The purpose of SAC is to facilitate Morrison Academy's administrative duties which are at the system level. These duties normally include, but are not limited to, the following:

• Articulate and evaluate the implementation of the VFOL and organizational vision statements.
• Oversee the development and implementation of the School Improvement Plan.
• Recommend an annual budget and budget changes to the Board of Trustees Finance Committee.
• Make operating and capital budget decisions which require SAC approval as specified in the Financial Procedures Manual.
• Develop and implement the school calendar for the next school year within the parameters of Policy # 5330 INSTRUCTIONAL TIME REQUIREMENTS.
• Recommend new policies and changes in existing policies through the Superintendent.
• Write and review system administrative procedures.
• Appoint members to serve on administrative committees.
• Receive and act on information from administrative committees.

SAC meetings are chaired by Superintendent. The Superintendent will distribute the agenda at least five days in advance of meetings. The Superintendent shall arrange for the distribution of the necessary supporting documents required to conduct a productive meeting.

SAC 1/14
Reference - Policy 2031 System Administrative Council (SAC)

This Biblical model for peacemaking and resolving rational differences is characterized by a commitment to Christ-like love, regardless of the wrong committed. Reconciliation as the ultimate goal.

Any student, parent, or employee is encouraged to seek peaceful reconciliation by following this process. Morrison Academy uses the Peace Pursuit model. All employees are trained in the following Peace Pursuit terminology and process.

Stage 1
Before you decide to talk or not talk with another person complete these steps. Peace Pursuit’s Quick Start Guide explains each of these steps. (Col 3:13, Matt 7:1-12)

• Avoid gossip
• Analyze the nature of the relational problem
• Evaluate the seriousness of the offense.
• Make sure you are judging rightly.
• Take the plank out of your own eye.
• Forgive the offender.
• Consider seeking wise, impartial counsel.
• Ask God to reveal your motives to you.
• Repent of any way you have contributed to the conflict.
• Evaluate if you are the most appropriate person to approach the supposed offender.
• Consider the possible consequences if you don’t talk to that person.
• Prepare to lovingly talk to the supposed offender
  

If someone talks to you about a conflict not directly involving you, first decide if you are an appropriate person to help this person. If you are then avoid gossip, be objective, and provide wise counsel.

Stage 2
If it’s appropriate to meet with the other person, then communicate in the way, place, and time which will create the most effective environment for each person to humbly and honestly listen to each other and reach appropriate confession and forgiveness. This meeting should feel like a conversation, not a confrontation. If each person fulfills their role at Stages 1 and 2, they will most likely reach appropriate confession and forgiveness. (Gal 6:1, Eph 4:29, 2Cor 7:8-11, Jam 1:9, Luk 17:3-4, Matt 3:8)

If the other person does not listen after several conversations and reasonable time, you can move to Stage 3.

Stage 3
If reconciliation is not achieved, either of the two parties may seek out help from a coach. The purpose of a coach is to ensure that stage 1 and 2 are being wholeheartedly pursued. (Matt 18:16, 2 Cor 5:20, Gal 6:1-2)

Stage 4
If reconciliation is still not reached, the two parties converse with each other in the presence of the appropriate SAC level administrator. If this administrator has a conflict of interest then the two parties should appeal to the Superintendent. The administrator considers the interaction between the assumed offended person and the supposed offender, the nature of the offense(s), and appropriate input from credible witnesses, coaches or mediators. If the two parties do not reach peace, the administrator makes an impartial judgment of their relational problem. All parties should respect and submit to the administrator’s decision. Depending on the response of both parties and the nature of the offense(s) between them, the administrator approves a discipleship plan. The administrator can appoint a mentor to guide the offender through Stage 5 or refer the two parties to the Superintendent. (1Pet 5:1-4, Heb 5:14, 13:17, 1 Cor 6:1-8, Mat 18:17a)

Stage 5
A mentor approved by the administrator helps the offender complete the discipleship plan which was decided by the leader at Stage 4. (It is possible that the administrator could fill the mentor role themselves.) The goals of this discipleship plan include: reconciliation with God and the offended, renewal of mind, fruits of repentance, and training in righteousness. (2 Cor 7:10-11, Mat 3:8, Eph 4:21-32, Col 3:12, 2Tim 2:22-26, Rom 16:17a, 2Tim 3:16-17, 1Thes 5:14, 2Tim 4:2)

If the offender does not complete this discipleship plan, the administrator can move the process to Stage 6.

Stage 6
If the offender does not complete the Stage 5 discipleship plan, the administrator and/or Superintendent meets with the offender to give him or her one more opportunity to heed wise counsel and accept the loving grace and care of the community. If the offender remains unrepentant or unsubmissive to wise judgment and patient, loving discipleship, the administrator may implement disciplinary action. For students, this could include Discontinuation of Enrollment in accordance with procedure #255. For employees, this could include dismissal, in accordance with policy #3240. (Mat 7:12, 1Cor 5: 9-13, 2Thes 3:14-15, Tit 3:10, Eph 5:3-5, 2 Tim 3:5, Mat 18:17b)

SAC 2/24
References - Policy 3542 Peacemaker - Personnel
Policy 5470 Peacemaker - Student/Parent
Peace Pursuit Online Interactive Quick Start Guide
Mediation Quick Start Guide for Stages 3-7

Any student, parent, or employee who feels he/she has been subjected to any unjust act or violation of a policy or procedure is encouraged to meet with their campus Principal. If the grievance is with the campus principal or after due process, it is unsatisfactorily resolved, the grievance should be taken to the Superintendent. If it is still unsatisfactorily resolved, the party may communicate the grievance in writing to the Board Chair.

If the Superintendent or a member of the Superintendent’s family is involved, then the party may communicate directly to the Board Chair in writing. If the grievance involves the Board Chair, the Board Vice Chair can be contacted. If the Board Chair, at his/her discretion, believes that the Superintendent may have violated their duties as defined in policy #3613, then the Board may investigate the Superintendent’s performance.

SAC 2/24
References - Policy 3542 Peacemaker - Personnel
Policy 5470 Peacemaker - Student/Parent
Policy 3544 Whistleblowers Protection

All employees must meet the professional qualifications listed in their job description. All staff must sign the Statement of Faith and the Code of Conduct for Child Safety. The provisions of Policy #3110 for full-time personnel will be applied to part-time personnel. Consideration may be given to individuals without the required professional certification, if there is other strong evidence that they have sufficient background, experience, and ability to fulfill the duties of the job for which they are being hired. An individual hired without the appropriate certification will be hired on a one-year basis, provided he/she continues to work toward certification.

SAC 2/22
Reference - Policy 3110 Employment of Expatriate Personnel

Contracted Employees
All Morrison contracted positions are categorized as either administrative, faculty, or support staff positions.

Contracted employees who are not citizens of the Republic of China should have an ROC resident visa and work permit valid for Morrison employment. They must also have a work permit for any/all other employment within Taiwan while employed by Morrison Academy. APRC holders may apply for an “open work permit” that satisfies the work permit requirement.

Salary and benefits for administrative, faculty and support staff employees are listed in procedures 600-699. Overseas Benefits for eligible administrative and faculty employees are listed in procedures 700-799.

Consulting Agreements
The Superintendent may authorize a one-year consulting agreement for non-instructional positions when the best qualified candidate 1) provides essential short term professional services, 2) could not in good conscience sign Morrison’s Statement of Faith, or 3) does not need Morrison’s normal employment benefits. A consultant agreement must specify the duties, compensation, duration of one year or less. The Superintendent, Director of Learning, and Director of Finance, as well as the candidate must both sign the annual agreement.

SAC 2/22
References - Policies 3100s
Policy 4310 Budgeting Priority

The administrator shall be responsible for hiring needed hourly employees and for communicating their wage levels according to the Wage Schedule. Teacher substitute's wages will be calculated according to the actual teaching periods/days worked. The Wage Scale is determined by the Director of Finance.

The administrator shall ensure that adequate supervision is provided for temporary employees.

The temporary employee's supervisor shall be responsible for keeping track of the number of hours worked and requesting salary payment to the administrator. No parent will serve as the direct work supervisor of his/her own child(ren).

In order to comply with Taiwan labor laws, all hourly paid temporary employees shall be at least 15 years old and fall in one of the following categories: expatriate in Taiwan with a Morrison work permit, student with ROC citizenship currently enrolled at Morrison Academy, or ROC citizen. Current students and Morrison alumni who do not have ROC citizenship or a Morrison work permit may apply to the Student Work program (see below) and Alumni Scholarship program (policy#4286) respectively.

ROC income tax withholding is mandatory for temporary employees who plan to reside in Taiwan less than 183 days during the current calendar year. When withholding is required, the cashier pays after tax wages to the temporary employee and the System Accountant pools withholding in a monthly payment to the Tax Bureau.

Student Work program
Students may be compensated for services provided to Morrison Academy as authorized by account authorizers and based on the temporary wage schedule. Student recipients will receive a year end wage statement to use to file the income as a dependent on their parent(s) tax filing, if under 20 years old. Payment and tax will be handled according to the following chart:

SAC 2/22
Reference - Policies 3100s
Policy 4310 Budgeting Priority

All job applicants must complete an application form, provide references, submit necessary documentation and complete a health form. The Superintendent, with the assistance of the Director of Human Resources, is responsible for recruiting employees. The Director of Human Resources coordinates the following process of screening and hiring for new contracted employees.

1. Post all relevant application documents on the Recruitment Database.
2. Post openings on the recruiting webpage and with recruitment servers, such as ACSI.
3. Arrange for a face to face interview, when possible, with the goal of determining whether or not the candidate is a good fit with Morrison’s mission and vision.
4. Consult with the Principal/Boarding Supervisor regarding available candidates and campus specific criteria to be considered in the selection process.
5. Refer specific candidates to the Principal/Boarding Supervisor for a professional interview. This interview is for the purpose of determining academic capabilities or job related abilities of the candidate.
6. It is the responsibility of the site-level administrators and Director of Human Resources to ensure that all employment decisions fall within the authorized FTE parameters established in the budget, procedures and job descriptions. Exceptions may be recommended by the Director of Human Resources and authorized by the Superintendent.
7. Consults with the Principal, Boarding Supervisor, or General Manager about who to recommend to the Superintendent. The Superintendent then sets up a hiring interview and decides whether or not to offer a contract. If a contract is offered, the Superintendent decides on FTE and hiring level.
8. The Superintendent is responsible to let the Director of Human Resources and the administrator know when a contract has been offered.
9. The candidate normally has one week to accept or reject the contract.
10. When a contract is signed, the Director of Human Resources is responsible to let principals know as soon as possible.
11. The Director of Human Resources ensures that a background check is in the new employee’s personnel file before they begin service. Background checks for spouses of new expatriate employees will also be kept in the employee’s personnel file. Morrison Academy does not employ anyone with a prior conviction for or history of child sexual abuse or related offenses at any time during his or her adult life. Accurate employment references will be provided to other organizations regarding offenders.
12. 12. After a candidate is hired, the Director of Human Resources is responsible to provide transition orientation and member care for new staff until they arrive on island. The Principal/Boarding Supervisor is responsible to answer questions regarding job assignment and duties. The Administrative Assistant for the Superintendent is responsible to help new staff apply for visas and work permits. All initial hiring decisions will be reported to the Board of Trustees.

SAC 2/22
Reference – Policy 3100 & 3105
Procedures 515 & 545

In any settings where children are present, employees and volunteers should implement as many of the safeguards as possible, with a minimum of at least one of the following safeguards.

1. Visibility - When interacting with children the adult positions themselves in a place that is visible to other unrelated adults. This can be accomplished by such things as planning activities in areas where other adults are present, staying within view of the window in the door or keeping doors open.
2. Accountability – Prior to any one-on-one interaction with a child, notify the child’s parent and an unrelated employee in the vicinity. This can be accomplished by a counselor phoning a colleague in the building at the beginning and end of a counseling session or a volunteer phoning a parent before driving a student home.
3. Balancing Control - Adults, by virtue of their age, size, strength, and authority, exert control over children. Balancing control enhances child safety. This can be accomplished by sending two same age children to the bathroom together with an adolescent or adult helper, having a friend play in the room while talking to a student after school, asking the children to sit in the back seat of a vehicle, or inviting two or more students to work on a project.

Each of the following safeguards further improves safe interactions within the school community.

1. Discipline should be used to teach and correct rather than punish. The following actions may involve abuse and are to be avoided.
   • Derogatory name-calling, ridicule, humiliation, shaming, publically singling out a child for negative treatment or exclusion, yelling at a child or other forms of hostile treatment
   • Hitting, slapping, or any behavior that assaults a child
   • Pushing or holding a child against their will outside the goals of protecting them from danger, providing them medical care or keeping them from harming themselves or others
2. Touch should be in response to the need of the child and not the need of the adult. Side hugs or shoulder-to-shoulder hugs are generally appropriate. Chest-to-chest hugs should be avoided in order to teach children healthy touch. The following actions may involve abuse and are to be avoided.
   • Touching buttocks, chests, genital areas, or thighs except to keep young children clean or healthy
   • Any touching not conducted in a public place
   • Any form of affection that is resisted or unwanted by the child
   • Any behavior that could be interpreted as sexual in nature, including flirtatious or seductive looks
   • Assisting the child with anything of a personal nature that children are able to do themselves, including dressing and bathing
3. All verbal, nonverbal, and digital communication with students, will be guided by principles of professionalism and integrity and conducted with caution and discretion. All electronic communication with students must go through the Morrison Academy Google accounts (@mca.org.tw; @ma.org.tw). Unacceptable behaviors include, but are not limited to, the following:
   • shaming; belittling; humiliating; name calling
   • using harsh language that may frighten, threaten or humiliate the child
   • cursing or making derogatory remarks about the child, their family, and/or their place of origin
   • comments that relate to physique or body development or any sexually suggestive comments, pictures, images or videos
   • private messaging via phone messaging, social media and/or online gaming communities
   • Following student accounts or adding them as friends on any social media platform
4. Avoid favoring particular children to the exclusion of others, or excluding children in a derogatory or embarrassing way in the presence of others.

SAC 4/22
Reference – Policy 1651, 3105 & 5705
Procedure 255, 465 & 535

有學生在場的任何情況下，教職員及志工應儘可能實施所有的安全保護，至少需包括以下措施之一。

1. 明顯的場所 – 當成人與學生互動時，應選擇一處讓其他與該事件無關之成人可以看見的位置。例如: 應在有其他成人在場的地方; 他人從門上的窗戶可以看到的範圍; 將門打開。
2. 信賴原則 – 在任何與學生進行一對一互動之前，需事先告知家長和附近一位與該事件無關之成人。例如: 輔導老師若要與學生進行諮商，應在開始和結束前告知同棟大樓的任何一位同事; 志工要開車載學生回家前，應先致電家長。
3. 平衡原則 – 成人由於年齡、體型、力氣、和權威性都大於學生，因此掌握平衡原則有助於加強學生安全。例如: 若需由一位青少年或成人陪同學生去廁所時，應加派另一位同年齡的學生同行; 下課後，若需與一位學生談話時，讓他(她)的朋友在教室玩; 請學生坐在車子後座; 或邀請兩位以上的學生留在教室作功課 (即: 避免一對一的情況)。

以下每項措施都可更促進學校社群內的安全互動。

1. 管教應用於教導和改正，而非處罰。以下行為可能涉及虐待，應該避免。
   • 辱罵、嘲笑、羞辱、公開指名某學生，予以負面對待或排拒、對某學生大聲吼叫、或其他不友善的對待方式
   • 打、摑、或任何攻擊學生的行為
   • 在非緊急情況下，違反學生意願推或抱抓他(她) (緊急情況包括: 避免學生遭受危險、提供醫療照顧、或避免學生受到自己或他人之傷害)
2. “碰觸”應該是回應學生的需要，而不是為了成人的需要。側邊的擁抱或肩碰肩的擁抱才是恰當的。為了教導學生健康的碰觸，應該避免胸碰胸的擁抱。以下行為可能涉及虐待，應該避免。
   • 除了幫助小孩保持清潔或健康的目的外，碰觸屁股、胸部、私處、或大腿
   • 在非公開場所進行的任何碰觸
   • 任何學生抗拒或不想要的愛慕行為
   • 任何可被解釋為與性有關的行為，包括輕佻的舉動或誘人的外表
   • 幫助學生做任何他們能自行處理私密的事，包括穿衣服和洗澡
3. 與學生進行的所有口頭、非口頭和數位溝通都將以專業和誠信為指導原則，並謹慎地進行。與學生的所有電子通訊都必須經由馬禮遜學校的Google帳戶 (@mca.org.tw;@ma.org.tw) 傳輸。不可接受的行為包括，但不限於下列各項:
   • 羞辱、輕視、辱罵
   • 使用嚴厲的話語，可能讓學生恐懼、受到威脅、或被羞辱
   • 咒詛或辱罵學生、其家人、和(或)其出生地
   • 評論體型或身體發育狀況，或任何有性暗示之評論、照片、圖樣、或影片
   • 透過電話/手機留言、社交媒體及/或線上遊戲社群等私下留言
   • 在任何社交媒體平台中追蹤學生帳號或加入為其好友
4. 避免特別偏愛某些學生，而將其他學生排拒在外，或在他人面前以辱罵或羞辱的方式排拒他們。

行政主管會議通過 2022年4月
參考 – 政策 1651, 3105 與 5705
規章 255, 465 & 535

Each contracted employee is expected to demonstrate the following qualities listed in Policy 3020. The subsequent Bible references provide a partial explanation.

• Love for others (1 Peter 4:8 & John 13:34-35)
• A desire to develop trusting relationships with students (Col 3:14 & Matt. 20:25-28)
• A commitment to evangelism, discipleship, and Christian service (Matt. 28:18-20 & 1 Peter 4:10-11)
• Respect for all individuals, regardless of race, gender, denomination or religion (Rom. 12:10 & Phil 2:3)
• A teachable spirit (Rom. 12:3 & Prov. 10:17)
• A willingness to live contentedly under authority, including submission to policies and procedures (Heb. 13:17 & 1 Pet. 2:13)
• Honesty (Col 3:9 & Prov. 12:22)
• Fairness and justice (James 2:1-5 & Mic. 6:8)
• Confidentiality (Prov. 29:5 & Prov. 17:9)
• Sensitivity and discretion in regard to potentially offensive public behavior, such as: (1 Cor. 8:9 & Rom. 14:21)
  • use of tobacco,
  • use of alcoholic beverages,
  • offensive language,
  • immodest attire,
  • media choices
• A commitment to openness and accountability to God in healthy spiritual relationships through:
  • encouraging each other (Hebrews 3:13 & 10:24-25)
  • confessing sin to each other (Proverbs 28:13 & James 5:16)
  • intentionally sharpening each other (Proverbs 27:17 & Hebrews 10:24)
  • bearing one another’s burdens (Galatians 6:1-2 and Colossians 3:13)
    

SAC 4/14
Reference – Policy 3020 Christian Behavior and Professional Ethics

In order to help new staff grow in their ability to live cross-culturally, Morrison requires new staff to attend a Pre-field Orientation (PFO) and participate in on-island orientation. Those whose home-of-record is Taiwan may be allowed to opt out of some parts of orientation, as determined by the Director of Human Resources.

The Director of Human Resources will assist the Principal and the Boarding Supervisor in planning and implementing the new staff on-island orientation for his/her new staff. This orientation will be held two weeks before school starts.

On-island orientation prior to the first day of classes needs to include the following elements:

• Time with personnel from Support Services: (This will take around 6 hours).
• Multiple trips in the community designed to help them with shopping.
• Time in the community designed to begin to orientate them to the culture and neighborhood.
• Time in the community designed to build confidence in their own ability to handle things without experienced staff with them.
• The beginning of a required 10 session Survival Chinese language course.
• An orientation packet that includes the Encyclopedia of Living in Taiwan (provided by Support Services), any other relevant city-specific information, Teacher Handbook, and any required reading determined by SAC.
• An opportunity for new staff to ask questions from a variety of returning staff.
• Accompanying spouses should attend culture related meetings.
• Child care will be provided.

SAC 2/22
Reference - Procedure 153 New Staff Expectations

Married couples are expected to reside together. When circumstances arise causing a couple to reside in different homes for more than 4 weeks, the employee needs to consult with the Director of Human Resources ahead of time. If after consultation the employee still believes it is in his/her best interest to live separately from his/her spouse, the employee can ask the Superintendent for approval for up to one semester. Employees should realize that continued employment may be affected.

When husband and wife both are employed at Morrison, they are only eligible for a maximum of one set of Overseas Benefits.

SAC 2/22
Reference – Policy 3113

The Principal, or their designee, may authorize independent service providers to deliver optional professional learning services on campus for the benefit of Morrison Academy students and home-schooled MKs. Students from other schools do not qualify for these services. Independent service providers include, but are not limited to, private music lesson teachers, athletics instructors, speech therapists, tutoring and clinical counselors. These independent service providers are not employees of Morrison Academy.

These independent services are considered to be school-authorized, in accordance with procedure 210. Normally, independent service providers and their students are exempt from the facility use fee for their assigned facility. However, a utility fee may be assessed for facilities with relatively high operating costs, such as a large multi-purpose-room.

The school may provide the following support for independent service providers.

• Advertise the services in regular school publications and communications
• Recommend service providers to specific students who may benefit from these services
• Billing and cashier services in accordance with the school’s fee schedule, wage scales, or contract with the independent service provider
• Process expatriate independent music teachers visa and/or work permit applications
  

Independent service providers must accept the following responsibilities.

• Complete the following tasks before they begin service. These documents are available on Morrison Academy’s child protection webpage. http://www.ma.org.tw/about-us/child-safety/
  • Application form and signed Code of Conduct for Child Safety form submitted to the Principal's Administrative Assistant.
  • Complete the ChildSafeguarding.com training and certification.
  • Background Check: Apply for a Police Criminal Record Certificate at personal expense or provide one from their own passport country.
• Abide by the standards of Christian behavior and professional ethics defined in policy 3020
• Coordinate the service schedule (including any changes to the schedule) with the Principal or their designee
  

Independent Service Providers must complete a refresher child safety training course and re-sign the Code of Conduct for Child Safety every two years.

SAC 11/20
Reference - Policy 3020 Christian Behavior and Professional Ethics
Policy 5705 Child Protection
Procedure 210 School-Authorized Events/Programs
Procedure 515 Code of Conduct for Child Safety

Personnel provided by outsourced service companies are not employees of Morrison Academy. The General Manager may sign contracts with outsourced service companies for transportation, security, custodial, and food & beverage services. These contracts give the General Manager authority to require the outsourced service provider to replace any personnel that are not fulfilling their assigned duties or causing real or perceived damage to the school's reputation, property, or people related to the school. Similarly, the Director of Educational Technology Services may sign contracts with outsourced technology service companies for technicians on each campus and will assign tasks to these technicians in collaboration with the campus principal.

A contract with an outsourced service company should coincide with the school calendar year (July to June) and should reflect the actual price paid each month for services rendered. The contract should contain the work schedule and necessary number of hours to complete the tasks required. After one company has been contracted for four continuous years and the contracted price is significantly higher than Taiwan’s minimum wage, market pricing should be researched to determine whether the contract cost is competitive.

If additional services are needed to support evening or weekend events, overtime pay may be given for pre-arranged work. On an annual basis, overtime pay should not exceed 5% of the regular contracted annual amount for the service.

A bonus may be paid directly to the outsourced contracted worker up to a maximum of one month’s amount of net pay received by a full-time worker. Security guards who regularly work overnight shifts may receive up to two month’s of bonus pay per year. The General Manager or Director who supervises outsourced contract workers may determine whether any bonus is paid in one or multiple (maximum three) installments. The bonus must be documented and an annual wage statement issued directly to the individual receiving the bonus.

In order to ensure child safety within the school community, all personnel hired by outsourced service providers must participate in the school’s child safety training every year, sign the Code of Conduct for Child Safety, and provide a Police Criminal Record Certificate.

Providing a coffee shop service on campus is a way to foster positive interaction among the Morrison community. The school may contract with a beverage/bakery service provider to operate a coffee shop service on campus. The service provider will supply all necessary equipment and staffing and be responsible for handling all financial transactions including reporting any taxable income generated. The school may provide a suitable location with utilities, on campus, and at minimal or no cost to the provider, and can determine parameters on what items are sold and reasonable pricing guidelines. The terms of agreement should be written in a contract for a period of one or two years, and may be renewable, offered by the Director of Finance, in consultation with the Principal.

SAC 2/24

When a substitute is required, the employee will notify their immediate supervisor as soon as possible, prior to the beginning of their absence. The Administrative Assistant for the Principal will maintain a list of qualified, available substitutes. Substitutes should have previous experience and skills necessary to accomplish the job to which they are assigned.

The school will compensate all temporary employees according to the (Temporary Workers Wage Schedule).

Before the applicant begins work the following must be completed. (These documents are available on Morrison Academy’s child protection webpage. (http://www.ma.org.tw/about-us/child-safety/)

1. Application form and signed Code of Conduct for Child Safety form submitted to the Principal's Administrative Assistant.
2. Complete the ChildSafeguarding.com training and certification.
3. Background Check: Apply for a Police Criminal Record Certificate at personal expense or provide one from their own passport country.
4. The Principal may request a work permit application to be processed by the Administrative Assistant for the Superintendent. Superintendent may authorize a Taiwan Visa and ARC application for the purpose of filling Morrison’s personnel needs.
   

All substitutes and other temporary employees must complete a refresher child safety training course and re-sign the Code of Conduct for Child Safety every two years.

SAC 11/20
Reference - Policy 5705 Child Protection
Procedure 465 Child Safety and Protection
Procedure 511 Employment
Procedure 515 Code of Conduct for Child Safety

Employees who want to transfer to a different position on the same campus the following school year should submit their request in writing to their Principal before December 1. Employees who want to transfer to a different campus the following school year should submit their request in writing to the Director of Human Resources before December 1.

Transfers will be made only after the administration determines that the transfer is in the best interest of the students and the school. The Superintendent will consult with the affected employee in a timely manner. (See Procedure 755 Relocation Benefit.)

SAC 3/13

Personnel records shall be kept for every employee by the Superintendent or the Superintendent’s designated representative. Files will be accessible only to the Superintendent, the Director of Human Resources and to the Superintendent's Administrative Assistant. Letters of reprimand or complaint will be reviewed with the employee before copies are placed in the personnel file. Records shall contain application materials, service records, signed contracts, and other pertinent materials. When personnel leave, their administrator should send a copy of their most recent written evaluations and any disciplinary letters to be maintained in their personnel file which will be kept for 10 years.

Employees may review their own personnel records upon request. In order to review personnel records, an individual must make the request directly to the Superintendent. The Superintendent will allow the employee to review his/her own personnel folder within the confines of the support services office area, with the exception of confidential papers, which will be removed from the folder before it is released.

TCM 6/13
Reference - Procedure 410 Document Retention
Policy 4130 Document Retention

Morrison recognizes the value of community volunteers that support school programs. A volunteer is any unpaid adult (over age 18) who volunteers at school authorized events, or participates in curricular, co-curricular or other school authorized programs for more than 10 hours per year.

Child Safety
In order to ensure child safety within the school community, all volunteers or individuals who have been issued a Morrison Gmail account must complete the following tasks before they begin service. More information is available on Morrison Academy’s child protection webpage. http://www.ma.org.tw/about-us/child-safety/

1. Signed Code of Conduct for Child Safety application form submitted to the Principal's Administrative Assistant.
2. Morrison’s Child Safety Training
3. Background Check: Apply for a Police Criminal Record Certificate at personal expense or provide one from their own passport country.

Parents of current students who have not completed the volunteer training and screening procedure may participate in school activities under either of the following conditions.

1. The activity provides no opportunity for interaction with students, such as assisting in the office or teacher workroom.
2. The parent is visible and accountable to a Morrison Academy employee during the entire school sponsored activity and the duration of this level of participation totals less than 10 hours during the entire school year. These activities include participation in field trips or occasional coaching of athletic teams.

Volunteers must complete a refresher child safety training course and re-sign the Code of Conduct for Child Safety every two years.

Thanking Volunteers
Many co-curricular and extra-curricular school programs that are part of a vibrant school community rely on volunteers. Occasionally, duties listed in procedure 550 are performed by a non-employee volunteer. Normally, no stipend is given for a volunteer’s effort, with the exception of coaching (reference 536 Volunteer Coaching Stipends). Only stipends that are stated in procedure may be given.

Monetary gifts given to thank volunteers are discouraged for the following reasons:

1. Any cash (or cash equivalent) compensation requires reporting as salary income, which requires a work permit.
2. A monetary gift given for a regular school program or event creates the expectation of equivalent remuneration in the future.
3. Volunteer opportunities are limitless and thank you gifts are not included in the school’s annual operating budget.
   

An administrator may approve a monetary or non-monetary gift used to thank volunteers if the following issues are considered: The value of the gift is not intended to reflect the amount of effort (e.g. hours) expended, the gift does not create an expectation for similar remuneration in the future; and, if the gift is cash or cash equivalent (e.g. store voucher), the recipient must already have a work permit through the school and the amount reported must be reported as income. Normally, a gift value should not exceed NT1,000.

SAC 2/23
Reference – Policy 3150 Volunteers
Policy 5705 Child Protection
Procedure 210 School-Authorized Events/Programs
Procedure 465 Child Safety and Protection
Procedure 515 Code of Conduct for Child Safety

Morrison recognizes the time and effort coaches take to engage students. Contracted employees assigned to coach are compensated as part of their salary and benefits in accordance with the appropriate duty level listed in 517 Full-Time Equivalent (FTE) Procedure #517. Employees who do not receive FTE for coaching are eligible for the cash stipend. Non-contracted volunteer coaches approved by the Athletic Director may receive a stipend in recognition of their time and effort.

Athletic Directors and administrators may authorize a taxable, cash stipend to volunteer or non-FTE coaches for regular season HS and MS sports teams, up to one head coach and one assistant coach per team (or the amount split between two assistant coaches). Combined gender sports, such as track and swimming may have two assistant coaches. If cash cannot be received by the volunteer, an in-kind equivalent amount may be given. The stipend will come from the athletic staff account and correspond to the following chart that indicates the maximum stipend.

TCM 4/21
References - Procedure 517 FTE
Procedure 535 Volunteers

Morrison recognizes the time and effort each contracted employee takes to engage students and support learning. Work days for Morrison employees shall be specified on the annual school calendar and individual job descriptions. The standard number of work days for all employees is 188 days per year. Employee salary will be paid on a prorated basis, with the number of work days serving as the standard for 1.0 FTE.

Work assignments are made by the Principal and approved by the Director of Human Resources. The following criteria will be considered in determining FTE. These are minimum requirements. Efforts will be made to maintain equity and consistency in the work day throughout the Morrison Academy campuses.

FTE for administrative and support staff positions are based on 8.0 hours/day, not including lunch.

FTE for elementary teachers will be based on a minimum of 1350 instructional minutes/5 day week. Also, 1.0 support staff FTE / campus is allocated to support elementary teachers and relieve elementary teachers of some non-instructional duties.

FTE for secondary teachers is based on 40 minutes / day (160 to 225 minutes / 5 day week) of classroom instruction calculated at 0.17 FTE. Full-time secondary teachers are assigned at least four classes equaling at least 160 minutes / day (at least 640 instructional minutes / 5 day week), unless the Superintendent has approved a lower number.

Faculty and support staff may also be assigned duties in accordance with the following chart, in order to fulfill their contracted FTE. These secondary duties are limited to: MS Coach, Advisor, HS Club Sponsor, HS Assistant Coach, HS Coach, HS Sponsor (Assistant), HS Sponsor (Lead), Reassessment Mentor, Online Learning Monitor, AV Coordinator, HS Head Coach, HS Independent Study, Department Head, AP Prep, HS Drama Coach (Lead, Assistant), EMS Drama Coach, Worship Team Coordinator, Youth Group Coordinator, after school activities approved by the Superintendent, translation, independent study, and HS Yearbook. Staff may volunteer to perform additional duties that are not included in FTE or remunerated.

Part-time personnel FTE will be prorated, based on actual hours or periods per day employed.

Voluntary involvement in co-curricular activities is encouraged and needed. These less formal interactions with students outside of the classroom often provide the best opportunities to build trusting relationships with students and model the VFOLs. Normally, Morrison does not provide compensation time or pay for administrative and faculty personnel.

No employee, while fulfilling the terms of their contract, will engage in non-Morrison activities to the extent that such involvement precludes satisfactory completion of the responsibilities of their Morrison Academy contract.

SAC 2/22
Reference - Policy 3300 Philosophy of Compensation
Procedure 283 Learning Needs Program
Procedure 295 Required Instructional Time

SAC administrators and Support Services director level employees continue oversight of essential administrative tasks via email throughout the summer holidays in accordance with the work requirement section of their job descriptions. If a SAC administrator will not be physically present on campus during the summer, they may appoint a designee, as needed, to oversee summer personnel and ensure that essential services are provided. A work schedule and number of hours must be authorized in advance by the Director of Finance.

General Managers on each campus continue oversight of essential administrative tasks throughout the summer holidays in accordance with their job description and are expected to be on site for some of that oversight. Additional compensation may only be billed for work associated with overseeing renovation or construction projects that are outside of normal duties.

SAC 2/22

Support Staff are contracted to work 188 days per year but during the school year may be occasionally required to work additionally on weekends, national holidays, and/or school closure days to provide essential services. For example, during a typhoon, maintenance and office personnel may be needed to perform essential services. Normally there is no additional compensation when these tasks fall within the employee's job description.

The supervisor may ask employees to work additional to regular work days when circumstances warrant. In such cases, the supervisor will determine whether to provide compensatory time or compensatory pay according to the Temporary Worker Pay Scale. With administrator authorization, support staff may trade a designated work day for another day.

SAC 2/22

Some Support Staff are required to work over the summer break when school is not in session. The minimum work required and the maximum work allowed are listed in the chart below. These days and hours of work are pre-arranged by the employee’s direct supervisor and compensated for based on the Hourly Wages schedule. A direct supervisor should only require the employee to work on necessary tasks, not simply to fulfill time or be on call. The employee’s direct supervisor does not need to be on site during the summer.

School offices will be open to handle routine business during the summer weeks from at least 9:00 to 12:00 and 1:00 to 3:00 Monday through Thursday and should be staffed by at least one employee during those times. This employee could be a temporary summer work employee.

A day of work may be considered 6 to 8 hours of work and billed accordingly.

Required Days/Weeks of Work

Certain positions may be required to work on site on specified days / weeks during the summer break. These work days are included in the minimum / maximum number of billable hours in the above chart.

The required days/weeks for specific positions are as follows:

SAC 4/24

The performance evaluation and contract renewal process is designed to maintain high levels of job performance.

The supervisor who conducts performance evaluations is specified in the organizational chart, as well as in the job descriptions. Performance evaluation for professional positions will be directly related to the job-specific professional practice review (PPR) rubric. A copy of any formal written evaluation is given to the employee. An employee has the option of responding to the evaluation in writing. Any response will be attached to the file copy of the evaluation.

Contract renewal will be based on written performance evaluations. The Superintendent, in consultation with the SAC level administrator, will determine whether a contract is offered and for how many years. Employees who the Superintendent and administrator believe are at the lowest level on any PPR benchmark may not be offered a new contract. Employees who are at next-to-lowest level on three or more PPR benchmarks may only be offered a one year contract renewal. All full-time employees are normally offered a two year contract renewal.

Full-Time Contracts
Normally full-time employment contract renewals are distributed in early October. The deadline for contract renewal for full-time employees will be November 1. The Superintendent may approve an extension until the first day after Christmas break.

Departing employees are advised to inform their colleagues and students prior to December 1 so that other employees have a chance to request transfers before new staff are hired in January and February.

Part-Time Contracts
Normally part-time employment contract renewals are distributed in April. Normally, part-time employees are given one week to decide whether or not to sign the contract. Part-time employees are normally offered a one year contract.

Contract Contents
The contract shall include the name of the employee, time period of the contract, the salary level, FTE, and at least one job title. If more than one job title is listed, the FTE proportions for each duty will normally not be included so that duties can be adjusted during the contract period. The contract shall also indicate any applicable benefits based upon the job description. If a contract combines the duties of a faculty position and support staff position, associated benefits will be prorated according to the FTE breakdown between the two types of positions. Full-time employees whose contract is a 0.7 FTE or greater in a faculty position, salary and benefits will be granted in the same way as a full-time faculty employee.

SAC 2/22
Reference - Policy 172 Professional Practice Review Rubrics
Policy 3110 Employment of Expatriate Personnel
Policy 2011 Organizational Chart
Policy 3200 Employee Contracts
Policy 3105 Hiring / Rehiring

Only the Board of Trustees has the authority to dismiss employees. Administrators will be responsible to follow proper due process procedures and provide documentation on all potential dismissals. The Superintendent should be kept informed by the site-level administrator regarding potential dismissals. The Superintendent will be responsible for making dismissal recommendations to the Board of Trustees.

Cause for dismissal may include, but is not limited to, any one or more of the following: incapacitation, incompetence, unbiblical sexual conduct, intemperance, abuse of a student, sexual harassment, absence without supervisor approval (abandonment of position), neglect of duty, insubordination, profanity, possession or use of pornography, promotion or involvement in the occult, propagation of beliefs that conflict with organization’s Statement of Faith, violent behavior, drunkenness, or any conduct tending to bring discredit upon the school. Normally, employees will be given one month's notice prior to dismissal. In more serious cases, in which the employee is causing real or perceived damage to the school’s reputation, property, or people related to the school, the employee will be dismissed immediately. Upon termination, voluntary or involuntary, no demands shall be placed upon the school which are not stated within this document.

All employee dismissals must first be approved by the Superintendent.

SAC 2/22

When an employee reaches age 66 before the end of a school year, they must retire and will normally not be offered a new contract. The Superintendent may make exceptions to offer annual contracts beyond the age of 66.

SAC 2/22
Reference - Policy 3200 Employee Contracts

For resignations tendered during the school year, a minimum of six months’ notice is required, unless extenuating circumstances exist. Settlement of salary and benefits due an employee who is resigning his/her position will be calculated on a pro-rated basis of the portion of the contract completed. The Superintendent will determine timing and/or a travel allowance with the employee, in accordance with Policy 3230 Resignation. The Superintendent has the authority to accept or deny resignations. Resignations will be reported to the Board of Trustees by the Superintendent. Resignations will normally result in an explanatory note in the employee’s permanent file stating that the contract was broken at the request of the employee. Such resignation may negatively affect future employment at Morrison and may be reflected on references provided by Morrison.

Any prepaid salary/benefits or outstanding school loans will be deducted from the settlement. In the event that earned salary and benefits are inadequate to reimburse the school, the employee will be expected to cover the deficit. Upon termination, voluntary or involuntary, no demands shall be placed upon the school which are not stated within this document.

SAC 2/22
Reference - Policy 3230 Resignation

A reduction in workforce could affect the entire school system, a campus, or school program. A reduction in workforce may be necessary due to, but not limited to, any of the following situations.

1. Decline in enrollment
2. Board decision to discontinue a program
3. Indefinite school closure, as defined in procedure 455

Ideally any reduction in workforce would be handled through attrition or by not renewing an employment contract. In the unlikely event that a reduction in workforce is necessary after an employment contract has been signed, a severance package will be provided to the employee.

1. If the school gives the employee at least two months advance notice of the reduction in workforce resulting in the early termination of the contract, then the employee will receive two months’ salary. Employees who also qualify for travel benefits may return to their home of record.
2. If the school gives the employee less than two months advance notice of the reduction in workforce resulting in the early termination of the contract, then the employee will receive three months’ salary. Employees who qualify may also receive the normal Travel Allowance.

SAC 2/22
References - Policy 3105 Hiring / Rehiring
Policy 3160 Reduction in Workforce
Procedure 455 School Closure