SUBURBAN MOBILITY AUTHORITY FOR REGIONAL TRANSPORTATION
AFFIRMATIVE ACTION PROGRAM
Prepared by
Office of Disadvantaged Business Enterprise/
Equal Employment Opportunity (DBE/EEO) Programs
February 27, 2003
SUBURBAN MOBILITY AUTHORITY FOR REGIONAL TRANSPORTATION
AFFIRMATIVE ACTION PROGRAM
Table of Contents
Page
Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i-ii
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii
Equal Employment Opportunity Policy Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv
Resolution – Approval and Endorsement of SMART’s Revised
Affirmative Action Program/Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
1. Utilization Analysis and Goals and Timetables . . . . . . . . . . . . . . . . . . . . . 1
a. Salaries by Job Categories . . . . . . . . . . . . . . . . . . . . . . . 2
b. Workforce Analysis and Goals by Job
Title and Group and Timetables . . . . . . . . . . . . . . . . . . 3-19
c. SMART Organization Chart, February, 2003 . . . . . . . 20-32
2. Assessment of Employment Practice, Polices and
Procedures – Job Posting and Application . . . . . . . . . . . . . . . . . . . . . . 33
a. Selection Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . 34-36
b. General Personnel Polices and Procedures . . . . . . . . . . 37-42
3. Dissemination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
4. Internal Monitoring and Reporting System . . . . . . . . . . . . . . . . . . . . . . 44
5. Sexual Harassment Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45-47
SUBURBAN MOBILITY AUTHORITY FOR REGIONAL TRANSPORTATION
AFFIRMATIVE ACTION PROGRAM
Table of Contents
Page
Attachments. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Attachment l Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49-51
Attachment 2 New Hires . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52-64
Attachment 3 Promotions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65-77
Attachment 4 Terminations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78-91
Attachment 5 SMART External Employment Application . . . . . . . . . . . 92-101
Attachment 6 SMART Internal Job Bid Application . . . . . . . . . . . . . . . . 102-104
Attachment 7 Testing Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Attachment 8 Potential Lines of Progression . . . . . . . . . . . . . . . . . . . . . . 106-110
Attachment 9 Personnel Policy/Procedures Sick Leave/Disability Leave . 111-114
INTRODUCTION
The Suburban Mobility Authority for Regional Transportation (SMART) is the administrative and operative body of public mass transportation in the southeastern Michigan region. The Affirmative Action Program represents the reaffirmation of the Authority’s policy to eliminate discrimination in employment based on race, color, sex, age, handicap, religion, ancestry, marital status, national origin, place of birth, sexual preferences or other non-merit factors within its own structure and in the community it serves.
This plan delineates the specific policies and procedures to be used by the Authority’s General Manager. Manager, Office of Disadvantaged Business Enterprises/Equal Employment Opportunity (DBE/EEO) Programs, Human Resources and Personnel Administration, Department heads, Managerial persons in all of the Authority’s Divisions, Supervisory employees and Union representatives.
This program has been prepared by the Office of Disadvantaged Business Enterprises/Equal Employment Opportunity (DBE/EEO) Programs, in consultation with the department of Human Resources and Personnel Administration, the General Manager, division and department heads, supervisory employees and union representatives.
It is submitted in compliance with Federal Transit Administration (FTA) Equal Employment and Opportunity Policy and Requirements for Grant Recipients, FT Circular 4704.1 and also meets the requirements of the State of Michigan Executive Directive 1975-1976, “Civil Rights Compliance State and Federal Contracts”.
The following information constitutes the Authority’s Affirmative Action Program which includes a policy statement, goals and timetables, a utilization analyses, an assessment of current employment practices, policies and procedures, as well as other pertinent information.
A glossary of terms commonly used in this document is found in Attachment 1.
EQUAL EMPLOYMENT OPPORTUNITY POLICY STATEMENT
It is the policy of the Suburban Mobility Authority for Regional Transportation (SMART) to provide equal employment opportunity for all persons and to prohibit discrimination on the basis of race color, sex, age, handicap, religion, national origin, martial status, or sexual preference. This policy applies to all employment conditions, including recruitment, hiring, salaries, promotions, transfers and terminations.
SMART is committed to and has adopted an Affirmative Action Plan.
The major components of SMART's EEO program are as follows:
Performance by SMART's managers, supervisors, etc. will be evaluated on the success of the EEO program the same way as their performance on other agency's goals; based on FTA circular 4704.1, [Ch. III, 2 a (6)]. and
The successful achievement of SMART's EEO goals will provide benefits to the recipient/subrecipient/contractor through fuller utilization and development of previously underutilized human resources; based on FTA circular 4704.1, [Ch. III, 2 a (7)].
Any SMART employee or applicant for employment who feel he/she has been discriminated against because of race, color, religion, sex, national origin, age, handicap, marital status, or sexual preference has the right to register a complaint in accordance with procedures outlined in SMART’s Discrimination and Harassment Complaint Procedures which are set forth in SMART’s Affirmative Action Program.
The Equal Employment Opportunity Policy is an integral part of SMART’s everyday employment practices. Joint responsibility for the implementation and evaluation of the success of the policy shall rest with the office of the General Manager, the Manager of Disadvantaged Business Enterprises (DBE) Equal Employment Opportunity (EEO Programs, and the Director of Human Resources and Personnel Administration).
SMART will take appropriate steps to ensure that all applications and employees are aware of the fundamental meaning and intent of this policy. Supervisory staff shall be specifically instructed of their responsibilities and upholding the principles of this policy.
SUBURBAN MOBILITY AUTHORITY FOR REGIONAL TRANSPORTATION
Matthew M. Wirgau Dan G. Dirks
Chairman Board of Directors General Manager
Revised: 6/03
SUBURBAN MOBILITY AUTHORITY FOR REGIONAL TRANSPORTATION
RESOLUTION
Approval and Endorsement of SMART’s Revised Affirmative Action Program/Plan
Whereas, The Suburban Mobility Authority for Regional Transportation (SMART), recognizes its moral responsibility not to discriminate against any of its employees or applicants for employment on the basis of race, color, sex age, handicap, religion, ancestry, marital status, national origin, place of birth or sexual preference in regards to hiring, recruiting, salaries, promotions, transfers, terminations and other conditions of employment and:
Whereas, The U. S. Department of Transportation and the State of Michigan also require the development of an Affirmative Action Program/Plan; and
Whereas, SMART has revised its present Affirmative Action Program/Plan in accordance with the U. S. DOT Regulations relative to Equal Employment Opportunity; now therefore be it
Resolved, That the Board of Directors of the Suburban Mobility Authority for Regional Transportation (SMART) approve the SMART Affirmative Action Program/Plan and authorize its submission to the Federal Transit Administration (FTA) for final approval.
CERTIFICATE
The undersigned duly qualified Board Secretary of the Suburban Mobility Authority for Regional Transportation certifies the foregoing is a true and correct copy of a resolution adopted at a legally convened meeting of the Board of Directors of the Suburban Mobility Authority for Regional Transportation held on June 26, 2003.
03/27/03 
Date Board Secretary
No. FY 03-01
I. UTILIZATION ANALYSIS AND GOALS AND TIMETABLES
The following utilization analysis reflects the distribution of females and minority group persons within the SMART organization. The analysis is structured by department and operating terminal divisions using the standard E.E.O.C. job categories, which are defined in Attachment 2. A summary of the Authority’s total workforce is also included in the analysis.
The analysis provides the following information in chart and table form:
1. Salary grade corresponding to each job title contains the annual salary by steps for each grade-Available upon request.
2. Total employees, overall and by departments and divisions, with corresponding minority and female figures.
3. The current percentage of minorities and women by job categories.
4. Five year goals and timetables to correct underutilization in departments with percentages less than the standard SMSA representation. The percentage of minority and female underutilization reflects the degree to which minorities and females are not reasonably represented in the Authority’s work force. The level of reasonable representation is based on the 34% minority and 51.5% female workforce population in the Detroit metropolitan area as recorded in the 2001 U.S. Census Bureau Statistics.
NOTE: Due to the Authority’s ongoing workforce reorganization, the current workforce analysis does not include future projections. Projections with any degree of reasonable probability are not possible at this time.
A. SALARIES BY JOB CATEGORIES
Wage information available upon request in SMART'S Office of Human Resources and Personnel Administration.
B. WORKFORCE ANALYSIS AND GOALS BY JOB TITLE AND GROUP AND TIMETALBES
Information available upon request in SMART's Office of DBE/EEO Programs.
C. SMART ORGANIZATIONAL CHART, FEBRUARY, 2003
Information available upon request in SMART's Office of Human Resources and Personnel Administration.
II. ASSESSMENT OF EMPLOYMENT PRACTICES, POLICIES AND PROCEDURES
A. Job Posting and Applicant Recruitment
Comprehensive posting and recruitment procedures are necessary to ensure that persons aware of applying for positions reasonably reflect the community’s population distribution.
The Authority gives first consideration for job openings to existing employees. This is accomplished through internal posting as well as through information available from the Human Resources and Personnel Administration staff and personnel files.
Open positions are placed on designated bulletin boards at the administrative offices and mailed to each of the Authority’s facilities for posting on their central bulletin board. These postings contain the job title, a brief description of the position, the division where the opening occurs, the grade (level), the wage rate or salary scale, and the date of the posting. For a minimum of five (5) full working days only current employees are eligible for consideration. Due to contract provisions only employees within certain bargaining units are eligible to be placed in some positions within the Authority.
After the internal posting period expires and the position is not filled with a current employee external applications are considered for the position. Positions for which applicants from the public are accepted are posted in the Human Resources and Personnel Administration department.
Advertisements, when warranted, are placed in the local newspapers, the Michigan Chronicle, the local minority oriented newspaper, professional journals and other publications needed to ensure a broad spectrum of applicants. Advertising states the Authority is an Equal Employment Opportunity/Affirmative Action Employer.
Counseling as well as basic information about job postings and potential job openings is available in the Human Resources and Personnel Administration department.
Close liaison with college/university work-study programs and high school co-op programs is maintained as a continuing potential source of minority and female applicants. The Manager of Employment, Training & Employee Programs, within the department of Human Resources and Personnel Administration, also maintains a close liaison with various community and civic organizations, universities and placement services for recruitment purposes.
A. Selection Procedure
SMART’s selection procedure is designed to ensure non-discrimination in hirings, transfers, and promotions. It is specifically concerned with preventing selections based on stereotypical characterizations, i.e., preference of supervisors, co-workers or clients of the Authority, and other non-merit factors such as marital status, handicap, etc.
Specific procedures have been designed to accomplish this goal.
They include the following:
1. The Pool of Candidates has been expanded through a comprehensive posting and recruitment process. Current employees and the general public are informed of employment opportunities at SMART.
2. The Application Forms (Attachments 6 & 7), with procedures, has been designed to evaluate job related criteria. These applications allow for considerable self-evaluation of job skill level of the applicant. In evaluating responses to questions relating to the applicant’s criminal conviction record, the Authority gives full consideration to the relationship between the nature of the conviction and applicant’s fitness for the job for which they are applying.
3. Testing instruments used by SMART include a coach operators examination and a typing examination for clerical applicants. The coach operators are given the Seattle Metro Driver’s examination.
The completion of the application form and the applicant interview are also part of the selection procedure for all applicants. Once hired, the probationary period is used as an additional mechanism to examine the suitability for the available position.
4. Interviewing – The Manager of Employment, Training & Programs has direct review of the first stage interview process. The interview is based on job-formulated inquiries. A qualified set of applicants shall be referred by the Employment Section of the Human Resources and Personnel Administration department to the department with the available position with recommendations, if any. The final interviews are conducted by the department manager within the department with the open position. After the interview period, the department manager forwards the name of the recommended applicant to the Human Resources and Personnel Administration department. The Human Resources and Personnel Administration department reviews the recommendation and upon their concurrence, makes the offer of employment. In order to assure fair and objective interviews, the Human Resources and Personnel Administration department has conducted management workshops relative to the interview process, unlawful pre-employment inquiries, and general interviewing techniques.
Special care is taken to evaluate the skills of the applicant specifically as they related to the job responsibilities.
Individuals with handicaps are hired and promoted on merit factors alone and not be arbitrary generalizations and stereotypes about handicapped or temporarily disabled individuals.
5. Potential Lines of Progression – Some union contracts provide for a specific promotion eligibility sequence. In other areas of SMART’s organization, there are potential lines or progression. These potential lines of progression, as shown in Attachment 9, are intended only as a guide for reasonable and possible promotion sequences. They in no way limit the Authority’s ability to promote individuals demonstrating skills and capabilities to a job classification outside of the written lines of progression.
In nearly every position, there are three factors, which enhance promotion and advancement:
· Lateral Moves – An employee may have to move horizontally across the organizational chart to a position of equal standing to obtain a well rounded background to move up vertically.
· Education – Any employee who fulfills the educational requirements for any open position can enter a higher level job in their present department or move to a different division.
· Experience – Experience alone may be sufficient to qualify for a lateral move or advancement. This experience may have been gained while working for SMART or in jobs outside the Authority.
6. Nepotism – In selecting persons for employment, the applicant most suitable and available to perform in the position should, without exception, receive the offer of employment. No restriction is placed on the hiring of persons related through affinity or consanguinity. However, to avoid possible conflict of interest, an employee so related must not participate either formally or informally in decisions to hire, retain, promote or determine the salary of the kindred employee; nor may any individual (s) of the family. Relatives will not work for the same immediate supervisor without prior written approval from the General Manager. The responsibility for approving the hiring of related persons shall rest with the Authority’s Human Resources and Personnel Administration department.
This policy applies to all situations in which related persons are employed by the Authority. It will not be applied retroactively to reverse personnel actions or other actions, which would have been contrary to the guidelines. Evidence should be available demonstrating that a reasonably thorough search was made for well qualified candidates and that the most suitable candidate was selected.
Employees must absent themselves from meetings devoted to discussing matters as they relate to the hiring, retention, promotion, discipline or salary setting of a related person and shall not vote on such decisions. This will take place at any level of the decision-making process and will constitute not participating "formally" in the decision. Avoiding "informal" participation means that kindred personnel must not discuss such matters with the Authority staff outside of such meetings nor use their Authority position to influence such decisions. Avoiding informal participation does not preclude referring a decision about a kindred person to a department head or to the Director of Human Resources and Personnel Administration for consideration.
Instances of violation of this policy are determined after investigation by the Human Resources and Personnel Administration department. Responsibility for violation lies, as in other matters, with the person (s) whose position is acted upon.
The application for the Authority asks whether the individual has a relative working for the Authority. If the answer to this question is "yes", the Manager of Employment, Training & Employee Programs shall ask whether the related person is within the division wherein the applicant is seeking employment. If not, no further inquiry shall be made. If so, the Manager of Employment, Training & Employee Programs shall consult the Director of Human Resources and Personnel Administration for guidance concerning any possible conflict of interest.
B. General Personnel Policies and Procedures
1. Wage and Salary Administration
The Authority’s wage and salary administration program is designed to allow for the administration of a fair and equitable compensation system. Its goals are to:
· Match job descriptions with actual job duties.
· Determine compensation parity between jobs of equal responsibility requiring comparable skills.
· Prepare in-depth job descriptions covering:
o Purpose and scope of job (general summary)
o Duties and responsibilities (details)
o Supervision exercised
o Supervision received
o Minimum qualifications (education, experience and other skills)
· Measure the job descriptions by a standardized system as a foundation for determining rank and compensation.
· Assure that the practices of compensation are fair and equitable and conform to SMART’s EEO Policy and applicable state and federal law.
The Director of Human Resources and Personnel Administration has reviewed the wage and salary program as it relates to the following:
· Current classifications have been reviewed to encourage career growth. Employees are encouraged to apply for positions for which they deem themselves qualified.
· Every effort has been made to combine job classifications of a comparable nature, however, some job classifications are unique to a specific Authority function. In such cases education/experience requirements are available to employees interested in pursuing same.
· The compensation level for positions reflects equity in reference to degrees of responsibility and qualifications.
2. Benefits
Benefit plans and programs are administered according to SMART’s EEO/AA policy and in conformance with state and federal laws and regulations governing EEO/AA. The Authority treats all medical conditions affecting an employee in the same manner, including pregnancy related conditions (Attachment 10).
Sick leave is granted to employees in accordance with the Authority’s sick leave policy for salaried (non-union) employees. Members of a bargaining unit are granted sick leave under the terms of the applicable agreement.
No medical condition shall require a mandatory leave unless proper medical authorities indicate it would have a negative impact on job performance and evaluation indicates an inability to perform the duties of the position.
The Authority administers a fair and equitable retirement program in conformance with applicable state and federal laws.
3. Employee Development and Training
The Authority recognizes its responsibility to train and develop its employees. SMART shares the responsibility with employees for developing their promotion potential and recognizes that development for employees takes place in a growth oriented environment of understanding and respect for each individual’s uniqueness and is based on:
· The employee’s willingness participate in self-development.
· Management’s commitment to assess employee skill level and to develop employee potential for promotion through the use of available training opportunities.
· Quantity and quality of career development information provided by the Human Resources and Personnel Administration department.
The information relating to an employee’s development, which maintained by the Human Resources and Personnel Administration department has expanded. The Manager of Employment, Training & Employee Programs and Wage and Benefits Coordinator are currently available to provide information to the employee regarding the Authority’s job classifications and their requirements. Potential career growth and educational information is available to interested employees.
The following procedures have been implemented by the Human Resources and Personnel Administration department to enhance the equitable handling of training opportunities for individuals in the Authority’s employment:
· Centralization of all training opportunity information is available through the department.
· Development of appropriate and applicable training programs that enhance an employees ability to qualify for positions as they become available.
4. Employee Performance and Evaluation
To increase the communication between the managerial staff and those supervised, a regular system of employee evaluation has been instituted in the Authority. Probationary employees receive at lease one written evaluation prior to the conclusion of the probationary period and again at the conclusion of the probationary period.
The probationary period is a continuation of the testing process. It is the most clearly job-related test devised. The probationary period gives the employee time to adjust and the department manager or supervisor time to evaluate.
The performance evaluation system is used to ensure the development and continuation of an effective Authority workforce. To assist department heads and managerial personnel in implementing these evaluation procedures, the Human Resources and Personnel Administration department has conducted workshops on performance evaluation.
After an employee has completed his/her probationary period, written performance evaluations takes place on an annual basis and are placed in the employee’s personnel file.
Employee performance evaluations are conducted to provide employees and supervisors with an analysis of the employee’s job performance. This evaluation and sharing of information between supervisor and employee enables employees to accurately make self-development plans. It also enables supervisory personnel to maintain an awareness of the employee’s skill level and plan accordingly for training and/or developmental assignments.
When a performance evaluation is conducted, the following benefits can be realized:
· Realistic assignment of work.
· Objective analysis of employees capabilities
· Analysis of departmental or a section’s strengths and weaknesses.
· Assessment of training needs.
· Monitoring of training effectiveness and assessment of development plans.
· Employee awareness of performance.
5. Progressive Corrective Actions
If circumstances warrant the imposition of progressive discipline it will be imposed consistently and equitably for the purpose of the correcting deficiencies.
In such cases, progressive corrective procedures will normally follow the outline below, depending upon the severity of the infraction:
1. Verbal Warning
2. Written Warning
3. Disciplinary Suspension
· Prior to suspending an employee, the director, manager, or supervisor should contact the Office of Human Resources and Personnel Administration to obtain assistance in determining if this action is warranted and consistent with the Authority’s policies.
4. Termination
An employee who receives disciplinary action pursuant to this procedure prior to termination and feels unjustly treated may utilize the complaint procedures outlined in this document or in their Union contact.
The application of progressive discipline is not intended to conflict with the Authority’s Personnel Policies and Procedures as they relate to an individual’s employment status.
6. Discrimination & Harassment Complaint Procedures
This section provides for processing and reviewing internal discrimination complaints.
General Guidelines
Any SMART employee or applicant for employment who feels he/she has been discriminated against because of race, color, religion, sex, national origin, age, handicap, marital status, or sexual preference has the right to register a complaint in accordance with procedures outlined in this section.
All employees of SMART have the unrestricted right to communicate with the Contract Compliance Officer within the Office of Contract Compliance (OCC).
SMART will ensure that each employee and his/her witness will be free from restraint, intimidation, interference, coercion or reprisal at all stages within the process.
Persons named as alleged discriminating staff will be adequately informed of the charges made against them and will be afforded the opportunity of respond to those charges.
The primary purpose of the discrimination and harassment complaint procedure is to determine whether discrimination has occurred and, if confirmed, take appropriate action to correct the situation.
For complaints other than discrimination and harassment, bargaining unit employees should follow the grievance procedures outline in their union contract.
7. Employee Unions and the Authority
All contracts developed between the Suburban Mobility Authority for Regional Transportation and employee unions include an anti-discrimination clause.
III. DISSEMINATION
A. Internal Dissemination
This Affirmative Action Program shall be communicated to all SMART employees. Internal policy dissemination shall take place through the following mean:
· Meetings with department heads and supervisors.
· Employee orientation sessions
· Posters relative to equal employment opportunity posted throughout SMART facilities.
· A copy of the Affirmative Action Program for each department and each union steward to be readily available to any employee requesting to see it.
· Reference copies of the program are available in the Office of Contract Compliance, as well as in the Human Resources and Personnel Administration department.
· The Office of Disadvantaged Business Enterprise/Equal Employment Opportunity Programs and Human Resources and Personnel Administration staff are available to answer questions of individual employees.
B. External Dissemination
The Affirmative Action Program will be announced to the community in the following manner:
· Explanatory letters shall be sent to potential recruiting sources in the community indicating that the Authority is an Equal Opportunity Employer.
· Contractors, sub-contractors, vendors and suppliers will be notified in writing of our Equal Employment Policy requesting appropriate supportive action on their part, when necessary.
IV. INTERNAL MONITORING AND REPORTING SYSTEM
The Office of Disadvantaged Business Enterprises/Equal Employment Opportunity Programs and the Manager of the Office of Disadvantaged Business Enterprises/Equal Employment Opportunity Programs has established an internal monitoring and reporting system. The purposed of this reporting system is to:
a. Assess accomplishments and establish and enforce a system of accountability.
b. Evaluate the EEO/AA Program and to take necessary corrective action.
c. Identify areas in which EEO/AA goals or the implementation of affirmative steps have not been accomplished.
d. Provide a precise and factual date base for future projections and FTA compliance reviews.
Data will be collected on a monthly basis and reported quarterly to the General Manager and the SMART Board of Directors. To assess progress toward attainment of the goals of this Equal Employment Opportunity/Affirmative Action Program, the following quantitative and qualitative measures shall be made by using statistical reports.
a. Number of positions posted.
b. Number of applicants offered employment for each position, by population group.
c. Number of applications for promotion or transfer, by population group.
d. Number of percent of positions filled by promotions, by population group.
e. Number and percent of positions filled by transfer, by population group.
f. Number and percent of positions filled by new employees, by population group.
g. Number and percent of hires completing probationary period, by population group.
h. Number and percent of grievances based on charges of discrimination filed and/or upheld, by population group.
i. Number and percent of persons terminated.
All data will be categorized by positions and EEO codes.
V. SEXUAL HARASSMENT POLICY
The Suburban Mobility Authority for Regional Transportation considers sexual harassment to be major discriminatory conduct, which will not be tolerated.
Sexual advances, requests for sexual favors, or other verbal or physical conduct of a sexual nature constitute sexual harassment when:
1. Submission to or rejection of the conduct is used as a condition affecting employment decisions, i.e., hiring, promotions training opportunities, transfer and compensation.
2. An interference with an employee’s work performance occurs creating an intimidating, hostile or offensive work environment.
Persons who believe they have been subjected to sexual harassment should be report the incident to the Manager of Contract Compliance or their designees, without fear of any form of reprisal for reporting said incident(s).
The Manager of the Office of DBE/EEO Programs, or designee, will investigate the alleged incident (s) and be responsible for determining the validity of the charge. The results of the investigation and any action to be taken will be communicated to the complainant, the General Manager and the Director of Human Resources and Personnel Administration.
A. Internal Procedure for Filing and Handling Complaints of Discrimination and Harassment
Consistent with the EEO policy, the following steps are to be taken when an employee alleges that they have been discriminated against based on race, color, religion, sex, age, national origin or sexual preference.
1. Notify their supervisor, manager and/or director of the alleged discrimination, or if alleged discrimination persists.
2. The employee is to file a formal written complaint with the internal Office of Contract Compliance.
3. The Manager of the Office of DBE/EEO Programs, or designee, shall investigate and evaluate the validity of the complaint, promptly.
This investigation shall include, but not limited to:
1. The staff person charged with the alleged act of discrimination and/or harassment being advised of the allegations made against them and having an opportunity to respond verbally to the charges or having three (3) working days to respond in writing.
2. When appropriate, as determined by the Manager of DBE/EEO Programs, and requested by the complainant, a formal hearing before an EEO review board shall be conducted. The Review board will consist of a staff person from the Office of DBE/EEO, Human Resources and Personnel Administration, and the Legal department.
3. The complainant and charged party will each be given an opportunity to present information pertinent to the charges, to the review board.
4. Within ten (10) working days of the hearing, a determination will be made.
5. If a determination is made that the allegations are:
1. substantiated, written notice of the findings and recommendations for immediate appropriate correctional disciplinary action, up to and including discharge, will be given to the complainant and the charged person; or
2. unsubstantiated, again, both parties shall be notified, in writing.
6. Copy of findings will be sent to the General Manager and the Director of Human Resources and Personnel Administration.
7. If either party disagrees with the determination or recommendations, they may file an appeal to the General Manager within ten (10) working days of the receipt of the decisions.
8. The General Manager has the responsibility of taking the following action within five (5) working days of the receipt of the appeal.
1. Concurring with the decision of the review board;
2. Remanding the compliant to the review board for further consideration; or,
3. Overruling the decision of the review board and making the final determination.
If the complainant is not satisfied with the rendered decision, a complaint may be filed with the FTA Office of Civil Rights, the U.S. Equal Employment Opportunity Commission and/or the Michigan Department of Civil Rights.
ATTACHMENTS
ATTACHMENT 1
GLOSSARY
Affinity
Relationship by marriage is interpreted by the Authority as spouse, mother-in-law, father-in-law, sister-in-law, brother-in-law, daughter-in-law, and son-in-law.
Affirmative Action
Positive steps taken in the form of an aggressive, definitive, comprehensive program to achieve the condition of equal opportunity by eliminating discrimination in present employment and to remedy the effects of past discrimination.
Compliance Review
The Equal Employment Opportunity Commission, the Michigan Department of Civil Rights Commission, the Urban Mass Transportation Administration and other federal, state and local agencies will be reviewing the Authority’s EEO/AA Program to ensure the Authority is in compliance with the federal and state agencies rules and regulations.
Consanguinity
Blood relationship is interpreted by the Authority as mother, father, sister, brother, sibling, grandfather, and grandmother.
Disparate Impact
Unequal effect. This term refers to the fact that an arbitrary policy such as a requirement of a high school diploma for all janitors may, although applied equally to all persons, have an unequal effect on a particular population group such as one having a lower percentage of graduates from high school. The federal courts have ruled such policies are discriminatory if not proven to be a business necessity.
E.E.O.C.
Equal Employment Opportunity Commission
E.E.O.C. Categories
· Officials and Managers
Occupations in which employees set broad policies, exercise overall responsibility for execution of these policies; direct individual departments or special phases of the agency’s operations; provide specialized consultation on a regional district or area basis. Included are department heads, bureau chief, directors, deputy directors, controllers, examiners, wardens, superintendents, sheriffs, police and fire chiefs, and inspectors and kindred workers.
· Professional
Occupations which require specialized and theoretical knowledge which is usually acquired through college training or through work experience and other training which provides comparable knowledge and include personnel and labor relations workers, social workers, economists, dietitians, lawyers, system analysts, accountants, engineers, employment and vocational rehabilitation counselors, teachers or instructors, police and fire captains and lieutenants and kindred workers.
· Technicians
Occupations, which require a combination of basic scientific or technical knowledge and manual skill, which can be obtained through specialized post-secondary school education or through equivalent on-the-job training. Included are computer programmers and operators, draftsmen, surveyors, licensed practical nurses, photographers, radio operators, technical illustrators, highway technicians, technicians (medical, dental, electronic, physical science), assessors, inspectors police and fire sergeants and kindred workers.
· Office and Clerical
Occupations in which workers are responsible for internal and external communication, recording and retrieval of data and/or information and other paperwork required in an office. Included are bookkeepers, messengers, office machine operators, clerk-typists, stenographers, court transcribers, hearing reports, statistical clerks, dispatchers, license distributors, payroll clerks and kindred workers.
· Skilled Craftworkers
Occupations in which workers perform jobs which require special manual skill and a thorough and comprehensive knowledge of the processes involved in the work which is acquired through on-the-job training and experience or through apprenticeship or other formal training programs. Included are mechanics and repairmen, electricians, heavy equipment operators, stationary engineers, skilled machining occupations, carpenters, compositors and typewriters, and kindred workers.
· Service Maintenance
Occupations in which workers perform duties which result in or contribute to the comfort, hygiene or safety of the general public or which contribute to the upkeep and care of building, facilities or grounds of public property. Workers in this group may operate machinery. Included are chauffeurs, laundry and dry cleaning operatives, truck drivers, bus drivers, garage laborers, custodial personnel, gardeners and groundkeepers, refuse collectors, construction laborers.
Job-Formulated Inquiries
During the course of an interview with an applicant, inquiries must stay within the parameters of lawful pre-employment inquiries that relate directly to the job being applied for at the time of interview.
Nepotism
Favoritism shown to relatives, especially with respect to employment, and is interpreted by the Authority as applying to blood relations and immediate in-laws.
Underutilization
Having fewer minorities and females represented in a particular job classification than would reasonably be expected by their availability in the labor market. Also, employing persons in jobs that do not make adequate use of their skills and training.
ATTACHMENT 2
NEW HIRE REPORTS FOR PERIOD JANUARY 1, 2002 THROUGH JANUARY 31, 2003
Information available upon request in SMART's Office of Human Resources and Personnel Administration.
ATTACHMENT 3
NEW PROMOTION REPORTS FOR PERIOD JANUARY 1, 2002 THROUGH JANUARY 31, 2003
Information available upon request in SMART's Office of Human Resources and Personnel Administration.
ATTACHMENT 4
TERMINATIONS FOR PERIOD JANUARY 1, 2002 THROUGH JANUARY 31, 2003.
Information available upon request in SMART's Office of Human Resources and Personnel Administration.
ATTACHMENT 5
SMART EXTERNAL EMPLOYMENT APPLICATION
Information available upon request in SMART's Office of Human Resources and Personnel Administration.
ATTACHMENT 6
SMART INTERNAL JOB BID APPLICATION
Information available upon request in SMART's Office of Human Resources and Personnel Administration.
ATTACHMENT 7
TESTING MATERIALS
This information is on file With the Federal Transit Administration (FTA). It is not available to the general public because of the confidentiality of testing materials.
ATTACHMENT 8
POTENTIAL LINES OF PROGRESSION
Department: Office of Administrative Services
Title Progression
Director of Administrative Services N/A
Manager of Procurement Director of Administrative Services
Contract Administrator Manager of Procurement
Senior Buyer Contract Administrator
Supervisor of Stores Manager of Procurement
Delivery Clerk Inventory Clerk
Inventory Technician Supervisor of Stores
Data Clerk Typist Senior Office Clerk
Stock and Parts Personnel Supervisor of Stores
Stenographer Secretary
Manager of Project Control & Programming Director of Administrative Services
Program Analyst Mgr. of Project Control & Programming
Project Control Analyst Program Analyst
Manager of Data Systems Director of Administrative Services
Systems Analyst II Manager of Data Systems
Systems Analyst I Systems Analyst II
Photocopy Clerk Receptionist
Receptionist Secretary
Secretary N/A
Department: Office of Finance
Title Progression
Director of Finance N/A
Controller Director of Finance
Manager of Financial Planning & Analysis Controller, Director of Finance
Accounting Supervisor Mgr. of Financial Planning & Analysis
Principal Accountant Accounting Supervisor
Accountant III Principal Accountant
Accountant I Accountant III
Accounting Technician Accountant I
Secretary N/A
Manager of Risk Management N/A
Safety Coordinator N/A
Insurance Claims Specialist Manager of Risk Management
Technical Assistant Insurance Claims Specialist
Department: Office of General Counsel
Title Progression
General Counsel N/A
Assistant General Counsel I General Counsel
Paralegal N/A
Law Clerk Attorney, Assistant General Counsel
Department: General Manager's Office
Title Progression
General Manager N/A
Deputy General Manager General Manager
Mgr. of Disadvantaged Business Enter- N/A
prises/Equal Employ. Oppor. (DBE/EEO)
Programs
Contract Compliance Officer Mgr. of Disadvantaged Business Enterprises/Equal Employ. Oppor. (DBE/EEO) Programs
Secretary to General Manager N/A
Department: Office of Human Resources & Personnel Administration
Title Progression
Director of Human Resources & N/A
Personnel Administration
Manager of Labor Compensation & Director of Human Resources &
Benefits Personnel Administration
Labor & Employee Relations Specialist Mgr. of Labor Compensation & Benefits
Employee Benefit Specialist Mgr. of Labor Compensation & Benefits
Compensation Specialist Mgr. of Labor Compensation & Benefits
Mgr. of Employment, Training & Director of Human Resources &
Employee Programs Personnel Administration
Employment & Training Representative Mgr. of Employment & Training &
Employee Programs
Training Specialist Employment & Training Representative
Personnel Clerk Employment Assistant
Project Specialist N/A
Employment Assistant N/A
Department: Operations – Fixed Route Transportation
Title Progression
Director of Operations – Transportation N/A
Superintendent Director of Operations – Transportation
Road Supervisor Superintendent
Central Radio Dispatcher Superintendent
Dispatcher Road Supervisor, Superintendent
Radio Maintenance Technician N/A
Vault Puller N/A
Bus Operator Dispatcher, Road Supervisor
Office Supervisor N/A
Data Clerk/Payroll Office Supervisor
Data Clerk/Typist Data Clerk/Payroll
Data Clerk/MMIS Data Clerk/Payroll
Supervisor of Service Evaluation Supervisor Customer Information
Supervisor of Checkers Supervisor Service Evaluation
Checker Supervisor of Checkers
Department: Maintenance
Title Progression
Director – Operations – Maintenance N/A
Superintendent of Maintenance Director Operations – Maintenance
Maintenance Supervisor Superintendent of Maintenance
Maintenance & Service Personnel Maintenance Supervisor
Fare Equipment Repair Technician N/A
Secretary N/A
Department: Service Development/Planning and Paratransit Services
Title Progression
Director of Services Development/Planning N/A
& Paratransit Services
Manager of Service Development Director of Service Development/
Planning & Paratransit Services
Manager of Paratransit Services Director of Service Development/
Planning & Paratransit Services
Manager of Planning Director of Service Development/
Planning & Paratransit Services
Coordinator of Scheduling Manager of Service Development
Schedule Writer Coordinator of Scheduling
Data Clerk Typist Secretary
CSO – II's Dispatch Inspector
Specialized Services Coordinator N/A
Coordinator of Contract Services N/A
Supervisor of Paratransit Dispatch Manager of Paratransit Services
Technical Assistant N/A
Dispatch Inspector Supervisor of Paratransit Dispatch
CSO – I's CSO – II's
Planner III Manager of Planning
Secretary N/A
Clerk N/A
Vehicle Operator Dispatch Inspector
Department: Marketing
Title Progression
Director of Marketing N/A
Manager of Marketing Director of Marketing
Public Relations Assistant N/A
Graphic Production Specialist N/A
Supervisor of Ticket Sales N/A
Ticket Seller Supervisor of Ticket Sales
Secretary N/A
Communications Specialist N/A
Supervisor of Customer Information N/A
Lead Information Operator Supervisor of Customer Information
Customer Information Operator Lead Information Operator
Department: Operations Administration
Title Progression
Assistant of Deputy General Manager N/A
Secretary to Deputy General Manager N/A
Quality Assurance N/A
Director of Operations – Transportation N/A
Director of Operations – Maintenance N/A
SMART: Organizational Chart
Title Progression
General Manager N/A
Deputy General Manager N/A
General Counsel N/A
Director of Finance & Administrative Services N/A
Director of Human Resources & N/A
Personnel Administration
Director of Service Development/Planning N/A
& Paratransit Services
Director of Marketing N/A
Director of Operations – Transportation N/A
Director of Operations – Maintenance N/A
ATTACHMENT 9
PERSONNEL POLICY/PROCEDURES – SICK LEAVE/DISABILITY LEAVE
Information available upon request in SMART's Office of Human Resources and Personnel Administration.