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HomeMy WebLinkAboutOCSD 01-09 (REPEALED)j ... RESOLUTION NO. OCSD 01-09 AMENDING RESOLUTION NO. OCSD 98-33 A RESOLUTION OF THE BOARD OF DIRECTORS OF ORANGE COUNTY SANITATION DISTRICT AMENDING THE HUMAN RESOURCES POLICIES AND PROCEDURES ****~************************ The Board of Directors of Orange County Sanitation District, DOES HEREBY RESOLVE, DETERMINE AND ORDER: Section 1 : That Exhibit "A" of Resolution No. OCSD 98-33 is hereby amended by amending Policy No. B80.00, Employ·ment of Former Employees, set forth in Attachment No. 1, attached hereto and incorporated herein by reference. Section 2: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby amended by adding Policy No. B150.00, Recruitment, set forth in Attachment No. 2, attached hereto and incorporated herein by reference. Section 3: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby amended by adding Policy No. C10.10, Compensation & Classification, set forth in Attachment No. 3, attached hereto and incorporated herein by reference. The creation/addition of Policy C10.10 will delete Policy No. C10.00, Classification and Policy No. C20.00, Compensation. Section 4: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby amended by amending Policy No. C150.00, Deferred Compensation, set forth in Attachment No. 4, attached hereto and incorporated herein by reference. Section 5: That Exhibit "A" of Resolution No. OCSD 98-33 is hereby amended by adding Policy No. D110.00, Catastrophic Illness Leave Bank Program, set forth in Attachment No. 5, attached hereto and incorporated herein by reference. The creation/addition Policy D110.00 will delete Policy D40.00, Conferral/Donation of Leave. Section 6: That all other terms and conditions of Resolution No. OCSD 98-33, as previously recommended, shall remain in full force and effect. Section 7: That all future amendments to Resolution No. OCSD 98-33 be made by Resolution. PASSED AND ADOPTED at a regular meeting held April 25, 2001. ,, .') Board Seer G :\wp.dta\admin\BS\Resolutions\2001\01-09.doc REPEALED BY OCSD 15-18 Orange County Sanitation District Subject: EMPLOYMENT OF FORMER EMPLOYEES 1.0 PURPOSE Policy Number: 880.00 Effective Date: October 22, 1997 A · rll::2s :2001 -'J:t. ·-·· --' '" ....... -·· Supersedes: Approved by: 1.1 The purpose of this policy is to establish uniform guidelines and procedures for employing former employees. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 This policy applies to all former employees. 3.0 DEFINITIONS 4.0 POLICY 4.1 It is the District's policy to employ former employees in accordance with the procedures, provisions and conditions of this policy. 5.0 PROCEDURE 5.1 Employment of former employees for fun~time equivalent or part~time positions shalli'.Q~t;~.~~j~CtttOfC}Q~i;sc:>JM1~Pt~lc:i~in;aQCQ.Cd~D~!l.:WiJIJ:~h.~·L)istriQ~'.$.;P~Qlici~$j3nd procedure:s..on open recruitment. 5.1.1 ~rJployment of a form~r empl_qy~e is subjeciJ() the appro.vat of the ~erieral Manag¢r and the Director o.f Human .. Resource$ .. 5.1.2 In .all ·cases, ;approval of. the Gineral;Man~ger and ,the Director of 8J:iman Resources shali be re.ceived :Pfi'or fo. an. offer of employment to a f9rmer employee. 5.2 The General Manager may, with the written approval of the Boa.n:i Chair, employ on a part-time, or as-needed basis, a former emplqye·e retired staff member from the District when such person the individual possesses knowledge and expertise of unique and particular benefit to the District and when the services are required. The length of service performed in any one year shall be limited in accordance with the provisions prescribed by the Orange County Employees' Retirement System (currently 120-day maximum). 5.2.1 St1GA Part-time or as-r:ieede.d service shall be compensated at the same current hourly rate of the retired employee's position classification, or if Page I of2 no such classification exists, at a rate not to exceed that paid for the most comparable classification. The retired employee shall not be entitled to receive any benefits otherwise payable to tAe District employees. In the event any employment under this provision involves work assignments outside of Orange County, the current expense reimbursement policy established for regular employees will apply. 5.3 If any former employee commences doing business wherein the employee, his/her spouse, or members of his/her immediate family are sole proprietors, or majority or controlling shareholders or owners of a corporation, partnership or other business entity, such business shall not be retained as an independent contractor or consultant to provide service directly to the District for a period of one year after leaving District's employment. Thereafter, said business entity shall be allowed to contract with the District upon compliance with all resolutions and regulations of the District then in effect, relating to the procurement of services. 5.4 If any former employee becomes employed by any firm or business entity in which the former employee, his/her spouse or members of his/her immediate family own less than the majority or controlling interest in said entity, said entity shall not be prohibited from contracting with the District. However, the former employee shall not perform work on District projects for a period of one year after leaving District employment; nor shall such former employee contact District officers or employees for the purpose of attempting to influence any District decision, including but not limited to, the award of contract, issuance of permits, or compromise of administrative civil penalties, for a like period of one year. Said services shall be obtained only in accordance with all rules and procedures of the District relating to procurement. 5.5 Any District employee who receives an offer of employment or a request to discuss potential employment from any person or business entity performing services for the District shall report such contact to his or her immediate supervisor, who shall decide whether any change in assignment is necessary or appropriate while the offer or discussions are pending. 5.6 The prohibitions of this policy may be waived by the Finance, Administration and Human Resources Committee of the Boards of Directors if, on a case-by-case basis, it is determined to be in the best interests of the District to do so. 6.0 EXCEPTIONS 7.0 PROVISIONS AND CONDITIONS 7.1 The General Manager and the Director of Human Resources shall approve all offers of er.nployment to former employees prior an offe_r being made. 8.0 RELATED DOCUMENTS 8.1 Policy 6150.00, Recruitment Policy Page 2 of2 ~ Orange County Policy Number: 8150.00 Sanitation District Effective Date: April 25, 2001 ~ . Subject: Recruitment Supersedes: Approved by: 1.0 PURPOSE 1.1 The purpose of this policy is to establish uniform guidelines and procedures for the District's recruitment activities. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 This policy applies to all District departments, divisions, sections and employees. 3.0 DEFINITIONS Recruitment is the process of attracting qualified individuals to apply for jobs that are open within the organization, whether internal or external. Internal recruitment means considering only present employees as applicants for job openings within the organization. Open recruitment means attracting applicants from outside the organization, as well as internally to apply for job openings within the organization. 4.0 POLICY 4.1 It is the District's policy to provide nondiscriminatory, lawful and consistent guidelines and procedures to its recruitment process, whether internal or open. 5.0 PROCEDURE 5.1 A personnel requisition is the first step for the hiring supervisor to communicate personnel needs. 5.1.1 The hiring supervisor completes the personnel requisition and receives the appropriate signatures required before sending it to Human Resources. 5.1.2 Human Resources reviews the requisition to make sure the required/desired qualifications are appropriate for the position. If changes are necessary, Human Resources will work with the appropriate manager. 1 5.2 The recruiter prepares the internal employment opportunity bulletin and includes the following information: wage range, department, brief job description, required qualifications, desired qualifications, posting/closing dates, procedure for applying, and brief benefits overview. 5.2.1 The recruiter provides the draft posting to the hiring manager for approval. 5.2.2 The recruiter shall prepare the internal and open employment opportunity bulletins as prescribed in the District's Human Resources Policy 850.00. 5 .. 3 Internal postings shall remain up for ten working days. 5 . .4 District Administrative Assistants are provided postings for communication within the departments. 5.3 Advertising is done for positions at the District to assure that we can fill the position with the best-qualified candidate for the job. 5.3.1 The recruiter and hiring supervisor determine the advertising needs. Generally, nonexempt positions are advertised in the Orange County Register and exempt, technical, and hard-to-fill positions are advertised in the Los Angeles Times and the Orange County Register. 5.3.2 Trade magazines, the Internet and other forms of advertising may be used for hard-to-fill or specialized positions. 5.3.3 Human Resources lists positions on the District's Job Hotline. 5.4 Resumes or applications that are received are reviewed and selected for further consideration only if they meet the minimum job requirements. 5.4.1 The recruiter forwards copies of the resumes or applications of qualified applicants to the hiring supervisor for review. Originals remain in HR in the Recruiting files. 5.4.2 All materials (e.g., applications, resumes, interviewer notes, interview packets, packets, etc.) submitted by applicants/candidates during the interview process are confidential and are considered District property; that is, they must be returned to Human Resources upon completion of the hiring process. 5.5 The interview panel members are selected and a date is set for the interview, applicants are scheduled, interview questions are prepared, and the interview panel conducts the actual interview. 5.5.1 The recruiter and the hiring supervisor work together to select the interview panel. However, the recruiter makes the final decision to ensure consistency. The ideal interview panel will include the hiring supervisor, one employee within the department, two individuals outside the department, and the recruiter, or another member of the Human Resources Department. Normally, no subordinates within the hiring department are to be part of the interview panel. 2 5.6 5.5.2 The recruiter and t~e hiring manager work together to establish a set of questions for the candidates. Ideally, there are no more than 10-12 questions. I 5.5.3 The recruiter prep9res interview packets and distributes them to the interview panel, either electronically, or via inter-office mail. Packets include the emploYiment bulletin opportunity, application/resume, interview questions and evaluation forms, and an overview of the . interview process. , 5.5.4 The interview panel will meet at least one half hour before the interview. The panel will final 1 ize the interview questions that are recommended by the hiring supervisbr and the recruiter. The panel may add or delete questions. The p~nel will gain an understanding from the hiring supervisor about t~e criteria needed in the ideal candidate, and adopt the appropriate criteria. I 5.5.5 The recruiter facilitates the process and collects the documentation at the end of the inte~iews. When interviews are completed, the interview panel members evaluate each candidate interviewed. The candidates are ranked in order of preference based on the criteria established at the start of the intervi~w. The top three candidates will be identified based on the criteria est~blished at the start of the interview. 5.5.6 The final candidat~ is selected from the top three candidates when a majority decision is reached. If a majority decision cannot be reached, the General Man~ger or designee will make the final determination based on the inpJt of the hiring supervisor, the panel, and the HR representative. lf[a majority decision is reached, and the hiring supervisor does not agree with the final decision, he or she may appeal for a final decisio~ from the General Manager or designee. The recruiter and hiring slpervisor discuss an appropriate starting salary. Items considered include the following: qualifications; years of experience; salary I history; and, parity within the department. The HR Compensation Analyst reviews the recommended salary, and approves or makes additional recommendations. At-wili EMT members are exempt from section 5.6. 5.6.1 The recruiter pre~ares a status change form for the candidate and receives appropriate signatures: Department Head, Manager/Supervisor and Human Resdurces. 5.6.2 When the status bhange form is approved, the recruiter makes a verbal employment offet to the candidate, contingent upon results of a pre- employment phy~ical, drug screening and a background investigation. 5.6.3 The recruiter schfedules the pre-employment physical for the candidate, works with the sJpervisor to establish a potential start date, initiates the background chetk and prepares a formal offer letter for the candidate. 5.6.4 When the Safety! Manager has cleared the pre-employment physical results and the recruiter has cleared the background check results, the recruiter will contact the applicant to confirm the employment offer and start date. 3 5.6.5 The recruiter works with the hiring supervisor to establish the candidate's start date and then prepares regret letters for unsuccessful open candidates or contacts unsuccessful internal candidates. 6.0 EXCEPTIONS 7.0 PROVISIONS AND CONDITIONS 7 .1 The District's Board of Directors must approve unbudgeted positions for new hires or promotions before any open or promotional recruitment effort is initiated. 7 .2 Hiring an individual into a budgeted position requires the approval of the Department Head and General Manager. 7.3 Promoting an individual into a budgeted position requires the approval of the Division Manager, Department Head or General Manager. 8.0 RELATED DOCUMENTS 8.1 Policy B50.00, Employment Opportunity Bulletins 4 Orange County Sanitation District Plant No. 1 Activated SI udge Status A.S. Target Inf. Range D.O. Target Range R.A:S. East West W.A.S. East West S.R.T. East West BLEACH R.A.S. East West NITRATE ______ MGD MGD ------- ______ mg/L -------mg/L % of Inf. A.S. "Q" ------- 0/o of Inf. A.S. "Q" ------- _______ MGD _______ MGD ______ days _______ days ______ GPO _______ GPO G:\wp.dta\om\Forms\OPS.P1 \AS Sludge Status.doc Revised 4120100 Orange County Sanitation District Subject: CLASSIFICATION AND COMPENSATION 1.0 PURPOSE Policy Number: C10.10 Effective Date: April 25, 2001 Supersedes: Policy C10.00 and C20.00 Approved by: 1.1 The purpose of this policy is to establish and maintain uniform guidelines and procedures for use in the administration of the District's classification and compensation programs. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 All District employees, as specified herein. 3.0 DEFINITIONS Classifications are groups of positions, regardless of location, which are alike enough in duties and responsibilities to be called by the same descriptive title, to be given the same pay scale under similar conditions, and to require substantially the same qualifications. Salary Ranges are the range of pay rates, from minimum to maximum, set for a pay grade or class. Salary Grade is an organizational unit into which classifications of the same or similar value are grouped for compensation purposes. All classifications in a grade have the same salary range. Comparative Market are those agencies that Executive Management considers most comparable to the District in terms of function, population served, employee population, technology and equipment. Budgeted Positions are_those positions that have been formally approved during the annual budget process. Prorated Salary Adjustment is an increase in an employee's rate of pay based on performance and length of time worked during the performance review period when time worked is less than the review period. Y-Rating is the process of freezing the salary of an employee who has been reclassified to a lower paid classification until the salary range exceeds the employee's salary. 4.0 POLICY 4.1 It is the policy of the District to apply uniform classification and compensation standards. The District Classification and Compensation Program provides for the establishment of a wage and benefit structure through the Meet and Confer process that allows District management and District employees to effectively Page 1 of 4 Revised: 04/02/01 compete in the labor market and to retain present employees through an internally consistent measure of relative job worth and personal merit. Every position is assigned to a salary grade based upon the duties and responsibilities of that position and the comparative market value of that job function. Comparisons are most generally made with organizations of similar size and engaged in similar occupational pursuits within the geographic area of potential recruitment. The salary ranges are set forth on Exhibit A. 4.2 The General Manager is authorized to employ and assign persons as needed to occupy budgeted positions and to exercise supervision over all persons in accordance with the provisions of this policy and to terminate, for cause, the employment of any regular full time employee employed under these provisions. All other employees, e.g., probationary, part-time, and limited term/temporary and contract may be terminated at the District's sole discretion. 4.3 The General Manager is also authorized to employ Executive Management employees on an "at-will" basis. Conditions of "at-will" employment are set forth in District Policy No. C180.00. 4.4 Non-management employees are awarded merit increases based upon their performance as determined by the performance evaluation program. The specific evaluation process and tools used to determine the actual amount of merit increase as set forth in various Memoranda of Understanding (Supervisory, Professional, OCEA, 501 bargaining units) or other written procedures (Confidential bargaining unit). In addition, employees who at least meet expectations receive annual Cost of Living Adjustments (COLA) to keep employees' salaries at market. 4.5 Employees who believe their position is not properly classified may request a classification study of their position through their direct supervisor. In addition, the District may conduct a classification study on its own initiative. Revised: 04/02/01 4.5.1 Classification studies can be requested by employees twice during the year, during the annual budget planning process and in November. Those reclassifications approved in the budget may be made effective any time during the new fiscal year. Classification study requests must be submitted to Human Resources no later than November 151 for the November cycle. 4.5.2 Classification studies may be conducted by the District to establish and determine job classifications as needed. 4.5.3 Classification studies may result in: 4.5.3.1 4.5.3.2 4.5.3.3 Employees being reclassified to either a lower or higher level classification. Employees being reclassified to a newly created classification. Employees remaining in the current classification. 4.5.4 All classification study findings regarding existing classifications are subject to approval by the General Manager; findings recommending the establishment of new job classifications are subject to approval by the District's Board of Directors. Page 2 of 4 4.6 The District shall provide an investment incentive salary to the employees within the classifications and in the amounts, as set forth in Policy C150.00. 5.0 PROCEDURE 5.1 . New Employees. Employees shall be offered a salary at or near the minimum of the range unless their level of training, educational background, expertise, and/or prior earnings indicates a need for a salary greater than the minimum. The determination of an appropriate salary should also consider the relationship of the employee's proposed salary to that of other employees in the same classification and to employees supervised, if applicable. 5.1 .1 Exempt and non-exempt employees shall be compensated within the salary range authorized for the classification in which they are employed and, in the case of non-exempt employees, in accordance with FLSA provisions. 5.2 Probation. Employees serve a Probationary Period of six months and receive a comprehensive performance evaluation at the end of that period. 5.2.1 Employees hired before July 1 are eligible for a prorated salary adjustment according to the provisions of the performance evaluation program, in force at the time of the annual review process, upon successful completion of their probation. 5.2.2 The prorated salary adjustment will be based on the actual number of days worked from the hire date to July 1. The effective date of the prorated salary adjustment will be the probation completion date. 5.2.3 Employees hired after July 1 are eligible for a salary adjustment the subsequent July. 5.3 Reviews. An annual performance review is completed for all employees in accordance with the provisions of the performance evaluation program which is in force at the time. Revised: 04/02/01 5.3.1 Performance based salary adjustments become effective on the first day of the first pay period in July. 5.3.2 Employees who were hired after July 1 of the previous year and who have completed probation will receive a prorated salary adjustment based upon the actual number of days worked from the hire date to July 1 and the performance evaluation program which is in force at the time. 5.3.3 Employees who are on a leave of absence during the review period will receive a prorated salary adjustment based on the actual number of days worked during the review cycle and the performance evaluation program which is in force at the time. Employees who are on leave of absences for less than two pay periods will receive a full salary adjustment, employees who are on leave of absences more than six months during the review cycle will not be eligible for any performance based salary adjustment. Page 3 of 4 5.4 Promotional Increases. Employees who earn promotions to a higher pay range will normally receive an increase of at least 5.5 percent or a salary increase to the bottom of the new pay range. 5.4.1 Employees are not entitled to a probationary salary adjustment at the conclusion of the Promotional Probationary Period. If the employee's probation period has not concluded as of July 1, the annual performance based salary adjustment is deferred until such time as probation is successfully concluded. 5.5 Y-Rating. 5.5.1 If the duties and responsibilities of a position are allocated to a lower paid classification as a result of a classification study, the salary of the employee in that position shall remain unchanged (Y-rated) according to the following table: Years of Service 0-3 years Term of Y-rate One year 4-5 years 6-10 years Two years Three years Four years Five years 11 -20 years 21 or more years 5.5.2 The Y-rate remains in effect until the salary range for the new classification equals or exceeds the employee's Y-rated salary, or until the term of the Y-rate expires. 5.5.2.1 5.5.2.2 5.5.2.3 If the Y-rate expires before the employee's salary falls within the range of the new classification, the employee shall be placed at the maximum of the new range nearest but not more than the Y-rated salary. Employees become eligible for merit increases and COLA increases when the Y-rate is no longer in effect. An employee who requests a voluntary reduction is not entitled to a Y-rate. 6.0 EXCEPTIONS 6.1 Sections 5.1, 5.2, 5.3, 5.4 and 5.5 do not apply to at-will Executive Management Employees. 7.0 PROVISIONS AND CONDITIONS 8.0 RELATED DOCUMENTS 8.1 Exhibit A 8.2 Fair Labor Standards Act 8.3 Former Policy C10.00 and C20.00. 8.4 At-will Policy C180.00. 8.5 Deferred Compensation Policy C150.00. Page 4 of 4 Revised: 04/02/01 Subject: Orange County Sanitation District DEFERRED COMPENSATION 1.0 PURPOSE Effective Date: Supersedes: Approved by: 1.1 The purpose of this policy is to establish uniform guidelines and procedures for Deferred Compensation. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 Deferred Compensation is available to all employees in accordance with the provisions of this policy, Internal Revenue Service (IRS) regulations, and District's Board Resolution No. 98-36 and as each may be amended from time to time. 3.0 DEFINITIONS Deferred Compensation is that portion of an employee's wages that has been deferred from paying income tax in the year in which it is earned and put into a Deferred Compensation investment account. 4.0 POLICY 4.1 The District's Deferred Compensation Plan allows full-time employees to defer income tax liability on a portion of their wages until such time as those funds are withdrawn from the fund because of death, disability, retirement, hardship or termination of employment with the District in accordance with the following procedures, provisions, conditions, and District's Board Resolution 98-36 as amended from time to time. Page I of2 Revised: 03/26/01 5.0 PROCEDURE 5.1 Employees may participate in the District's Deferred Compensation Plan, approved separately by the Board of Directors, and amended from time to time, subject to all requirements for participation established by the District. 6.0 EXCEPTIONS 7 .0 PROVISIONS AND CONDITIONS 8.0 RELATED DOCUMENTS 8.1 United States Government Internal Revenue Code. 8.2 District's Board Joint Resolution Nos. 98-36. Page 2 of2 Revised: 03/26/01 Subject: Orange County Sanitation District Catastrophic Illness Leave Bank Program Policy Number: 0110.00 Effective Date: April 25, 2001 Supersedes: 040.00 Approved by: 1.0 PURPOSE 1.1 The purpose of this policy is to establish uniform guidelines and procedures for use in the administration of the District's Catastrophic Illness Leave Bank Program. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 All District employees. 3.0 DEFINITIONS 3.1 Catastrophic Illness or Injury • Debilitating illness or injury which is expected to incapacitate the employee for an extended period of time and which creates a financial hardship due to the exhaustion of all accrued leave. • A debilitating illness or injury of a child, parent or spouse that results in the employee being required to take time away from work for an extended period to care for the family member, therefore creating a hardship due to the exhaustion of the employee's accrued leave. 4.0 POLICY 4.1 Employees may on occasion face catastrophic medical conditions involving themselves or their immediate family that results in the exhaustion of all accrued sick, vacation, personal or other paid leave. Such employees may request, or be nominated for allocations of leave time from the Catastrophic Illness Leave Bank. 4.2 Employees may, in accordance with the provisions of the District's policy regarding the Catastrophic Illness Leave Bank Program, elect to donate accrued and unused personal leave, vacation leave or compensatory time off to the Leave Bank. Leave bank hours may be used by any employee qualifying to receive leave bank allocations due to the exhaustion of his or her own paid leave as a direct result of a catastrophic medical condition. 4.3 With the approval of the Director of Human Resources, leave bank contributions for the benefit of a specific individual will be accepted for use by that individual as long as the qualifying need remains. However, any unused balances will remain in the leave bank for use by other individuals. 4.4 Employees may donate vacation, compensatory or personal leave time to the leave bank. Page 1 4.5 Solicitations of leave donations for the bank are to be made on an annual basis or on an as-needed basis to replenish the bank to ensure adequate Catastrophic Leave Time is available. 5.0 PROCEDURE 5.1 Requests or nominations for allocation of leave bank time, are subject to the ·approval of the General Manager or designee, pursuant to this policy. 5.2 Requests for allocations from the leave bank are to be submitted to the Director of Human Resources for approval using the form "Application for Use of Bank Leave". This form is located on the HR/ED intranet site. 5.3 To make a leave bank donation, employees should complete a "Catastrophic Illness Leave Bank Contribution Form" and submit it to the Director of Human Resources. This form is located on the HR/ED intranet site. 5.4 The vacation, compensatory or personal leave time donated by an employee shall be converted to a dollar value based on the hourly rate of the donor. Once leave time is donated it remains in the bank even if not used by a specific individual. 5.5 At the time of allocation, those dollars shall then be converted into sick leave or personal leave at the hourly rate of the recipient of the donated leave time. 6.0 EXCEPTIONS 6.1 Employees who have not exhausted their paid leave -vacation, sick, personal and compensatory time off at the time of request or nomination will not be considered for allocation of leave bank time until their paid leave time is exhausted. 6.2 Sick leave may not be donated to the leave bank. 7.0 PROVISIONS AND CONDITIONS 7.1 To be eligible to receive allocations of leave time from the Catastrophic Illness Leave Bank, employees must have exhausted all of their paid leave, including vacation, sick, personal and compensatory time off. 7.2 The maximum allocation to be made from the Leave Bank is 480 hours per individual per year. 7.3 Employees will be requested to provide medical documentation of a catastrophic health condition involving their child, parent or spouse, or involving the employee's own catastrophic health condition 7.4 Donations must be made in whole hour increments, and are irrevocable. 8.0 RELATED DOCUMENTS 8.1 Application for Use of Bank Leave form. 8.2 Catastrophic Illness Leave Bank Contribution form \ Page 2