. An employer is permitted to require a team member to provide confirmation of covered family relationship to the covered service member pursuant to § 825.122

“Covered active duty” means:

(a) “Covered active duty” for members of a regular component of the Armed Forces means duty during deployment of the member with the Armed Forces to a foreign country.

(b) (2) Covered active duty or call to covered active duty status in the case of a member of the Reserve components of the Armed Forces means duty during the deployment of the member with the Armed Forces to a foreign country under a Federal call or order to active duty in support of a contingency operation, in accordance with 29 CR 825.102.

The leave may commence as soon as the individual receives the call-up notice. (Son or daughter for this type of FMLA leave is defined the same as for child for other types of FMLA leave except that the person does not have to be a minor.) This type of leave would be counted toward the team member’s 12-week maximum of FMLA leave in a 12-month period.

6) Military caregiver leave (also known as covered service member leave) to care for an injured or ill service member or veteran.

A team member whose son, daughter, parent or next of kin is a covered service member may take up to 26 weeks in a single 12-month period to take care of leave to care for that service member. Next of kin is defined as the closest blood relative of the injured or recovering service member.

The term “covered service member” means:

(a) a member of the Armed Forces (including a member of the National Guard or Reserves) who is undergoing medical treatment, recuperation, or therapy, is otherwise in outpatient status, or is otherwise on the temporary disability retired list, for a serious injury or illness; or

(b) a veteran who is undergoing medical treatment, recuperation, or therapy, for a serious injury or illness and who was a member of the Armed Forces (including a member of the National Guard or Reserves) at any time during the period of 5 years preceding the date on which the veteran undergoes that medical treatment, recuperation, or therapy.

The term “serious injury or illness means:

(a) in the case of a member of the Armed Forces (including a member of the National Guard or Reserves), means an injury or illness that was incurred by the member in line of duty on active duty in the Armed Forces (or existed before the beginning of the member’s active duty and was aggravated by service in line of duty on active duty in the Armed Forces) and that may render the member medically unfit to perform the duties of the member’s office, grade, rank, or rating; and

(b) in the case of a veteran who was a member of the Armed Forces (including a member of the National Guard or Reserves) at any time during a period when the person was a covered service member, means a qualifying (as defined by the Secretary of Labor) injury or illness incurred by a covered service member in the line of duty on active duty that may render the service member medically unfit to perform the duties of his or her office, grade, rank or rating.

(c) Outpatient status, with respect to a covered service member, means the status of a member of the Armed Forces assigned to either a military medical treatment facility as an outpatient; or a unit established for the purpose of providing command and control of members of the Armed Forces receiving medical care as outpatients.

D. Amount of Leave

An eligible team member can take up to 12 weeks for the FMLA circumstances (1) through (5) above under this policy during any 12-month period. The company will measure the 12-month period as a rolling 12-month period measured backward from the date a team member uses any leave under this policy. Each time a team member takes leave, the company will compute the amount of leave the team member has taken under this policy in the last 12 months and subtract it from the 12 weeks of available leave, and the balance remaining is the amount the team member is entitled to take at that time.

An eligible team member can take up to 26 weeks for the FMLA circumstance (6) above (military caregiver leave) during a single 12-month period. For this military caregiver leave, the company will measure the 12-month period as a rolling 12-month period measured forward. FMLA leave already taken for other FMLA circumstances will be deducted from the total of 26 weeks available.

If spouses both work for the company and each wishes to take leave for the birth of a child, adoption or placement of a child in foster care, or to care for a parent (but not a parent "in-law") with a serious health condition, the spouses may only take a combined total of 12 weeks of leave. If spouses both work for the company and each wishes to take leave to care for a covered injured or ill service member, the spouses may only take a combined total of 26 weeks of leave.

E. Team member Status and Benefits during Leave

While a team member is on leave, the company will continue the team member's health benefits during the leave period at the same level and under the same conditions as if the team member had continued to work.

If the team member chooses not to return to work for reasons other than a continued serious health condition of the team member or the team member's family member or a circumstance beyond the team member's control, the company will require the team member to reimburse the company the amount it paid for the team member's health insurance premium during the leave period.

Under current company policy, the team member pays a portion of the health care premium. While on paid leave, the employer will continue to make payroll deductions to collect the team member's share of the premium. While on unpaid leave, the employer will continue to make the team member’s health benefits during the leave period at the same level and under the same conditions as if the team member had continued to work. Upon return from leave, the team member will reimburse the company via payroll deduction for the amount it paid for the team member's health insurance premium during the leave period. If the employer maintains coverage, the employer may recover the costs incurred for paying the team member's share of any premiums, whether or not the team member returns to work. 

If the team member contributes to a life insurance or disability plan, the employer will continue making payroll deductions while the team member is on paid leave. While the team member is on unpaid leave, the team member may request continuation of such benefits and pay his or her portion of the premiums, or the employer may elect to maintain such benefits during the leave and pay the team member's share of the premium payments. If the team member does not continue these payments, the employer may discontinue coverage during the leave. If the employer maintains coverage, the employer may recover the costs incurred for paying the team member's share of any premiums, whether or not the team member returns to work.

F. Team member Status after Leave

A team member who takes leave under this policy may be asked to provide a fitness for duty (FFD) clearance from the health care provider. This requirement will be included in the employer’s response to the FMLA request. Generally, a team member who takes FMLA leave will be able to return to the same position or a position with equivalent status, pay, benefits and other employment terms. The position will be the same or one which is virtually identical in terms of pay, benefits and working conditions. The company may choose to exempt certain key team members from this requirement and not return them to the same or similar position.

G. Use of Paid and Unpaid Leave

A team member who is taking FMLA leave because of the team member's own serious health condition or the serious health condition of a family member must use all paid time off (PTO) prior to being eligible for unpaid leave. PTO will run concurrently with FMLA leave if the reason for the FMLA leave is covered by the established policy.

Disability leave for the birth of the child and for a team member's serious health condition, including workers' compensation leave (to the extent that it qualifies), will be designated as FMLA leave and will run concurrently with FMLA. For example, if an employer provides six weeks of pregnancy disability leave, the six weeks will be designated as FMLA leave and counted toward the team member's 12-week entitlement. The team member may then be required to substitute accrued (or earned) paid leave as appropriate before being eligible for unpaid leave for what remains of the 12-week entitlement. A team member who is taking leave for the adoption or foster care of a child must use all paid time off (PTO) prior to being eligible for unpaid leave.

A team member who is using military FMLA leave for a qualifying exigency must use all paid time off (PTO) prior to being eligible for unpaid leave. A team member using FMLA military caregiver leave must also use all paid time off (PTO) prior to being eligible for unpaid leave.

H. Intermittent Leave or a Reduced Work Schedule

The team member may take FMLA leave in 12 consecutive weeks, may use the leave intermittently (take a day periodically when needed over the year) or, under certain circumstances, may use the leave to reduce the workweek or workday, resulting in a reduced hour schedule. In all cases, the leave may not exceed a total of 12 workweeks (or 26 workweeks to care for an injured or ill service member over a 12-month period).

The company may temporarily transfer a team member to an available alternative position with equivalent pay and benefits if the alternative position would better accommodate the intermittent or reduced schedule, in instances of when leave for the team member or team member's family member is foreseeable and for planned medical treatment, including recovery from a serious health condition or to care for a child after birth, or placement for adoption or foster care.

For the birth, adoption or foster care of a child, the company and the team member must mutually agree to the schedule before the team member may take the leave intermittently or work a reduced hour schedule. Leave for birth, adoption or foster care of a child must be taken within one year of the birth or placement of the child.

If the team member is taking leave for a serious health condition or because of the serious health condition of a family member, the team member should try to reach agreement with the company before taking intermittent leave or working a reduced hour schedule. If this is not possible, then the team member must prove that the use of the leave is medically necessary.

I. Certification for the Team member’s Serious Health Condition

We will require certification for the team member’s serious health condition. The team member must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. Medical certification will be provided using the DOL Certification of Health Care Provider for Team member’s Serious Health Condition.

We may directly contact the team member’s health care provider for verification or clarification purposes using a health care professional, an HR professional, leave administrator or Leadership official. NAH will not use the team member’s direct team leader for this contact. Before NAH makes this direct contact with the health care provider, the team member will be given an opportunity to resolve any deficiencies in the medical certification. In compliance with HIPAA Medical Privacy Rules, NAH will obtain the team member’s permission for clarification of individually identifiable health information.

We have the right to ask for a second opinion if it has reason to doubt the certification. We will pay for the team member to get a certification from a second doctor, which we will select.  We may deny FMLA leave to a team member who refuses to release relevant medical records to the health care provider designated to provide a second or third opinion. If necessary to resolve a conflict between the original certification and the second opinion, We  will require the opinion of a third doctor.  We, along with the team member will mutually select the third doctor, and we will pay for the opinion. This third opinion will be considered final. The team member will be provisionally entitled to leave and benefits under the FMLA pending the second and/or third opinion.

J. Certification for the Family Member’s Serious Health Condition

We will require certification for the family member’s serious health condition. The team member must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. Medical certification will be provided using the DOL Certification of Health Care Provider for Family Member’s Serious Health Condition.

We may directly contact the team member’s family member’s health care provider for verification or clarification purposes using a health care professional, an HR professional, leave administrator or Leadership official. We will not use the team member’s direct team leader for this contact. Before we make this direct contact with the health care provider, the team member will be given an opportunity to resolve any deficiencies in the medical certification. In compliance with HIPAA Medical Privacy Rules, we will obtain the team member’s family member’s permission for clarification of individually identifiable health information.

We have the right to ask for a second opinion if it has reason to doubt the certification. We will pay for the team member’s family member to get a certification from a second doctor, which we will select. We may deny FMLA leave to a team member whose family member refuses to release relevant medical records to the health care provider designated to provide a second or third opinion. If necessary, to resolve a conflict between the original certification and the second opinion, we will require the opinion of a third doctor. We, along with the team member, will mutually select the third doctor, and we will pay for the opinion. This third opinion will be considered final. The team member will be provisionally entitled to leave and benefits under the FMLA pending the second and/or third opinion.

K. Certification of Qualifying Exigency for Military Family Leave

We will require certification of the qualifying exigency for military family leave. The team member must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. This certification will be provided using the DOL Certification of Qualifying Exigency for Military Family Leave.

L. Certification for Serious Injury or Illness of Covered Service Member for Military Family Leave

We will require certification for the serious injury or illness of the covered service member. The team member must respond to such a request within 15 days of the request or provide a reasonable explanation for the delay. Failure to provide certification may result in a denial of continuation of leave. This certification will be provided using the DOL Certification for Serious Injury or Illness of Covered Service members.

M. Recertification

We may request recertification for the serious health condition of the team member or the team member’s family member no more frequently than every 30 days unless circumstances have changed significantly, or if the employer receives information casting doubt on the reason given for the absence, or if the team member seeks an extension of his or her leave. Otherwise, we may request recertification for the serious health condition of the team member or the team member’s family member every six months in connection with an FMLA absence. We may provide the team member’s health care provider with the team member’s attendance records and ask whether the need for leave is consistent with the team member’s serious health condition.

N. Procedure for Requesting FMLA Leave

All team members requesting FMLA leave must provide verbal or written notice of the need for the leave to the HR department. Within five business days after the team member has provided this notice, the HR department will complete and provide the team member with the DOL Notice of Eligibility and Rights.

When the need for the leave is foreseeable, the team member must provide the employer with at least 30 days' notice. When a team member becomes aware of a need for FMLA leave less than 30 days in advance, the team member must provide notice of the need for the leave either the same day or the next business day. When the need for FMLA leave is not foreseeable, the team member must comply with the company’s usual and customary notice and procedural requirements for requesting leave, absent unusual circumstances.

O. Designation of FMLA Leave

Within five business days after the team member has submitted the appropriate certification form, the HR department will complete and provide the team member with a written response to the team member’s request for FMLA leave using the DOL Designation Notice.

P. Intent to Return to Work from FMLA Leave

On a basis that does not discriminate against team members on FMLA leave; the company may require a team member on FMLA leave to report periodically on the team member’s status and intent to return to work.

Job Abandonment

If you are absent from work for three consecutive workdays without properly reporting the absence, we will consider you to have abandoned your job and you will be considered to have resigned. Your pay will cease effective the first day of your absence.

Civic Leave & Jury Duty

We consider jury or witness duty and voting to be civic responsibilities. We realize that a call to serve on a jury or as a witness is beyond the control of an employee and our business.  Absences due to jury or witness duty will be excused. You must provide your summons to your manager and any other documents should you be selected for a jury. 

Full-time regular and part-time employees called to serve on a jury during a scheduled work week will be granted time off from work to fulfill this obligation. We will continue to pay the employee’s normally scheduled work hours during the active period of jury duty, up to a maximum of ten working days per calendar year. The employee is also permitted to retain any  compensation received from the court for such service. If called to Jury Duty please provide the summons to your Hospital Manager. Employees are expected to make reasonable effort to be present at work during regular work hours when you are not on jury or court call. All employees are allowed unpaid time off if summoned to appear in court as a witness.

We encourage employees to vote before or after their work schedule if this is possible. If that is not possible, the employee’s supervisor should be informed in advance so that work schedules can be adjusted as needed to ensure they have the opportunity to vote. 

No employee will be penalized or retaliated against for requesting time off to vote.

Mandatory Staff Meetings 

Due to the communication we want to keep within the practice and the dynamic nature of our practice, it is imperative that we conduct regular staff meetings in order to keep in touch with changes within the practice and receive updated information. In light of this, staff meetings are a mandatory requirement for employment. Employees are always paid for attending staff meetings. Since attendance is mandatory; those who hold a part-time job outside of our business are enrolled in school and attending classes, or are sick and provide a doctor’s note will be excused from staff meetings. These meetings are scheduled in advance at the beginning of the calendar year, and a list of all meetings for the year is posted and delivered to all employees so employees can plan appropriately. 

An unexcused absence from a mandatory staff meeting will result in a written warning. Second unexcused absence will result in a written warning and loss of 4 hours PTO. Third result of an unexcused absence will result in being placed on probation and loss of 8 hours PTO.

Paid Time Off (PTO) 

In order to make our benefits more flexible and provide our team members with the ability to schedule personal time off, we have combined vacation time, personal time and sick time in Paid Time Off. Full-time employees will be entitled to PTO per the following schedule of benefits. PTO is a benefit and as such is at the discretion of our business.  PTO can be deducted from an employee for attendance issues, tardiness, or disciplinary reasons as specified in this employee policy manual. Full Time employees may not request PTO that would cause their bi-weekly pay to exceed 80 hours. PTO is not available to part-time employees.

Employees are allowed to carry over a max of 25hrs of accrued PTO per year. If an employee is using PTO for time off from work, it is his/her responsibility to notify the financial administrator/bookkeeper in writing prior to the close of the pay period. PTO can be extended/granted with approval from the Hospital Administrator.

If an employee leaves the practice on good terms and with a minimum of two- weeks notice, up to 25 hrs of available PTO will be paid out. Remaining PTO must be requested from the employee before the last paycheck is processed.  Employees who are involuntarily discharged will not be eligible for payment of unused PTO. 

6 months to 2 years of employment= maximum of 56 hours (0.0269 per hour worked)

2-5 years= maximum of 96 hours (0.0462 per hour worked)

6-10 years= maximum of 112 hours (0.0538 per hour worked)

Over 11 years= maximum of 128 hours (0.0615 per hour worked)

Salaried Employees tiers for daily PTO allowance, Hospital Managers 9 hour days, DVM/Marketing/Finance 8 hour days. 

Holidays

For our purposes, there will be six paid holidays during the year. They are New Year's Day, Memorial Day, July 4th, Labor Day, Thanksgiving Day and Christmas. Full-time employees are entitled to eight hours day's pay for each regularly scheduled holiday. If a full time employee works on that holiday, he or she will receive time and a half for those hours worked that day (as well as 8hrs pay if it is a regularly scheduled work day). All employees are expected to work their share of holiday hours as directed by their Manager. Employees will be eligible for holiday benefits that apply to his or her employment status after 6 months of employment. Part-time employees are not entitled to holiday benefits; however, if a part-time employee works on a holiday, he or she will receive time and a half for those hours worked.If a holiday falls on a day that the employee is not normally scheduled to work, the employee will not receive any additional compensation for that day. The holiday benefit is paid only if the employee would normally have been paid for the day, but since the hospital was closed, they were unable to work. We will base holiday pay on the work schedule three weeks prior to the holiday and three weeks after the holiday (over a 6 week period) Ex. If you are a F/T employee normally scheduled over that 6 week period on that day you will receive 8 hrs pay. Holiday pay is a benefit that we give to employees, it is not required by the state to be paid.

Employee Evaluations/Anniversary pay 

Each employee will be reviewed at the end of his or her 60 day introductory period and a pay rate adjustment, if deemed appropriate, will be made at that time. Reviews will be made thereafter on a yearly basis with appropriate pay rate adjustments. Hourly employees will receive 8 hours of pay if full- time and 5 hours of pay if part-time at the time of their yearly evaluation. Employees will receive this on their paycheck following their annual review.  

11. HEALTH INSURANCE & HIPPA

Health Insurance 

On the 1st day of the month after 60 days of full-time employment, medical insurance is available for full time employees. Employees working an average of 32 hours per week are eligible for participation in the hospital's health insurance plan. We will pay half of the employee’s base premium on the hospital’s base plan with the remainder paid by the employee through payroll deduction. After 2 years of uninterrupted employment, we will pay the full premium for full-time employee health care coverage within the hospital's base plan. Premiums vary depending upon an individual’s coverage plan needs. Coverage is available for spouses and dependent(s) with the employee being responsible for the entire dependent(s) premium. Employees have the option to “buy up plans” for different coverage. Employee eligible requirements for health insurance are outlined in the healthcare benefits package.

HIPPA - The Health Insurance Portability and Accountability Act of 1996 

HIPAA was signed into law on 8/21/96. HIPAA's provisions limit exclusions for preexisting conditions; prohibit discrimination against employees and dependents based on their health status; guarantee renewability and availability of health coverage to certain employers and individuals; and protect many workers who lose health coverage by providing better access to individual health insurance. Your health insurance carrier will probably handle most of HIPAA’s rules and regulations. See your Plan Administrator for more details. 

HIPAA Special Enrollment (Federal Register Section 54.9801-6T) 

The special enrollment rights apply without regard to the dates on which an individual would otherwise be able to enroll under the plan. Special Enrollment periods are to apply to you and/or your spouse and/or your child/ren if you have a new dependent as a result of marriage, birth, adoption or placement for adoption. Under these rules, a group health plan is required to provide a special enrollment period for these individuals should they request enrollment within 30 days after a special enrollment event has occurred. 

HIPAA Special Enrollment for Declining Enrollment 

If you are declining enrollment for yourself or your dependents (including your spouse) and you state in writing that you and/or your dependents have coverage under another group health plan or health insurance coverage as the reason for declining to enroll, then special enrollment rules may apply to you and/or your spouse and/or your child/ren in the event you and/or your dependents have lost this other coverage due to the loss of eligibility. 

HIPAA Annual Open Enrollment 

Your plan may offer an Annual Open Enrollment giving you the opportunity to enroll yourself and/or your dependents if you have previously declined/waived coverage for you and/or dependents.

12.  EMPLOYEE BENEFITS

Retirement Plan 

After six months of employment, full-time employees are eligible for a SIMPLE-IRA retirement plan through Raymond James. With the SIMPLE-IRA plan, an employee can contribute up to the federally mandated maximum per year through automatic salary deductions from their paycheck. With this plan, employees can receive employer contributions to their retirement account, reduce their current federal income tax through pre-tax contributions, accumulate tax-deferred earnings (until funds are withdrawn), and access money in emergency situations.  We offer a matching program with an investment firm.  Please contact our Hospital Administrator for additional information.  

Employee Benefits Program/Package

If an employee declines any part of the benefits package offered to them by the employer, then the employee will not be entitled to take any other compensation, either in the form of additional salary or other benefits, in lieu of the declined benefit.

Staff Entertainment and Education Functions 

As deemed possible and financially affordable, the hospital will provide special social/entertainment or educational functions for the staff either in a partial or total capacity.  Employees are able to submit their individual reward and recognition preferences through an online form.   

Veterinary Services at Reduced Rate

After the two-month introductory period, all employees, both full-time and part- time, will be entitled to a 20% discount on all medical, professional, and surgical services. Our doctors offer exams at a discounted rate to all employee pets. This benefit is limited to those animals personally owned by the employee. In order to receive this benefit, all services are to be paid for when rendered. 

Employees will also be provided an annual wellness care for two (2) personally owned pets on pre-planned wellness days. This service will include in house fecal evaluation, Bordetella vaccine, DHPP/Lepto (FVRCP) vaccine and a heart worm test. There will be two scheduled employee pet care wellness days each year.  This will allow for flexibility for your pets' care. Pets must be seen on the designated wellness day in order to receive the above benefits. 

20% Off Standard Fees for Boarding/Bathing/Food

35% Off Standard Fees for products (excluding food) 

50% Off Standard Fees for blood work to our reference lab (form must be labeled staff pet) 

$25 Cremation cost for employee owned pets (Communal or Private) Pet must be labeled employee pet 

Please keep in mind that this discount policy applies only to your personally-owned pets. In order to qualify for the discount, you must make sure specific records are pulled by the receptionists and that services are noted on the employee clipboard. Your personally owned pets must be listed or registered with the hospital both upon initially gaining employment and at the end of the two- month introductory period in order to qualify for the employee discount. Employees cannot invoice themselves. The Hospital Manager or Hospital Administrator must invoice all employees. Employees are not allowed to carry open invoices or an account receivable.

Employees’ pets’ needs will be met with the same courtesy and concern given any other client’s and they will be handled as any other client’s pets except that they will receive the employee discount. If an employee would like to be present for work being done on their personal pet, they should set this up during hours they are not scheduled to work.

Uniform Reimbursement

Hospital employees will wear the proper uniform for their respective positions. Employees will be reimbursed the cost of a uniform based on the following schedule: Employees will be reimbursed $75 at the end of their 60 (or 90 day) introductory period. Part-time & Full-time employees will each receive $75 reimbursement each year at their yearly evaluations for uniform reimbursement. This reimbursement must occur within 60 days of yearly review. An NAH jacket will be provided to you after 60 days of employment. A name tag is also provided to all staff members after 2 months of employment. The initial name tag is provided and will have a Logo. We will provide a new name tag every two years and whenever a job title changes. Additional name tags can be purchased at $10 each. Any “Logo’d” scrubs are our property and are to be returned when employment ceases.

Achievement Program 

The company, at it’s discretion, wishes to share the company's financial success with the employees based on profitability. All regular, part-time and full-time employees are eligible to share in the profits after 6 months of employment. The owners and professional staff (DVM’s) are NOT eligible for this pay. If a PRN employee transfers to a regular employee, their eligibility period may be waived. This pay is calculated by the owners group using a number of factors which includes and may not be limited to: individual hospital financial success, employees pay rate, and the performance of the individual employee (contributions to their team).  This pay will be added to the employee’s paycheck, as the leadership awards these monies throughout the year.

Continuing Education

Employees, part-time or full-time, will be entitled to our financial support to pay for continuing education at the discretion of the Hospital Administrator. Employees are eligible after 6 months of continuous employment. All continuing education and scheduled time off must be approved by the Hospital Administrator. Please view CE options on employee OYS home page.

14.  STANDARDS OF CONDUCT

Uniforms and Grooming

The professional atmosphere of the hospital is to be maintained by all employees while present in the hospital. Employees are expected to be dressed according to the hospital uniform code, to be well groomed and to maintain their uniforms in a clean state at all times.  Hospital employees will wear the proper uniform for their respective positions: This includes, Uniforms, closed toed shoes, and a hospital approved jacket. A NAH hospital approved jacket will be ordered for you after 60 days of employment. Please refrain from wearing flannel shirts, hoodies, and other items. When in question please ask your manager. 

Within a veterinary practice environment, excess jewelry is likely to be damaged and it can also be a danger both to you and to our patients. Therefore, jewelry must be kept to a minimum. Earrings should be small and not dangling, no ear gauges/gauging are allowed. Visible body piercing must be limited to small studs, no hoops of any kind are allowed. Tattoos and other body art are allowed, if they are vulgar or offensive they must be covered. Hair and nails need to be clean and well groomed. Hair color needs to be of a natural color. Subtle streaks are permissible; if you have questions please check with your hospital administrator before coloring.

Punctuality

Promptness in reporting to work is a basic requirement. Repeated instances of tardiness may result in disciplinary action up to and including termination. 

Telephones 

The personal use of the telephone during working hours is discouraged. All incoming and outgoing personal calls are to be kept to a bare minimum. You can return calls on your time (during lunch or after you are clocked out). No personal long distance phone calls are to be made except in case of emergency situations and require the approval of the Hospital Manager.

Cellular Phones and Pagers

Employees must have a type of phone for communication. Personal cellular phones are not to be turned on while at work. Pagers are allowed, but should be on a “silent mode.” Doctors and management employees are permitted to use cell phones in the workplace provided that they are communicating with other veterinary offices, vendors, or working on other business-related calls. We do require that you download the GroupMe application to use as a form of communication. 

Computer, Email and Internet Usage

Employees should not have the expectation of privacy in anything they create, store, send or receive on the computer system. The computer system belongs to our business and may only be used for business purposes.

Employees are not to use the Internet for personal use. Internet access is provided at each terminal to enable employees to gather knowledge relevant to veterinary medicine. In our technological age, Internet access keeps us up-to- date and it is to be used properly by employees or access will be denied. Accessing pornographic or hate sites will be grounds for immediate dismissal. Material that is fraudulent, harassing, embarrassing, sexually explicit, profane, obscene, intimidating, defamatory, or otherwise unlawful, inappropriate, offensive (including offensive material concerning sex, race, color, national origin, religion, age, disability, or other characteristics protected by law) or violate our equal employment opportunity policy and its policies against sexual or other harassment may not be downloaded from the Internet or displayed or stored in our business computers. Employees encountering or receiving this kind of material should immediately report the incident to their supervisor or the Hospital Manager. 

The email system is the private information system for the business.  Individuals using this system expressly consent to monitoring of their activities. Personal e-mail should be checked on personal time. Anything transmitted by, received from or stored in the email system are our property,and employees should have no expectation of privacy in the connection with the use of the email system or the internet, or the transmission, receipt, or storage of information in that system. 

Violation of this policy shall result in the appropriate disciplinary action up to and including dismissal.

We, at our discretion as owner of the e-mail system, reserve and may exercise the right to monitor, access, retrieve, and delete any matter stored in, created, received, or sent over the e-mail system, for any reason and without the permission of any employee. We will enforce this policy, but reserves the right to change it at any time as circumstances may require.

Blogging and Social Media Policies and Guidelines 

A blog, short for Web log, is a journal or diary posted on the Internet, a component of the World Wide Web. Social Media are websites and applications that enable users to create and share content or to participate in social networking. Having a personal blog is akin to publishing your own newspaper continuously and updating it regularly. Bloggers also may provide links to other blogs, or can reproduce part or all of other blogs on their own blog. Blogs have their own unique Web address, or location. Unless the blog's creator restricts access to the blog, the blog may be accessed by anyone on the Internet. In general, the hospital views personal websites, social media profiles, and weblogs positively, and it respects the right of employees to use them as a medium of self-expression. If you choose to identify yourself as our employee or to discuss matters related to our business on your website, in social media, or in a weblog, please bear in mind that, although you and we view your website or weblog as a personal project and a medium of personal expression, some readers may nonetheless view you as a de facto spokesperson for the hospital. In light of this possibility, we ask that you observe the following guidelines: 

1. Blogging and posting in social media are forms of public communication. Your public communication concerning our business must not violate any guidelines set forth in the employee policy manual whether or not you specifically mention your employee status.

2. Disclaimer - Please make it clear to your readers that the views you express are yours alone and that they do not necessarily reflect the views of our business. To help reduce the potential for confusion, we would appreciate it if you put the following notice – or something similar – in a reasonably prominent place on your site (e.g., at the bottom of your “about me” page): The views expressed on this post or website/weblog are mine alone and do not necessarily reflect the views of my employer.

3. Confidentiality - Be careful to avoid disclosing any information that is confidential or proprietary to the hospital or to any third party that has disclosed information to us. Consult the hospital’s confidentiality policy for guidance about what constitutes confidential information.                         

4. We prohibit blogging during work hours and intend this policy to address off-duty blogging.

5. Company logo - The company logo may not be reproduced without the written consent of the owner. Any of the hospital's identifying marks also may not be included within the blog.

6. Be Respectful - Your site, profile or blog is a public space. The blog should not become a vehicle for personal attacks on the company, its services, its executives, supervisors, coworkers, competitors, our customers and others.

7. You may not post any material that is obscene, defamatory, profane, libelous, threatening, harassing, abusive, hateful or embarrassing to another person or entity. This includes but is not limited to comments regarding our employees, owners, management or competitors.

8. Harassment and Discrimination – The hospital expects employees to follow the policies on prohibiting discrimination and harassment. If you have any questions about these guidelines or any matter related to your site that these guidelines do not address, please direct them to the Hospital Manager.

Mileage 

We reimburse employees for reasonable and necessary expenses incurred during approved work-related travel. A valid driver's license issued within the United States and personal automobile insurance are required for expenses to be reimbursed. Drivers should be aware of the extent of coverage (if any) provided by his or her automobile insurance company for travel that is business or not personal in nature.

Reimbursement for use of a personal automobile is based on the current IRS mileage rate.

Employee travel must be authorized. Employees should verify that Mileage reimbursement is eligible for reimbursement before making travel arrangements. Within 30 days of completion of a travel experience, the employee must submit a mileage reimbursement form located on our training website and complete all documentation to obtain reimbursement of expenses.

Travel and reimbursement for members of the management team should be approved by the hospital administrator or the director of finance and will be reviewed annually. 

Designated approval authorities are required to review expenditures and withhold reimbursement if there is reason to believe that the expenditures are inappropriate or extravagant.

Parking 

Parking spaces in front and near the entrances to the hospital are reserved exclusively for clients. Employees should park their cars in the side parking lot. The Doctor’s spaces are reserved in the parking area closer to the clinic.

Hospital Keys 

Keys are assigned to employees requiring access to the hospital. It is the employee’s sole responsibility to inform the Hospital Administrator immediately of a lost or stolen key. Loss of keys resulting in re-keying of the clinic is a security risk as well as a great expense to the hospital. The expense to have the hospital rekeyed may fall on the employee losing their key, and is estimated at $250.

Personal Work Area 

All staff members are responsible for maintaining their own desk or immediate work area, keeping it clean and orderly at all times. It is imperative that the hospital remains clean and odor-free at all times. This requires help from all employees.

Media

Employees are to make no statements, nor provide any information to be used by newspapers, television or radio stations or any other media. Reporters requesting information should be referred to the marketing director or a member of the leadership team only.

Honesty

The Hospital expects all employees to be as fair to it as it is to them. The removal of any hospital property from the premises is not acceptable behavior. It is expected that all employees will be aware of this and will monitor themselves as well as others. It is also expected that the privacy and integrity of clients, doctors and other staff will be respected. Any conversation, discussion or other information gathered from the hospital is to remain in the hospital. 

Gossip and disparaging remarks regarding clients or fellow staff members will not be tolerated and can subject an employee to suspension or termination.

Confidentiality and Hospital Records

Any breach in the confidentiality of client information will not be tolerated. All client records, including charts, radiographs, financial information, etc., are confidential and are the legal property of the hospital.

Medical records are legal documents. All appropriate information including medical, financial and brief documentation of pertinent client conversations must be documented legally to provide a comprehensive record.

Treatment of Patients

Our hospital policy is that we treat client's pets as if they were our own. Humane treatment of animals is absolutely demanded of each employee. Any type of animal abuse will be the basis for immediate termination without notice.

Only veterinarians or assigned animal medical technicians are authorized to treat animals or perform/request laboratory analysis on animals and they are only authorized to do so under the direction of, or as approved by, a licensed veterinarian on staff.

Sexual Harassment

Incidents of sexual harassment are not condoned and should be reported to the hospital owner and/or veterinarian in charge. See section 7 of this manual for information regarding harassment. Gossip and disparaging remarks regarding clients or fellow staff members will not be tolerated and can subject an employee to suspension or termination.

Giving Employees references

Due to the sensitive and highly regulated nature of employment information regarding past or present employees we are only able to give verification of employment dates and whether or not an employee is eligible for rehire. On occasion, a doctor may be asked to give a personal reference which is within their license scope and will be permitted. All other requests must be deferred to the Level one group or Hospital Administrator for any employment information.

15.  MISCELLANEOUS STAFF REQUIREMENTS

1. Employees are expected to be productive during their work hours. Each employee should have a “short list” of on-going projects and activities on which to work during any slack time. Personal activities during work hours are not appropriate.

2. No smoking or tobacco is allowed in the hospital at any time. If an employee smokes they are required to wash their hands and brush their teeth prior to client interaction. The chewing of gum is restricted from the public areas of the hospital or its grounds.

3. Unemployed personnel, (i.e. friends, family, etc., of hospital staff members) are not to be present within the hospital at any time without prior approval.

4. If you use the last of a product, it is imperative that you make a supervisor or the Hospital Manager aware as soon as possible.

5. Inventory is assessed quarterly at the clinic. Every employee is required to attend and participate in two inventories a year. 

6. Lunch hours. All employees are required to take a 1 hour lunch break on a given 8 hours work shift. If an employee refuses to take a lunch break, the first offense will result in a warning, second offense will result in loss of 2 hours of PTO, and third offense will result in 4 hours loss of PTO and possible probation. This will be on a quarterly basis.

7. If you are leaving the workplace you must clock out when you leave the facility, even if you are heading to another facility.

8. If you are working another job in addition to the position as our employee, or enrolled in classes, your Hospital manager should be made aware and a class or work schedule should be submitted. We should be considered your primary place of employment. If there is a conflict of interest with another job (or school) it should be discussed with the leadership team promptly so as to avoid unnecessary disruptions. 

9. Distracted Driving Policy:  

This policy applies to any employee operating a company vehicle (or a personal vehicle for business purposes).

Company employees may not use a hand-held cell phone while operating a vehicle—whether the vehicle is in motion or stopped at a traffic light. This includes, but is not limited to, answering or making phone calls, engaging in phone conversations, and reading or responding to emails, instant messages and text messages. 

-If company employees need to use their phones, they must safely pull over to the side of the road or another location.

-Additionally, company employees are required to do the following:

-Turn cellphones off or put them on silent or vibrate before starting the vehicle.

-Consider modifying voicemail greetings to indicate that you are unavailable to answer calls or return messages while driving.

-Inform clients, associates and business partners of this policy as an explanation of why calls may not be returned immediately.

Professional Knowledge

We encourage employees to learn all they can about the veterinary profession. This knowledge will make them greater assets to the Practice, its clients, and themselves. You can never know too much.

Professional Courtesy

Veterinarians should be addressed as “Doctor __________” at all times. In addition, although they do not play an active role in the day-to-day operations of the hospital, co-owners of the practice should also be addressed by their title (i.e. Mr., Mrs., Dr.)

Attitude

Employees should be courteous, friendly, helpful and prompt when dealing with all individuals associated with our business. Failure to maintain a positive attitude with clients and co-workers can result in disciplinary action by management, up to and including termination.

Advising Clients

After some on-the-job training, everyone becomes knowledgeable in giving basic advice to clients. However, don’t practice without a license! Use good judgment. When uncertain, let the client know you will relay the question to the Doctor. In most circumstances, the patient will need to be seen by a doctor in order to diagnose the problem.

16.  DISCIPLINE & TERMINATION

Discipline

All discipline shall be dispensed in the following manner:

1. The first incident shall be addressed by verbal or written warning from management.

2. The second incident shall be addressed by a written warning and witnessed reprimand. PTO deduction can occur at this point.

3. Any further incidents may lead to suspension without pay, PTO deduction, probation, or immediate dismissal, if all of the above have taken place in any six month period.

4. Discipline pertains to any and all company policy.

Termination

An employee who voluntarily leaves his or her employment with us is required to provide a two-week written notice and work his or her hours during this time period. Those employees who are terminated for cause or willful misconduct (see below) will be discharged immediately and without further compensation except payment for hours worked. Individuals terminated for other reasons will be discharged immediately but two weeks’ severance pay and compensation for vacation time may be given.

Misconduct includes such things as: excessive tardiness, excessive absenteeism, careless conduct or negligence, leaving the hospital without approval, dishonesty, insubordination, consumption of or being under the influence of drugs or alcohol, theft, unapproved use of company premises or property, possession or use of weapons, defacement of company property, physical assault on another employee or visitor, battery, divulging confidential information, violation of company rules, or previously stated unacceptable conduct.

17.  SUMMARY OF HOSPITAL AND STAFF POLICIES

Your employment is based on a mutual agreement, the fulfillment of which rests upon good faith, acceptance and performance of job responsibilities, and fair and reasonable business conduct. The hospital and its staff members are here to provide a service to our clients and to make our clients feel at home. Always keep in mind that the clients who come to our hospital with their pets are the reason that we exist. Therefore, never underestimate the power of one client in relation to this total business. It is extremely important to attempt to maintain a good relationship with both your fellow staff members and clients. Personalities of people will be different and we must learn to respect the viewpoint of others.

Open Door Policy

The policies and procedures set down in this manual have been stated to help you better understand your duties and responsibilities as well as the benefits of employment at our hospital. We greatly appreciate the staff and their commitment to this hospital and the patients' welfare. In an effort to maintain our high quality of patient care and optimum work environment, your input and involvement are necessary and requested.

Our door is always open to you. Feel free to contact us at any time. Together we can achieve the goals we all desire.

18.  Acknowledgement of Photography and Video Conditions:

19.  Acknowledgement of At-Will Status and Company Policies