State of Connecticut Managers Guide by ygs12945

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									                                        The Department of
                                        Administrative Services




       State of Connecticut
         Managers Guide
Compiled by the Department of Administrative Services
                                                             MANAGER'S GUIDE


                                                              Table of Contents
I.        OVERVIEW ................................................................................................................................... I-1
      WHY THIS GUIDE WAS DEVELOPED ..........................................................................................................I-1
      WHERE TO GET ADDITIONAL INFORMATION OR MAKE SUGGESTIONS .......................................................I-1
      THANKS TO OUR CONTRIBUTORS.............................................................................................................I-1
      CHANGE HISTORY ...................................................................................................................................I-2
II.       GOVERNMENT ...........................................................................................................................II-1
      HOW CONNECTICUT ORGANIZES ITS GOVERNMENT ............................................................................... II-1
      THE EXECUTIVE BRANCH OF CONNECTICUT’S GOVERNMENT ............................................................... II-1
      LAW IN CONNECTICUT .......................................................................................................................... II-1
        Connecticut’s Legislature ................................................................................................................ II-1
        Legislative Committees ................................................................................................................... II-1
        Connecticut’s statutes – How a bill becomes a law ......................................................................... II-2
        Tracking Legislative Bills ............................................................................................................... II-2
        Testifying Before a Legislative Committee ..................................................................................... II-2
        Statutes ............................................................................................................................................ II-3
        Regulations...................................................................................................................................... II-3
      THE BUDGET PROCESS ......................................................................................................................... II-3
        Budget Coordination ....................................................................................................................... II-4
      AUDITS ................................................................................................................................................. II-4
        The Auditors of Public Accounts .................................................................................................... II-4
        Federal Audits ................................................................................................................................. II-5
      FREEDOM OF INFORMATION (FOI) ........................................................................................................ II-5
        What is the Freedom of Information Act? ....................................................................................... II-5
        The Freedom of Information Commission....................................................................................... II-5
      PUBLIC MEETINGS ................................................................................................................................ II-5
        What are Public Meetings?.............................................................................................................. II-6
      PUBLIC RECORDS .................................................................................................................................. II-7
        What is a Public Record? ................................................................................................................ II-7
        What records are exempt from FOI? ............................................................................................... II-7
        Handling Combinations of Exempt and Non-exempt Information .................................................. II-8
        Deadline for FOI Response ............................................................................................................. II-8
      PRESS INQUIRIES ................................................................................................................................... II-8
        Tips for Responding to Press Inquiries............................................................................................ II-9
        Connecticut State Library Records.................................................................................................. II-9
III.           MANAGEMENT .................................................................................................................... III-1
      WHO IS CONSIDERED A MANAGER?....................................................................................................III-1
      CONFIDENTIAL EMPLOYEES .................................................................................................................III-1
      MANAGERIAL COMPETENCIES..............................................................................................................III-1
      TRAINING OPPORTUNITIES FOR MANAGERS .........................................................................................III-4
        In-Service Training.........................................................................................................................III-4
        Hartford Graduate Fellowship ........................................................................................................III-4
        Institute of Management Studies Programs Courses ......................................................................III-4
        Management Development Courses ...............................................................................................III-4
        Higher Education’s Education and Employment Information Center.............................................III-5
        Agency Training Programs.............................................................................................................III-5
        Tuition Reimbursement ..................................................................................................................III-5
      THE MANAGEMENT ADVISORY COUNCIL (MAC) ................................................................................III-5



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     PERSONAL LIABILITY FOR MANAGERS .................................................................................................III-6
       Indemnification...............................................................................................................................III-6
       Legal Representation ......................................................................................................................III-6
       Conflict of Interest..........................................................................................................................III-6
     WHAT MANAGERS SHOULD KNOW ABOUT COLLECTIVE BARGAINING ................................................III-7
       Unions/Bargaining Units ................................................................................................................III-7
       Grievances......................................................................................................................................III-7
       What Rights Do Non-Bargaining Employees Have?......................................................................III-8
       Classification Appeals ....................................................................................................................III-8
       Employee Counseling.....................................................................................................................III-9
     EMPLOYEE DISCIPLINE – BARGAINING UNIT EMPLOYEES ....................................................................III-9
       Administrative Leave ...................................................................................................................III-10
       Probationary Employees...............................................................................................................III-11
       Investigations................................................................................................................................III-11
IV.           GENERAL POLICIES........................................................................................................... IV-1
     AFFIRMATIVE ACTION ..........................................................................................................................IV-1
     AIDS/HIV ...........................................................................................................................................IV-1
     AMERICANS WITH DISABILITIES ACT (ADA)........................................................................................IV-1
     DRUG-FREE WORK PLACE ...................................................................................................................IV-1
     ELECTRONIC MAIL ACCEPTABLE USE POLICY .....................................................................................IV-2
     EMPLOYEE ASSISTANCE PROGRAM (EAP)...........................................................................................IV-2
     SEXUAL HARASSMENT .........................................................................................................................IV-2
     CODE OF ETHICS FOR PUBLIC OFFICIALS AND STATE EMPLOYEES .......................................................IV-2
     POLITICAL ACTIVITY ............................................................................................................................IV-3
     VIOLENCE IN THE WORKPLACE ............................................................................................................IV-3
V.       COMPENSATION........................................................................................................................ V-1
     COMPENSATION FOR BARGAINING UNIT EMPLOYEES ........................................................................... V-1
     HOW A SALARY IS DERIVED AND SALARY LEVELS ASSIGNED............................................................... V-1
     PAY PLANS ........................................................................................................................................... V-2
        Managerial Pay Plans ...................................................................................................................... V-2
        Managerial Increases for Managers at the Maximum of their Pay Range ....................................... V-2
        General Wage Increases for Managers ............................................................................................ V-2
        Promotions/Upward Reclassifications............................................................................................. V-2
        Temporary Service in a Higher Class for Managers........................................................................ V-3
        Bargaining Unit Pay Plans............................................................................................................... V-3
        Temporary Service in a Higher Class for Bargaining Unit Employees ........................................... V-4
     INCENTIVE PLANS FOR MANAGERS ....................................................................................................... V-4
        Performance Assessment and Recognition System (PARS) ............................................................ V-4
        Performance Profile......................................................................................................................... V-4
     LONGEVITY ........................................................................................................................................... V-4
        Managerial Longevity...................................................................................................................... V-4
     SENIORITY ............................................................................................................................................ V-5
     PENSION ................................................................................................................................................ V-5
VI.           WORK RELATED TRAVEL AND EXPENSES ................................................................ VI-1
     USE OF STATE-OWNED AND PERSONAL MOTOR VEHICLES ..................................................................VI-1
     AUTO USAGE FEE ................................................................................................................................VI-1
     REIMBURSEMENT REGULATIONS AND POLICIES ...................................................................................VI-1
       Meal Reimbursement......................................................................................................................VI-1
       Meal Charges..................................................................................................................................VI-2



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VII.         PAYROLL DEDUCTIONS ..................................................................................................VII-1
     FEDERAL INCOME TAX AND SOCIAL SECURITY TAX .......................................................................... VII-1
     CONNECTICUT INCOME TAX .............................................................................................................. VII-1
     INSURANCE PREMIUMS ...................................................................................................................... VII-1
     DIRECT DEPOSIT ................................................................................................................................ VII-1
     DEFERRED COMPENSATION ............................................................................................................... VII-1
     U.S. SAVINGS BONDS ........................................................................................................................ VII-2
     EMPLOYEE CREDIT UNIONS ............................................................................................................... VII-2
     DEPENDENT CARE ASSISTANCE ......................................................................................................... VII-2
VIII.        ATTENDANCE AND LEAVE ........................................................................................... VIII-1
     MANAGERIAL WORK HOURS ............................................................................................................ VIII-1
       Non Standard Work Week .......................................................................................................... VIII-1
       Compensatory Time .................................................................................................................... VIII-1
       Overtime Pay............................................................................................................................... VIII-1
       Pay Differentials.......................................................................................................................... VIII-2
       Holidays ...................................................................................................................................... VIII-2
     LEAVE ACCRUALS ............................................................................................................................ VIII-2
       Prorated Leave for Part-time Employees..................................................................................... VIII-2
       Vacation Leave............................................................................................................................ VIII-2
       Vacation Leave Accrual .............................................................................................................. VIII-3
       Advance Vacation Pay ................................................................................................................ VIII-3
       Personal Leave ............................................................................................................................ VIII-3
       Sick Leave ................................................................................................................................... VIII-4
       Sick Leave Accrual and Leaves of Absence................................................................................ VIII-5
       Sick on Vacation ......................................................................................................................... VIII-5
       Medical Certificates .................................................................................................................... VIII-5
       Managerial Sick Leave Bank....................................................................................................... VIII-5
       Donation of Leave Time.............................................................................................................. VIII-7
       Leaves of Absence....................................................................................................................... VIII-7
       Federal FMLA (Family and Medical Leave Act) and C.G.S. 5-248a.......................................... VIII-8
       Jury Duty ..................................................................................................................................... VIII-9
       Military Leave ............................................................................................................................. VIII-9
       Educational Leave ....................................................................................................................... VIII-9
       Civil Leave .................................................................................................................................. VIII-9
IX.          INSURANCE .......................................................................................................................... IX-1
     GROUP HEALTH INSURANCE ................................................................................................................IX-1
     DENTAL INSURANCE ............................................................................................................................IX-1
       Group Life Insurance and Supplemental Group Life Insurance .....................................................IX-1
       Universal Life Insurance ................................................................................................................IX-2
       Short-term Disability Insurance......................................................................................................IX-2
       Long-term Care Insurance ..............................................................................................................IX-2
       Long Term Disability Insurance .....................................................................................................IX-2
       Death Benefits for State Employees. ..............................................................................................IX-2
       Health and Retirement Benefits for Domestic Partners (Same Sex) of State Employees ...............IX-2
     WORKERS’ COMPENSATION .................................................................................................................IX-2
       Who Is Eligible For Workers' Compensation Benefits? .................................................................IX-2
       What Is A Work-Related Accident or Injury? ................................................................................IX-3
       What Should I do When An Employee Reports an Injury? ............................................................IX-3
X.       HIRING.......................................................................................................................................... X-1



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  JOB CLASSIFICATIONS ........................................................................................................................... X-1
  CLASSIFIED VERSUS UNCLASSIFIED EMPLOYEES ................................................................................... X-1
  EXAMINATIONS ..................................................................................................................................... X-1
  APPOINTMENT TYPES............................................................................................................................ X-2
  WORKING TEST PERIOD ........................................................................................................................ X-2
    Working Test Period Extension....................................................................................................... X-3
    Provisional Service Credit to the Working Test Period................................................................... X-3
XI.        SEPARATION ........................................................................................................................ XI-1
  RESIGNATION .......................................................................................................................................XI-1
  WITHDRAWAL OF RESIGNATION ...........................................................................................................XI-1
  RETIREMENT ........................................................................................................................................XI-1
    Mandatory Retirement....................................................................................................................XI-1
  ORDER OF LAYOFF/REEMPLOYMENT ...................................................................................................XI-1
XII.       APPENDIX ............................................................................................................................XII-1
  MPP 80-1 VACATION LEAVE, COMPENSATORY TIME ....................................................................... XII-1
  MEMORANDUM – COMPENSATORY TIME .......................................................................................... XII-2
  MPP 80-2 NON STANDARD WORKWEEK, MANAGEMENT DEVELOPMENT FUND, TUITION REIMBURSEMENT
  .......................................................................................................................................................... XII-2
  MPP 81-1 TEMPORARY SERVICE IN A HIGHER CLASS ....................................................................... XII-3
  MEMORANDUM – TEMPORARY SERVICE IN A HIGHER CLASS ............................................................ XII-4
  MPP 81-2 PROVISIONAL PROMOTIONAL SERVICE CREDIT................................................................. XII-6
  MPP 81-3 EXTENSION OF WORKING-TEST PERIOD ........................................................................... XII-6
  MPP 81-4 CONNECTICUT SOCIETY OF GOVERNMENTAL ACCOUNTANTS .......................................... XII-7
  MPP 81-5 EXTENSION OF CO-PAY DENTAL PLAN TO MANAGERS ..................................................... XII-7
  MPP 81-6 HOUSING AND MEAL CHARGES ........................................................................................ XII-7
  MPP 81-7 ADVANCE VACATION PAY, SHIFT DIFFERENTIAL, PARENTAL LEAVE ............................... XII-7
  MPP 82-1 PENSION CHANGES FOR MANAGERS, CONFIDENTIALS AND EXEMPTS............................... XII-8
  MPP 82-2 CONNECTICUT SOCIETY OF GOVERNMENTAL ACCOUNTANTS .......................................... XII-8
  MPP 82-3 MEAL REIMBURSEMENT, MAJOR MEDICAL BENEFITS, TRAVEL OUT OF STATE ................ XII-8
  MPP 82-4 MEAL REIMBURSEMENT, SICK LEAVE ACCRUAL, USE OF VACATION/PERSONAL LEAVE WHILE
  ON LEAVE OF ABSENCE WITHOUT PAY .............................................................................................. XII-8
  MPP 82-5 ACCIDENTAL DEATH OR DISMEMBERMENT ...................................................................... XII-9
  MPP 82-6 REIMBURSEMENT RATE FOR MEALS ................................................................................. XII-9
  MPP 83-1 HOUSING CHARGES .......................................................................................................... XII-9
  MPP 83-2 MILEAGE ALLOWANCE ..................................................................................................... XII-9
  MPP 83-3 (AMENDED) ACCIDENTAL DEATH AND DISMEMBERMENT................................................ XII-9
  MPP 83-4 MANAGERIAL POLICY LIEUTENANT SHOE ALLOWANCE ................................................. XII-10
  MPP 84-1 CONNECTICUT SOCIETY OF GOVERNMENTAL ACCOUNTANTS SEMINAR ......................... XII-10
  MPP 84-2 DENTAL RIDERS, TRAVEL OUT OF STATE ....................................................................... XII-10
  MPP 85-1 MEAL ALLOWANCE FOR STATE POLICE EXCLUDED FROM BARGAINING ......................... XII-11
  MPP 85-2 AUTO USAGE FEE ........................................................................................................... XII-11
  MPP 86-1 RENTAL CHARGES FOR HOUSING .................................................................................... XII-12
  PERSONNEL ADMINISTRATIVE MEMORANDUM 95-29/PA19 AMENDED-DONATION OF LEAVE TIMEXII-12
  MPP 86-2 DONATION OF LEAVE TIME............................................................................................. XII-12
  MPP 87-4 MEAL CHARGES.............................................................................................................. XII-13
  MPP 87-5 MANDATORY RETIREMENT............................................................................................. XII-14
  MPP 88-2 ACCRUAL OF VACATION LEAVE ..................................................................................... XII-14
  MPP 88-3 AMENDED PRO-RATED PERSONAL LEAVE TIME ............................................................. XII-15
  MPP 91-1 MILEAGE REIMBURSEMENT RATE .................................................................................. XII-15
  MPP 92-1 (REVISED) EXTENSION OF (SEBAC) PROVISIONS ........................................................... XII-15



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  MPP 92-2 MEAL ALLOWANCES FOR STATE POLICE EXCLUDED FROM BARGAINING ....................... XII-16
  MPP 92-3 VACATION ACCRUALS FOR THE DIVISION OF CRIMINAL JUSTICE .................................... XII-16
  MPP 95-1 LEAVE ACCRUALS .......................................................................................................... XII-16
  MPP 97-1 SICK LEAVE BANK .......................................................................................................... XII-17
  MPP 97-5 EXTENSION OF PENSION AND HEALTH INSURANCE PROVISIONS OF SEBAC V.............. XII-20
  MPP 97-6 INCREASE IN FAMILY SICK LEAVE .................................................................................. XII-26
  MPP 98-01 EXTENSION OF LEAVE BENEFITS................................................................................... XII-26
  MPP 98-02 NOT ISSUED .................................................................................................................. XII-27
  MPP 98-03 NOT ISSUED .................................................................................................................. XII-27
  MPP 98-04 MILEAGE REIMBURSEMENT .......................................................................................... XII-27
  MPP 2000-01 .................................................................................................................................. XII-27
XIII.     INDEX .................................................................................................................................. XIII-1




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I.     OVERVIEW

Why this guide was developed
Welcome to the Manager’s Guide. This guide was prepared by the Department of Admin-
istrative Services for state managers and confidential employees covered by the MP pay
plan. The guide is designed to serve as a general reference resource. We hope that you
refer to it often and that it gives you the general information that you need to do your job
or guides you to the people who can give you the answers you need to have.

Where to get additional information or make suggestions
We’ve organized this guide to give you general information and to guide you to the web
sites or people that can provide you with more specific information. If you have sugges-
tions or ideas that might make this guide more useful, please e-mail
das.webmaster@po.state.ct.us. This guide is dedicated to a continuing commitment to
quality customer service by the Department of Administrative Services.

Please contact your agency human resources or payroll officer if you have more ques-
tions, or need additional information after you have read this guide.

This guide was prepared for informational purposes only. It does not represent an
employment contract, nor is it an extension of benefits or legal protections beyond
those already provided in statute, regulation, or policy. This guide, and its contents,
cannot be used as a justification for entitlement to, or denial of, benefits. In any
case where there is a conflict between the contents of this manual and the document
that established the information (statutes, regulations, collective bargaining agree-
ment or other documentation) the original document is considered the authoritative
reference.

Thanks to our contributors
Thanks go to many people who contributed to the development of this guide: Anne Al-
ling, Martin Anderson, Richard Andisio, Michael Barletta, Toby Bates, Pegi Breckel, Dan
Callahan, Ellen Carter, Lisa Chasse, Catherine Daly, Rick Dixon, William Gills, Dawn
Closs Harris, Lori Kolakowski, James Laban, Tina Lawson, Pamela Libby, Marsha Li-
burdi, Suzanne Liquerman, Susan Lizee, Christine Mansolf, Shaun McDonough, John
McKay, Diane Mazar-Roberts, Merrily Moynihan, W. Lee Palmer, Anne Pomeroy-
Dixon, Judith Resnick, Peter Rozantes, Wayne Seabury, Sandra Sharr, Robert Wallace
and Linda Yelmini.




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Change History
This manual was published in its printed version in January 2000. The change history lists
the updates that have occurred since the manual's publication.

Date          Description of Change                               Pages Changed
3/2000        Added description of Health and Retirement Benefits IX-2
              for Domestic Partners (Same Sex) of State Employees
              Added Management Personnel Policy No. 2000-01 to XII-27
              the Appendix




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II.    GOVERNMENT

How Connecticut organizes its government
State government in Connecticut has three branches: executive, legislative and judicial.

Voters elect six state officers: governor, lieutenant governor, secretary of state, treasurer,
comptroller and attorney general. These are called constitutional offices. All have concur-
rent, four-year terms. Connecticut voters also elect two United States senators and six
United States representatives.

The General Assembly, or legislature, has a Senate and a House of Representatives.
Members of both houses represent districts based strictly on population. Currently, there
are 36 state senators and 151 state representatives.

The Judicial Department is composed of the Superior, Appellate and Supreme courts. Ex-
cept for probate judges, who are elected by the voters of the town or district in which they
serve, all judges are nominated by the governor and appointed by the General Assembly.

Connecticut has no county government, although there are eight elected high sheriffs for
each county. Below the state level, governing units are either cities or towns.

The Executive Branch of Connecticut’s government
The Executive Branch consists of constitutional offices and state agencies, as defined by
statute. An annual “Digest of Administrative Reports to the Governor” is published by the
Communications Office of the Department of Administrative Services that describes the
statutory responsibility of each of these entities. In addition, many areas of the executive
branch have established web sites that contain pertinent information. To obtain a listing
go to: http://www.state.ct.us/agency.htm.

Law in Connecticut

Connecticut’s Legislature
The legislature of the State of Connecticut is known as the General Assembly. It consists
of the Senate and the House of Representatives. According to the Constitution drafted in
1965, legislators are elected to both houses for two-year terms from single-member dis-
tricts of substantially equal population. The House and Senate meet at the State Capitol in
Hartford. General Assembly committees conduct most hearings in the adjoining Legisla-
tive Office Building.




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Legislative Committees
All committees of the General Assembly are joint committees composed of both senators
and representatives. Most committees have some responsibility for screening bills and
resolutions. Three committees (Staff Internships, Program Review and Investigations, and
Regulation Review) have special responsibilities. Contact the Office of Legislative Man-
agement, or search their web site: http://www.cga.state.ct.us/, for more information about
legislative committees.
Connecticut’s statutes – How a bill becomes a law
Before the opening of a legislative session, and for a limited time after, members of the
General Assembly may file proposed bills and resolutions in the house to which they
were elected. These proposals may reflect legislators’ special concerns or may be intro-
duced at the request of constituents, organizations, the governor, executive department
heads or other government agencies. A description of the steps involved in passing a bill
into law (public acts) can be found by contacting the Office of Legislative Management
or visiting their web site at: http://www.cga.state.ct.us/Learning%20Center/bill-law.htm.
Tracking Legislative Bills
Legislative Publications produces several items that track the status of bills. These publi-
cations are available at the Bill and Document Room in the Legislative Office Building.
On-line bill and tracking information can be found at the following web site:
http://www.cga.state.ct.us/GeneralInfo.htm.
Testifying Before a Legislative Committee
You may be asked to testify before a Legislative Committee. Many commissioners coor-
dinate legislative testimony through their office, or through a legislative liaison, so you
should check with those areas before you give testimony. Because you will be represent-
ing your agency, it is important to have your testimony or comments approved by your
commissioner or his/her designee.

Decorum: A hearing is an important step in the process of making law, so it is a formal
occasion. Please give your courteous attention to other speakers, regardless of their view.

Your turn at the microphone: When you are called, sit at the speaker’s desk. You may
begin with “Madam Chairman, Mr. Chairman” (as appropriate) “and members of the
committee.” Introduce yourself very distinctly so the transcriptionist can understand the
tape recording, and mention your agency and the number and title of the bill you’ll be
speaking on.

Indicate right away whether you support the bill, oppose it, or are offering suggestions to
improve it. Then explain your reasoning. Follow this procedure for each bill you discuss.

Keep your remarks short; 3-5 minutes is usually enough, but be sure not to exceed any
announced time limits. If other speakers have already made your point, you can say that


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you agree with, or want to associate yourself with, the remarks of one or more previous
speakers. Your views, and your name, will then be clearly on record.

Be prepared to supply copies of your testimony either before or at the hearing.

When you finish, remain at the microphone for a moment, in case committee members
want to ask questions.

Information about testifying before a legislative committee was excerpted from “Your
Voice Matters at the Connecticut General Assembly: A guide for reaching state legisla-
tors and testifying at hearings”, published by the Office of Legislative Management.
Statutes
Bills that become public acts, are generally signed by the governor, and then are pub-
lished as statutes for the State of Connecticut. The statutes can be reviewed on the fol-
lowing web site: http://www.cslnet.ctstateu.edu/statutes/index.htm. The statutes are also
printed in odd years in sets and are available from the Office of the Secretary of State.
Regulations
A regulation is a rule adopted by a state agency to implement, interpret, or prescribe law
or policy, or to describe its procedure or practice requirement. Agency regulations have
the force of law, must be adopted according to procedures described in the law, and must
be approved by the Legislative Regulation Review Committee. The Legislative Commis-
sioners’ Office has prepared a “Manual for Drafting Regulations”. It is available from
that office, or can be obtained at the General Assembly’s web site:
http://www.cga.state.ct.us/lco/LCOPublications.htm.

The Budget Process
A budget is a plan of government operations that is expressed in dollars and has the force
of the law behind it. The state of Connecticut operates on a biennial budget plan. The bi-
ennial budget period begins in an odd-numbered calendar year. Adjustments to the budget
may be recommended by the governor, and made by the legislature, in the second year of
the budget. The budget process is outlined in the steps that follow:

1. Governor’s guidelines are sent to agencies in July for the following fiscal year. Each
   fiscal year begins on July 1st. The guidelines set the tone for agency requests and set
   forth the governor’s goals and objectives for his administration.
2. The Office of Policy and Management (OPM) prepares budget forms and more de-
   tailed instructions, which are sent to agencies.
3. Each agency prepares its budget request, including options, and they are sent to OPM.
   The deadline for this submission is normally September 1st. The agency’s budget de-
   fines both the expenditure and staffing level for the agency.
4. OPM reviews agency budget requests and assesses priorities.


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5. OPM submits a tentative budget to the governor on or around November 15th.
6. Agency meetings and reviews by the governor follow from November to mid-January.
7. The governor’s recommended budget is presented to the Legislature and General As-
    sembly in early February.
8. The Finance and Appropriations Committees review proposals.
9. Agency hearings are held. The Legislative Office of Fiscal Analysis reviews each
    budget and prepares recommendations and a fiscal impact statement.
10. Public Hearings are held.
11. The proposals are then reviewed and approved by the leadership, the party caucus and
    house and senate chambers.
12. The governor signs the budget into law.
13. Agencies then prepare a spending plan, or allotment, which is sent to OPM for ap-
    proval.
14. The Comptroller posts the allotment against the agency appropriation.
15. On July 1st, spending for the new fiscal year begins. Any funds not spent from the
    prior budget year lapse, unless carry over of the funds is authorized.
Budget Coordination
The Budget and Financial Management Division of the Office of Policy and Management
coordinates the budget process for the governor. For more information on the role of
OPM’s Budget and Financial Management Division, contact that office or visit their web
site at: http://www.opm.state.ct.us/budget/about/budget.htm.

Audits

The Auditors of Public Accounts
The title “Auditors of Public Accounts” refers to two specific positions appointed by the
General Assembly for a period of four years. The appointees can serve additional terms,
with the only restriction that each appointee must not be from the same political party.

The Auditors of Public Accounts are charged by the General Assembly to audit the books
and accounts of each officer, department, commission, board and court of state govern-
ment, all institutions supported by the state and all public and quasi-public bodies.

In addition to the financial audits, the auditors may include an examination of perform-
ance in order to determine effectiveness in achieving expressed legislative purpose.

The staffs of the Auditors of Public Accounts usually consist of two to four person teams
that conduct the audits of government entities, usually on a biennial basis. State entities
are required to organize their accounts so that facts required by the auditors are easily
found. They are also required to make all records and accounts available to the auditors
upon demand.



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The auditors are required to report their findings and recommendations to the governor,
the State Comptroller, the Appropriations Committee of the General Assembly, and the
Legislative Program Review and Investigations Committee. The auditors usually include
the Treasurer, Attorney General, Secretary of the Office of Policy and Management, plus
the clerks of the House and Senate on their report distribution. The statutory authority that
the Auditors of Public Accounts operates under is codified in CGS Sec 2-89 to Sec 2-92:
http://www.cslnet.ctstateu.edu/statutes/title2/t2-p11.htm#I3.
Federal Audits
The State of Connecticut receives over $3 billion annually in federal assistance. If your
agency receives any of these federal funds, goods or commodities, your agency is subject
to audit, or review, by the federal agency supplying the asset. In addition, if your agency
conducts activities that are subject to Federal Legislation or Regulations, such as pharma-
ceutical prescriptions, Commercial Drivers Licensing (CDL) etc., your agency is subject
to federal audit or inspections. The Auditors of Public Accounts conduct an annual state-
wide single audit of the State of Connecticut’s federal financial assistance. This audit,
however, does not preclude audits or reviews by a federal agency or that agency’s internal
audit staff.

Freedom of Information (FOI)

What is the Freedom of Information Act?
The Freedom of Information Act (FOIA) provides the public with rights of access to pub-
lic meetings and public records of state and local government agencies, boards, commis-
sions and their committees. The FOIA also establishes the Freedom of Information
Commission (FOIC).
The Freedom of Information Commission
The Freedom of Information Commission consists of five commissioners who are ap-
pointed by the governor. Each commissioner serves a term of five years. The commission
hears complaints filed under the FOIA using a two step process. The first step is an in-
formal hearing before a single commissioner, the second step is a more formal hearing
before the whole commission. Upon an adverse decision from the commission, the losing
party may appeal to the superior court. For more information on the Freedom of Informa-
tion Act or the Freedom of Information Commission contact the commission or search
their web site at: http://www.state.ct.us/foi/.

Public Meetings
Meetings of public agencies, except for executive sessions, must be open to the public. A
public agency may hold an executive session upon a two-thirds affirmative vote of those
present and voting at a public meeting.




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What are Public Meetings?
Generally, public meetings are proceedings or communications, by or to a quorum of a
multi-member agency, concerning any matter over which an agency has authority. The
following are not public meetings:

           ♦ Most personnel search committee meetings
           ♦ Social gatherings
           ♦ Chance meetings
           ♦ Meetings concerning strategy or negotiations on collective bargaining is-
             sues
           ♦ Administrative or staff meetings
           ♦ Communications about a meeting
           ♦ The public has three rights concerning public meetings: 1) to know about
             them, 2) to know what happened at them and 3) to attend if desired

For regularly scheduled meetings:

           ♦ Agencies must file a schedule annually of all regular meetings to be held
             in the ensuing year with the Secretary of the State
           ♦ The agenda of a regularly scheduled meeting must be available to the pub-
             lic not less than 24 hours before the meeting, and must be filed in the
             agency’s regular place of business, or with the Secretary of the State
           ♦ Agendas may be amended upon a two-thirds affirmative vote of those pre-
             sent and voting
           ♦ Votes taken at public meetings must be reduced to writing and available
             for public inspection within 48 hours. Minutes must be available within
             seven days

If a special meeting is called, notice must be filed with the Secretary of the State not less
than 24 hours before the meeting.

Emergency meetings may be held without complying with the notice requirements, but
minutes must be filed with the Secretary of the State within 72 hours following the meet-
ing. The minutes must state the nature of the emergency that required the meeting.

Attendance
Citizens have the right to attend a public meeting without being questioned concerning
the reason for their presence; however, citizens do not have the right to speak at a public
meeting. They may tape, record or broadcast the meeting as long as there is no disruption.
Individuals may be removed if they disrupt the meeting.




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Executive Session
Certain portions of a meeting may be held in Executive Session (away from the public).
Executive sessions may be held:

           ♦ To discuss the appointment, employment, discipline, or dismissal of an
             employee
           ♦ To discuss pending claims or litigation
           ♦ To discuss security strategy
           ♦ To discuss real estate purchases/leases/site selections
           ♦ To discuss anything, which if discussed in an open session, would result in
             the release of records that are exempt from disclosure.

For additional information on the use of executive sessions, please see CGS Sec.1-18a
(e): http://www.cslnet.ctstateu.edu/statutes/title1/t1-p4.htm#I16.

Public Records

What is a Public Record?
Most records or files of state and local agencies must be made available to the public.
See CGS Sec. 1-19 for statutory information about access to Public Records:
http://www.cslnet.ctstateu.edu/statutes/title1/t1-p4.htm#I18. Individuals can either re-
quest copies of the material, or make a request to inspect the material on the agency’s
premises. There is currently a $.25 cent per page charge for copying records. This fee is
set by statute. The copying includes all forms of communication such as computer re-
cords, photographs and handwritten notes. The fee for copying a computer disk, tape or
printout must not exceed the actual cost to the agency.

In many agencies, coordination of FOI requests is handled through the Communications
function. Contact your Communications office to see how requests are handled in your
agency.
What records are exempt from FOI?
CGS Sec.1-19\: http://www.cslnet.ctstateu.edu/statutes/title1/t1-p4.htm#I18 provides a
listing of a number of items that are exempt from the Freedom of Information Act. Some
exemptions are mandatory and others are permissive. Records classified as mandatory
exemptions cannot be disclosed (Examples: social security numbers, medical records,
home addresses of law enforcement personnel, service ratings). Each agency files a listing
of records they believe are exempt from FOI with the auditors of Public Accounts.

Records which fall in the permissive exemption category are those which might not be
disclosed depending on the circumstances. Records such as personal information in per-
sonnel files (disciplinary letters or letters of commendation) are in this category. To de-



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                                 MANAGER'S GUIDE


termine whether a record in the permissive category must be released, the FOIC (Freedom
of Information Commission) looks at both the privacy interest of the individual whose
records have been requested and the public’s right to know the information. If the disclo-
sure is both “highly offensive” and there is no public interest, the records do not have to
be disclosed. If the disclosure of material does not meet the standard, the records would
be disclosed.

If the requested material falls in the permissive category, you should contact the affected
individual(s) and notify him or her of the request. They have seven business days to re-
spond as to whether they consent or object to the disclosure. A public employee can also
request that his/her collective bargaining agent act in his/her behalf. If there is no re-
sponse, the records should be disclosed. It is important to maintain a copy of the written
notice to the employer.
Handling Combinations of Exempt and Non-exempt Information
Sometimes a person will request a record that contains information that must be disclosed
and information that should not be disclosed under the FOIA. The information that
should not be disclosed must be “redacted” (the subject material is covered and the
document is copied) before the document can be released. If a requested item does not
fall within any exemption, a person has the right to inspect the public records during
regular office hours or, via a written request, receive copies, printouts or transcripts.
Deadline for FOI Response
An agency must respond to an FOI request within four business days. If it will take a
longer time to gather the information requested, it is important to write back to the re-
quester within the four day time period to acknowledge the request and let him or her
know how long it will reasonably take to provide the information. Generally, the FOIA
does not require the agency to do research or compile information that does not exist.

When faced with a seemingly large request for information, it is often best to work with
the person requesting the information to narrow the focus in a way that will still ade-
quately serve his or her needs. Because the public may be charged for copies and the
agency must expend time to find the records, both sides have a mutual interest in defining
the scope of the inquiry to the extent possible. It is important, however, to keep in mind
that in most cases the agency does not have the right to know the purpose for which the
information will be used.

If you receive a request for information, find out which area in your organization handles
freedom of information requests and refer all requests for information to that area.

Press Inquiries
Media inquiries are a routine part of government. In most cases, agencies have estab-
lished agency-specific procedures for responding to inquiries. Contact your Communica-


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                                  MANAGER'S GUIDE


tions Office or Communications Officer for the procedures established for your agency.

Managers in some agencies are directly responsible for handling press inquiries. The pri-
mary goal of media relations is to work to ensure that information that the public needs to
know is reported accurately.
Tips for Responding to Press Inquiries
If you know that you are, or will be, responsible for responding to press inquiries, we
have included some tips to help insure that accurate and timely information is given to the
media when requested.

Step One – Define the Issue: Unless you are being asked a routine question, do not re-
spond to an inquiry until you know the background of the inquiry. Find out what led to
the call, and get a general idea of the identities of other individuals to whom the reporters
are talking. No rule exists that says the person called is the one who must respond to the
inquiry. Direct questions to the right source.

Step Two – Gather Facts: Gather the facts that pertain to the inquiry. These facts are the
standard who, what, why, where, when and how material that provides the details that are
necessary to a good understanding of the issue. Make sure that your information is accu-
rate; verify facts. If information cannot be released, be prepared to explain why it cannot,
or when information will be available.

Step Three - Prepare your organizational message – Identify the key points that you want
to make, in line with your organization’s philosophy. Organizational messages support
your organization’s position of an issue.

Make sure that your agency head, or his/her designee, receives a copy of your response
prior to its release.

Step Four - Respond to the inquiry.
Connecticut State Library Records
The Connecticut State Library administers a Connecticut State Publications collection
and a depository library system. The State Library requests that seventeen copies of all
publications authored, printed, issued or distributed by a state agency be forwarded to
them. Primary exceptions to this request are memoranda and correspondence. For more
information, contact the State Librarian for the Connecticut State Library:
http://www.cslib.org/.




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III.   MANAGEMENT

Who Is Considered A Manager?
A managerial employee is an employee who is excluded from the Collective Bargaining
Act as defined by CGS 5-270 (g): http://www.cslnet.ctstateu.edu/statutes/title5/t5-
p9.htm#I3.

A manager is:

In a position in which the principal functions are characterized by at least two of the fol-
lowing (except in Higher Education, where one of the functions must be from “D”):
A. Directs a subunit or facility of a major division of an agency or is assigned to an
      agency head’s staff;
B. Develops, implements and evaluates goals and objectives consistent with agency
      mission and policy;
C. Participates in the formulation of agency policy;
D. Plays a major role in the administration of collective bargaining agreements or major
      personnel decisions, or both, including staffing, hiring, firing, evaluation, promotion
      and training of employees;
                                            OR
Is a Department of Correction employee at the level of lieutenant or above.

Many classifications were designated as managerial at the time of the original bargaining
unit allocations or by later agreement with the appropriate union.

Confidential Employees
Confidential employees handle sensitive information for the state about the collective
bargaining process. Confidential employees are not covered under bargaining unit con-
tracts. If you are a confidential employee covered by the MP Pay plan, much of the in-
formation in this guide will be pertinent to you. If you are paid according to a bargaining
unit pay scale, the information in this guide may not be pertinent. Contact your human
resources officer for more information concerning your rights and benefits.

Managerial Competencies
What are the competencies that make a good manager? The following list identifies req-
uisite skills and abilities of a good manager. This list was developed based on informa-
tion contained in the Human Resources Manager System. The U.S. Office of Personnel
Management designed the Human Resources Manager System.

These competencies can be used as a guide for managers looking to continue their profes-


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                                  MANAGER'S GUIDE


sional development, and provides a suggested framework for the creation of individual
training and development plans.

1. Vision - Takes a long-term view and acts as a catalyst for organizational change;
    builds a shared vision with others; influences others to translate vision into action
2. External Awareness - Identifies and keeps up-to-date on key national and/or interna-
    tional policies and economic, political, and social trends that affect the organization;
    understands near-term and long range plans and determines how to be positioned best
    to achieve organizational success
3. Creativity and Innovation - Develops new insights into situations and applies innova-
    tive solutions to make organizational improvement; creates a work environment that
    encourages creative thinking and innovative designs and implements new or cutting-
    edge programs/processes
4. Strategic Thinking - Formulates effective strategies consistent with the organization;
    examines policy issues and strategic planning with a long-term perspective; deter-
    mines objectives and sets priorities; anticipates potential threats or opportunities
5. Continual Learning - Grasps the essence of new information; masters new technical
    and business knowledge; recognizes own strengths and weaknesses; pursues self-
    development; seeks feedback from others and opportunities to master new knowl-
    edge
6. Resilience - Deals effectively with pressure; maintains focus and intensity and re-
    mains optimistic and persistent, even under adversity; recovers quickly from setbacks;
    effectively balances personal life and work
7. Flexibility - Is open to change and new information; adapts behavior and work meth-
    ods in response to new information, changing conditions, or unexpected obstacles; ad-
    justs rapidly to new situations warranting attention and resolution
8. Service Motivation - Equips others with the tools and support they need to perform
    well; shows a commitment to public service, and enables others to achieve; influences
    others toward a spirit of service and meaningful contributions
9. Conflict Management - Identifies and takes steps to prevent potential situations that
    could result in unpleasant confrontations; manages and resolves conflicts and dis-
    agreements in a positive and constructive manner to minimize negative impacts
10. Cultural Awareness - Initiates and manages cultural change within the organization to
    impact organization effectiveness; values cultural diversity and other individual dif-
    ferences in the work force; ensures that the organization builds on these differences
    and that employees are treated in a fair and equitable manner
11. Team Building - Inspires, motivates and guides others toward goal accomplishments;
    consistently develops and sustains cooperative working relationships; encourages and
    facilitates cooperation within the organization and with customer groups; fosters
    commitment, team spirit, pride, trust; develops leadership in others through coaching,
    mentoring, rewarding and guiding employees
12. Integrity/Honesty - Instills mutual trust and confidence; creates a culture that fosters
    high standards of ethics; behaves in a fair and ethical manner toward others, and dem-


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                                   MANAGER'S GUIDE


    onstrates a sense of responsibility and commitment to public service
13. Oral Communications - Makes clear and convincing oral presentations to individuals
    or groups; listens effectively and clarifies information as needed; facilitates an open
    exchange of ideas and fosters an atmosphere of open communication
14. Written Communication - Expresses facts and ideas in writing in a clear, convincing
    and organized manner consistent with the organization’s message and style
15. Influencing/Negotiating - Persuades others; builds consensus through give and take;
    gains cooperation from others to obtain information and accomplish goals; facilitates
    “win-win” situations
16. Partnering - Develops networks and builds alliances; engages in cross-functional ac-
    tivities; collaborates across boundaries, and finds common ground with a widening
    range of stakeholders; utilizes contacts to build and strengthen internal support bases
17. Political Savvy - Identifies the internal and external politics that impact the works of
    the organization; approaches each problem situation with a clear perception of organ-
    izational and political reality; recognizes the impact of alternative course of action
18. Interpersonal Skills - Considers and responds appropriately to the needs, feelings, and
    capabilities of different people in different situations; is tactful, compassionate and
    sensitive, and treats others with respect
19. Accountability - Assures that effective controls are developed and maintained to en-
    sure the integrity of the organization; holds self and others accountable for rules and
    responsibilities; can be relied upon to ensure that projects within areas of specific re-
    sponsibility are completed in a timely manner and within budget; monitors and evalu-
    ates plans, focuses on results and measuring attainment of outcomes
20. Problem Solving - Identifies and analyzes problems; distinguishes between relevant
    and irrelevant information to make logical decisions; provides solutions to individual
    and organizational problems
21. Decisiveness - Exercises good judgment by making sound and well informed deci-
    sions; perceives the impact and implications of decisions; makes effective and timely
    decisions, even when data is limited or solutions product unpleasant consequences; is
    proactive and achievement oriented
22. Customer Service - Balances the interests of a variety of clients; readily readjusts pri-
    orities to respond to pressing and changing client demands. Anticipates and meets the
    need of clients; achieves quality end products; is committed to continuous improve-
    ment of services
23. Entrepreneurship - Identifies opportunities to develop and market new ideas, services
    and products within or outside of the organization; is willing to take risks; initiates ac-
    tions that involve a calculated risk to achieve a recognized benefit or advantage
24. Technical Credibility - Understands and appropriately applies procedures, require-
    ments, regulations, and policies related to specialized expertise; is able to make sound
    hiring and capital resource decisions and to address training and development needs;
    understands linkages between administrative competencies and mission needs
25. Financial Management - Demonstrates broad understanding of principles of financial
    management and marketing expertise necessary to ensure appropriate funding levels;


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                                  MANAGER'S GUIDE


    prepares, justifies, and/or administers the budget for the program areas; uses cost-
    benefit thinking to set priorities; monitors expenditures in support of programs and
    policies; identifies cost-effective approaches
26. Human Resources Management - Using merit principles, ensures staff is appropriated
    selected, developed, utilized, appraised and rewarded as well as given corrective ac-
    tion
27. Technology Management - Uses effective and cost-effective approaches to integrate
    technology into the work place and improve program effectiveness; develops strate-
    gies using new technology to enhance decision-making; understands the impact of
    technological changes on the organization

Training Opportunities for Managers
To further the professional development of state employees, the Department of Adminis-
trative Services has developed strategic partnerships with training vendors in order to
provide direct access to quality training and educational programs. These programs are
designed to meet the needs of professionals in state employment. In an effort to stream-
line these services, all administrative processes (marketing, registration, and billing) are
now handled directly by the vendors.
In-Service Training
The Community-Technical Colleges, in partnership with DAS, manages the In-Service
training program. In-Service courses provide targeted skill enhancement for all levels of
employees. Current course catalogs are available twice a year in hard copy (mailed to
each agency) or through the Internet at http://www.commnet.edu/bisn/. For additional
information, contact the In-Service Training Coordinator at the Community-Technical
Colleges, Office of the Chancellor (860) 725-6614.
Hartford Graduate Fellowship
A fellowship to the Executive Masters Degree in Management Program at the Rensselaer
of Hartford is offered annually to State of Connecticut managers. The program is admin-
istered by the Department of Administrative Services and is subject to the approval of the
Office of Policy and Management, based upon the availability of funds. Announcement of
the fellowship application process is normally sent to state agencies in May.
Institute of Management Studies Programs Courses
The Connecticut Institute for Management offers seminars as part of their Institute of
Management Studies program. These seminars are generally available for managers and
high level bargaining unit staff with leadership responsibilities. Contact the Department
of Administrative Services, Human Resources Business Center for more information.
Management Development Courses
DAS, in partnership with selected educational institutions, sponsors Management Devel-
opment Courses. These courses are designed to enhance the professional skills and
knowledge of public managers. Contact the Department of Administrative Services, Hu-


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                                 MANAGER'S GUIDE


man Resources Business Center: http://www.das.state.ct.us/HR/HRhome.htm for more
information.

Higher Education’s Education and Employment Information Center
The Education and Employment Information Center (EEIC) is a state wide referral ser-
vice of the Connecticut Department of Higher Education. Contact them at 1-800-842-
0229, or through their Web site at: http://www.ctdhe.commnet.edu/dheweb/eeic.htm.
Agency Training Programs
Many state agencies have active programs of training and development for managerial
staff. Contact your agency human resources or training officer for information about
training programs at your agency.
Tuition Reimbursement
Tuition reimbursement may be available from agency funds or the Comptroller’s miscel-
laneous fund. Contact your agency Human Resources Office for information about tuition
reimbursement funds.
( See Appendix MPP 80-2)

The Management Advisory Council (MAC)
MAC was established in 1983 to provide a forum for communication among managers,
appointed and elected officials to improve the managerial effectiveness and productivity
of state executive branch agencies. The council considers issues and makes recommenda-
tions to the administration for the improvement of state government operations and for
the involvement of managers. Recommendations cover several areas including: methods
and procedures, availability of management resources, professional/management skills
development, improved communication, compensation and performance evaluations,
working conditions, the formulation of department based managerial groups, etc.

The Council consists of one representative and one alternate, elected for two-year terms
from each state department (except Higher Education). The Office of the State Comptrol-
ler, Office of the Secretary of the State, Office of the Attorney General and Office of the
State Treasurer also elect a representative and an alternate. Council officers include a
Chairperson, Vice-Chairperson, Secretary and Treasurer.

The Council sponsors an annual Managers’ Day that includes the presentation of awards
for distinguished managerial service.

Personal Liability for Managers

Indemnification
In general, state managers are not personally liable for actions taken in the normal ad-


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                                  MANAGER'S GUIDE


ministration of their duties (C.G.S. 4-165). In most cases, the state will indemnify manag-
ers from financial loss and expense arising out of any claim, demand, suit or judgment
when the Office of the Attorney General (the state’s legal representative) finds that the
manager was acting in the discharge of his/her duties, or within the scope of his/her em-
ployment. To determine whether an activity falls within a manager’s normal duties, ques-
tions of the following nature should be asked: was the manager acting with malice, was
the action taken within the scope of a normal and foreseeable duty, was the manager act-
ing for personal gain? Contact your agency Human Resources Office if you have any
questions about personal indemnification.

Legal Representation
If a legal representative of the Office of the Attorney General has determined that the ac-
tion was within the scope of the manager’s employment, that office will customarily pro-
vide legal representation. However, it is within the sole discretion of the Attorney General
to provide the representation. If the Office of the Attorney General makes an adverse de-
cision concerning representation, notice must be sent to the affected manager. Monetary
reimbursement may be provided for legal fees and expenses if the Office of the Attorney
General has refused to provide representation but the employee is found to have acted in
the normal discharge of his duties or in the scope of his employment.

Finding of Liability
Personal liability may result where the manager’s actions are wanton, reckless or mali-
cious or constitute an act of sexual harassment. In addition, several courts have found in-
dividual liability in employment related litigation such as the Americans with Disability
Act, the Federal Family and Medical Leave Act, Employee Retirement Income Security
Act of 1974 (ERISA) (for plan fiduciaries) and Occupation Safety Health Administration
(OSHA) (liability imposed on managers exercising the requisite degree of control so as to
be defined “employer”).

Conflict of Interest
Often in a lawsuit, both the state and an individual manager(s) are named as defendants.
There may be times when a conflict arises between the interests of the individual man-
ager(s) and the state as an entity. Lawyers for the state have a duty to defend the entity as
opposed to the individual manager where a potential or actual conflict exists. Therefore,
if you are sued and such a conflict exists, you do have the option of retaining separate
counsel.

Refer any questions about managerial liability to your agency Human Resources Office,
or the Office of the Attorney General, depending on your agency’s procedure. Phone
numbers for Attorney General Units can be found in the blue pages of your phone book,
or at their web site: http://www.cslnet.ctstateu.edu/attygenl/.



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What Managers Should Know About Collective Bargaining
As a manager, you may be responsible for supervising employees. Most state employees
are unionized, therefore, you should have a fundamental understanding of the collective
bargaining system. The Office of Labor Relations (OLR) within the Office of Policy and
Management provides labor relations and collective bargaining services on behalf of the
state employer in conjunction with Executive Branch agencies and other state agencies.
Information about OLR is at the following address:
http://www.opm.state.ct.us/olr/about/olr.htm.
Unions/Bargaining Units
There are several unions that represent state employees. Unions represent groups of em-
ployees that are organized into bargaining units (related classifications grouped together
for collective bargaining purposes). A union may represent more than one bargaining
unit.

Periodically, unions and representatives of the state (usually managers and/or executives)
negotiate collective bargaining agreements (contracts). These contracts address salary,
benefits, hours of work and the terms and conditions of employment. If you supervise
bargaining unit employees, you should familiarize yourself with the contracts of those
employees and consult with your Agency Human Resources Office if you have questions.
Contract language describes the understanding between the parties concerning their re-
spective rights and obligations. However, contract provisions may also be subject to in-
terpretation and may lead to the grievance and arbitration process.
Grievances
Each contract outlines the grievance process for that particular bargaining unit. The union
is responsible for providing employees with grievance forms and for processing griev-
ances. There are three types of grievances, i.e., contract interpretation, disciplinary action
appeals and reclassification grievances. Each process involves a multi-step system that is
determined by the contract and by the type of grievance. The initial steps in the grievance
process are informal to encourage quick resolution. If an issue cannot be resolved at the
earlier stages, more formal proceedings are conducted until the grievance reaches the
highest level of the process, usually arbitration. If an employee forwards a grievance
package directly to you, contact your Human Resources Office to ensure correct handling.

The step in the process outside of the original agency usually involves a conference at the
Office of Labor Relations (OLR) which is a branch of the Office of Policy & Manage-
ment (OPM). The step following an OLR conference is typically arbitration. Arbitration
hearings may be held in a variety of locations including the Office of Labor Relations, the
Department of Labor, a union’s main office, etc.
What Rights Do Non-Bargaining Employees Have?
Non-unionized employees, such as managers, confidential employees and executives, are
not represented by a union and are excluded from the collective bargaining process. State


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                                  MANAGER'S GUIDE


statutes, regulations and administrative rules govern the terms and conditions of their em-
ployment. Managers can only be disciplined for “reasonable cause”. Managers and confi-
dential employees may file appeals under specific circumstances. If they are in the classi-
fied service and have achieved permanent status, managers and confidential employees
may ultimately appeal to the Employees' Review Board for the following reasons:

             ♦ Demotion
             ♦ Suspension
             ♦ Dismissal
             ♦ Alleged discrimination1
             ♦ Unsafe or unhealthy working conditions2
             ♦ Violations involving the interpretation and application of specific State
               Personnel Statutes or Regulations
             ♦ Unsatisfactory performance evaluations.

CGS Sec. 5-201 of the Connecticut General Statutes:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I19 describes the Employees' Re-
view Board and CGS Sec. 5-202: http://www.cslnet.ctstateu.edu/statutes/title5/t5-
p8.htm#E15E148 outlines the procedures for filing appeals.

Any official written reprimand may be appealed to the first and second level of the griev-
ance process, except for employees excluded from collective bargaining.

Grievance Appeal forms can be obtained from your agency Human Resources Office.
Classification Appeals
CGS Sec 5-200(n): http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I14 provides
for hearings to review specified position classifications or allocations of a class of posi-
tions to the compensation schedule. Consult with your Human Resources Office for pro-
cedures.
Employee Counseling
You may need to provide counseling on a job performance issue, or for a rule viola-
tion/misconduct situation. The following guidelines apply in either case:

             ♦ Know the facts of the situation
             ♦ Speak with the employee in private
             ♦ Get the employee’s side of the story and research it if necessary

1
    In those instances not appealed to CHRO
2
  Compliance with health and safety standards and the Connecticut OSHA Act are not
appealable.


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                                MANAGER'S GUIDE


          ♦ Make the job expectations or rules/policies clear to the employee
          ♦ Be firm, but fair. If job performance is an issue, make sure your expecta-
            tions are reasonable
          ♦ Do not lose your temper
          ♦ Show confidence in the employee’s ability to learn or to change behavior
          ♦ Provide appropriate training and guidance
          ♦ Follow up on the employee’s progress
          ♦ Document the counseling by keeping notes on any informal counseling or
            developing written confirmation of a formal counseling session; you must
            follow the union contract for any documents to be placed in the employee's
            personnel file

Work with your agency Human Resources Office to determine the employee counseling
policy or procedure specific to your agency.

Employee Discipline – Bargaining Unit Employees
Types of discipline and standards for disciplinary action are generally governed by con-
tract. Most contracts state that permanent employees can only be disciplined for “just
cause.” When assessing just cause, you must ask the following questions:

          ♦ Was the employee aware of possible disciplinary consequences?
          ♦ Was the rule reasonably related to the orderly, safe, operation of the
            agency’s business?
          ♦ Did the agency do an investigation (fact-finding) prior to imposing disci-
            pline?
          ♦ Was the investigation (fact-finding) conducted fairly and objectively?
          ♦ Did an appropriate hearing follow the investigation with the employee
            prior to effecting disciplinary action?
          ♦ Is there substantial evidence or proof that the employee committed the
            wrongdoing?
          ♦ Has the agency applied the rule, order, and/or penalties in a consistent
            manner to all employees?
          ♦ Is the degree of discipline reasonably related to 1) the seriousness of the
            offense and 2) the employee’s record with the agency?

If you are required to recommend a level of discipline to your supervisor or to your
agency Human Resources Office, you should consider:

          ♦ The employee’s work record
          ♦ The level of discipline imposed in like situations
          ♦ The effect of the offense on the operation of the organization



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                                  MANAGER'S GUIDE


           ♦ The seriousness or type of offense relative to the employee’s level and/or
             duties
           ♦ Impact of the offense on co-workers and/or public
           ♦ Any mitigating circumstances
           ♦ Previous measures taken to correct the employee
           ♦ Uniformity of enforcement of the rule
           ♦ Timeliness of the disciplinary action

A person reviewing the disciplinary action might also consider the following in determin-
ing whether the imposition and/or the level of the discipline was appropriate:

           ♦ All pertinent policies and procedures of the agency
           ♦ Procedural requirements – such as providing the employee with appropri-
             ate representation rights and providing a pre-disciplinary hearing known as
             a loudermill hearing
           ♦ Any bias between those imposing discipline and the employee

These are only guidelines. It is advisable that you work with your agency Human Re-
sources Office in dealing with any potential disciplinary actions.

Administrative Leave
Regulation 5-240-5a(f) allows for an employee to be put on leave of absence with pay for
up to 15 days to permit investigation of alleged serious misconduct. Regulation 5-240-
5a(g) allows for an employee to be put on leave of absence with pay for 30 days (plus ex-
tensions under certain circumstances) pending disposition of criminal charges. Please
note these are the general rules; some contracts do address this subject specifically and
may contain information in addition to the regulations.

In all cases of administrative leave, you must notify the employee in writing of reason for
the leave, effective date of the leave, and the leave duration.

In cases involving pending criminal charges which could lead to dismissal upon convic-
tion, the employee may request a voluntary leave of absence without pay. Approval of
such leave is within the discretion of the agency.

For more information on administrative leaves and leaves of absence without pay pending
criminal charges, please contact your agency Human Resources Office.
Probationary Employees
In general, most temporary and initial working test period employees do not have the
right to grieve/arbitrate disciplinary action. If a probationary employee violates a rule or
does not meet acceptable performance levels after being given the opportunity to correct
deficiencies, that employee may be separated from state service; i.e., dropped during the


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working test period.

Probationary employees are not entitled to full pre-termination meetings (notice and op-
portunity to be heard prior to termination). They are entitled to a meeting in order to give
their side of the story. Post-termination meetings are sufficient here.

For more information on probationary employees, contact your agency Human Resources
Office.
Investigations
An investigation (or fact finding) should precede all recommendations for discipline for
both permanent and probationary employees. The goal of an investigation is to ensure the
complete identification and objective review of all significant facts. Contact your agency
Human Resources Office to determine if your agency has specific protocol or procedure
for investigations. If you are required to conduct an investigation, you should:

           ♦ Be unbiased, you should not be directly involved in the incident
           ♦ Collect incident reports/statements. These documents should answer the
             questions who, what, where, when, why and how
           ♦ Review reports/statements
           ♦ Collect any physical evidence
           ♦ Identify any pertinent rules, policies, directives
           ♦ Interview individuals who completed reports/statements and anyone else
             involved in the situation
           ♦ Offer union representation to bargaining unit employees if requested or re-
             quired by contract
           ♦ Offer representation to managerial employees if requested by the employee
           ♦ Complete investigation in a timely manner
           ♦ Compile and summarize information
           ♦ Submit report of findings




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IV.    GENERAL POLICIES

Affirmative Action
Each state agency, board, department and commission develops and implements an af-
firmative action plan as required by the Commission on Human Rights and Opportunities
and codified in CGS 46a-54(4) and 46a-68. Contact your agency Affirmative Action Ad-
ministrator to obtain a copy of your agency’s Affirmative Action Plan.

AIDS/HIV
Connecticut passed an Human Immunodeficiency Virus/Aquired Immunodeficiency Syn-
drome (HIV/AIDS) Testing and Confidentiality law which is outlined in C.G.S. Sections
19a-585 through 592: http://www.cslnet.ctstateu.edu/statutes/title19a/t19a-p25.htm#I3.
Part of the law states that the identity of any employee with HIV/AIDS must remain con-
fidential. HIV/AIDS related information may not be disclosed without the written consent
of the employee. Check with your agency Human Resources Office to obtain a copy of
your agency’s AIDS/HIV policy.

Americans with Disabilities Act (ADA)
The Americans with Disabilities Act (ADA) of 1990 makes it unlawful to discriminate
against a qualified person with a disability in all aspects of the employment process and
in the provision of services and benefits.

The ADA utilizes a three-pronged definition of disability. An individual with a disability
is: any person that (1) has a physical or mental impairment that substantially limits one or
more major life activities, (2) has a record of such an impairment, or, (3) is perceived or
regarded as having such an impairment.

Check with your agency Human Resources or Affirmative Action Office to obtain a copy
of your agency’s ADA policy.

Drug-Free Work Place
Effective March 18, 1989, the federal government enacted the "Drug-Free Work Place"
Act. This act requires that any state agency that receives federal funding must certify that
it will maintain a drug-free work place. Among other things, the act requires that a policy
be published notifying employees that the unlawful manufacture, distribution, possession,
or use of controlled substances is prohibited in the work place. It also requires that certain
actions be taken if this policy is broken.

Check with your agency Human Resources Office to obtain a copy of your agency’s Drug


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Free Work Place policy.

Electronic Mail Acceptable Use Policy
The Department of Information Technology (DOIT) has developed a policy for use of
electronic mail. Contact DOIT for a copy, or obtain it at the following web site:
http://www.state.ct.us/cmac/policies/emailcon.htm.

Employee Assistance Program (EAP)
The state has special programs for assisting its employees in coping with problems that
may affect their jobs or families. Problems may be related to alcohol, drugs, the family,
marriage, health, emotional difficulties, etc. There is no cost for consultation with Em-
ployee Assistance Program counselors, who can advise state employees on the wide range
of counseling and referral services available, together with information about counseling
services covered by each of the health insurance plans available to state employees. Con-
tact your agency Human Resources Office to determine the specific EAP program in op-
eration for your agency.

Sexual Harassment
Sexual harassment is defined as: "any unwelcome sexual advances or requests for sexual
favors, or any conduct of a sexual nature when:

(1) submission to such conduct is made either explicitly or implicitly as a term or condi-
    tion of an individual's employment,
(2) submission to or rejection of such conduct by an individual is used as the basis for
    employment decisions affecting such individual, or
(3) such conduct has the purpose or effect of substantially interfering with an individ-
    ual's work performance or creating an intimidating, hostile or offensive working en-
    vironment"

Sexual Harassment is a type of sex discrimination. It is prohibited by Title VII of the
Civil Rights Act, as amended, and by CGS 46a-60 (a)(8) as a discriminatory employment
practice. Check with your agency Human Resources Office to obtain a copy of your
agency’s sexual harassment policy.

Code of Ethics for Public Officials and State Employees
Ethical rules for all state employees are contained in CGS Sec. 1-84 through 1-86.
http://www.cslnet.ctstateu.edu/statutes/title1/httoc.htm. You should be familiar with this
code. For interpretations of the code contact the Ethics Commission.

In addition to the Code of Ethics outlined in statute, your agency may have promulgated a


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Code of Ethics specific to the agency. Contact your agency Human Resources Office to
learn if your agency has a specific code.

Political Activity
The statutory reference governing rules for political activity is contained in CGS Sections
5-266a through d. You should be familiar with the rules governing political activity. Re-
fer to General Letter 214D issued on October 12, 1995 by DAS and the May 30, 1995
memorandum titled “Political Activities of State Employees” issued by the Office of the
Attorney General.

Violence in the Workplace
The State of Connecticut has adopted a statewide zero tolerance policy for violence under
Executive Order No. 16. Every state agency is responsible for the effective implementa-
tion of this policy, and managers and supervisors are required to clearly communicate this
policy to all state employees. Contact your agency Human Resources Office for a copy of
your agency policy on violence.




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V.     COMPENSATION
CGS Sec. 5-196(7) defines “compensation” as the salary, wages, benefits and other forms
of valuable consideration earned by, and provided to, an employee in remuneration for
services rendered.

Compensation for Bargaining Unit Employees
Compensation for bargaining unit employees is prescribed by agreement and specific to
the various collective bargaining units. Compensation includes general wage increases,
annual increments, and longevity, as well as other forms of compensation, such as shift
and weekend differentials, on-call/stand by pay, overtime, uniform allowances, bonuses,
stipends and allowances.

The salaries of bargaining unit employees are tied to the job classifications to which their
positions are allocated. Many job classification are assigned to a “salary group” based on
the total point value awarded the class resulting from its job evaluation.

How a Salary is Derived and Salary Levels Assigned
State managers, and most other employees of the state, receive a salary based on the job
classification to which they are assigned. The job classification defines the duties, respon-
sibilities and requirements of each position and provides a rational criterion to establish
pay levels within pay plans. This makes it possible to equate classes of positions with ap-
propriate salary ranges.

Some job titles (job classifications) in a pay plan may be assigned a salary level (salary
group) based upon an evaluation of the compensable factors inherent in each job classifi-
cation. The actual job requirements form the basis of the evaluation. In the State of Con-
necticut, job classifications are evaluated using an objective job evaluation (OJE) system
that uses a measurement scale with defined levels to measure three basic components. See
CGS Sec. 5-200a: http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I15.

           ♦ Knowledge and Skills - what an incumbent must know and the abilities
             which must be possessed to meet the requirements and responsibilities of
             the job
           ♦ Effort, both mental and physical - the level of thinking, analysis and prob-
             lem solving which is required of an incumbent to meet the requirements
             and responsibilities of the job, working conditions
           ♦ Accountability - the extent to which an incumbent has latitude to get things
             done, and the size and nature of the impact that the incumbent’s decision
             making has on the total organization




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Point values for each component are totaled for each job class evaluated. The total num-
ber of points awarded determines the “salary group” (pay level) of each class. A correla-
tion is therefore established between total points and pay level.

Pay Plans
A pay plan is simply a schedule of pay ranges. Every job title (job classification) is as-
signed a salary group associated with a pay range, which has a minimum and maximum
salary rate.
Managerial Pay Plans
Salaries for managers are included in the MP Pay Plan. The MP Pay Plan provides a spe-
cific range of compensation based on salary level. It does not have incremental steps built
into each range like most of the traditional bargaining unit pay plans. Employees are
generally hired at the minimum, however; sometimes exceptions are made to accommo-
date special circumstances such as difficulty in recruiting qualified personnel, or to rec-
ognize special skills or qualifications.

Movement through the salary range is primarily based on job performance and budget
considerations. The amount of the salary increase varies depending on the rating of the
manager i.e., a manager whose performance is sub par will receive less of an increase
than someone who performs the job in a satisfactory manner.

In managerial pay plans there are consecutive salary groups which correspond to incre-
mental increases in the salary ranges for each level. Each managerial classification has an
assigned salary group within the MP Pay Plan, which is derived from its job evaluation.
The designation, “MP” stands for “Managerial Plan” and the number that follows it is its
“Group” or “Salary Group” (51, 52, 53, etc.). Obtain managerial pay plans from your hu-
man      resources      officer,     or     from       the    following       web      site:
http://www.das.state.ct.us/hr/HRhome.htm.
Managerial Increases for Managers at the Maximum of their Pay Range
Managers at the maximum of the range, also referred to as “position rate”, may receive
lump sum bonuses beyond the maximum rate, in accordance with the provisions of an
incentive plan. Lump sum payments are not incorporated into an employee’s base pay
and payouts beyond the maximum of the salary range are entirely dependent upon an an-
nual     performance      review      (See       CGS     Sec. 5-210     and     5-212)
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I30.

General Wage Increases for Managers
General wage increases for managers are given in some years.
Promotions/Upward Reclassifications
Managerial employees receive a 5 percent increase when appointed to a higher class, or


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when their class is re-evaluated to a higher salary group
At times, an amount greater than 5 percent is given when an individual meets all of the
following conditions:

           ♦ The minimum salary for the new class title is more than five percent
             higher than the employee’s current salary
           ♦ Documentation shows that they are uniquely qualified
           ♦ The appointing authority certifies that the higher rate is essential to con-
             ducting agency business effectively
           ♦ A 5 percent rate would reduce total compensation to the individual or a
             greater amount is necessary for recruitment or retention

The Commissioner of Administrative Services and the Secretary of the Office of Policy
and Management approve all increases greater than 5 percent.
453-Q
Temporary Service in a Higher Class for Managers
Managerial employees may be appointed by their agency head to temporarily fill a higher
position if the agency expects that the position will be vacant for at least 30 days, or if the
incumbent will be absent for 30 days or more.

The authority for this compensation was initially outlined in CGS Sec. 5-209:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I29 and superseded by Manage-
ment Personnel Policy 81-1. Although this process has been decentralized and no longer
requires DAS approval, agencies should still follow the documentation guidelines out-
lined in MPP No. 81-1 and complete form P-MP1. Approval from the Office of Policy
and Management is still required.
Bargaining Unit Pay Plans
Most bargaining unit pay plans, unlike the managerial/confidential “range plans”, in-
clude clearly defined step increases called, “annual increments”. Employees who have
received service ratings of satisfactory, or above, by their supervisors (subject to approval
of the appointing authority or his/her designee) are eligible for a one step annual incre-
ment. Annual increments are usually paid in January of each successive year up to, but
not exceeding, the maximum step of the range. Each step plan has a finite number of
steps and the number varies by pay plan, typically ranging between 7 to 11 steps.

Currently the State of Connecticut has in excess of 45 different pay plans. This number is
largely a function of each separate bargaining unit contract agreement which recognize
such variables as different hours of work, the amount of a general wage increase and the
date of its implementation. For example, some employees may be assigned to 35, 37½,
38 ¾, or 40 hour work weeks. Obtain bargaining unit contracts and pay plans from your
agency Human Resources Office or on line at the following web address:
http://www.das.state.ct.us/HR/CollBarg/hrcbcindex.htm.


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Temporary Service in a Higher Class for Bargaining Unit Employees
Bargaining unit employees can be assigned to perform duties that would qualify as tem-
porary service in a higher class (TSHC). Any individual serving in a TSHC capacity
would be covered by the applicable collective bargaining agreement. Your Human Re-
sources Office would follow the provisions of the specific contract and clarification in-
formation outlined in Personnel Division Memorandum Number 93-31, issued on De-
cember 24, 1992 to assign an individual to TSHC.

Incentive Plans for Managers
CGS Section 5-210(d) establishes incentive plans for employees whose positions are des-
ignated managerial or confidential:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I30.
Performance Assessment and Recognition System (PARS)
The incentive plan used by some agencies is called the Performance Assessment and
Recognition System. The most recent handbook outlining this system was published by
DAS in November 1994. Managers are eligible for PARS if they work in an agency that
uses the prescribed PARS plan. They must be excluded from collective bargaining and be
paid on a managerial pay plan. Contact your agency Human Resources Office to deter-
mine if your agency participates in the PARS program.
Performance Profile
Some agencies are using a Performance Profile program as their incentive program.
Guidelines for this program can be obtained by contacting the Department of Administra-
tive Services or can be printed from their web site at:
http://www.das.state.ct.us/HR/Performance/performance_profile_for_managers.htm.
Contact your agency Human Resources Office to determine if your agency participates in
the Performance Profile program.

Longevity

Managerial Longevity
Longevity bonuses are paid to managerial employees with at least 10 years of full time
state service, including war service. Eligible managers receive lump sum longevity pay-
ments twice a year. Payments are based on service completed on April 1st and October 1st
of each year. Part time, seasonal or intermittent state service can be credited as state ser-
vice toward meeting the accumulated totals on a pro rated basis CGS Sec. 5-213 outlines
the          statutory         authority           for         longevity          payments:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I34.
Longevity payments are:

           ♦ Increased upon completion of 15, 20 and 25 years of state service



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            ♦ Tied to managerial pay groups i.e., the higher the salary group, the higher
              the longevity bonus
            ♦ Calculated twice per year to determine eligibility on the first day of April
              and the first day of October
            ♦ Paid twice a year, on the last regular pay day in April and October of each
              year

Contact your Human Resources Office for the most recent longevity plan, or visit the
DAS/HRBC Web Site: http://www.das.state.ct.us/HR/CompPlans/HRComPlans.htm.

Seniority
Seniority for state managers is defined as total length of state service, including war ser-
vice. Active war service during certain periods of time is credited towards both the lon-
gevity and seniority of any employee who is a veteran. Qualifying periods and conditions
of service are outlined in CGS Sec. 27-103:
 http://www.cslnet.ctstateu.edu/statutes/title27/t27-p5.htm#I10.

Pension
State employees become members of the State Employee Retirement System if they meet
the        eligibility      requirements         outlined      in      CGS         5-160.
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p6.htm#I35 as amended by the State Pen-
sion Agreement. The State Employee Retirement System currently consists of three tiers.
Tier I is primarily for employees hired before July 1, 1984, Tier II for employees hired
from July 2, 1984 through June 30, 1997, and Tier IIA for employees hired on and after
July 1, 1997. The Office of the State Comptroller Retirement & Benefit Services Division
mails an annual personal statement of benefits to all employees. Annual statements and
memoranda relating to retirement are posted on the Comptroller web site at
http://www.state.ct.us/otc/ under the heading Comptroller’s Memoranda.

If you need additional information, or copies of retirement materials, contact your agency
Human Resources Office or The Retirement and Benefit Services Division, Office of the
State Comptroller.




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VI.    WORK RELATED TRAVEL AND EXPENSES

Use of State-Owned and Personal Motor Vehicles
General Letter 115 (revised November 1997) covers the policy and procedures for the use
of state-owned and personally owned motor vehicles. If you intend to use your car, or a
state car, on state business, you should be familiar with this General Letter. To obtain a
copy, contact the Fleet Operations section of the Department of Administrative Services,
or obtain a copy of the General Letter at the following web address:
http://www.das.state.ct.us/HR/om/dasgldir.htm.

Auto Usage Fee
Management Personnel Policy No. 85-2 provides a $3.50 auto usage fee for each day a
vehicle is available for Managerial and Confidential employees in the MP Pay Plan under
the following conditions:

           ♦ The employee is required to have his/her personal vehicle available for
             work-related travel for 50 percent of the assigned monthly work days
           ♦ The employee supervises other employees eligible for, and receiving an
             auto usage fee
           ♦ The Agency Head has authorized, in writing, the auto usage fee
           ♦ The personal vehicle is available on a continuous basis

Reimbursement Regulations and Policies
General Letter 212 (Revised September 1998) covers general information about reim-
bursement for state travel, tuition or training. Specific information is outlined in Sections
5-141c-1 to 5-141c-11 of the Regulations of Connecticut State Agencies. State Comptrol-
ler Memoranda Nos. 99-27, 98-27 and 98-27a cover specific procedures for arranging
travel through the State Travel Agent. General Letter 212 is available at the Department
of Administrative Services, Commissioner’s office or at the following web address:
http://www.das.state.ct.us/HR/om/dasgldir.htm. The travel regulations are published by
the Commission on Official Legal Publications, and are also available at the following
web address: http://www.das.state.ct.us/HR/om/dasgldir.htm. Comptroller’s Memoranda
are available through the Comptroller’s Office or at the following web address:
http://www.state.ct.us/otc/memoindx.htm.
Meal Reimbursement
At times, you may need to work past 7:00 PM for a prolonged period. If your agency has
authorized the work, and the time period is not part of your regular work schedule, your
dinner meal is reimbursed at the rate outlined in the current travel regulations. If you re-
ceive pay for overtime hours the dinner meal is not reimbursed. MPP 82-4


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Meal Charges
Employees in the managerial and executive compensation plans are charged for meals
served in employee dining areas: $1.00 for breakfast, $1.50 for lunch and $1.50 for din-
ner.
(See Appendix MPP 87-4)




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VII.   PAYROLL DEDUCTIONS

Federal Income Tax and Social Security Tax
Federal Income and Social Security taxes are deducted from your paycheck in accordance
with federal law.

Connecticut Income Tax
State income tax is deducted from your paycheck in accordance with state law.

Insurance Premiums
Costs for several types of insurance may be deducted from your paycheck if you have
elected to purchase the insurance:

           ♦ Your portion of the insurance premium for any extended health coverage
             to provide for your immediate family
           ♦ Term life insurance
           ♦ Supplemental group life insurance
           ♦ Universal life insurance
           ♦ Short-term disability insurance
           ♦ Long-term disability insurance
           ♦ Automobile and home insurance
           ♦ Long-term health care insurance

Direct Deposit
You may deposit your paycheck in a checking or savings account in a financial institution
if it is a member of the automated clearinghouse. Contact your agency Payroll Unit for
forms and information.

Deferred Compensation
CGS 5-264a: http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I111 establishes a
deferred compensation program for state employees. You are eligible for the state’s de-
ferred compensation plan if you are a permanent employee and work more than 20 hours
a week. Through payroll deduction, you may set aside up to $8,000 of taxable wages, or
as little as $20 biweekly. Contact the State Deferred Compensation Program, Retirement
Benefits Division of the Office of the State Comptroller for information.




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U.S. Savings Bonds
You may purchase U.S. Savings Bonds through payroll deduction. For information, con-
tact your agency Payroll Unit.

Employee Credit Unions
There are several credit unions on site open to state employees that offer services such as
automobile loans or free checking. Contact your agency Payroll Unit for more informa-
tion.

Dependent Care Assistance
CGS 5-264b: http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I112 establishes a
dependent care spending account. This program offers you the opportunity to deposit a
portion of your check into an account for reimbursement of dependent care expenses.
Your pre-tax dollars are exempt from federal and state income taxes. Contact your agency
Payroll Unit for more information.




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VIII. ATTENDANCE AND LEAVE
For state employees in most positions, the normal workweek is Monday through Friday.
Starting and ending times may vary. The workweek for state employees under collective
bargaining is specified by contract.

Managerial Work Hours
As a general rule, managers in state service work the number of hours necessary to get the
job done. The standard work hours for managers are 40 hours.
Non Standard Work Week
Managers may be permitted to work a non-standard workweek if their agency head has
approved their schedule. A non-standard workweek is defined as a variable workweek of
at least 40 hours.
(See Appendix MPP 80-2)
Compensatory Time
Agency heads may grant compensatory time to managers under the following conditions:

           ♦ The agency head or his/her designee has given prior authorization for the
             extra work
           ♦ The extra work is significant in terms of total hours and duration. An ex-
             ample of significant extra time would include many extra hours worked
             during an emergency such as an ice storm, and does not include the extra
             hour or so a manager might work in a day
           ♦ Hours worked and compensatory times are recorded on the appropriate
             time sheet. Record the time accrued and taken, and maintain a monthly
             balance

Compensatory time earned during the twelve months of the calendar year must be used by
the end of the succeeding calendar year and cannot be carried forward

Compensatory time cannot be used as the basis for additional compensation. Check with
your Human Resources Office for policy and procedures.
(See Appendix MPP 80-1 and 12/28/83 memo)
Overtime Pay
Payment of overtime may be granted to managers who are receiving up to and including a
set annual base salary. The amount of the annual base salary changes annually. Time and
one-half is paid over 40 hours. Managers earning an annual salary that is above the base
amount are not eligible for overtime pay.




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Pay Differentials
A select number of managers are entitled to specific pay differentials for certain job
classes, such as shift differentials for nurse supervisor. Please check with your Human
Resources Office to determine if your job classification is included.
Holidays
State employees are granted twelve paid holidays each year:

New Year’s Day                                Independence Day
Martin Luther King Day                        Labor Day
Lincoln’s Birthday                            Columbus Day
Washington’s Birthday                         Veteran’s Day
Good Friday                                   Thanksgiving Day
Memorial Day                                  Christmas Day

The Department of Administrative Services issues an annual memo that outlines the days
for the coming year that holidays will be celebrated. In general, if a holiday falls on a
Saturday, it is observed on the preceding Friday. If a holiday falls on a Sunday, it is ob-
served on the following Monday. Washington’s Birthday, Memorial Day, Martin Luther
King Day, Labor Day and Columbus Day are all celebrated on Mondays.

Consult individual collective bargaining contracts to determine provisions concerning
holiday compensation and/or compensatory time off for work performed on a holiday.
Employees not covered by collective bargaining units receive holiday benefits in accor-
dance with CGS 5-254: http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I94.

Leave Accruals
Most managers are assigned to a 40-hour workweek effective July 1, 1999. Leave benefits
accrue on the basis of an eight-hour day. One day equals 8 hours.
(See Appendix MPP 95-1)
Prorated Leave for Part-time Employees
Some managers and confidential employees assigned to the MP, MD, or ME management
pay schedules work on a part time schedule. For these permanent part-time employees,
leave is computed based on the ratio of their work schedule to 40 hours as averaged over
the preceding two months.
Vacation Leave
Managers are granted the following vacation leave:

          State Service(Includes War Ser- Vacation Leave
          vice)
          0-10 years                      15 days


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          State Service(Includes War Ser- Vacation Leave
          vice)
          11 years                        16 days
          12 years                        17 days
          13 years                        18 days
          14 years                        19 days
          15+years                        20 days

Vacation leave beyond 15 days is granted as bonus days each January 1st for the coming
year.

Vacation leave for collective bargaining employees is outlined in specific bargaining unit
contracts available from your agency Human Resources Office or at the following site:
http://www.das.state.ct.us/HR/CollBarg/hrcbcindex.htm.
(See Appendix MPP 80-1)
Vacation Leave Accrual
Vacation leave for managers is accrued at the rate of 1¼ days a month. If a manager is on
leave of absence without pay for five or more consecutive working days in a month, vaca-
tion leave will not accrue for that month. A manager may save up 120 days of vacation.
Once a manager reaches this 120-day amount, no additional days can be accumulated.
Managers receive pay for accumulated vacation leave when they retire or resign. The
beneficiary of a manager’s estate receives payment for unused vacation leave, up to a
maximum of 120 days if the manager dies prior to retirement. See CGS 5-253:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I90.
(See Appendix MPP-88-2)

Vacation leave accrual for collective bargaining employees is outlined in specific bargain-
ing unit contracts available from your agency Human Resources Office or at the follow-
ing site: http://www.das.state.ct.us/HR/CollBarg/hrcbcindex.htm.
Advance Vacation Pay
Managers and confidential employees can receive pay for vacation time that they are tak-
ing before they go on vacation. To receive advance vacation pay, submit a written request
to your agency Payroll Office at least three weeks before you intend to take vacation. The
vacation must be for a period of one pay week or longer.
(See Appendix MPP 81-7)
Personal Leave
Each calendar year managers receive three personal leave days that are awarded on Janu-
ary 1st of each year. Personal leave days cannot be carried over into the next year. Proba-
tional managers are credited with personal leave days after completion of their working
test period. Provisional employees do not receive personal leave time until permanent ap-
pointment. Permanent part-time employees receive pro-rated personal leave based on the


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ratio of their work schedule to 40 hours, as averaged over the preceding two months.
(See Appendix MPP 88-3)

Personal leave accrual for collective bargaining employees is outlined in specific bargain-
ing unit contracts available from your agency Human Resources Office or at the follow-
ing site: http://www.das.state.ct.us/HR/CollBarg/hrcbcindex.htm.
Sick Leave
Managers accrue sick leave at the rate of 1¼ days for each completed calendar month of
service. There is no limit on the total number of sick leave days that can be accrued.
Sick leave is granted to make it possible for the average employee to:

           ♦ cover one or more days of illness during the year
           ♦ build substantial sick leave as a type of insurance against a prolonged ill-
             ness

Managers receive payment for unused sick leave at retirement, for one-quarter of sick
leave on the books, up to a maximum of 60 days. The beneficiary of a manager’s estate
receives payment for unused sick leave, up to a maximum of 60 days if the manager has
ten years of service and dies prior to retirement.

Managers with at least 20 years of state service may be granted extended sick leave with
one-half pay for thirty days if he/she has exhausted his/her sick leave.

Sick leave may be granted for the following reasons:

           ♦ Medical appointment– for medical, dental or eye examination or treatment
             when arrangements cannot be made outside of working hours
           ♦ Family death – in the event of the death of a member of your immediate
             family (husband, wife, child, father, mother, sister, brother or any relative
             living in your home). A maximum of three working days for each family
             death is allowed
           ♦ Family illness – in the event of critical illness or severe injury in the im-
             mediate family, creating an emergency that requires the employee’s help.
             Up to five days per calendar year may be used this way
           ♦ Funeral – for time necessary to go to, attend, and return from funerals for
             people not in your immediate family. Up to 3 total days per calendar year
             may be used for funeral leave. In some instances, due to distance, more
             than one day can be taken for a single funeral
           ♦ Parental – up to three days may be deducted from sick leave by mothers or
             fathers in connection with the birth, adoption, or custodial care of a child,
             or for the prenatal or postnatal care of a spouse



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Sick leave accrual for collective bargaining employees is outlined in specific bargaining
unit contracts available from you agency Human Resources Office or at the following
web site: http://www.das.state.ct.us/HR/CollBarg/hrcbcindex.htm.
Sick Leave Accrual and Leaves of Absence
Sick leave does not accrue in any month where an employee is on a leave of absence
without pay for an aggregate of more than five days.
(See Appendix MPP 82-4)
Sick on Vacation
Managers who become sick while on vacation may have that time charged against ac-
crued sick leave. A medical certificate must be filed with the agency for the sick leave
charge to be changed from vacation leave.

Sick leave vacation rights for collective bargaining employees are outlined in specific
bargaining unit contracts and vary considerably from contract to contract. Contracts are
available from your agency Human Resources Office or at the following web site:
http://www.das.state.ct.us/HR/CollBarg/hrcbcindex.htm.
Medical Certificates
Medical certificates, signed by a licensed physician or other practitioner whose healing
method is recognized by the state, are required when:
           ♦     the manager is absent for more than five consecutive work days
           ♦     to support a request for any sick leave accrual during a vacation
           ♦     to support frequent or habitual illness of any duration. The agency must
                 notify the manager that a medical certificate will be required in the fu-
                 ture.
           ♦     when evidence indicates reasonable cause for requiring a certificate

Medical certification requirements for collective bargaining employees are outlined in
specific bargaining unit contracts, which are available from your agency Human Re-
sources Office or at the following site:
 http://www.das.state.ct.us/HR/CollBarg/hrcbcindex.htm .

Managerial Sick Leave Bank
An emergency sick leave bank is available to managers if they meet the following criteria
for eligibility:

           ♦ the manager has been a state employee for two or more years
           ♦ the manager has exhausted all sick leave, personal leave, and compensa-
             tory time
           ♦ the manager has exhausted all vacation leave in excess of 60 days
           ♦ the illness is not covered by Workers’ Compensation, or Workers’ Com-


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             pensation benefits are exhausted
           ♦ an acceptable medical certification supporting the continued absence is on
             file
           ♦ The manager has not been disciplined for sick leave abuse during the two
             year period before he/she applies for the benefit. (Note: the Committee es-
             tablished to administer the sick leave bank may waive this requirement.)
           ♦ The manager elected to participate in the bank at the time the bank was es-
             tablished, or at the time he/she became eligible to be a member of the bank

The sick leave bank provides benefits to the manager that equal one-half day for each day
of illness. Payments begin on the sixteenth day after leave or Workers’ Compensation
benefits are exhausted. Managers may draw on the bank once per fiscal year and cannot
draw more than 200 one-half days per fiscal year of illness or injury, or if the fund is de-
pleted. Managers receiving benefits under this policy do not accrue vacation or sick leave
during the period of benefits and are not eligible for holiday or other paid leave benefits.

Managerial positions are held for a minimum of 42 days if they are placed in the sick
leave bank. The agency may hold the position open for a longer period. If the manager
returns to work after the 42 days or longer period, he/she is entitled to an equivalent posi-
tion        with          equivalent          pay.        See           CGS          5-248a:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I84.

The fund is established through contributions of hours from both the state and managers
who participate. Each participating full-time manager contributes the hourly equivalent of
one day toward the sick leave bank, which is deducted from his or her individual sick
leave banks. The state contributed 1,000 hours to the fund at its inception.

Any manager who becomes eligible to use the sick leave bank by completing two years of
employment contributes the hourly equivalent of one day toward the sick leave bank if
they chose to participate.

If at any time the fund falls below 5,000 hours, the Committee established to administer
the program will recommend a modification to the sick leave bank.

Eligible managers requesting use of emergency sick leave apply to a Management Com-
mittee established to administer the program. The Committee consists of two members,
one from the employer and one from the Management Advisory Council. Determinations
made by this Committee must be unanimous. The Committee has full authority to grant
benefits and administer the program in accordance with the provisions of this policy.
When a manager returns to work, or when the sick leave bank benefits have been ex-
hausted, the appointing agency notifies the Committee, in writing, with the total number
of hours used by the manager. Time off without loss of pay or benefits is granted to
committee members to attend meetings as necessary to administer this program.


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Actions or non-actions of the Committee are in no way subject to collateral attack or sub-
ject to any appeal process. The Committee is not be considered a state agency, nor is it a
board or other subdivision of the employer. All actions are taken at the discretion of the
Committee, and no request will be construed a contested case.
(See Appendix MPP 97-1)
Donation of Leave Time
Managers can donate vacation and personal leave accruals to other managers or confiden-
tials in any state agency who are absent due to long term illness or injury. Ill or injured
managers must be employed by the state for a minimum of six months and must have ex-
hausted all accrued paid time to be considered for this program. Donations are made in
units of days.

Requests to donate leave go to an agency head for review and approval. Included with the
request is a list of the employees willing to donate leave, their classification and agency,
and the number of days of personal leave or days of vacation each employee is donating.
The name and classification of the person needing the donated leave is also included,
along with information about the employee: his/her length of service, sick leave record
for the current and previous year and a current medical certificate stating the nature of
illness/injury and prognosis. Agencies have the authority to review and approve requests
for the donation of leave time.

If the request to donate leave is approved, donated days are transferred to the sick leave
account of the absent employee on the date when all accrued leave time is exhausted.
(See Appendix MPP 86-2 amended 11/10/94
Personnel Administrative Memorandum No. 95/29/PA19)
Leaves of Absence
Leaves of absence without pay may be granted to allow time off for good reason. If you
find it necessary to request a leave of absence, submit a request to your supervisor, with
as much advance notice as possible. State the reason the leave is necessary and the ex-
pected date of the leave.

The state continues health insurance payment for permanent employees when the ap-
proved leave of absence is due to illness or pregnancy leave. Additional charges for fam-
ily coverages are billed through your agency payroll office. If a leave of absence is ap-
proved for other reasons, all charges for health insurance are billed directly to the indi-
vidual through the payroll office. Payment is made to that office.

If you are absent from work on authorized unpaid leave because of illness, pregnancy,
education purposes or military leave, you can continue your group life insurance for one
year by making payments to your payroll office. Group life insurance is continued for
only two months if the leave of absence is for other reasons.


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All unpaid leaves of absence are subject to approval by the appointing authority. Leaves
of absence are subject to post audit by the Department of Administrative Services.
Federal FMLA (Family and Medical Leave Act) and C.G.S. 5-248a
Legislation has been passed at both the federal and state levels to provide employees with
special leave benefits in certain circumstances. The federal Family and Medical Leave
Act (FMLA) was enacted by Congress in 1993. Connecticut’s statute governing family
and medical leaves for public sector employees (C.G.S. 5-248a) was enacted in 1988.
Federal FMLA requires public and private employers with 50 or more workers in a 75-
mile radius to offer up to 12 weeks of unpaid leave per year. Federal FMLA includes
leave for the birth of a child, leave for adoption and foster care, and leave for personal
and family illness, and consists of appropriate combinations of paid leave, and leave
without pay. State family/medical leave provisions are broader and are outlined in C.G.S.
5-248a and Connecticut Regulations 5-248b-1 through 9:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I84.

To qualify for Federal FMLA, employees must have at least 12 months of total service
and have worked at least 1250 hours in the 12 months immediately preceding the com-
mencement of leave. To qualify for state family/medical leave, employees must have
permanent status with the state as defined in C.G.S. 5-196 (20).
A state employee may be eligible for:
          ♦     federal FMLA only,
          ♦     C.G.S. 5-248a only, or
          ♦     both federal FMLA and C.G.S. 5-248a.

An employee who is eligible under only one law receives benefits in accordance with that
law only. If the leave qualifies for both federal FMLA leave and state family/medical
leave, the leave may count against an eligible employee’s entitlement under both laws.
(Note: State employees are not affected by P.A. 96-140 or C.G.S. 31-51kk to 31-55qq,
inclusive, which provide family and medical leave entitlements to employees in the pri-
vate sector.) http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I3.

Qualifying events:
           ♦     Birth of a child (federal and state)
           ♦     Adoption of a child by employee (federal and state) OR placement of a
                 foster child with employee (federal only)
           ♦     “Serious illness” (state) OR “serious health condition (federal) of a
                 child, spouse, or parent
           ♦     “Serious illness” (state) OR “serious health condition” (federal) of the
                 employee



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Employees who request a leave under the state’s family/medical leave provisions are re-
quired to sign a statement confirming their intent to return to work immediately following
the leave. Under federal FMLA, although the employer cannot require the employee to
provide a written statement of intent to return to work prior to taking leave, it may require
that an employee report periodically on his/her health status and intent to return to work
once leave has begun.

The state will continue the employee’s health insurance coverage while the employee is
on leave. The employee must continue to pay any share of the group health plan premi-
ums which he/she had paid prior to taking leave.

If you have additional questions, contact your agency Human Resources Office or the
Human Resources Business Center topic expert listed on the “Who to Call List”, which
can be found at the following web site: http://www.das.state.ct.us/HR/HRhome.htm.

Jury Duty
Managers receive time off to serve during any period of jury duty. Regular salary is con-
tinued during jury service. Payment for jury service, except for travel allowances, is re-
turned to the state. Contact your supervisor if you are summoned for jury duty.
Military Leave
Military leave with pay for required military training is available to members of the Na-
tional Guard or Reserve components of the Armed Forces. Appropriate military orders
need to be submitted to your agency Human Resources Office to document the required
military leave. A maximum of three weeks per calendar year is allowed for annual field
training. Any employee ordered to active duty as a result of an unscheduled emergency
(natural disaster or civil disorder) is entitled to military leave with pay for up to 30 days
in a calendar year. See CGS 27-33a:
 http://www.cslnet.ctstateu.edu/statutes/title27/t27-p2.htm#I44.
Educational Leave
A leave of absence with full, part or no pay may be granted to enable managers to in-
crease proficiency on the job. The Agency Head reviews each request on its merit.
(See DAS General Letter 27)
Civil Leave
If you receive a subpoena, or other order of the Court, that requires you to appear during
working hours, you will receive time off with pay and without loss of earned leave time
unless you are a plaintiff or defendant in a court action. If you are required to appear in
court as part of your work assignment, or your official function, the time spent is consid-
ered time worked.




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IX.      INSURANCE

Group Health Insurance
There are a number of group health insurance programs available for state managers.
Health insurance information is distributed by the Office of the State Comptroller and is
available on their web site: http://www.state.ct.us/otc/hcplan/hcpcmsg.htm or by contact-
ing your agency Human Resources Office.

All state employees have the opportunity to elect a health care insurer at the time of ap-
pointment, and once again each year, usually in May, for coverage effective July 1st. In
addition, state employees who are reassigned from one geographical location to another
will usually be given the opportunity to change health care insurers at that time.

Dental Insurance
All employees, including managers, have the opportunity to enroll in a dental plan. Dental
insurance information is distributed by the Office of the State Comptroller and is avail-
able on their web site http://www.state.ct.us/otc/hcplan/hcpsumm.htm or by contacting
your agency Human Resources Office.

All state employees have the opportunity to elect a dental care insurer at the time of ap-
pointment, and once again each year, usually in May. In addition, state employees who
are reassigned from one geographical location to another will usually be given the oppor-
tunity to change dental care insurers at that time.
Group Life Insurance and Supplemental Group Life Insurance
Group Life insurance plans are offered to state employees. Permanent employees may be
insured for a basic life insurance plan when six months of continuous service or 914
hours of work (for part-time employees) are completed. The cost of the insurance is based
on statute. Supplemental insurance is also available. To be eligible for supplemental in-
surance you must be a participant in the basic life insurance plan and either:

      1. Be covered under a collective bargaining agreement which allows for supplemen-
         tal life insurance coverage; or
      2. Have a yearly gross compensation of $45,500 or more as an employee exempt
         from collective bargaining

Copies of the plan are available at the Comptroller’s web site:
 http://www.state.ct.us/otc/grouplif/grplplan.htm#elig or at your agency Human Re-
sources Office.




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Universal Life Insurance
Universal Life Insurance is available to managers who want to supplement their life in-
surance. Premiums may be paid via payroll deduction. Contact Your Human Resources
Office for more information.
Short-term Disability Insurance
Short-term disability insurance protects against short-term loss of income from a covered
accident or illness and is available for purchase by managers. Premiums may be paid via
payroll deduction. Contact your agency Human Resources Office for more information.
Long-term Care Insurance
Full-time managers can purchase protection against the cost of long-term health care.
Premiums may be paid via payroll deduction. Contact your agency Human Resources Of-
fice for more information.
Long Term Disability Insurance
Long term disability insurance protects against long term loss of wages due to accident or
illness and is available for purchase by managers. Contact your agency Human Resources
Office for more information.
Death Benefits for State Employees.
A death benefit of $7,500 is paid to the surviving spouse and dependent children of an
employee who dies while performing his/her job. A death benefit of $4,000 is paid to a
surviving spouse when there are no dependant children. Payment is made in equal
monthly installments over a period of not less than five years. Refer to CGS 5-144:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p5.htm#I6.

Health and Retirement Benefits for Domestic Partners (Same Sex) of State Employ-
ees
Health and retirement benefits for domestic partners (same sex) are available to all cur-
rent state employees and employees who retire on and after April 1, 2000. Benefits im-
pacted include the State Employees Retirement System and health care benefits. Contact
your agency Human Resources Office for more information.
(See Appendix MPP 2000-01)

Workers’ Compensation
Workers' Compensation is a state-mandated program designed to provide benefits to
Connecticut workers and their families in the event of occupational injury and/or illness.
See CGS 31-275 through 31-353:
http://www.cslnet.ctstateu.edu/statutes/title31/t31-p15.htm#I2.
Who Is Eligible For Workers' Compensation Benefits?
All employees on state payrolls are eligible for Workers' Compensation benefits in the


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                                  MANAGER'S GUIDE


event of accident or injury in the performance of their on-the-job duties. This includes all
full-time and part-time employees. It does not include volunteer work or work done that
is done gratis or is unconnected to the employee's paid employment.
What Is A Work-Related Accident or Injury?
Any occupational injury or illness directly resulting from the performance of an em-
ployee's work-related duties are generally considered compensable. A non-work related
condition that is aggravated by a work-related accident or injury may also be com-
pensable.
What Should I do When An Employee Reports an Injury?
See that the employee receives necessary medical attention as soon as possible. Any
treatment must be obtained from a medical professional listed in our Berkley Care Net-
work Participating Provider Directory with a focus on the use of "First Treat-
ment/Urgent Care Centers" highlighted in the directory. All injury claims must be im-
mediately reported by the supervisor, manager or Workers' Compensation liaison to the
Berkley Care Network at 1-800-828-2717. Berkley is the state's Claims Administration
Managed Medical Care Contractor with offices in Farmington, CT. All claims of injury
must be reported; the decision to approve, deny or contest a workers' compensation
claim is not made by the supervisor, department or agency, although reports of pos-
sible fraudulent or false claims can be brought to the attention of the Workers’
Compensation carrier by the agency representative.




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X.     HIRING
The appointment and promotion of state employees is based on the merit principles in the
State Personnel Act. The system strives to place the best-qualified people in state service
and to ensure that they are fairly treated in the appointment and promotion process. The
merit system is not subject to collective bargaining.

Job Classifications
The state, as an employer of thousands of people, must systematically describe and group
jobs to insure consistent and fair treatment when assigning, compensating and promoting
employees. Consequently, it has established a classification plan for all jobs in the execu-
tive branch of state service, in which individual positions are grouped into job classes,
with each class including positions with similar duties, responsibilities and required
qualifications. Your job classification is the foundation for the employment process.

Classified versus Unclassified Employees
Managerial and confidential employees can be both “classified” and “unclassified” em-
ployees. A classified employee is an employee who receives compensation from the state
and who occupies an office or position not excluded from the classified service as defined
in CGS 5-198: http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I9.

Most positions in the executive branch of state government are classified. Most classified
positions are competitive and may require an examination. The type of examination de-
pends on the job classification.

Examinations
Many jobs in state service may require an examination to measure qualifications. De-
pending on the type of job, the examination may be written, multiple choice or essay, ex-
perience and training, oral, practical, or some combination of these or other types of tests.
Exams can be open to the public, open to state employees only, or open to employees of a
specific agency. state employees are given time off to take examinations or go to state job
interviews that occur during working hours.

Written Examinations: These exams consist of multiple choice and/or essay questions
which cover the knowledge, skills and abilities required for the job.




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                                  MANAGER'S GUIDE


Experience and Training Examinations: These exams ask applicants to provide infor-
mation about their work experience and educational training as it relates to the job they
are seeking. In most cases, the examination announcement contains the instructions for
applicants to follow when completing the exam.

Oral examinations: These consist of structured sets of job-related questions or practical
work problems administered to you by a panel of job experts.

Practical examinations: These are tests requiring applicants to produce actual work
products. The most common of these is the typing test.

Decentralized Promotional Examination Program (DPEP): Under DPEP, an agency
may conduct a promotional examination for a designated classification rather than having
the Department of Administrative Services conduct the exam.

Appointment Types
Provisional: The state may appoint a person to a position provisionally if it must be filled
immediately, if no active certification lists exist, or if an insufficient number of candi-
dates are listed. The appointment may extend for as long as six months, or until an ex-
amination for the position has been held and a certification list promulgated. To receive a
permanent appointment, a person must successfully pass the first announced examination
for the position.

Temporary: To meet short-term needs, the state may appoint a person to a temporary
position. The person appointed must meet the minimum experience and training qualifi-
cations for the job classification.

Emergency: The state may appoint a person to an emergency position to meet short-term
agency needs.

Permanent: The state may appoint a person to a permanent competitive position from a
certification list, or to a permanent noncompetitive position without a formal examina-
tion. The person must successfully complete a working test period to gain permanent
status.

Working Test Period
CGS 5-230 and Section 5-200 - 11 of the Regulations of Connecticut State Agencies pro-
vide information on working test periods. The standard working test period for state em-
ployees is six months. The working test period for State Police Managers is one year.
Bargaining unit contracts contain additional information on working test periods.



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                                 MANAGER'S GUIDE


Working Test Period Extension
Working test periods for managers and confidential employees in the MP pay plan may
be extended in several instances.

Agency heads may extend an employee’s working test. Extensions requested should not
exceed six months.
(See Appendix MPP 81-3)
Decentralized in September 1996 - Memorandum No. 96-99/PA-40
Provisional Service Credit to the Working Test Period
Time served as a provisional employee is credited toward the working test period of man-
agers and confidential employees in the MP pay plan. Credit for this service is received if
the appointing authority agrees that the employee’s service is satisfactory. The credit is
applied when the employee is appointed to the higher position from the certified list.
(See Appendix MPP 81-2)




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                                  MANAGER'S GUIDE



XI.    SEPARATION

Resignation
Managers are required to provide from two to four weeks written notice of resignation to
their appointing authority. Permanent employees who resign in good standing receive a
lump sum payment for any unused vacation leave which they have accrued up to and in-
cluding the last full month of on the job service.

Withdrawal of Resignation
A request to withdraw a resignation that was accepted in good standing may be submitted
to the agency where the individual was employed within one year after the date of resig-
nation. The former employee may then be considered for reemployment into classes in
which he/she had perviously held permanent status. This consideration extends statewide
for a period of two years from the date of withdrawal. See CGS 5-248:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I83 and General Letter 177.

Retirement
Managers eligible to retire should provide at least three months notice of intent to retire in
order to insure timely receipt of retirement benefits. CGS Sec. 5-152:
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I75 outlines the retirement provi-
sions for state employees. The Retirement and Benefits Services Division of the Office of
the State Comptroller manages the program and annually distributes packages to each
employee that outline retirement benefits. For more information contact your agency Hu-
man Resources Office.
Mandatory Retirement
There is no mandatory retirement at age 70 of any employee except for firefighters, law
enforcement officers and tenured faculty members.
(See Appendix MPP 87-5)

Order of Layoff/Reemployment
A layoff is defined as the involuntary, non-disciplinary separation of any employee from
state service because of lack of work or other economic necessity. CGS Sec. 5-241
http://www.cslnet.ctstateu.edu/statutes/title5/t5-p8.htm#I75 outlines information on layoff
procedure.

If an employee is laid off he/she is eligible to participate in a program developed by
SEBAC (State Employee Bargaining Agent Coalition). Managers have full SEBAC rights
for other managerial positions that they are deemed qualified to fill, up to their former



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salary group, and some right to bargaining unit classes as well. The Department of Ad-
ministrative Services coordinates the SEBAC program.




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XII.    APPENDIX

MPP 80-1 Vacation Leave, Compensatory Time
(Supersedes Section 5-250(a) and 5-238 of the General Statutes)

DATE:            July 25, 1999

SUBJECT:         Benefit Changes for Managers and Confidentials

In accordance with Connecticut General Statute 5-200(p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefits to all Managerial and Confidential employees in
the MP Pay Plan:

I.      The following vacation leave policy shall apply to eligible executives*, managers
        and confidentials effective January 1, 1981:
II.
A. Vacation leave shal1 accrue as follows:

          O - 10 years         15 days
          11 years             16 days
          12 years             17 days
          13 years             18 days
          14 years             19 days
          15+ years            20 days

B. Vacation leave beyond 15 days shall be awarded each January 1st for the coming year.

C. All other written rules and regulations concerning vacation leave will remain in effect.

This item supersedes Section 5-250(a) of the General Statutes.

II. Effective January 1, 1999, an Agency Head may grant extra time off for extra time
worked to managers which should conform to the following criteria:

A. The manager must be authorized in advance to work the extra time by the Agency
   Head or his/her designee.
B. The amount of extra time worked must be significant in terms of total and duration.
C. The number of extra hours worked and the compensatory time taken must be recorded
   on the appropriate time sheet and maintained by the Agency.
D. Compensatory time earned during the twelve months of the calendar year must


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                                  MANAGER'S GUIDE


   be used by the end of the succeeding calendar year and cannot be carried for-
   ward
E. In no event will compensatory time be used as the basis for additional compensation.
This item supersedes Section 5-238 of the General Statutes.

*This includes appointed officials.

Memorandum – Compensatory Time

DATE:            December 28, 1983

SUBJECT:         Compensatory Time

There have been a number of questions concerning the administration of a compensatory
time policy for managers within agencies.

Management Personnel Policy No. 80-1 (2) outlines the compensatory policy for employ-
ees on the MP Pay Plan. Section 2 (b) provides that the amount of extra time worked
must be significant in terms of total and duration. The intention of the term significant is
to insure that the extra time worked is above and beyond the time normally required for
the position. This would not include the extra hour or so a manager might work in a day.
An example of significant extra time would be the many hours worked during an emer-
gency such as an ice storm. Section 2 (c) provides that the extra hours worked and the
compensatory time taken must be recorded on the appropriate time sheet and Section 2
(d) provides time limits for using compensatory time. These records should be main-
tained on a timely basis and include the following information:

1. Record of time accrued and taken signed by employee and supervisor.
2. A monthly balance of the time should be maintained.

In the event a bargaining unit employee is promoted to a management position, any ac-
crued compensatory time must be taken within the time limits outlined in Management
Personnel Policy No. 80-1.

Any questions concerning this policy or requests for sample forms should be directed to
your Human Resources Business Center contact.
Updated May 1999

MPP 80-2 Non standard Workweek, Management Development Fund, Tui-
tion reimbursement
DATE:            June 3, 1981



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                                   MANAGER'S GUIDE


SUBJECT:          Benefit Changes for Managers and Confidentials

In accordance with Connecticut General Statute 5-200(p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy ant Manage-
ment has extended the following benefits to all Managerial and Confidential employees in
the MP Pay Plan.

1.      Effective January 1, 1981, managers may be permitted to work a non-standard
        workweek upon approval of the Agency. A non-standard workweek is defined as
        a variable workweek of at least 40 hours. Records of all non-standard schedules
        shall be maintained by the agency.
2.      Information published in the June 3, 1981 memo is obsolete *
2.      Effective September 1, 1980, tuition reimbursement will be 100 percent (100 %)
        of the actual tuition charge for work-related courses. In the past, reimbursement
        was limited to the University of Connecticut rate.

* There is currently tuition reimbursement funding for Managers in the Comptroller’s
Miscellaneous Fund.
Updated May 1999

MPP 81-1 Temporary Service in a Higher Class
(Supersedes Section 5-209 of the General Statutes)
DATE:           January 20, 1981

SUBJECT:          Temporary Service in a Higher Class

In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment, has approved the following policy for all Managerial and Confidential employees
in the MP Pay Plan effective January 1, 1981:

a.)   The assignment of a managerial employee to perform service in a higher classifica-
      tion must be made by the Agency Head and only to positions which are expected to
      be vacant for at least thirty (30) days.
b.)   The employees assigned to temporary service in a higher class must meet the mini-
      mum qualifications for the higher position.
c.)   A managerial employee who is assigned to perform temporary service in a higher
      class shall, beginning with the thirty-first (31st) consecutive calendar day, be paid for
      such actual work, retroactive to the first day of such service, at the higher rate as if
      promoted to the higher class.
d.)   The managerial employee being assigned to temporary service in a higher class shall
      be notified in writing by the Agency Head.


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                                 MANAGER'S GUIDE


e.)   A copy of the assignment with the appointment date and anticipated expiration date,
      and a resume or application outlining the qualifications of the appointee for the
      higher position must be on file.

Note: *Approval for Temporary Service in a Higher Class is no longer required by DAS
per PA memo 96-99.
Updated May 1999

Memorandum – Temporary Service in a Higher Class
DATE:            February 17, 1981

SUBJECT:         Temporary Services in a Higher Class

Attached is form P-MPI designed specifically for requests of Temporary Services in a
Higher Class for managerial employees. Please use this form to document requests for
TSHC as authorized by Management Personnel Policy 81-1 for management personnel.*
* Approval for Temporary Service in a higher Class is no longer required by DAS. The
form is used to document the TSHC assignment and needs to be kept on file.
Updated May 1999




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                                   MANAGER'S GUIDE




                                  TEMPORARY SERVICES IN A HIGHER CLASS


PLEASE READ MANAGEMENT PERSONNEL POLICY NO. 81-1 BEFORE COMPLETING THIS FORM.
EMPLOYEE’S NAME                                  PRESENT CLASS


CLASS REASSIGNMENT                               REASSIGNMENT DATE


DATE OF 31ST CONSECUTIVE CALENDAR DAY            EXPECTED DURATION


NAME OF PERSON REPLACED                          EXAM REQUESTED*? ! YES! NO



* An examination must be requested if this assignment is the result of a permanent vacancy.
JUSTIFICATION: Please outline all elements required under Management Personnel Policy No.
81-1. Supplementary sheets may be used to fully describe the situation.




SIGNATURES                                                   DATE
EMPLOYEE ASSIGNED TO WORK IN HIGHER CLASS


APPOINTING AUTHORITY



REQUEST:            ! APPROVED
                    ! DISAPPROVED




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                                 MANAGER'S GUIDE



MPP 81-2 Provisional Promotional Service Credit

SUBJECT:         Provisional Promotional Service Credit

In accordance with the Connecticut General Statute 5-200 (p), the Commissioner of Ad-
ministrative Services with the approval of the Secretary of the Office of Policy and Man-
agement has established the following policy to all Managerial and Confidential employ-
ees in the MP Pay Plan effective January 1, 1981:

1. An employee who is provisionally promoted shall have service as a provisional cred-
   ited towards meeting the Working Test Period requirements, provided that such ser-
   vice has been satisfactory in the judgment of the appointing authority.

2. This provisional service will be credited upon appointment from the certified list for
   the higher position.


MPP 81-3 Extension of Working-Test Period

SUBJECT:         Extension of Working-Test Period

In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services has approved the following policy for Managerial and Confidential em-
ployees in the MP Pay Plan effective July 1, 1981:

Current practice provides for a six month working-test period for managers in the classi-
fied service. It is recognized that there are instances where an employee may be unable to
be present during an entire working-test period because of illness or for other good rea-
sons or where more time may be required for a fair evaluation.

An Agency Head may request the extension of an employee's working-test period for a
good reason for a specified period of time not to exceed six (6) months.
Note: *Memorandum No. 96-99/PA-40, issued on September 10, 1996 delegated the au-
thority to agencies to review and approve requests for extension of working test periods
for managerial employees.
Updated May 1999




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                                  MANAGER'S GUIDE


MPP 81-4 Connecticut Society of Governmental Accountants
OBSOLETE


MPP 81-5 Extension of Co-Pay Dental Plan to Managers
OBSOLETE


MPP 81-6 Housing and Meal Charges
OBSOLETE

MPP 81-7 Advance Vacation Pay, Shift Differential, Parental Leave

DATE:            June 25, 1982

SUBJECT:         Advance Vacation Pay, Shift Differential, Parental Leave

In accordance with Connecticut General Statute 5-200(p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefits to all Managerial and Confidential employees in
the MP Pay Plan.

1. Advance Vacation Pay
Upon written request to the agency no later than three (3) weeks prior to the commence-
ment of a scheduled vacation period, an employee shall receive such earned and accrued
pay for vacation time as he/she may request, such payment to be made prior to the com-
mencement of the employee vacation period. Such advances shall be for the period of not
less than one (1) pay week.

2. Shift Differential
Effective July 1, 1982, the shift differential rate for eligible employees shall be $.49 per
hour. Also, shift differential shall be included in pay for vacation, holiday, sick leave and
personal leave days.

3. Parental Leave
Three (3) days paid leave deducted from sick leave will be provided to a parent at the
time of the termination of pregnancy, adoption or taking custody of a child.




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                                 MANAGER'S GUIDE


MPP 82-1 Pension Changes for Managers, Confidentials and Exempts
OBSOLETE


MPP 82-2 Connecticut Society of Governmental Accountants
OBSOLETE


MPP 82-3 Meal Reimbursement, Major Medical Benefits, Travel out of State
OBSOLETE

MPP 82-4 Meal Reimbursement, Sick Leave Accrual, Use of Vaca-
tion/Personal Leave while on Leave of Absence Without Pay

DATE:           April 29, 1983

SUBJECT:         Benefit Changes for Managers and Confidentials
In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment, has established the following policies for all Managerial and Confidential employ-
ees in the MP pay Plan effective May 1, 1983.

1. Meal Reimbursement
A Manager or Confidential employee whose basic rate of pay is in excess of the cut off
rate for overtime pay and who is required to work continuously past 7:00 P.M., will be
eligible for reimbursement of the cost for the dinner meal up to the maximum allowable
under the existing policy if:
!"The work assignment has been authorized by the Agency Head
!"The work does not fall within a normally assigned work schedule.

2. Sick Leave Accrual
No sick leave will accrue for any calendar month in which an employee is on a leave of
absence without pay for an aggregate of more than five (5) working days. The previous
policy provided for no sick leave accrual for leave without pay for an aggregate of more
than three (3)days.

3. Use of Vacation/Personal Leave while on Leave of Absence Without Pay
Section 3 is obsolete
Updated May 1999




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                                  MANAGER'S GUIDE


MPP 82-5 Accidental Death or Dismemberment

DATE:            May 3, 1983

SUBJECT:         Benefit Changes for Managers and Confidentials

In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefit to employees in the classes of:
        1. State Police Lieutenant
        2. State Policy Captain
        3. State Police Major
        4. State Police Lieutenant Colonel
        5. State Police Colonel
Employees in the above classifications shall be eligible for the $7,500 accidental death or
dismemberment policy.

MPP 82-6 Reimbursement Rate for Meals
OBSOLETE


MPP 83-1 Housing Charges
OBSOLETE

MPP 83-2 Mileage Allowance
OBSOLETE


MPP 83-3 (Amended) Accidental Death and Dismemberment

DATE:            April 13, 1984

SUBJECT:         Benefit Changes for Managers and Confidentials

In accordance with Connecticut General Statute 5-200 (p) the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefit to the employees in the classes of:
     Correctional Lieutenant
     Correctional Captain
     Correctional Major
     Correctional Deputy Warden


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                                 MANAGER'S GUIDE


   Correctional Deputy Warden 2
   Correctional Deputy Warden 3
   Correctional Warden
   Deputy Commissioner of Correction
   Commissioner of Correction
   Correctional Counselor Supervisor
   Correctional Training Officer
   Correctional Director of Food Services
   Correctional District Food Services Manager
   Plant Facilities Engineer 1 and 2
   Correctional Director of Community Services
   Correctional Director of Inmate Classification Services
   Correctional Regional Coordinator
   State School Principal 1
   State School Principal 2

Employees in the above classifications shall be eligible for the accidental death and dis-
memberment policy in an amount equal to the face value of their respective group life
insurance policy.
The effective coverage date will be January 1, 1984.

MPP 83-4 Managerial Policy Lieutenant Shoe Allowance
OBSOLETE


MPP 84-1 Connecticut Society of Governmental Accountants Seminar
OBSOLETE


MPP 84-2 Dental Riders, Travel out of State

DATE:            June 1, 1985

SUBJECT:         Benefits Changes for Managers, Confidentials, and Executives

In accordance with Connecticut General Statute 5-200 (r), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefits to all Managerial and Confidential employees in
the MP Pay Plan and Executives:

        1. Effective June 1, 1985, Blue Cross A (Additional Basic Benefits) and C (Pe-
           riodontics) are extended to the above noted employees.


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                                  MANAGER'S GUIDE


        2. Effective July 1, 1985, an employee who is required to travel out of state on an
           employer business for a period of two (2) or more working days shall receive
           an increase from a $5.00 to a $10.00 lump sum, undocumented reimbursement
           for each two (2) consecutive days so assigned.




MPP 85-1 Meal Allowance for State Police Excluded from Bargaining
OBSOLETE

MPP 85-2 Auto Usage Fee

DATE:            April 21, 1986

SUBJECT:         Benefit Changes for Managers and Confidentials

In accordance with Connecticut General Statute 5-220 (p) the Commissioner of Administrative
Services with the approval of the Secretary of the Office of Policy and Management has extended
the following benefit to all Managerial and Confidential employees in the MP Pay Plan.

Auto Usage Fee -Effective April 1, 1986, employees required to utilize (or to have avail-
able for work related response) a personal vehicle for fifty percent (50 percent) of the as-
signed monthly work days shall be paid a daily auto usage fee equal to $3.50 for each day
of required availability or usage, which shall be in addition to the normal reimbursement
rate.

In order to qualify for the above provision, the following criteria must be met:

        1. Employees must supervise other employees eligible for and receiving the auto
           usage fee.

        2. The Agency Head must authorize, in writing, those employees eligible for the
           auto usage fee.

        3. The availability of the personal vehicle must be on a continuous basis.


MPP 86-1 Rental Charges for Housing
OBSOLETE

Personnel Administrative Memorandum 95-29/PA19 Amended-Donation of


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                                   MANAGER'S GUIDE


Leave Time

DATE:            January 4, 1995

SUBJECT:         Management Personnel Policy No. 86-2 Amended-Donation of Leave
Time

Management Personnel Policy No. 86-2 Amended is enclosed for your information. In
accordance with Connecticut General Statute 5-200 (p) the Commissioner of Administra-
tive Services with the approval of the Secretary of the Office of Policy and Management
has extended the following benefit to all Managerial and Confidential employees. Mana-
gerial and Confidential employees will be allowed to donate vacation and personal leave
accruals to other Managerial and Confidential employees who are absent as a result of
long-term illness or injury.

Under the Decentralization process, agencies have the authority to review and approve
requests for Donation of Leave time. (See Personnel Administrative Division Memoran-
dum Number 94-36/PA 15.
This item is effective November 10, 1994.


MPP 86-2 Donation of Leave Time
(3rd Amendment 11/10/94)

SUBJECT:         Donation of Leave Time

DATE:            November 10, 1994

In accordance with Connecticut General Statute 5-200(p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefit to all Managerial and Confidential employees on
the MP Pay Plan. Managerial and Confidential employees will be allowed to donate vaca-
tion and personal leave accruals to other Managerial and Confidential employees who are
absent as a result of long term illness or injury.

The following criteria must be met in order for the donation to be allowed.

1. The absent employee must have a MINIMUM of six (6) MONTHS state service.
2. The absent employee must have exhausted all of his/her accrued paid time and other-
   wise be on leave without pay status.
3. The request to donate leave time should first go to the agency head of the employee
   making the donation for review and approval, and should indicate:


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                                   MANAGER'S GUIDE


    a) The names, classifications, and agency of the employees who are willing to do-
        nate;
    b) The number of days of vacation and/or personal leave being donated by each em-
        ployee; and
    c) The name, classification and agency of the employee to whom leave time is being
        donated.
4. The request to donate leave should be forwarded to the agency head of the absent em-
    ployee for review and approval.
5. In order to insure compliance with this item, the agency of the absent employee
    should then forward the request to donate vacation and personal leave to the Depart-
    ment of Administrative Services Human Resources Business Center along with:
    a) The absent employee's length of service;
    b) The absent employee' s sick leave record for the current and previous year; and
    c) The current medical certificate stating the nature of the illness and the prognosis.
6. The Department of Administrative Services will review all requests and notify the
    agencies of the donation and absent employees of approval (or denial).
7. Donation of vacation and personal leave may occur only within the Managerial and
    Confidential ranks, but may occur without regard to what agency employees are as-
    signed to.
8. Donation shall be made in minimum units of one day (or the equivalent hours only).
9. If the request to donate vacation and/or personal leave is approved, the donated days
    will be transferred to the sick leave account of the absent employee. The actual trans-
    fer will occur on the date upon which the absent employee exhausts all accrued leave
    time.
10. The absent employee may use the days in the same manner as any other sick leave,
    including the "pay off" of previously advanced sick leave days (as provided in Regu-
    lation 5-247-5).

Note: Donation of Leave has been decentralized. See Personnel Administrative Memo-
randum No. 95-29/PA19 and 94-36/PA15.


MPP 87-4 Meal Charges

DATE:            July 1, 1988

SUBJECT:         Meal Charges

Employees in the managerial and executive compensation plans will be charged $1.00 for
breakfast, $1.50 for lunch, and $1.50 for dinner served in employee dining areas, effective
July 1, 1988. Also, maintenance rates must be adjusted according to the changes.
Instructions will be issued by the Comptroller concerning the above changes.


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                                 MANAGER'S GUIDE




MPP 87-5 Mandatory Retirement

DATE:            June 6, 1988

SUBJECT:         Mandatory Retirement

In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment approves the extension of the following provision of the Supplemental Pension
Agreement, as approved by House Resolution 8, to employees exempt from the classified
service and not included in any prevailing bargaining unit contract and employees of
state-aided institutions in Section 5-175, effective July 1, 1982:

MANADATORY RETIREMENT: Effective January 1, 1987, there shall be no manda-
tory retirement at age seventy (70) of any employee except for firefighters, law enforce-
ment officers and tenured faculty members. Sections 5-162 (c) (2), 5-162 (d) (2), 5-164,
5-1921 (b) and (e) of the General Statutes shall be repealed and/or modified to this end
and in conformance with the ADEA.

MPP 88-2 Accrual of Vacation Leave

DATE:            February 14, 1989

SUBJECT:         Accrual of Vacation Leave

In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefit to all Managerial and Confidential employees in
the MP Pay Plan and Executives:

Effective January 1, 1989, no vacation leave shall accrue for any calendar month in which
an employee is on leave of absence without pay for an aggregate of more than five (5)
working days. This item supersedes the previous limit of three (3) working days.


MPP 88-3 Amended Pro-Rated Personal Leave Time
(First Amendment July 1, 1995)

SUBJECT: Pro-Rated Personal Leave Time


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                                 MANAGER'S GUIDE



In accordance with Connecticut General Statutes 5-200 (p) the Commissioner of Admin-
istrative Services with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefit to all managers and to all other employees in-
cluding confidential employees assigned to the MP, MD, or ME management pay sched-
ules.
Effective July 1, 1995 permanent part-time employees shall receive pro-rated personal
leave based on the ratio of their work schedule to 40* hours as averaged over the preced-
ing two months. (Example: An employee who averages twenty-five (25) hours per week
in the two (2) months prior to the crediting will receive credit for 25/40 of the personal
leave, or in this example, 15 hours.)
* Updated May 1999 to reflect the forty hour week.

MPP 91-1 Mileage Reimbursement Rate
OBSOLETE


MPP 92-1 (Revised) Extension of (SEBAC) provisions

In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment, approves the extension of the following provisions of the agreement between the
State of Connecticut and the State Employees Bargaining Agent Coalition (SEBAC) of
April, 1992 to employees exempt from the classified service or not included in any pre-
vailing bargaining unit, except unclassified employees of higher education, effective May
1992:

Appendix B-1, Section 5, Placement Preference, Para 4…If the position is subject to
merit system requirements, the appointment shall be on a provisional basis and shall be
permitted even if there is an existing list for classification. The candidate shall be re-
quired to fulfill merit system requirements within the time specified by law or regulation.
Time spent in provisional status shall be counted toward the applicable working test pe-
riod.

Appendix B-1, Section 5, Placement Preference, para 2 …An eligible employee who goes
through the DAS placement process and is qualified for a classified position which is va-
cant and which the state has decided to fill, shall have preference over outside hires.(c)
An employee who is laid off* in 1992-93, shall continue to receive employer provided
health benefits for up to six (6) calendar months (including the calendar month of cover-
age which the employee receives based on the date of layoff) provided that:

!"The employee has exhausted his/her transfer rights, and


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                                   MANAGER'S GUIDE


!"The employee has not been offered suitable alternative state employment or any on-
  the-job training position.

For the sole purpose of determining eligibility for health benefits, any dispute over
whether the employee has been offered "suitable" employment shall be resolved by the
Commissioner of Administrative Services.

*Defined as loss of employment versus receipt of notice.

MPP 92-2 Meal Allowances for State Police Excluded from Bargaining
OBSOLETE

MPP 92-3 Vacation Accruals for the Division of Criminal Justice
OBSOLETE

MPP 95-1 Leave Accruals

DATE:            July 1, 1995

SUBJECT:         Leave Accruals for Managerial and Confidential Exclusions

In accordance with Connecticut General Statute 5-200 (p), the Commissioner of Adminis-
trative Services, with the approval of the Secretary of the Office of Policy and Manage-
ment has extended the following benefit to all Managerial employees and to all other em-
ployees including Confidential employees assigned to the MP, MD, or ME pay plans
other than those unclassified employees of any of the boards of trustees of the constituent
units of higher education.

Employees who are regularly assigned to a thirty-six and one-quarter hour (36.25) work-
week shall effective July 1, 1995 accrue leave benefits on the basis of one day equals 7.25
hours. In addition, the maximum hours to be paid for at time of retirement or other quali-
fied separation are also increased to reflect the 7.25 hour day.

Employees who are regularly assigned to a thirty-seven and one-half (37.5) hour work-
week shall effective July 1, 1996 accrue leave benefits on the basis of one day equals 7.5
hours. In addition, the maximum hours to be paid for at the time of retirement or other
qualified separation are also increased to reflect the 7.5 hour day.

Employees who are regularly assigned to a thirty eight and three quarter (38.75) hour
workweek shall effective July 1, 1997 accrue leave benefits on the basis of one day equals
7.75 hours. In addition, the maximum hours to be paid for at the time of retirement or


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                                  MANAGER'S GUIDE


other qualified separation are also increased to reflect the 7.75 hour day.

Employees who are regularly scheduled to a forty (40) hour workweek shall effective July
1, 1998 accrue leave benefits on the basis of one day equals 8 hours. In addition, the
maximum hours to be paid for at the time or retirement or other qualified separation are
also increased to reflect the 8 hour day.
Amended May 1999

MPP 97-1 Sick Leave Bank
DATE:      Approved 2/5/97

Section One. Definition. There shall be an Emergency Sick Leave Bank to be used by
full-time permanent managers. For purposes of this Management Personnel Policy, "man-
ager" means an employee designated as a manager in accordance with Connecticut Gen-
eral Statutes, Sections 5-196 (cc) or 5-270 (g).

Section Two. Eligibility. A manager shall be eligible to use sick leave benefits from the
bank when:

(a) The manager has been employed by the state for two (2) or more years.
(b) The manager has exhausted all sick leave, personal leave, and compensatory time.
(c) The manager has exhausted vacation leave in excess of sixty (60) days.
(d) The illness or injury is not covered by Workers' Compensation or such compensation
benefit has been exhausted.
(e) An acceptable medical certificate supporting the continued absence is on file.
(f) The manager has not been disciplined for sick leave abuse during the two (2) year pe-
riod preceding application for the benefit; provided, however, the committee may waive
this requirement.
(g) The manager has made a determination in writing on a form provided by the employer
to participate in this sick leave bank plan and to allow the state to deduct such time as is
specified in this Management Personnel Policy to administer the bank. This determination
shall be made at the time of the establishment of this bank. For employees not designated
as managers as of the effective date of this item, determination to participate in this sick
leave bank plan shall be made after the employee has met the provisions of Section Two
(a) above.

Section Three. Benefit Amount. Benefits under this Article shall be paid at the rate of
one-half (1/2) day for each day of illness or injury. Payments shall begin on the sixteenth
(16th) day after the exhaustion of leave or Workers' Compensation benefit, as provided in
Section Two. No manager shall be eligible to draw from the bank more than once per fis-
cal year, nor more than two hundred (200) one-half (1/2) days per fiscal year of illness or
injury, nor if the fund is depleted. Managers receiving benefits under this policy shall not


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                                 MANAGER'S GUIDE


accrue vacation or sick leave during the period of benefits or be eligible for holiday or
other paid leave benefits during such period.

Section Four. Retention of Position. The Employer shall hold the position of any man-
ager who has been placed on sick leave bank for a period of not less than forty-two (42)
calendar days. If a manager remains on the sick leave bank for more than forty-two (42)
calendar days, he/she, pursuant to the provisions of Connecticut General Statutes, Section
5-248a, shall be entitled to an equivalent position with equivalent pay in state service if
he/she returns to work within twenty-four (24) weeks of his/her initial placement on the
sick leave bank. This provision shall not preclude agencies from holding the position for
longer periods up to and including the actual length of the leave.

Section Five. The Fund. The fund is established through contributions of hours from
both the state and participating managers. Effective on the first day of the payroll period
following approval of this management personnel policy, each participating full-time
manager employed for two (2) or more years shall contribute the hourly equivalent of one
day toward the sick leave bank. Said contribution shall be deducted from their individual
sick leave balance on such date. Effective that same date, the Employer shall contribute
1,000 hours to the fund.

Any participating manager who becomes eligible to utilize the sick leave bank through
completion of two (2) years of employment shall contribute the hourly equivalent of one
day toward the sick leave bank at that time.

If at any time the fund should fall below 5,000 hours, the Committee referenced in Sec-
tion Six shall recommend a modification in this Management Personnel Policy. Any ad-
justments that are made will be made through an amendment to this Management Person-
nel Policy.

Section Six. Administration of the Program. An eligible manager requesting use of
emergency sick leave may make application on the prescribed form to a Management
Committee established to administer the program. Said Committee shall be comprised of
two (2) members; one (1) from the Employer and one (1) from the Management Advisory
Council. Any determinations made by this Committee must be unanimous. The Commit-
tee shall have full authority to grant benefits and administer the program in accordance
with the provisions of this policy. When a manager returns to work, or when sick leave
bank benefits have been exhausted, the appointing agency will notify the Committee, in
writing, with the total number of hours used by said manager. Time off without loss of
pay or benefits shall be granted to Committee members to attend meetings as necessary to
administer this program.

The actions or non-actions of the Committee shall in no way be subject to collateral at-
tack or subject to any appeal process. The Committee shall not be considered a state


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                                 MANAGER'S GUIDE


agency, nor shall it be considered a board or other subdivision of the Employer. All ac-
tions shall be taken at the discretion of the Committee, and no request shall be construed
as a contested case.

This Management Personnel Policy supersedes Connecticut General Statutes, Section 5-
247 and Regulations 5-247-5 and 5-247-6.
This Management Personnel Policy is approved in accordance with Connecticut General
Statutes, Section 5-200 (p).
This item is effective upon approval.




March, 2000                  Department of Administrative Services                  XII-19
                                    MANAGER'S GUIDE




                       APPLICATION FOR PARTICIPATION IN THE
                          MANAGEMENT SICK LEAVE BANK

I UNDERSTAND THAT AS A State Manager with two years of employment, I have a
one-time election to participate in the Emergency Sick leave Bank for Managers as out-
lined in Management Personnel Policy 97-1. I understand that if I do not elect to partici-
pate by April 30, 1997, or within 30 days of completing two years of employment, that I
will be barred from making such election in the future.
I understand that if I elect to participate in the Sick Leave Bank, I will contribute the
hourly equivalent of one day toward the Sick Leave Bank, and is the Sick Leave Bank
falls below 5,000 hours, I may be required to make an additional contribution to the Bank
at a later date.
EMPLOYEE NAME                                   EMPLOYEE NUMBER
AGENCY ADDRESS:


TELEPHONE/FAX:
OFFICIAL CLASS TITLE
                         I ELECT PARTICIPATION IN THE MANAGERIAL SICK LEAVE BANK.



                         I REJECT PARTICIPATION IN THE MANAGERIAL SICK LEAVE BANK
                                                                                    .

                         SIGNATURE:
                         DATE:




MPP 97-5 Extension of Pension and Health Insurance Provisions of
SEBAC V
DATE:             EFFECTIVE: Upon Approval (6/23/97)

SUBJECT:          Extension of Pension and Health Insurance Provisions of SEBAC V to
state employees exempt from the classified service or not included in any prevailing bar-
gaining unit contract and to employees of state-aided institutions as defined in Section 5-l
75 of the Connecticut General Statutes (the American School for the Deaf, the Connecti-
cut Institute for the Blind and the Newington Children’s Hospital) who in accordance
with Connecticut General Statutes 5-192nn(a) and 5-192nn(b) are members of the state
employees retirement plan and are eligible for coverage under the group hospitalization
and medical and surgical plans procured by the state comptroller pursuant to Connecticut
General Statute 5-259.




March, 2000                      Department of Administrative Services                  XII-20
                                 MANAGER'S GUIDE


In accordance with Connecticut General Statute 5-200(p), the Commissioner of Adminis-
trative Services with the approval of the Secretary of the Office of Policy and Manage-
ment approves the extension of certain provisions of the agreement between the State of
Connecticut and the State Employees Bargaining Agent Coalition signed on February 4,
1997 (herein referred to as "SEBAC V"). Those provisions are being extended to state
employees exempt from the classified service or not included in any prevailing bargaining
unit contract, and to employees of state-aided institutions as defined in Section 5-175 of
the Connecticut General Statutes who in accordance with Connecticut General Statutes 5-
l 92nn(a) and 5-l 92~(b) are members of the state employees retirement plan and are eli-
gible for coverage under the group hospitalization and medical and surgical plans pro-
cured by the State Comptroller pursuant to Connecticut General Statute 5-259. This item
extends the provisions of SEBAC V identified in this management personnel policy as
well as the provisions of the addendum to SEBAC V which corrects certain inequities
resulting from Public Act No. 95-300 (copy attached); the "Agreement on Implementation
Date for POS Advantage Rate for Retirees" signed on February 13,1997 and contained in
Appendix A, all amendments to the Connecticut General Statutes as provided for in Ap-
pendix B in order to implement a new Tier II A for employees who are employed or re-
employed on and after July 1, 1997; and the "Agreement on Possible Interim Health In-
surance Arrangements under SEBAC V" submitted to the Legislature on May 16, 1997.
Amendments to the Connecticut General Statutes contained in Appendix B provides for
the implementation of a new Tier II A for employees who are employed or reemployed on
and after July 1, 1997 and only applies to state employees exempt from the classified ser-
vice or those not included in any prevailing bargaining unit contract. They do not apply to
employees of state-aided institutions as defined in Section 5-175 of the Connecticut Gen-
eral Statutes.

Upon approval of this management personnel policy the following changes in pension
provisions will apply to state employees exempt from the classified service or not in-
cluded in any prevailing bargaining unit contract and will apply except as indicated to
employees of state-aided institutions as defined in Section 5-175 of the Connecticut Gen-
eral Statutes who in accordance with Connecticut General Statutes 5-l 92nn(a) are mem-
bers of the state employees retirement plan:

                             1. PENSION PROVISIONS

II. SERVICES PERFORMED UNDER A. PERSONAL SERVICES OR SIMILAR
AGREEMENT. When an employee presents a claim to the Retirement Commission that
services performed under a personal services or similar agreement constitute state service
for the purpose of retirement, the Retirement Commission shall continue to apply its
standards in making this determination. If the service constitutes state service, the em-
ployee shall be granted credit for service for the purpose of retirement. The payment of
the contribution, if any, required of the employee shall be determined as if the individual
was a state employee at the time the service was performed. Provided, however, if the


March, 2000                   Department of Administrative Services                  XII-21
                                  MANAGER'S GUIDE


personal services or similar agreement contains a rate of pay reflecting additional com-
pensation in recognition of exclusion from the state’s benefit plans, the Retirement
Commission shall not grant credit for such service.

III. FIVE (5) YEAR VESTING: Effective July 1, 1997, the vesting requirement of Tier
II set forth in C.G.S. 5-1921(a) and 5-192o(a) shall be changed to a minimum of five (5)
years of actual state service. All other service requirements to receive pension benefits
under Tier I and II shall remain unchanged.

IV. TIER IIA: A new defined benefit pension plan shall be established for employees
who are employed or reemployed on and after July 1, 1997. It shall be the same as the
present Tier II plan, except as provided herein. Nothing in the agreement is intended to
vary the provisions for bridging service which currently exist in the Tier I and Tier II
plans. The vesting requirement under Tier IIA will be a minimum of five (5) years of ac-
tual state service. The ability to receive credit for certain types of nonstate service is the
same as Tier II. Provided, however, the employee must pay the amount determined under
the formula set forth in Tier 1 for the purchase of the applicable service. The COLA for-
mula in Tier IIA is the same as set forth in VI. C. provided, however, an employee must
have at least ten (10) years of actual state service or directly makes the transition into re-
tirement in order to be entitled to receive a COLA. Employee contributions are required
under Tier IIA. For hazardous duty members, the employee contribution shall be five per-
cent (5%) of the employee’s salary and for nonhazardous duty members, the contribution
shall be 2% of salary. Effective upon approval of this Agreement by the General Assem-
bly, Connecticut General Statutes shall be amended as provided in Appendix B. [This
provision does not apply to employees of state-aided institutions as defined in sec-
tion 5-175 of the Connecticut General Statutes].

V. PRETAX PENSION CONTRIBUTIONS: Effective July 1, 1997, employee contri-
butions to the State Employees Retirement System, regardless of which tier the employee
is a member, shall be made on a pretax basis as allowable under IRC 5 414(h). The Re-
tirement Commission and/or the Retirement- and Benefit Services Division shall take
whatever steps are necessary to accomplish this result. [This provision does not apply to
employees of state-aided institutions as defined in section 5-175 of the Connecticut
General Statutes].

VI. COST OF LIVING ADJUSTMENT:
A. Effective Date for Tier I and Tier II members. The parties have agreed to change
    the cost of living adjustment (COLA) provisions of Tier 1 and Tier 11 to the provi-
    sion outlined in subsection D. below effective for employees retiring on and after July
    1, 1999. Employees who retire from July 1, 1997 through June 1, 1999 shall have the
    irrevocable choice of existing, applicable COLA formula or the revised formula pre-
    sented below. The Retirement and Benefit Services Division shall develop a form
    which clearly explains the difference between the formulas. Each member retiring


March, 2000                    Department of Administrative Services                    XII-22
                                 MANAGER'S GUIDE


   during the above window shall sign the Division’s form prior to the effective date of
   retirement selecting one COLA formula and waiving the other. The Retirement
   Commission shall not have the authority to change the selection of any such member.
   In the event that a member fails to make a selection, the current three percent (3%)
   formula shall be utilized in determining the COLA adjustment for such member.

B. Tier IIA. The Cost of Living Adjustment applicable to Tier IIA members shall be the
   formula outlined in subsection D below.

D. Revised Cost of Living Formula.. The revised Cost of Living Adjustment (COLA)
for eligible employees shall be based on a formula which uses the annual increase of the
Consumer Price Index for Urban Wage Earners and Clerical Workers (CPI-W) for the
twelve month period prior to the effective date of the COLA with a minimum COLA in-
crease of 2.5% and a maximum COLA increase of 6.0%. Within this range, the COLA
will be calculated based on 60% of-the annual increase of the CPI-W up to 6%, and 75%
of the annual increase in the CPI-W over 6%. The CPI-W shall be defined as that utilized
by the waiving the other. The Retirement Commission shall not have authority to change
the selection of any such member. In the event that a member fails to make a selection,
the current three percent (3%) formula shall be utilized in determining the COLA adjust-
ment for such member. Social Security Administration as of June 29,1996.

VII. HAZARDOUS DUTY RETIREMENT GRANTED UNDER THE 1988
PENSION AGREEMENT. Any classification which was granted inclusion in Hazard-
ous Duty Retirement granted by the arbitrator under the specific terms of the 1988-1994
Pension Arbitration Award shall not be required to contribute at the hazardous duty rate
for service prior to January 12, 1990. Additionally, the increase in contribution rate for
hazardous duty retirement under the terms of the 1988-1994 Pension Award shall be ef-
fective on January 12, 1990 for employees covered on that date. A hazardous duty contri-
bution shall be required for all service performed in such classification after such date.
[This provision does not apply to employees of state-aided institutions as defined in
section 5-175 of the Connecticut General Statutes].

VIII. LEAVES GRANTED UNDER SEBAC II Assuming appropriate documentation
of said leave is received in the Retirement and Benefit Services division, any member
who did not receive credit for leaves granted or agreed to under the terms of the SEBAC
II agreement shall be granted such credit if required employee contributions are made.
[This provision does not apply to employees of state-aided institutions as defined in
section 5-175 of the Connecticut General Statutes].

IX. TERM: Unless specifically provided otherwise herein, the parties hereby agree that
the State Employees Retirement System shall not be changed through June 30,20 17 un-
less mutually agreed by the parties, with the exception of the. pension changes which the
parties discussed and will resolve as a part of these negotiations. Such changes will be


March, 2000                  Department of Administrative Services                  XII-23
                                   MANAGER'S GUIDE


made a part of this agreement.

Upon approval of this management personnel policy, & of the changes in health care pro-
visions found in the section of SEBAC V entitled "2. HEALTH CARE PROVISIONS"
will apply to state employees exempt from the classified service, those not included in
any prevailing bargaining unit contract, and to employees of state-aided institutions as
defined in Section 5-175 of the Connecticut General Statutes who in accordance with
Connecticut General Statutes 5-192nn(a) and 5-192~(b) are members of the state employ-
ees retirement plan and therefore eligible for coverage under the group hospitalization and
medical and surgical plans procured by the state comptroller pursuant to Connecticut
General Statute 5-259.

In addition, upon approval of this management personnel policy the following general
provisions found in the section of SEBAC V entitled "3. GENERAL PROVISIONS" will
apply to state employees exempt from the classified service, those not included in any
prevailing bargaining unit contract and will also apply, except as indicated, to employees.
of state-aided institutions as defined in Section 5-175 of the Connecticut General Statutes,
who in accordance with Connecticut General Statute 5-l 92nn(a) are members of the state
employees retirement plan.

                               3. GENERAL PROVISIONS

V. ARP CASHABILITY RESTRICTIONS; Any current restrictions contained in the
plan on the ability of a member of ARP who has left state service to receive their ARP
account shall be removed. This is not intended to change an Internal Revenue Service or
other federal or state law which restricts the payout of this type of benefit. [This provi-
sion does not apply to employees of state-aided institutions as defined in section 5-
175 of the Connecticut General Statutes].

VIII. RETIREE INSURANCE FOR EMPLOYEES HIRED ON AND AFTER
JULY 1,1997. An employee who is hired on and after July 1, 1997 must have at least ten
(10) years of actual state service or transition directly into retirement in order to be eligi-
ble for insurance as a retiree. Such an employee who terminates state service and does not
immediately begin to receive his/her pension shall be entitled to the same health insur-
ance benefits as active employees receive at the time he/she begin to receive pension
payments. Provided, however, laid off employees and employees who leave state service-
because there is not a fair assurance of continued employment shall be treated like em-
ployees who transition immediately into retirement and not as deferred vested employees.
[This provision does not apply to employees of state-aided institutions as defined in
section 5-175 of the Connecticut General Statutes].

IX. INCREASE IN THE MONTHLY RETIREMENT BENEFITS OF CERTAIN
FULL TIME EMPLOYEES. Employees who were employed on a full time basis and


March, 2000                    Department of Administrative Services                     XII-24
                                 MANAGER'S GUIDE


who had twenty-five (25) [twenty (20) years of hazardous duty service for hazardous duty
members] years of state service at the time of their retirement prior to June 1, 1997 whose
monthly retirement benefit is less than $900 per month at the time the Medicare Risk
program is implemented may have their monthly benefit increased. The increase shall be
implemented when the Medicare Risk program is implemented. The parties agree to have
up to $3.0 million from the Pension Fund allocated on a one time basis for the purpose of
increasing such benefits. The $3.0 million amount is designed to represent the entire cost
of providing this benefit and not just the one year cost. The parties shall suggest one or
more alternative formula to the Plan’s actuary. The Plan’s actuary shall calculate the
amount of increase which can be provided to such retired employees and shall certify the
amount to the parties. This increase as selected by the parties shall be available to such
retired employees only and shall not increase the monthly amount of any such retired em-
ployee over $900 per month.

XII. MISCELLANEOUS ISSUES: The parties have had discussions regarding the fol-
lowing issues. Changes in these area will be implemented upon mutual agreement of the
parties. [These changes will also apply when implemented to state employees exempt
from the classified service or not included in any prevailing bargaining unit contract
and to employees of state-aided institutions as defined in section 5-175 of the Con-
necticut General Statutes who in accordance with Connecticut General Statute
1192nn(a) are members of the state employees retirement plan] :

       •   the offset of disability retirement benefits for outside employment under
           Tier II and IIA

       •   payment of a benefit during the pendency of certain disability retirement
           claims

       •   a method to simplify the calculation of service

       •   claims of mistake due to the October 1,1985 deadline


XIII. PURCHASE OF RETIREE EMPLOYEES AND THE SPOUSES OF
HEALTH INSURANCE FOR PART-TIME DECEASED RETIRED STATE
EMPLOYEES: Part-time employees and the spouses and dependents of deceased retired
state employees not otherwise eligible to receive retiree health insurance from the state
shall have the right to purchase retiree health insurance under the COBRA plan. The rules
applicable to the payment of the premium for such insurance shall be governed by the Re-
tirement and Benefit Services Division.

XIV. EFFECTIVE DATE: Except as specifically otherwise provided herein, the provi-
sions of this agreement apply to employees who leave employment with the State of Con-


March, 2000                   Department of Administrative Services                  XII-25
                                   MANAGER'S GUIDE


necticut effective on and after July 1, 1997. Employees who terminated, died, retired or
otherwise ceased to be employees of the State of Connecticut shall have their pension and
welfare benefits determined on the basis of the plan provisions in effect at the time they
ceased to be employed by the State of Connecticut. Changes in benefits and entitlements
shall be effective July 1, 1997, except as specifically otherwise provided herein, The par-
ties acknowledge that the benefits of retired employees may be altered only by mutual
agreement of the parties.

MPP 97-6 Increase in Family Sick Leave

DATE:            Approved November 18, 1997

SUBJECT:        Increase in Family Sick Leave for Management and Confidential Em-
ployees from Three (3) Days to Five (5) Days per Calendar Year

In accordance with Section 5-200(p) of the Connecticut General Statutes, the Commis-
sioner of Administrative Services with the approval of the Secretary of the Office of Pol-
icy and Management approves the increase of family sick leave for eligible managerial
and confidential employees from three (3) days per year to five (5). Family sick leave
shall be granted in the event of critical illness or severe injury to a member of the imme-
diate family creating an emergency. Immediate family means husband, wife, father,
mother, sister, brother, or child, and also any relative who is domiciled in the employee's
household.

The sick leave is being extended to managerial and confidential employees as it has been
to a majority of contractual bargaining unit employees. This item supersedes Regulation
5-247-4 (3).

This item is effective upon approval.


MPP 98-01 Extension of Leave Benefits
DATE:            January 5, 1998

SUBJECT:         Extension of Leave Benefits To Certain Unclassified Employees

In accordance with Section 5-200(p) of the Connecticut General Statutes, the Commis-
sioner of Administrative Services with the approval of the Secretary of the Office of Pol-
icy and Management extends certain leave benefits to unclassified employees. An unclas-
sified employee with at least five years of state service who accepts an appointment to an
unclassified position may be granted a leave of absence without pay from his current
position for such length of time as he shall hold such appointive position.


March, 2000                   Department of Administrative Services                  XII-26
                                  MANAGER'S GUIDE



Any employee wishing to take advantage of this right shall request approval from the ap-
pointing authority. Approval shall be at the sole discretion of the appointing authority.
Rights to this leave benefit are being extended to unclassified employees as it has been
available to classified employees.

The effective date of this item is January 5, 1998.


MPP 98-02 Not Issued


MPP 98-03 Not Issued


MPP 98-04 Mileage Reimbursement
OBSOLETE See OLR General Notice 99-02

MPP 2000-01

DATE:            March 15, 2000

SUBJECT:        Extension of an Interest Arbitration Award dated January 31, 2000 be-
tween the State of Connecticut and the State Employees Bargaining Agent Coalition
(SEBAC) for a Reopener to SEBAC V on Domestic Partner Benefits.

In accordance with Connecticut General Statutes Section 5-200(p), the Commissioner of
Administrative Services with the approval of the Secretary of the Office of Policy and
Management approves the extension of the provisions of the interest arbitration award for
the Reopener to SEBAC V on Domestic Partner Benefits to state employees employed on
or after the approval date of this policy who are exempt from the classified service or not
included in any prevailing bargaining unit contract.

Specifically the interest arbitration award addressed the issue of whether and how same
sex domestic partners should be covered by pension and welfare benefits. The last best
offer of the Coalition was awarded. It is:


Domestic Partners

        A. Couples covered: A couple shall be eligible for domestic partner status only if
           the couple is unable to marry in Connecticut because Connecticut's marriage


March, 2000                   Department of Administrative Services                  XII-27
                                MANAGER'S GUIDE


          provisions distinguish between same sex and opposite sex couples. Should
          eligibility to marry in Connecticut no longer be precluded on the basis of this
          distinction, the following provision shall cease to be effective on that date, ex-
          cept that coverage for couples having already achieved domestic partner status
          under the terms of this provision shall cease one year from that date.

       B. The term "spouse" used anywhere in this Agreement shall be deemed to in-
          clude a covered person's unmarried domestic partner who has executed an af-
          fidavit in accordance with this provision. An employee wishing to change
          his/her health or pension status based upon being in a domestic partnership
          must execute an affidavit with the employer, together with appropriate evi-
          dence of joint residency and mutual dependence. The affidavit shall certify
          under penalty of perjury that he or she:


       1. Is in a relationship of mutual support, caring, and commitment, and intends to
          remain in such relationship for the indefinite future.
       2. Is not married to anyone else.
       3. Is her/his domestic partner's sole domestic partner, and vice versa.
       4. Is not related by blood to the domestic partner closer than would bar marriage
          in the State of Connecticut.
       5. Is at least 18 years of age and competent to contract.
       6. Shares a legal residence with his/her domestic partner, and has shared a com-
          mon legal residence for at least 12 months prior to the execution of the affida-
          vit.
       7. Is jointly responsible with his/her domestic partner for maintaining the com-
          mon household.
       8. Will inform the State promptly if there is any change in the status of the do-
          mestic partnership.

The evidence of mutual dependence shall be any two of the following:

              • ownership of a joint bank account
              • ownership of a joint credit card
              • evidence of joint obligation on a loan
              • a joint mortgage or lease
              • joint ownership of a residence
              • evidence of a common household (household expenses, e.g. utility bills,
                       telephone bills, joint public assistance budget, etc.)
              • joint ownership of a motor vehicle
              • execution of wills naming each other as executor and/or beneficiary
              • granting each other durable power of attorney



March, 2000                  Department of Administrative Services                    XII-28
                                 MANAGER'S GUIDE


              • granting each other powers of attorney
              • designation by one or the other as beneficiary under a retirement bene-
                      fits account
              • evidence of other joint responsibility

A dependent child of the domestic partner (as defined above) shall be covered, provided
that the child otherwise meets eligibility requirements.

The Healthcare Cost Containment Committee, working pursuant to C.G.S. Section 5-259,
shall arrange to provide coverage to domestic partners in accordance with the definition
awarded by the Arbitrator. During the period between the effective date of the award, and
the expiration of any particular vendor contract with the State, if any particular vendor
will not provide domestic partner's insurance using the definition awarded by the Arbitra-
tor without increased per capita costs, the Healthcare Cost Containment Committee shall
use a definition as close to the awarded definition as the Healthcare Cost Containment
Committee, working pursuant to C.G.S. Section 5-259, can arrange. For all future con-
tracts, the parties shall use the definition awarded by the Arbitrator, provided however
that the Healthcare Cost Containment Committee may make such temporary modifica-
tions to the definitions as are necessary to prevent disqualifying an otherwise qualified
vendor which uses a different definition of domestic partner and refuses to provide bene-
fits based upon the definition awarded by the Arbitrator.

For purposes of the Pre-retirement Death Benefit, the "lawfully married for one year" re-
quirement shall be deemed to be met if, and only if, the employee had filed the affidavit
attesting to his/her domestic partner's status at least one year prior to his/her death.




March, 2000                  Department of Administrative Services                  XII-29
                                           MANAGER'S GUIDE



XIII. INDEX

Accountability, III-3, V-1                              Labor Relations, III-8, XII-13
ADA, IV-1                                               Layoff, XI-1
Administrative Leave, III-10                            Leave, III-6, VIII-1, VIII-2, VIII-3, VIII-4, VIII-7,
Advance Vacation Pay, VIII-3, XII-7                        VIII-9, XII-1, XII-7, XII-8, XII-12, XII-13, XII-
Affirmative Action, IV-1                                   14, XII-16, XII-17, XII-20, XII-26
AIDS/HIV, IV-1                                          Legal Representation, III-6
Appointment Types, X-2                                  Legislative Committee
Attendance, II-6, VIII-1                                   Testifying Before, II-2
Auto Usage Fee, VI-1, XII-11                            Life Insurance, IX-1, IX-2
Budget, II-3, II-4                                      Management Advisory Council, III-5, VIII-6
Classification Appeals, III-8                           Management Development Courses, III-5
Collective Bargaining, I-1, III-1, III-7                Managerial Competencies, III-1
Compensation, V-1, VIII-6, IX-2, IX-3                   Managerial Sick Leave Bank, VIII-5, XII-20
Compensatory Time, VIII-1, XII-1, XII-2                 Meal Allowance, XII-11
Confidential Employees, III-1, XII-26                   Meal Charges, VI-2, XII-7, XII-13
Connecticut Income Tax, VII-1                           Meal Reimbursement, VI-1, XII-8
Connecticut State Library Records, II-9                 Motor Vehicles, VI-1
Death Benefits, IX-2                                    MP Pay Plan, V-2, VI-1, XII-1, XII-3, XII-6, XII-7,
Deferred Compensation, VII-1                               XII-10, XII-11, XII-14
Demotion, III-8                                         Overtime Pay, VIII-1
Dental Insurance, IX-1                                  Pay Differential, VIII-2
Dependent Care Assistance, VII-2                        Pay Differentials, VIII-2
Direct Deposit, VII-1                                   Pay Plans, V-2, V-3
Disability Insurance, IX-2                              Payroll Deductions, VII-1
Dismissal, III-8                                        Pension, V-5, XII-8, XII-20
Drug Free Work Place, IV-1, IV-2                        Performance Profile, V-4
Employee Assistance Program, IV-2                       Personal Leave, VIII-3, XII-8, XII-15
Employee Counseling, III-9                              Political Activity, IV-3
Employee Credit Unions, VII-2                           Press Inquiries, II-9
Employee Discipline, III-9                              Probationary Employees, III-11
Examinations, X-1, X-2                                  Public Meetings, II-6
Federal Audits, II-5                                    Public Records, II-7
Federal Income Tax, VII-1                               Regulations, I-1, II-3, II-5, III-8, VI-1, X-2
Government                                              Resignation, XI-1
   Branches, II-1                                       Retirement, V-5, XI-1
   Legislative Committee, II-2                          Salary, V-1, V-2
   Tracking Bills, II-2, II-3                           Salary Group, V-2
Grievance Appeal, III-8                                 SEBAC, XI-1, XII-15, XII-20
Grievances, III-7                                       Seniority, V-5
Hartford Graduate Fellowship, III-4                     Sexual Harassment, IV-2
Health Insurance, IX-1, XII-20                          Shift Differential, XII-7
Hiring, X-1                                             Social Security Tax, VII-1
Holidays, VIII-2                                        State Employee Retirement System, V-5
Incentive Plan, V-4                                     State Travel, VI-1
Indemnification, III-6                                  Suspension, III-8
In-Service Training, III-4                              Tier I, V-5
Insurance, VII-1, IX-1                                  Tier II, V-5
Insurance Premiums, VII-1                               Tier IIA, V-5
Investigations, II-2, II-5, III-11                      Training Opportunities, III-4
Job Classification, X-1                                 Tuition, III-5, XII-3
Job Classifications, X-1                                U.S. Savings Bonds, VII-2
Judicial Department, II-1                               Unclassified Employee, X-1, XII-26
Jury Duty, VIII-9                                       Work Hours, VIII-1




March, 2000                           Department of Administrative Services                             XIII-1
                                          MANAGER'S GUIDE


Working Test Period, X-2, X-3, XII-6




March, 2000                            Department of Administrative Services   2

								
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