1. business and industrial
2. business operations
3. human resources

Employee
Policy
Manual
20132014
Table of Contents
Board Policy Statement................................................................................................................... 5
Message from the President ............................................................................................................ 6
History of R-MA ............................................................................................................................. 7
R-MA Vision, Mission, and Educational Philosophy..................................................................... 9
Vision .......................................................................................................................................... 9
Mission........................................................................................................................................ 9
Educational Philosophy .............................................................................................................. 9
R-MA Organizational Chart ......................................................................................................... 10
Employment Information .............................................................................................................. 11
Equal Employment Opportunity ............................................................................................... 11
Definitions of Employment....................................................................................................... 11
Conflicts of Interest................................................................................................................... 12
Orientation of New Employees ................................................................................................. 12
Employee Duty Status............................................................................................................... 12
Harassment Policy .................................................................................................................... 12
Drug, Alcohol and Tobacco Policy........................................................................................... 13
Compensation and Salary Administration .................................................................................... 15
Timekeeping Policy .................................................................................................................. 15
Standard Work Hours ............................................................................................................... 15
Overtime Pay ............................................................................................................................ 16
Attendance, Pay and Time off Policies ......................................................................................... 16
Employee Attendance ............................................................................................................... 16
Holiday Pay............................................................................................................................... 16
Vacation Pay ............................................................................................................................. 17
Vacation Entitlement ................................................................................................................ 17
Sick Leave/Pay.......................................................................................................................... 19
Personal Leave .......................................................................................................................... 20
Leave of Absence ...................................................................................................................... 20
FMLA ....................................................................................................................................... 20
Jury Duty................................................................................................................................... 21
Military Leave ........................................................................................................................... 21
Bereavement Leave ................................................................................................................... 22
Performance Evaluations .............................................................................................................. 22
Employee Performance Review and Evaluation Process ......................................................... 22
Faculty Performance Evaluation Process.................................................................................. 22
Policies Regarding Conduct .......................................................................................................... 23
Fair Treatment ........................................................................................................................... 23
Personnel Records ..................................................................................................................... 23
Disclosure of Confidential Academy Information .................................................................... 23
Information Systems Policy ...................................................................................................... 24
Social Media Policy .................................................................................................................. 24
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Campus Security ....................................................................................................................... 25
Discipline .................................................................................................................................. 25
Termination of Employment ..................................................................................................... 26
Lay-off and Recall Policy ......................................................................................................... 27
Employee Responsibility, Conduct and Discipline .................................................................. 27
Employee Relationships with Students..................................................................................... 28
Upper School Supervision .................................................................................................... 29
Middle School Supervision ................................................................................................... 30
General Benefits for Full-Time Employees .................................................................................. 30
Medical Insurance ..................................................................................................................... 30
Dental Insurance ....................................................................................................................... 30
Life Insurance ........................................................................................................................... 31
Long Term Disability Insurance ............................................................................................... 31
Flexible Spending Accounts ..................................................................................................... 31
AFLAC ..................................................................................................................................... 31
Retirement Plan ......................................................................................................................... 31
Matching Component to the Retirement Plan ....................................................................... 32
Tax Deferred Annuity – 403(b) ............................................................................................ 32
Academy Housing ..................................................................................................................... 32
Tuition Remission ..................................................................................................................... 33
Educational Assistance ............................................................................................................. 33
Professional Development ........................................................................................................ 34
Employee Conferences, Training and Seminars ....................................................................... 35
Employee Meals........................................................................................................................ 35
General Operating Information ..................................................................................................... 35
Daily Announcements ............................................................................................................... 35
Purchasing Procedures .............................................................................................................. 35
Photography Procedures ........................................................................................................... 36
Incoming and Outgoing Mail .................................................................................................... 36
Gifts from Parents, Vendors, or Contractors ............................................................................ 36
Employee Dress Code ............................................................................................................... 37
Inclement Weather and Attendance .......................................................................................... 39
Cutting and Removing Trees on R-MA Property ..................................................................... 40
Clinical Counselor .................................................................................................................... 40
Safety and Security ....................................................................................................................... 40
Safety Committee...................................................................................................................... 41
Exposure to Blood-borne Pathogens & Epi Pen locations........................................................ 41
Fire Alarm Procedures .............................................................................................................. 41
Transporting Students ............................................................................................................... 42
Drivers of Academy Vehicles ................................................................................................... 42
Academy Field Trips................................................................................................................. 42
Academic Policies ......................................................................................................................... 43
Accreditation ............................................................................................................................. 43
Faculty Licensure ...................................................................................................................... 43
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Faculty/Academic Staff Members and Professionalism ........................................................... 43
Faculty Members and Department Chairperson ....................................................................... 44
Faculty and the Dean or Principal ............................................................................................. 44
Faculty/Academic Staff and President ...................................................................................... 45
Faculty/Parent Relations ........................................................................................................... 45
Responsibilities of the Faculty .................................................................................................. 45
Chapel ....................................................................................................................................... 47
Weekend Duty – Upper School ................................................................................................ 47
Discipline .................................................................................................................................. 47
Responsibilities ......................................................................................................................... 48
Demerits .................................................................................................................................... 48
Cadet Development ................................................................................................................... 49
Discipline Referrals .................................................................................................................. 49
Mentoring .................................................................................................................................. 50
Grading Policy .......................................................................................................................... 50
Academic Honor Roll ........................................................................................................... 51
Changing a Grade ................................................................................................................. 52
Make-up Work/Absences...................................................................................................... 52
Incomplete Grade .................................................................................................................. 53
Grade Reports ....................................................................................................................... 53
Calculating Grade Point Averages ........................................................................................ 53
Syllabus/Lesson Plans/Curriculum Guide ................................................................................ 54
Homework................................................................................................................................. 55
Testing....................................................................................................................................... 55
Miscellaneous Policies .................................................................................................................. 55
Political Affiliations .................................................................................................................. 55
Copyright Act............................................................................................................................ 56
Freedom of Speech ................................................................................................................... 56
Appendix A - Upper School – Daily Class Schedule ................................................................... 57
Appendix B - Middle School Daily Schedule............................................................................... 60
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Board Policy Statement
The Randolph-Macon Academy Board of Trustees is responsible for the major policies of the
institution, which are promulgated in the Board of Trustee Policy Manual. The Policy Manual is
available to employees and is located in the library and on the R-MA website. Day-to-day
operations are considered functions of the President and his/her staff. The Board hires and
supervises the President; he/she hires and supervises the senior staff officers, and the faculty and
staff.
The Employee Manual is a guide for the operation of Randolph-Macon Academy and is provided
to each employee via the website. This manual supersedes Faculty and Staff manuals of the
Middle and Upper Schools. This manual is to be based upon the Board of Trustees Policy
manual and is to be updated annually. It will contain specifics which apply to all employees.
The Employee Manual may be supplemented as necessary by departments, offices, and shops.
Those supplements are to be published, authenticated by supervisors, and a copy made available
to the Director of Human Resources for record and file.
The Director of Human Resources is responsible for the content and maintenance of the
Employee Manual. The President will approve the Annual reissue of the manual.
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Message from the President
Dear Randolph-Macon Academy Employees,
Welcome to Randolph-Macon Academy! I am delighted that you have chosen to join our team
for School Year 2013-2014. Your hard work, dedication and teamwork will allow us to reach
our goals. Remember the key to the Academy‘s success will be the degree to which our students
succeed – when they do well our institution prospers. Thus, our focus is on students, their well
being and their success.
This Handbook is important. It provides valuable information on our programs, policies, and
procedures. Guidance and suggestions are provided on a variety of subjects. I ask that you read
the Handbook and refer to it for guidance.
Best wishes for a happy and successful year!
Most sincerely,
Maurice H. Forsyth
Major General, USAF, Retired
President
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History of R-MA
The driving force to establish a school in Northern Virginia was Dr. William W. Smith, President
of Randolph-Macon College. His dream was to have college preparatory schools to serve as
feeder schools to Randolph-Macon College which had been established sixty years earlier. Dr.
Smith had been successful with an earlier experiment of the Virginia Conference when the first
Randolph-Macon Academy was established at Bedford, Virginia.
Randolph-Macon Academy at Front Royal opened its doors in 1892 with twenty-six acres of
land and a building of the same style and equal magnificence to the R-MA at Bedford.
Classrooms, dining hall, living quarters for students and faculty, and indoor toilet and bathroom
facilities were all included inside the lofty arched hallways and massive towers.
Due to the economic recession of the 1890‘s, only forty-two boys enrolled in the fall of 1892.
However, the early decades of the Twentieth Century marked relatively steady growth. There
was increased emphasis on athletics and a nationalistic movement as a result of World War I
which influenced the direction of the Randolph-Macon Academies. A Military Feature was
added in 1918. It was a declared advantage, and two teachers attended government-sponsored
training and a cadet corps was organized. The Military feature and later the National Defense
Cadet Corps continued a part of the R-MA program for many years.
In April of 1922 the total indebtedness was paid. A separate gymnasium building (later known as
Rives Hall) had been added to the physical facilities, making way for the swimming pool to be
built in the space that the gymnasium had previously occupied. By 1925 the enrollment had
passed the 200 mark.
Disaster struck on the night of January 10, 1927, when fire of undetermined origin completely
destroyed the main building. Miraculously there were no deaths. After the fire, homeless
students and faculty were taken into the homes of Front Royal residents. Classes continued to
meet in churches and other buildings of the town while work on the new building was begun.
A monumental reconstruction effort made it possible for students to move into the new structure
in October 1927. R-MA had not fully recovered from the devastating fire when it was dealt
another blow by the greatest economic depression the nation has ever known. By 1932 the
enrollment had dipped to 78 students. The Bedford Academy closed at the end of the 1932-33
school year, and all students in both institutions attended at Front Royal.
Both the economic recovery nationwide and the onset of World War II contributed to an era of
expansion. In 1954, the three Randolph-Macon institutions officially and legally separated
themselves from each other. Soon after, the Academy Executive Committee purchased adjacent
property to expand the campus to 90 acres. Growing enrollment increased the need for additional
space for an enlarged faculty and led to the building of a house for the president, a four-unit
apartment house, four new faculty houses, and the purchase of seven houses for faculty quarters
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on Villa Avenue, Main and First Streets. Melton Gymnasium was dedicated in 1956, and the old
gymnasium was converted to classroom use.
Also during this period, the Virginia Conference of the United Methodist Church embarked upon
a major capital funds campaign for the support of all of the Randolph-Macon schools, and the
Academy received sufficient funds to build a 500 seat chapel.
During the 1970‘s, enrollment declined dramatically. The Civil rights legislation, the sexual
revolution, the women‘s liberation movement and the anti-war sentiment challenged the
structured environment as well as the military program and the conventional standards of social
behavior which had long been an integral part of Academy life. Measures were taken to meet the
demands for change without compromising traditional values and standards. R-MA was able to
win a contract from the United States Air Force to install a Junior ROTC program, which
replaced the old NDCC program. The Board of Trustees embraced a total non-discriminatory
policy to include religion, race, sex and national origin.
At the end of the 1970‘s, the financial situation was so acute that four of the faculty houses, and
some of the real estate was sold. By the end of the decade, enrollment had dropped to 118
students with only 85 boarding.
During the 1980‘s and early ‘90‘s, R-MA expanded to a 135 acre campus with seven major
buildings. The Fulton Building houses the music department, mechanic and maintenance shops,
Crow Hall houses the AFJROTC and Flight departments, mathematics, foreign language, and
science classrooms and laboratories. Turner Hall provides dormitory space for girls and dining
facilities capable of seating more than 500. A Middle School Complex was constructed, and
opened in the fall of 1995, with the dormitories, classrooms, an activities center, a gymnasium,
and a cafeteria for R-MA‘s younger students. The Academy also owns a hangar at the Front
Royal-Warren County Airport, which houses two airplanes.
On November 9, 1995, disaster struck again when a fire broke out on the third floor of Sonner
Hall. While there were no injuries, the third and fourth floors of the North Wing were
demolished, and the rest of the building suffered major water damage. By the end of November,
students were back in their classes. The building is now named Sonner-Payne Hall and is fully
air-conditioned with each room equipped with a telephone and has two network computer
connections.
In 1997, the Academy entered a new era when Major General Henry M. Hobgood, USAF
(Retired) took the helm as Randolph-Macon Academy‘s ninth Chief Executive Officer. In the
fall of 2000, a ten-classroom addition was added to Crow Hall. In 2002, a new maintenance
building was constructed behind the Fulton Fine Arts Building. Enrollment reached an all-time
high during the 2001-02 school year, with 508 students matriculating. In 2009, Fulton Hall was
constructed where the rifle range was previously located. This building is an ultra-modern
classroom building where over half of the classes are taught at R-MA. Each classroom is
equipped with Smart Board technology and state-of-the art teaching capabilities.
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In 2013, Major General Maurice H. Forsyth, USAF (Retired) was hired as Randolph-Macon
Academy‘s tenth Chief Executive Officer.
The Academy had previously been accredited by the Southern Association of Colleges and
Schools, and added an accreditation by the Virginia Association of Independent Schools.
The Randolph-Macon Academy heritage remains strong and the school is poised to meet the
demands of a new century with a clear vision.
R-MA Vision, Mission, and Educational Philosophy
Vision
Randolph-Macon Academy is the co-ed college-preparatory, military school of choice in the
world for families seeking a values-based, academically challenging, structured environment.
Mission
Randolph-Macon Academy develops students of academic achievement, integrity, leadership,
and responsible citizenship, prepared for success in life.
Educational Philosophy
The R-MA community (students, faculty, staff, parents, trustees, and alumni/ae) believes that
every student at R-MA is curious and capable. Our positive interaction and personal attention
inspire the students‘ curiosity and confidence to learn throughout their personal and professional
lives. We believe that the personal attention of the teacher makes the difference in the classroom.
We believe parents, teachers, and administrators help students succeed by working together on
academic aspirations, leadership, self-reliance, character development and service to others. We
heartily believe students do their very best when they are known, respected, and encouraged.
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R-MA Organizational Chart
Board of Trustees
President
Executive
Assistant
Dir Human
Resources
CFO
Vice
President of
Development
Director of
Enrollment
Management
Commandant
Director of
Accounting
Director of
Development
Dir Admissions
and Financial
Aid
Director of
Residential Life
US Assistant
Dean
Lead
Teachers
Maintenance
Supervisor
Director of
Photography
Director of
Alumni Affairs
Director of
Public Relations
Director of
Student Services
Dept. Heads
Dorm
Counselors
Grounds
Supervisor
Bookstore
Manager
Director of
Planned Giving
Director of
Flight
Faculty
Kitchen
Supervisor
Director of
AFJROTC
Librarian
Housekpg
Supervisor
Director of
Nursing
College
Counselor
Information
Technology
Manager
Uniform
Sales Mgr
Cadet Activities
Supervisor
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Upper
School
Academic
Dean
Middle
School
Principal
Director of
Services
Employment Information
Equal Employment Opportunity
R-MA provides equal opportunity in employment to all employees and applicants for
employment. No person will be discriminated against in employment because of race, religion,
color, genetic disposition, sex, age, national origin, or disability. This policy applies to all terms,
conditions, and privileges of employment including, but not limited to, hiring, introductory
period, compensation, benefits, educational assistance, layoff and recall, employee facilities,
termination, and retirement.
Definitions of Employment
An applicant for employment is an individual who submits a formal Application for Employment
with the Academy. An individual who submits a resume or makes an inquiry regarding a position
is not an applicant unless a formal Application for Employment is submitted.
The hire date is the date the employee actually begins working.
The anniversary date is the date used for determining benefit accruals such as vacation and
pension. It may differ from the original hire date if there are periods of loss of work (layoff,
separation, leave of absence, etc.).
Employment contracts and pay summaries specify that all employees are AT WILL employees,
under Virginia law. No employee is authorized to offer employment other than AT WILL
employment. All employee contracts and employee agreements are in writing and signed by the
President. All employment is contingent upon successful background checks. Employees must
have their fingerprints taken and submitted on an approved fingerprint form. This will then be
submitted to the State of Virginia and the FBI for clearance to work. Volunteers must also have a
successful background check prior to performing any volunteer activities at the Academy.
Full-time employment is considered to be an employee who regularly works more than thirty
hours per week. Part-time employment is considered to be an employee who regularly works less
than thirty hours per week. Temporary employment is considered to be an employee hired either
on a full-time or part-time basis for a short period of time.
Exempt employment is considered to be an employee who is exempt from the overtime
provisions of the State and Federal laws and who does not receive overtime compensation. Not
all salaried employees are exempt employees. Non-exempt employment is considered to be an
employee who is eligible to receive overtime pay.
A salaried employee is an employee who is paid a salary instead of an hourly wage. Not all
salaried employees are exempt from overtime pay requirements.
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The President executes written annual employment agreements with Senior Staff, faculty, and
other employees as appropriate.
All new employees and all present employees, promoted to a new job, are to be carefully
monitored and evaluated for an initial introductory period on the job of at least three months.
After satisfactory completion of the introductory evaluation, such employees will be evaluated
on an annual basis.
Compensation is to be nondiscriminatory and to the extent possible, competitive with rates being
paid for similar jobs by other employers in the community. Compensation decisions must take
into consideration R-MA's overall economic condition and competitive position. Pay raises are
managed by the President and the Director of Human Resources.
Conflicts of Interest
It is the Academy‘s policy to avoid an employment situation that could result in a conflict of
interest or compromise sensitive Academy information. As such, relatives or members of the
same household may not be employed in positions that may have a reasonable possibility of
conflict of interest or that may weaken internal control procedures. Under no circumstances may
relatives or members of the same household have supervisory responsibilities of another family
member. The Academy will normally not employ relatives of Board members on a fulltime
basis. Exceptions will be approved by the Academy President.
Orientation of New Employees
New employees will receive benefits information from the Director of Human Resources. New
employees will also receive orientation to the Academy from a faculty or staff sponsor and
special orientation at the start of school in-service.
Employee Duty Status
Employees are to provide a good example for all students. Whenever employees are on campus,
regardless of scheduled work hours, they are considered to be in a duty status with regard to
conduct, dress, appearance, language, and supervision of cadets. Employees must also protect
students from foreseeable harm and conduct.
Harassment Policy
R-MA promotes a productive work environment and does not tolerate verbal or physical conduct
by any employee that harasses, disrupts, or interferes with another's work performance or which
creates an intimidating, offensive, or hostile environment.
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Employees are expected to act in a positive manner and contribute to a productive work
environment that is free from harassing or disruptive activity. No form of harassment will be
tolerated.
The nature of private schools places our reputation at stake daily. Any action which jeopardizes
our trust and confidence will have an adverse effect on our ability to accomplish our mission.
Sexual harassment destroys a positive working climate and intimidates those who are harassed.
Sexual harassment will not be condoned at R-MA among the faculty, staff or students.
Sexual harassment is defined as:

Any demand or sexual inference connected with an employee's job; verbal or nonverbal
sexual innuendos, threats, insults, jokes about specific traits, sexual propositions,
suggestive or insulting noises, obscene gestures, inappropriate physical body contact, or
coercing of any sexual activity;

Any unwelcome sexual advances or request for sexual favors as a term or condition of an
individual's employment, or when this conduct is used as a basis for employment
decisions; furthermore, when such conduct has the purpose or effect of unreasonably
interfering with an individual's work performance creating an intimidating, hostile, and
an offensive working environment;
Any employee who believes that a supervisor's, another employee's, or a nonemployee's actions
or words constitute unwelcome harassment has a responsibility to report or complain about the
situation as soon as possible by following the grievance procedure outlined in this manual. Such
report or complaint should be made to the employee's supervisor, the appropriate senior staff
officer, or the Director of Human Resources.
After appropriate reporting of an alleged violation, an inquiry will be conducted by an impartial
party. Employees are required to cooperate in any inquiry. A timely resolution of each
complaint is to be reached and communicated to the parties involved. Retaliation against any
employee for filing a complaint or participating in an investigation is strictly prohibited.
Any employee, supervisor, or manager who is found to have engaged in harassment of another
employee will be subject to appropriate disciplinary action, depending on the circumstances, up
to and including termination.
Drug, Alcohol and Tobacco Policy
The Academy is a drug and alcohol free zone.
The use, sale, dispensing, distribution, possession, or manufacture of illegal drugs and narcotics,
on or off campus, by any employee will be grounds for dismissal. In addition, employees are
prohibited from the use of alcohol, on campus or off campus, when in the presence of R-MA
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students, or when such activities adversely affect job performance, job safety, or R-MA's
reputation in the community.
Unless mandated by state or local law, the Academy will ensure that alcoholics or drug abusers
whose current use of such substances prevents them from performing their jobs or who would
constitute a direct threat to the property or safety of others will not be hired. Employees will be
subject to disciplinary action, up to and including termination, for violations of this policy.
Supervisors should report immediately to the appropriate senior staff officer any action by an
employee who demonstrates an unusual behavior pattern. The senior staff officer will determine
whether the employee should be examined by a physician and/or tested for drugs and alcohol.
Employees believed to be under the influence of drugs, narcotics, or alcohol will be required to
leave the premises.
Employees who use legal drugs or narcotics during work, and have any reason to expect such use
may affect their ability to perform their work, must report this fact to their supervisors. The
supervisor will then make a determination as to whether the employee should be able to perform
the essential functions of the job safely and properly.
Employees who are experiencing work-related or personal problems resulting from drug,
narcotic, or alcohol abuse or dependency may request, or be required to seek, counseling help.
Required counseling is kept confidential and may not have any influence on performance
appraisals. Job performance alone, not the fact that an employee seeks counseling, is to be the
basis of all performance appraisals.
Employees must notify their supervisors of any criminal conviction for a drug violation
occurring in the work place within five days of the conviction. Employees are also required to
notify supervisors of any serious incidents with the law (i.e. arrests, etc.).
Any employee who is abusing drugs or alcohol may be granted a leave of absence to undertake
rehabilitation treatment. The employee will not be permitted to return to work until he presents
certification to the senior staff officer that he/she is capable of performing his/her job. Failure to
cooperate with an agreed-upon treatment plan may result in discipline, up to and including
termination. Participation in a treatment program does not insulate an employee from the
imposition of discipline for violations of this or other R-MA policies.
The Academy provides a work environment that promotes productivity and the well-being of its
employees. Use of tobacco products represents a health hazard, which can have serious
consequences both for the user and the non-user. The potential for exposing young people at an
early age to the addictive nature of tobacco products and the use of tobacco products by
employees in the presence of students is unacceptable.
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The use of tobacco products is prohibited anywhere on the R-MA premises, or at any time off
Academy property when in the presence of R-MA students. For purposes of this policy, tobacco
includes smoking a cigar, cigarette, or pipe, or the use of tobacco products for chewing, etc.
The personal on-campus residences of faculty/staff are exempt from the tobacco/alcohol rules,
unless otherwise specified by the Academy President. To protect other residents, the Academy
President may declare certain community residences, such as apartment houses, non-smoking.
Compensation and Salary Administration
Timekeeping Policy
Nonexempt employees are required to complete an individual time record showing the daily
hours worked. Time records cover one workweek and must be completed by the close of each
workday. The following should be considered when filling out time records:






Employees will record their starting time, time out for lunch, time in from lunch, quitting
time, and total hours worked for each workday;
Employees are not permitted to clock in or begin work before their normal starting time
or to clock out or stop work after their normal quitting time without the prior approval of
their supervisor;
Employees are required to take scheduled lunch or meal breaks;
Employee time records will be checked and signed by the supervisor involved.
Unworked time for which an employee is entitled to be paid (paid absences, paid
holidays, or paid vacation time) should be entered by the supervisor on the time record.
Unapproved absences will not be considered as hours worked for pay purposes.
Supervisors will inform employees if they will not be paid for certain hours of absence;
Clocking in for another employee or falsifying of any time record is prohibited and may
be grounds for disciplinary action, up to and including termination.
Personnel employed in executive, administrative, and professional capacities are exempt from
the provisions of the Fair Labor Standards Act. Such employees are not required to fill out
hourly time records but must account for daily attendance. In addition, exempt employees will
not receive overtime compensation, but may be eligible for compensatory time-off, if authorized
by management.
Standard Work Hours
The President establishes specific working periods and working hours as required to ensure the
smooth and regular operation of the Academy. Senior staff officers may designate alternative
hours as necessary to meet mission needs, in coordination with The President.
Faculty are required to be present and ready to accept students into the classroom ten minutes
prior to the scheduled commencement of class.
15
For support staff, which includes but is not limited to secretarial and clerical staff, custodial,
maintenance and security personnel, full-time employment is eight hours per day, five days per
week with one hour or less for lunch per day, or as adjusted by agreement with the staff members
and supervisor.
Overtime Pay
Non-exempt employees are eligible to receive overtime pay per state or federal wage and hour
regulations. Overtime must be approved IN ADVANCE by the responsible senior staff officer.
Overtime is carefully managed with the focus on minimizing its use. Overtime resulting from
arbitrarily clocking in/out is not allowed.
Attendance, Pay and Time off Policies
Employee Attendance
Regular attendance and punctuality are expected of all employees. If an employee cannot report
to work, the employee must notify the immediate supervisor no later than 30 minutes before the
start of the employee‘s scheduled workday. Leaving a message with another employee is NOT
considered proper notification. If an employee fails to report to work or to contact his/her
supervisor, then the Academy will assume that the employee has abandoned the work position
and may consider this a voluntary separation of employment. If an employee is out sick for more
than three days a doctor‘s documentation will be required to return to work.
Holiday Pay
Full-time hourly and staff employees are entitled to receive the following days as holidays:
New Year's Day
Memorial Day
Independence Day
Labor Day
Thanksgiving Day
Christmas Eve
Christmas Day
A holiday that occurs on a Saturday or Sunday generally will be observed by R-MA on either the
preceding Friday or following Monday.
Full-time employees are eligible to receive their regular rate of pay for each observed holiday.
Part-time employees are eligible to receive holiday pay only for holidays on which they would
normally be scheduled to work, and only for their regularly scheduled number of hours.
16
Temporary employees, introductory employees, and employees on leaves of absence or on a
layoff are not eligible to receive holiday pay.
If a holiday occurs during an employee's vacation period, the employee will be given an
additional day of paid vacation or pay in lieu of the additional day. If the employee elects the
additional day, it may be taken at the beginning or end of the vacation period.
It is recognized that some employees may wish to observe, as periods of worship or
commemoration, certain days, which are not included in R-MA's regular holiday schedule.
Accordingly, employees who would like to take a day off for such reasons may be permitted to
do so if the employee's absence from work will not result in an undue hardship on the conduct of
R-MA's business and if the employee's supervisor approves. Employees may use accrued
vacation days or they may take such time off as an unpaid, excused absence.
The President may schedule work on an observed holiday, as he deems necessary. Normally,
work on an observed holiday will be paid as if the day were a regularly scheduled day. In
addition, employees will be given the option of receiving their holiday pay or a "floating"
holiday to be taken, with the prior approval of their supervisor, at another time during the year.
Vacation Pay
The established vacation year is the calendar, January 1 through December 31 each year.
Vacations are accrued or earned based on the employee‘s length of service, their position, and on
the time worked during the preceding calendar year. Accrual of vacation begins from the date of
employment. Employees may not take vacation until they have been employed for 6 months.
Faculty, CLS‘s, and any others that are off when the students are off and here when they are here
do NOT accrue vacation.
Full-time employees are entitled to paid vacation, based on consecutive years of service in
accordance with the following schedule:
Vacation Entitlement
Years of Service
Staff
Hourly
Directors/Sr. Staff
1 Year…………………………….. 2 weeks
1 week
3 weeks
2 Years……………………………. ---------2 weeks
-----------5 Years……………………………. 3 weeks
--------3.5*weeks
10 Years…………………………………………… 3 weeks
4 weeks
15 Years…………………………… 4 weeks
--------------------20 Years……………………………………………………………………. 4.5* weeks
*.5 weeks = 3 days
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Employees will accrue vacation by hours. Hourly wage employees will be granted vacation
depending on the average number of hours worked weekly.
Employees may accumulate vacation to a maximum of forty days (8 weeks) for staff salaried
employees, and 240 hours (30 days) for hourly wage employees. Any vacation in excess of the
maximum accrual will be lost. Exceptions must be approved by the Academy President.
Leave balances may be given (transferred) to employees with serious health/family issues. Each
case will be individually evaluated by the Academy President and documentation filed in the
Human Resource office.
Employees are required to complete and submit their vacation request forms to their immediate
supervisor no less than two weeks prior to the start of vacation. Supervisors will then submit the
request to the appropriate senior staff officer with their recommendation for approval or
disapproval after verifying with Finance the number of days accrued and remaining for the
employee are accurate.
Supervisors are responsible for ensuring adequate staffing levels. When a conflict of schedules
occurs, the immediate supervisor is responsible for resolving the vacation scheduling conflict
based on the needs of the department and seniority. Employees, who change their vacation plans
after the vacation schedule has been set, may lose their seniority consideration.
Any time an employee is absent from work for ½ day or more, the supervisor must report this
absent to the Finance Department. This absence may be charged against vacation accrued,
unless the employee is granted compensatory leave or uncompensated leave under an established
leave policy. The senior staff officers are responsible for determining the compensation or no
compensation based on the circumstances.
Vacation days will NOT be paid out in cash, except as follows:
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When employment is terminated by either the employee or the employer with a proper
resignation or notification in writing at least two weeks (2 week) prior to departure, and
the notice is acknowledged and accepted by the employee‘s senior staff officer, the
employee may take his/her accrued vacation before separation from employment, or the
employee will receive vacation pay for any unused vacation accrued at the time of
departure.
If a salaried employee is terminated for cause, or leaves before fulfilling the terms of
his/her contract and does not provide at least a two week (2 week) notice in writing to
his/her immediate supervisor, accrued or unused vacation will not be granted or paid.
If an hourly employee is terminated for cause, or does not provide at least a two-week (2
week) notice in writing to his/her immediate supervisor, accrued or unused vacation will
not be paid or granted.
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If an employee owes outstanding debt to the Academy, accrued vacation or unused time
will be used to render payment on this debt prior to issuing any remaining pay to the
employee. Payments will then be paid in accordance with the policy.
Sick Leave/Pay
Sick leave is defined as leave taken by eligible employees who are absent from their jobs for the
following reasons: Personal disability due to illness or injury; exclusion of the employee from RMA by its medical advisor because of the employee's exposure to a contagious disease; because
the President or senior staff officer, acting on the advice of R-MA's medical advisor and/or the
employee‘s health care provider, judges the employee to be medically unable to adequately
perform his duties.
Employees are eligible for sick leave if they are employed on a full-time basis, i.e., working at
least forty hours per week.
Sick leave does not include absence due to illness of a member of the employee's household
unless the employee has been exposed to a contagious disease and has been placed on sick leave
by a senior staff officer.
Eligible employees will accrue one day for each month worked, which will be cumulative not to
exceed sixty days.
A sick leave absence will begin when the employee reports the absence. A sick leave day, once
begun, may be reinstated as a working day with the approval of the appropriate senior staff
officer.
Whatever the claims of disability, no day of absence will be considered to be a sick leave day
when the employee has engaged in or prepared for other gainful employment, has participated in
concerted work stoppage or has engaged in any activity which would raise doubts regarding the
validity of the sick leave request.
Supervisors are responsible for the accurate and timely reporting of sick leave to the Director of
Human Resources for employees under their supervision. The creation of deficit leave balances
is not allowed, except as approved by the Director of Human Resources and the responsible
senior staff officer.
Persons discharged, resigning, or for any reason terminating employment at R-MA are not
entitled to reimbursement for sick leave, whether or not the leave has been accrued.
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Personal Leave
Employees are eligible for two (2) personal leave of absences that do not fall under other leave
policies. The two (2) personal leave days are to be used within the contract year for faculty and
corresponding school year (9/1 – 8/31) for full time staff and hourly employees.
Employees will be allowed two days (2 days) personal leave without deduction from salary.
Employees are required to submit a written request form to their immediate supervisor thirty
days (30 days) prior to the leave date. This form is to be submitted to their immediate supervisor
for approval or denial recommendation and forwarded to the senior staff for approved or denied
and signature, prior to submission to the Finance Department. Finance will verify the number of
personal days allowed, prior to issuing any payments. Employees are responsible to keep record
of their personal days for accuracy. The immediate supervisor or the senior staff may deny
personal days that may have a negative impact on the student schedule, the department schedule,
or the academic schedule.
There may be times when the thirty days (30 days) notification is not feasible due to
circumstances. The senior staff officer will make the decision to approve or deny any
exceptions. There may be special events that require staff or faculty to be present on campus,
such as family weekends, graduation or exam weeks. We will not accommodate personal days
around these events. Any exceptions to the personal day policy must be approved and authorized
by the President. Senior staff members may authorize personal leave request according to the
policy only.
Leave of Absence
Leaves of absence without compensation may be taken under certain circumstances.
Uncompensated leave is defined as an absence from work, which an employee takes without pay.
An employee may take uncompensated leave when the reasons for the required absence do not
comply with the provisions of vacation, compensatory leave, personal leave, sick leave, or
funeral leave.
Uncompensated leave must be approved in the same manner as for other authorized absences.
Failure to acquire permission for uncompensated leave may subject the employee to discipline,
loss of pay, and/or termination.
FMLA
The Academy complies with the Family Medical Leave Act. FMLA requires covered employers
to provide up to 12weeks of unpaid, job-protected leave to eligible employees for certain family
and medical reasons. Employees are eligible if they have worked for R-MA for at least one year,
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and for 1,250 hours over the previous 12 months. FMLA permits employees to take leave on an
intermittent basis or to work a reduced schedule under certain circumstances. Unpaid leave will
be granted for any of the following reasons: to care for the employee's child after birth, or
placement for adoption or foster care; to care for the employee's spouse, son or daughter, or
parent who has a serious health condition; for a serious health condition that makes the employee
unable to perform the employee's job; or to permit a spouse, son, daughter, parent, or next of kin
to take up to 26 workweeks of leave to care for a member of the Armed Forces, including a
member of the National Guard or Reserves, who is undergoing medical treatment, recuperation,
or therapy, is otherwise in outpatient status, or is otherwise on the temporary disability retired
list, for a serious injury or illness. FMLA leave may also be taken for any qualifying exigency
arising out of the fact that the spouse, or a son, daughter, or parent of the employee is on active
duty (or has been notified of an impending call or order to active duty) in the Armed Forces in
support of a contingency operation.
In certain circumstances, certain kinds of paid leave may be substituted for unpaid leave. An
employee is required to provide advance leave notice and medical certification (if applicable).
Taking of leave may be denied if requirements are not met. The employee ordinarily must
provide 30 days advance notice when the leave is ''foreseeable.'' R-MA may require medical
certification to support a request for leave because of a serious health condition, and may require
second or third opinions and will require a fitness for duty report to return to work.
For the duration of FMLA leave, R-MA will maintain the employee's health coverage under our
group health plan. Upon return from FMLA leave, most employees will be restored to their
original or equivalent positions with equivalent pay, benefits, and other employment terms.
The use of FMLA leave will not result in the loss of any employment benefit that accrued prior
to the start of an employee's leave. For questions regarding this type of leave, please see the
Director of Human Resources.
Jury Duty
Employees will be granted leave with pay to serve jury duty when required by law.
Employees are to notify their supervisors when they receive notification from the Court.
Typically, the Academy normally does not support exemption requests for jury duty.
Employees will not be penalized in any way for serving on jury duty or as a subpoenaed witness.
For each day of jury duty or witness duty, employees must report their schedule for the next day,
and must report to work or suffer loss of pay when excused for half a day or more. Employees
should submit to their supervisor a record from the county stating the number of days served.
Military Leave
Provided two weeks advance notice is given, employees will be granted leaves of absence for
participating in military reserves field training exercises which is typically two weeks.
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Bereavement Leave
Employees are permitted to be absent from work for up to three working days due to the death of
the employee's immediate family member which is defined as spouse, child, parent, sibling,
grandparent or grandchild. To help employees maintain their income during these absences, RMA will provide compensation according to the guidelines below.
Senior staff must approve leave requests made through the employee's immediate supervisor.
Leave taken without senior staff‘s approval and beyond three days will be charged as follows:
Hourly wage employees -- without pay; salaried employee‘s eligible for vacation -- vacation
days; Faculty -- charged against salary on a prorated basis.
Regular part-time employees who work thirty or more hours per week are eligible to receive
compensation for funeral leave on the same basis as full-time employees, but only for their
regularly scheduled hours. Part-time employees working less than thirty hours per week and
temporary employees are not eligible for compensation for funeral leave, but may take unpaid
absences if approved by the appropriate senior staff member.
Performance Evaluations
Employee Performance Review and Evaluation Process
The periodic evaluation of administrative and support personnel is necessary to enable the
Academy to monitor the effectiveness and competence of personnel, to ensure continued
professional growth, and to promote efficient job performance. Completed evaluations are
considered confidential.
Supervisors, in completing evaluations, will prepare a written appraisal of each employee's job
performance as of 30 June each year. The supervisor and employee will meet and discuss the
evaluation. The employee will be given the opportunity to examine the evaluation and make
written comments about any aspect of it. The employee and supervisor will then sign and date
the evaluation and forward it to the responsible senior staff officer who will authenticate the
form and provide it to the Director of Human Resources. The President will review and endorse
each staff evaluation.
Faculty Performance Evaluation Process
Faculty members are to be evaluated annually. The Academic Dean and Middle School Principal
or their assistants will observe teacher and complete the standard faculty evaluation form. A
compilation of the annual evaluation is provided in June of each year to the Academy President
for review/comment. Faculty evaluations are maintained by the Dean or Principal in a notebook
form. Completed evaluations are considered confidential.
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Policies Regarding Conduct
Fair Treatment
An employee who feels he or she has an appropriate grievance may bring the grievance to the
attention of his or her immediate supervisor, who is to investigate the grievance, attempt to
resolve it, and give a decision to the employee within a reasonable time. If the employee is
dissatisfied with the decision or if the grievance involves the employee‘s immediate supervisor,
he or she may appeal to the senior staff officer, who may take the matter to the President. The
President will take the necessary steps to review and investigate the grievance and will then issue
a written, final, and binding decision. If a grievance involves impropriety on the part of the
President, after informing the senior staff officer, the complaint should be filed in writing to the
Chairman of the Board of Trustees.
Final decisions on grievances will not be precedent-setting or binding on future grievances
unless they are officially stated as R-MA policy. Information concerning an employee grievance
will be held in confidence. Supervisors and other members of management who investigate a
grievance are to discuss it only with those individuals who have a need to know about it or who
are needed to supply necessary background information or advice.
Personnel Records
R-MA will maintain confidential personnel records for all employees. Typically, personnel
records will contain the following documents: copies of contracts/employment agreements, pay
changes, tax forms, benefits enrollment forms, and the employee‘s resume. Access is given on a
business ―need to know‖ basis only. No personnel record is to be removed from the Human
Resource Office. Personnel records are maintained in a locked cabinet with limited access.
Employees may review their personnel records upon written request. Employees must notify the
Director of Human Resources of any changes in their address, phone number, name or
dependents.
Disclosure of Confidential Academy Information
Employees with access to confidential Academy information must use discretion to protect the
confidentiality of the information. Proprietary information which is available to employees by
reason of their employment must be held in the strictest of confidence. The authority to release
information is granted by the President of the Academy. Unauthorized disclosure of confidential
information will subject the employee to disciplinary action up to and including termination of
employment and possible legal action.
Communication to the press is authorized to be released by the Director of Public Relations in
coordination with the President of the Academy. Any events that need to be published must be
authorized and released by the Director of Public Relations.
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Faculty, staff and administration are encouraged to seek out positive stories about R-MA people
and events. Noteworthy student successes and human interest stories are particularly useful in
presenting the Academy in the most favorable light to the public. Suggestions and ideas should
be provided to the Director of Public Relations.
Information Systems Policy
The Academy computer systems shall not be used for the storage, creation or distribution of any
disruptive or offensive messages, including offensive comments about race, gender, disabilities,
age, sexual orientation, pornography, political beliefs, or national origin. Employees who receive
any emails with this content from any Randolph-Macon Academy employee should report the
matter to their supervisor.
Academy resources may be used for personal emails provided the system is not abused. Sending
chain letters, joke emails, virus or other malware warnings and mass mailings from a RandolphMacon Academy email account is considered abuse and is prohibited. These restrictions also
apply to the forwarding of mail received by a Randolph-Macon Academy employee.
Use of the Randolph-Macon Academy mailing lists such as [email protected],
[email protected], etc. is subject to meeting certain guidelines. Mail is to be of a business or
professional nature, and applicable to all members on such list. Personal use of the mailing lists
is prohibited. For example, advertising for sale items is prohibited; however, asking for
assistance with a duty schedule is acceptable. Use of the lists should be limited so that the
subject pertains to the majority of the list members.
Randolph-Macon Academy employees shall have no expectation of privacy in anything they
store, send or receive on the Academy‘s computer systems. Any electronic messages sent or
stored on Randolph-Macon Academy‘s computers become the property of the Academy.
Randolph-Macon Academy may monitor messages without prior notice. Any employee found to
have violated this policy may be subject to disciplinary action as appropriate and determined by
supervision.
Social Media Policy
With the rise of new media and next generation communication tools, the way in which
Randolph-Macon Academy employees communicate internally (with colleagues and students)
and externally (with vendors, parents, etc) is important to the accomplishment of our mission.
Thus, this policy addresses our responsibilities when dealing with multi-media and social
networking sites (MySpace, Facebook, Yahoo! Groups, YouTube, Twitter, etc.), blogs, wikis,
and any other site where text can be posted. All of these sites will be referred to as ―Internet
postings‖.
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General Guidelines:
(1) Internet postings may not disclose any confidential information. This is particularly
important when discussing student matters on any online site.
(2) When discussing R-MA, you must insert that this is your own view and not the view of
the R-MA administration or anyone else at R-MA.
(3) Think twice before posting. A good measure of whether something is appropriate is to
ask yourself, ―would this Internet posting impair my ability to work with my colleagues,
parents, students, on a collegial basis? Would it make anyone mentioned feel
uncomfortable? Would I like to see this on the front page of the Washington Post?‖ If the
answer to any of these is yes, then do not make this type of posting.
(4) Remember your audience. Be aware of how your posting might impact them, and be
respectful of the entire audience. Don‘t insult, use obscene language, or behave in any
way that would embarrass, demean, or shed a bad light on R-MA in any manner. It might
be helpful to ask yourself if you would say this to someone in the office. If the answer is
no, then please do not make this type of posting.
(5) Post accurate information. You are personally responsible for the content that you
publish. There are several items that you need to be aware of: postings can last infinitely
in history and you can make corrections to information but generally cannot retract
postings. You can be subject to liability if your postings are found defamatory or
harassing.
(6) Be respectful. Remember that Internet postings could encourage comments or discussion
of opposing ideas. Responses should be carefully considered in light of how they would
reflect on the Academy and on you personally.
If you have questions about whether a post is appropriate, please contact your senior staff
member. Violations of this policy may result in disciplinary action up to and including
termination.
Campus Security
The Academy is obligated to provide a secure and safe campus for the protection of employees,
students, parents, and guests. All employees share in the duty to keep the campus safe and
secure. The goal is for students to have a safe environment to learn and grow.
Discipline
All employees are expected to comply with R-MA's standards of behavior and performance. Any
noncompliance with these standards must be remedied. The Academy operates on the concept of
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progressive discipline actions. This means that the first violation is typically handled by verbal
counseling and if not remedied then through a written reprimand.
If an employee is not meeting R-MA's standards of behavior or performance, the employee's
supervisor may meet with the employee to discuss the matter, inform the employee of the nature
of the problem and the action necessary to correct it, issue written counseling or reprimands as
necessary. A copy of such documents will be placed in the employee‘s personnel file.
Supervisors will ensure the employee‘s rights to due process.
In cases involving serious misconduct, or any time the supervisor determines it is necessary, such
as a major breach of policy or violation of law, the procedures above may be bypassed. The
supervisor may, in coordination with the Director of Human Resources, suspend the employee
immediately and, if appropriate, recommend termination of the employee. An investigation of
the incidents leading up to the suspension will be conducted to determine what further action, if
any, should be taken. Employees may or may not receive or accrue employee benefits during the
suspension, based on the President‘s determination. The President will review and approve all
recommendations for termination before any final action is taken.
Termination of Employment
Termination of employment at R-MA may take place because of an employee's resignation,
discharge, or retirement; the expiration of an employment contract unless it is renewed; or a
permanent reduction in the work force. Discharge can be for any reason not prohibited by law.
Termination and discharge procedures are only guidelines and do not constitute a legal contract
between R-MA and its employees. In addition, specified grounds for termination are not allinclusive since the President may terminate employment for any reason not prohibited by law.
Employees are expected to give written notice of their intent to resign. Four weeks is desirable;
two weeks is required. Failure to give written notice may result in forfeiture of non-vested
benefits and ineligibility for re-employment.
Employees who are absent from work for three consecutive days without being excused or
giving proper notice will be considered as having voluntarily resigned.
Notice of involuntary terminations will be handled carefully and discretely, preferably in a
private meeting including the employee to be terminated, the immediate supervisor, and another
member of management. All terminations must be approved by the President before any final
action is taken.
Supervisors of terminated employees are responsible for securing the return of all R-MA
property, such as keys, tools, uniforms, instructional materials, etc. Terminated employees who
are accountable for nonexpendable property must account for all such property prior to their last
day. Terminated employees who live in R-MA housing must have their quarters inspected and
cleared before they leave. If the employee owes R-MA any money, or is responsible for any lost
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or damaged property, or if quarters must be cleaned by R-MA personnel, such accounts are to be
settled as originally agreed or by deduction from final pay, unless prohibited by law. Terminated
employees will receive their final pay once they have completed the above requirements; this
should occur on or before the next regularly scheduled payday.
Lay-off and Recall Policy
If, because of adverse economic or other conditions, the President must reduce employment,
layoffs and recall from layoffs will be conducted consistent with operational requirements of the
Academy. A reduction in work force will be based on pay, performance, and needs of the
Academy.
Employees selected for a layoff will be given notice as is required by law or as is reasonable
under the circumstances. Employees will be informed of the reason for the layoff and any rights
they have to appeal their selection for layoff. The Human Resources office will assist laid-off
employees with relocation and benefits information.
Employees who are laid-off will be maintained on a recall list for six months or until the
President determines the layoff is permanent, whichever occurs first. Removal from the recall
list terminates all job rights the employee may have. While on the recall list, employees should
report to the Director of Human Resources if they become unavailable for recall. Employees
will be recalled according to need, classification, and ability to do the job.
Employee Responsibility, Conduct and Discipline
Certain rules and regulations regarding employee behavior are necessary for the efficient
operation of R-MA and for the benefit and safety of all employees and students. Conduct that
interferes with operations, that discredits R-MA, or that is offensive to customers or coworkers
will not be tolerated.
Employees are expected at all times to conduct themselves in a positive manner so as to promote
the best interests of R-MA. Such conduct includes, but is not limited to:
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Reporting to work punctually as scheduled and being at the proper workstation, ready for
work, at the assigned starting time;
Giving proper advance notice whenever unable to work or report on time;
Complying with all R-MA safety and security regulations;
Wearing clothing appropriate for the work being performed;
Refraining from the use of tobacco products on R-MA premises;
Maintaining work place and work area cleanliness and orderliness;
Treating all R-MA faculty, staff, students, parents, and other persons in a courteous
manner;
Refraining from behavior or conduct deemed offensive or undesirable, or which is
contrary to R-MA's best interests;
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Performing assigned tasks efficiently and in accordance with established quality
standards;
Cooperating with R-MA investigations.
The following conduct is prohibited and will subject the individual involved to disciplinary
action, up to and including termination:
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The reporting to work under the influence of illegal drugs and narcotics or the use, sale,
dispensing, of illegal drugs and narcotics on or off R-MA premises;
The reporting to work under the influence of alcoholic beverages or possession of
alcoholic beverages on R-MA premises (Except in personal on-campus residents);
The use of profanity or abusive language;
The possession of personal firearms or other weapons on R-MA property (Except in
personal on-campus residents);
Insubordination or the refusal by an employee to follow management's instructions
concerning a job-related matter;
Fighting or assault of another person;
Theft, destruction, defacement, or misuse of R-MA property or of another employee's or
customer's property;
Gambling on R-MA property;
Falsifying or altering any R-MA record or report, such as an application for employment,
a medical report, a time record, an expense account, an absentee report, etc.
Threatening or intimidating coworkers, security guards, customers, or guests;
Use of tobacco products on R-MA premises (Except in personal on-campus residents);
Engaging in any form of sexual conduct;
Engaging in any form of harassment
Personal conduct which brings discredit to the Academy.
This is not intended to be an all-inclusive listing. Any violation of R-MA's policies or any
conduct considered inappropriate or unsatisfactory may, at the President‘s discretion, subject the
employee to disciplinary action.
Employee Relationships with Students
Faculty and other employees serve as role models for the students. They are encouraged to have
nurturing/helpful relationships with students. However, faculty/staff members may not be the
―friend‖ of a student. Employees may not share personal/private information about themselves
with a student. Employees may not expose a student to an adult environment or situation. This
includes inappropriate movies, parties, restaurants, and other so-called forms of adult
entertainment.
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To preclude any preferential treatment or the appearance of such (whether real or perceived) and
to prevent the inappropriate faculty/staff/student relations, faculty and staff members must
refrain from:
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Promoting disagreement among students with school policies or faculty decisions.
Having students visit in faculty/academic staff houses or apartments except at social
events pre-arranged and cleared with the Dean/Principal or other senior staff officer.
Transporting students in faculty/academic staff members' vehicles off-campus for social
events, shopping or any other activities not pre-arranged with the Dean/Principal.
Permitting a student to operate a faculty/academic staff member's vehicle.
Loaning money or personal property belonging to the faculty/academic staff member.
Seeking special favors from students, such as cleaning personal property, baby-sitting, or
other functions that make the faculty/staff member obligated in some manner to the
student.
Becoming involved in personal counseling behind closed doors, which could be
misconstrued and may place a faculty/academic staff member in a compromising
position.
Giving gifts to a student from a faculty/academic staff member's personal resources, as
well as showing partiality or too much attention to a given student.
Allowing students to possess/obtain keys to any R-MA facilities or vehicles.
‗Looking the other way‘ if they see a student breaking any of the school rules.
Entering in private chat rooms with students or parents.
Taking students off campus without proper sign out.
Taking students off campus must be aware of the male/female presence (i.e. a male
teacher may not take one female student off campus and a female teacher may not take
one male student off campus). Only exception to this is the flight program.
Refrain from giving out personal information to students (i.e. addresses, personal emails,
personal home/cell phone numbers, etc.) unless there is an absolute emergency.
May not contact students on their personal cell phones or personal websites unless it is
for business (school related) reason.
May not receive pay for goods or services to R-MA students for any reason. This
includes academic assistance beyond our standard programs, food, laundry services, etc.
Tutoring for pay is allowed, if authorized, in advance, by the Dean/Principal.
Transportation is allowed for pay, if arranged by Student Services.
Any other actions that would bring discredit upon the faculty/academic staff member, the
student, or Randolph-Macon Academy.
Upper School Supervision
Cadet Life Supervisors serve two roles: as dorm supervisor, and as resident advisor/counselor.
The responsibilities demand that each CLS serve as both a disciplinarian and counselor. CLS‘s
must develop a thorough understanding of the military structure and AFJROTC program at RMA. They also fill the role of parent, mentor, and a positive role model for the students. Cadet
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Life Supervisors are to be present in the dorm or on their flights whenever the students are there.
Normal hours of work will include lunch meal as required and from 3:30 pm until 11:30 pm
daily. CLS‘s also share weekend responsibilities to be free every other weekend and otherwise
have the same vacation times as students and teachers. The CLS schedule may change based on
the mission needs of the Academy.
Middle School Supervision
Middle School dorm counselors provide supervision for dorm students and are responsible for
maintaining a pleasant, nurturing, and structured environment.
During the students‘ free time, Middle School teachers are required to assist the dorm counselors
in providing supervision for the campus. Each teacher will be assigned an area to supervise.
Although this is the students‘ free time, this is a time where the rules are to be enforced. Some
areas that will require supervision include: the gym, the courtyard/outdoor basketball pad, the
dormitory and the homework lab.
General Benefits for Full-Time Employees
The Academy will provide its full-time employees with certain benefits. Information and
summary communications intended to explain these benefits are furnished to all plan participants
and beneficiaries on a timely and continuing basis. The President reserves the right to modify,
amend, or terminate its benefit plan as it applies to all current, former, and retired employees.
The Administrator of the benefit plan has the discretionary authority to determine eligibility for
benefits and to interpret the plan's terms.
Medical Insurance
There are two medical plans available. Both are provided by Sentara Healthcare. The first plan is
called the Optima 2000 PPO Plan. Coverage is available from a preferred network of providers,
coast to coast and will also cover for services received while on international travel. Benefits are
provided on both an In-Network and Out-of-Network basis. The second plan option is called the
Optima Vantage Plan. This plan covers In-Network services only. Coverage is available for the
employee and eligible dependents with premiums paid on a pre-tax basis. Randolph-Macon
Academy shares the premium cost with employees based on an annual determination by the
Administration. Enrollment is possible at the beginning of the month following the hire date for
full-time staff employees, the beginning of the month following ninety days of employment for
full-time hourly employees, and during our annual open enrollment, or upon a qualifying status
change event.
Dental Insurance
Dental Insurance is provided through Delta Dental and is the Delta Dental Premier Plan.
Covered expenses include Preventive, Basic and Major Services with premiums paid on a pre-tax
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basis. Enrollment is possible at the beginning of the month following the hire date for full-time
staff employees, the beginning of the month following ninety days of employment for full-time
hourly employees, and during our annual open enrollment, or upon a qualifying status change
event.
Life Insurance
A group term life insurance benefit is provided at one times the employee‘s base salary with
100% of the premium paid by the Academy. Optional life coverage up to five times the
employee‘s base salary is available at the employee‘s cost. This coverage is provided by
Principal Life Insurance and covers Common Carrier and Accidental Death and Dismemberment
protection. Enrollment in the Academy‘s provided plan is automatic. Optional coverage is fully
paid by the employee. Voluntary options include spouse life and child life insurance.
Long Term Disability Insurance
The Academy extends the offer of long term disability insurance through Principal Life
Insurance. This plan provides sixty percent income protection if an employee is disabled beyond
ninety days. This is a voluntary program and the cost is borne by the employee.
Flexible Spending Accounts
The Academy provides a flexible spending account (FSA) program that allows employees to
deduct money from their paycheck and creates a special account that is protected from taxes. The
money in a FSA account can be used for eligible health care and dependent care expenses
incurred by the employee, spouse, and dependents. FSA accounts are exempt from federal taxes,
Social Security (FICA) taxes and, in most cases, from state income taxes. The plan year is July 1
through June 30th. The health care flexible spending account maximum is $2,000 per plan year
and the dependent care flexible spending account maximum is $5,000 per plan year.
AFLAC
Randolph-Macon Academy extends the offer to participate in six of AFLAC‘s plans at group
rates. Cancer insurance, short-term disability, accident Insurance, intensive care, specified health
event plan, and hospital protection are available at the employee‘s cost. Rates vary based on the
plan options selected.
Retirement Plan
VALIC Retirement Plan is offered and funded by Randolph-Macon Academy to all eligible
employees at the rate of 3% of annual salary. Participation begins on completion of one year of
service in which the employee worked at least 1,000 hours and must work a minimum of 20
hours per week and be 18 years of age. Participants become fully vested in their accrued benefit
upon completion of 3 years of service.
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Matching Component to the Retirement Plan
The Academy offers an additional component to the retirement plan that matches employee‘s
contribution dollar for dollar up to a maximum of 4% of annual cash salary. The minimum an
employee can contribute is 1% of annual cash salary. All part-time and full-time employees are
eligible to participate. The matching portion of the plan is vested upon completion of 3 years of
service, providing all other requirements are met. The employee contribution is always 100%
vested.
Tax Deferred Annuity – 403(b)
Under Section 403(b) of the Internal Revenue Code, employees of educational institutions or taxexempt organizations can set aside money for retirement on a pre-tax basis. The employee
decides the amount of money to contribute to the program during each pay period, up to the IRS
maximum allowed. The amount the employee contributes is deducted from pay before federal,
state and local income taxes are taken out.
With Randolph-Macon Academy‘s 403(b) program, the employee can invest in a choice of
investment options through salary reduction contribution. Randolph-Macon Academy deducts
contributions from pay, as elected by the employee, and forwards the money to VALIC, our
designated investment company.
Academy Housing
Arrangements for faculty/staff housing are made by contractual agreement between the
faculty/academic staff member and the President. Questions about housing should be directed to
the Director of Human Resources.
Faculty/Academic Staff members who live in dormitory apartments on the Academy campus are
not to use the garbage and/or trash containers in the hallways outside the student rooms for their
personal refuse. Persons living in Turner Hall will place their garbage in a refuse room on the
first-floor level. Persons living in Sonner-Payne Hall will place their trash in the container at the
compactor, which is located across from the grounds/maintenance building below the football
field.
Employees living in campus housing are allowed to have one animal per household for multifamily dwellings or dorm apartments (i.e. apartment building, dorm, houses that are separated
into apartments.) Employees living in single family dwellings may have up to two animals.
Animals may not exceed fifty pounds in weight. The Academy does not allow any aggressive
breed of dogs in any of our housing.
R-MA employees may not cohabit with other non-family members while living in Academy
housing.
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Employees may paint faculty/staff housing, however, any walls painted must be returned to the
original paint color prior to checking out of Academy housing.
Tuition Remission
Tuition remission is primarily intended to attract and retain faculty members. This benefit may
be made available to certain staff members, if space is available.
Within limits established annually by the President, one dependent child of a full-time, salaried
employee may attend Randolph-Macon Academy as a day student at no tuition cost to the
employee. Priority is given to full-time faculty members. Also, within limits established annually
by the President, additional students of the same family may attend at 50% tuition remission
level.
Books, fees, and uniforms will be the financial responsibility of the parents. The R-MA
Bookstore and Uniform Store will give employees a ten percent discount on all purchases.
Employees‘ children must complete the admissions application process, meet all admissions
standards, and be accepted by the Admissions Committee to take advantage of this program.
Educational Assistance
Randolph-Macon Academy may elect to reimburse full-time regular employees for education
costs for courses or programs of study approved by the Academy. The essential criterion is that
the approval of education funds must meet the mission needs of the Academy. The approval for
reimbursement will be dependent upon the course or program of study and its relevance to the
employee's current or future potential position at R-MA. Approval for the entire program of
study must be obtained prior to commencement of the first course in the program. If the
employee is seeking approval only for a course (and not an entire program of study) then
approval must be obtained prior to commencement of that course. If an employee is seeking
reimbursement for a course, the course must be job related. If the employee is seeking
reimbursement for a program of study, the program must be job related. Courses may not
interfere with the employee‘s hours of work.
Reimbursement will normally be made at 50% of the employee‘s tuition costs. The cost of books
and incidentals are not covered. All employee applications will be reviewed to determine if the
criteria is met for reimbursement. There is no limit to the number of credit hours eligible for
reimbursement per semester. Employees are encouraged to be prudent in the selection of the
number of courses attempted each semester. Employees must be actively employed by the
Academy when reimbursement is sought. Employees must satisfactorily complete the course
work to be considered for reimbursement. The coursework must be taken from an Accredited
Institution.
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For reimbursement of either an individual course or a program of study, a Tuition
Reimbursement Agreement must be signed and approved prior to reimbursement of any tuition
expenses. Reimbursement requests must be filed with R-MA within 30 days of the end of each
Academic year. Requests filed beyond the 30 day period will not be honored.
Should the employee leave the Academy prior to completing one full year of employment after
the course or program of study is completed, the employee agrees to reimburse 100% of the costs
that the Academy has paid for the coursework or program of study. For an individual course, the
date used is the date that the actual course is completed. For the program of study, it is the date
that the last course was completed and reimbursement to the Academy includes all costs that that
Academy paid on the employee‘s behalf for the entire program of study.
Professional Development
Randolph-Macon Academy places high value on professional development for faculty and staff
members. We view professional development as a means of maintaining/improving credentials,
achieving certification for specific tasks and improving professional qualifications. We recognize
that professional development has the additional benefit of motivating employees to achieve their
best and improving morale as well.
As with all programs during difficult economic times, it is necessary to prioritize. In this regard,
the following represent our general priorities for school year 2013-14.
1)
2)
3)
4)
5)
6)
Faculty – for licensure purposes
Support staff – for job/task certification/licensure
Staff – for job essential qualifications
Faculty – for growth and development – eg. Advanced degrees in their functional area
Staff – for growth and development – eg. Advanced degrees in their functional area
For all – conferences, seminars, and meetings that contribute to improve awareness and
growth and development
In addition to Academy funding, we will continue our policy of supporting faculty and staff
members using their own funds set aside for professional development. These funds will be
considered tax-deferred. The amounts are at the discretion of the employee.
We want to get the most mileage possible from available resources. Thus, the following
guidelines apply:
1)
2)
3)
4)
5)
6)
7)
8)
Participate in free public educational opportunities
Attend day conferences/meetings when possible
Make use of web conference opportunities
Avoid up-scale hotels. Use local, good quality, moderately priced accommodations
Travel via R-MA vehicles and in groups when possible
Send a representative and have that person brief/train others
Make maximum use of VAIS offerings
Make use of local community college offerings
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9) Attend offerings at other private/public schools, when invited. Ask others to attend
sessions sponsored by R-MA
10) Seek non-traditional opportunities, such as accreditation team participation for growth
and development
Employee Conferences, Training and Seminars
Randolph-Macon Academy encourages its staff and faculty to continue with academic,
vocational training and seminars to maintain knowledge that directly relates to their professional
discipline, and will enhance job performance. R-MA will consider reimbursing a portion of
tuition or fees based upon mission contributions.
Employee Meals
The Academy believes that the cafeteria is an area where reinforcement of etiquette and proper
manners takes place between students and faculty members. Thus, the Academy encourages
faculty and staff to dine with students when on campus. The cafeteria provides a teaching
opportunity for faculty and staff who are expected to follow R-MA rules and correct students
who do not.
Faculty/Academic Staff members may have their families join them for meals. All arrangements
must be confirmed in advance with the Finance Office. Occasional meals are at no cost;
financial arrangements are required for regular and reoccurring meals.
General Operating Information
Daily Announcements
Daily Announcements are the official notice of events and announcements. The Daily
Announcements are published by the Commandant‘s Office and Middle School Academic Office
every weekday when the students are on campus. The daily announcements may be used for
routine announcements, dress code for the day, athletic events, publicity for upcoming events,
cadets leaving early for special events, off-campus activities and other announcements of interest
for cadets, faculty and staff. Faculty announcements are separate and are sent out by the
Academic Office in the Upper and Middle Schools.
Purchasing Procedures
Employees are responsible for following established procedures regarding advance approval via
a purchase order for purchases, and for providing receipts as proof that the purchases were
incurred. Reimbursement vouchers are normally filed within one week of purchase.
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Photography Procedures
The mission of the photography department at R-MA is to: (a) Market R-MA in the most
positive way, and (b) Support the internal photography needs of the school. Other services are
not considered mission essential. The Academic Department is responsible for the school
yearbook. The Editor will be a cadet leader. The Middle School follows the same pattern.
Yearbook classes, if offered, will be taught by the Academic Department and be a graded
elective subject.
The Photography Department will not perform any personal work for employees.
The R-MA photographer may offer two internships for students who are seriously interested in
photography. There will be a curriculum and grades will be issued. The interns are to be
interviewed and accepted by the Director of Photography prior to the class schedule being
finalized.
All internal work accomplished by the R-MA photographer, except in support of the R-MA
publicity/marketing programs, will be accompanied by an approved purchase order. Purchase
orders will follow the normal processes for other similar spending decisions.
Sponsors, coaches, and others needing photographic services are responsible for coordinating
schedules, arranging photo shoots and the dress of the students. This is to be done in
coordination with the Photography Department. If possible, a member of the military department
is to accompany students for this official photo. The shoots for various activities will be
scheduled in advance and students notified of the time, date, etc. The shoots will be
accomplished as scheduled. Students absent for other than emergency reasons or sickness will
not be rescheduled.
Incoming and Outgoing Mail
Academy mail is received and distributed daily by the Upper School Student Services. Outgoing
mail is collected daily from the reception area in Sonner-Payne hall and in the Middle School
Academic Office.
Gifts from Parents, Vendors, or Contractors
The Academy discourages the acceptance of gifts by faculty or staff members from students and
parents or the giving of gifts to individual students. Staff members may accept only gifts of
―nominal value‖ from students or parents. Nominal value is typically considered $25 or less.
Under no circumstance will a faculty or staff member accept a cash gift. Gifts that do not meet
the above criteria are to be returned to the donor with a polite letter or given to the Development
Office or Human Resource Office for proper disposal.
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Gifts from staff members to individual students are strongly discouraged. However, appropriate
gifts to a group (such as educational materials to a class), may be appropriate, as determined by
the senior staff officer in the giving staff member‘s chain of authority.
Senior staff officers may approve acts of generosity or gratitude to individual staff members
under special circumstances. For example, the presentation of token gifts to retiring members of
the staff who have rendered outstanding service and who have earned the high regard of other
staff members and the Academy Community.
Employee Dress Code
As professional educators, we are role models for the students and we represent the Academy by
the way we present ourselves to our constituents and to the community. Below are guidelines to
be followed while serving at the Academy as a part-time or full-time faculty or staff member.
Male Dress Combinations
1. Formal Blazer: consisting of grey slacks, white long-sleeved dress shirt, R-MA school
tie, and navy blue blazer with school patch and nametag. Worn with dark hard-soled
shoes and dark socks.
2. Business-Professional: consisting of business-professional slacks, long-sleeved shirt, tie,
and blazer, sports coat or suit jacket. No cargo-style clothing, denim, corduroy, or casual
wear. Worn with hard-soled shoes and dark socks. No dock-siders, tennis shoes, or
sandals. A sweater vest or vest may be worn in cold weather, as well as an
overcoat/raincoat.
3. Casual: consisting of R-MA logoed polo shirt, slacks (not denim or corduroy) in a solid
color, such as black, khaki, white, blue, or brown, with closed-toe casual shoes, such as
tennis shoes. Shirts are tucked in. An R-MA logoed jacket or coat may be worn in cold
weather.
Female Dress Combinations
1. Formal Blazer: consisting of grey pants or skirt, white blouse, and navy blue blazer with
school patch and nametag, with dark hard-soled shoes and dark socks or hose.
2. Business-Professional:
 Business-professional pants, skirts, or dresses—i.e. not denim, corduroy, cargo pants,
or casual wear
o Skirts and dresses should not be more than 1 inch above the knee
o Sun dresses, beach dresses, and spaghetti-strap dresses are inappropriate
o Skirts and dresses should not be slit or tight-fitting
o Culottes and skorts are not appropriate
 Appropriate shirt, blouse, shell, or sweater
o Should not be low-cut, expose cleavage, or be made of sheer material
o No t-shirts, halters, spaghetti straps, or camisoles
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o Sleeveless blouses and shells as appropriate
o Bras straps should not show through
o Vest or sweater vest may be worn during cold weather. Bulky sweaters with a
casual look are not appropriate
 No bared midriffs or shoulders
 Closed-toed shoes, with socks or hose
o If dresses or skirts are worn, pantyhose should also be worn
o No flip-flops, slippers, tennis shoes, or sandals
3. Casual: consisting of R-MA logoed polo shirt, slacks, skirt or capris (not denim or
corduroy) in a solid color, such as black, khaki, white, blue, or brown, with closed-toe
casual shoes, such as tennis shoes. Shirt will be tucked into pants. An R-MA logoed
jacket or coat may be worn in cold weather.
Use of Dress Combinations
1. Formal Blazer will be worn as directed by the President, Dean, or Principal, and is
typically worn for more formal off-campus trips and major campus events and activities.
2. Business-professional will be worn for day-to-day duties.
3. Casual will be worn for non-classroom activities such as coaching, intramural
supervision, night study hall duty, and weekend duties. It is also the official summer
school faculty uniform. It may be worn on other occasions as directed by the President,
Dean, or Principal.
General Guidelines for All Combinations
 All items must be pressed, clean, and in good repair
 Shirts are to be buttoned and shirt-tails tucked in
 Conservative make-up for women
 One pair of earrings for women/no earrings for men
 Minimum amounts of jewelry
 Hair should be neat and clean with no sharply contrasting dye
 Men‘s hair and facial hair should be neatly trimmed
 Nails should be trimmed and clean. If fingernail polish is worn, it should be of a
conservative color
 No visible piercings or tattoos
 No head covering, except for religious observance (unless in casual uniform, when an RMA cap may be worn)
Retired Military - Retired military personnel may opt to wear the uniform as applicable. All
uniforms listed in AFI 36-2903 are authorized for wear when appropriate. Duty uniform should
normally be the blue shirt (Long sleeve blue shirt and tie required between Thanksgiving
Holiday and Spring break). The AFJROTC staff will wear the Military uniform daily.
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Summer Dress Code for Staff - The staff is allowed to ―dress down‖ for the summer months,
except during special events such as Open Houses, where normal standards apply:



Men may wear open-collar shirts with pressed slacks. Slacks may be made of cotton, but
must be pressed. T-shirts or other shirts without a collar may not be worn. Jeans, tennis
shoes, and shorts may not be worn except while participating in athletic or field events,
cleaning, or other similar activities.
Women may wear casual dresses, slacks, or dress shorts. Tennis shoes, T-shirts, and
jeans may not be worn except for during athletic or field events, cleaning, or other similar
casual activities.
Male faculty members who are part of the Admissions staff will wear shirts and ties, and
women in the Admissions staff will wear commensurate dress/slacks.
Summer Dress Code for Faculty- During the summer months, faculty should wear polo-type,
open-collar shirts with ―Randolph-Macon Academy‖ embroidered on the front. Khaki
slacks/skirts/shorts are to be worn. Jeans and tennis shoes, and shorts may not be worn except
while participating in athletic or field events, cleaning, or other similar casual activities. Visiting
faculty are not required to purchase R-MA logo items and may wear alternatives in good taste.
Hourly Employees - After the ninety day probation period has been reached, R-MA will provide
hourly employees with uniforms. Hourly employees are responsible for wearing their uniform
each day and for the upkeep of the uniforms. After separation from R-MA, hourly employees
must return the uniforms on their last day of employment. If uniforms are not returned,
employees may be charged for the value of the uniforms.
Policy on Body Piercing - Employees may not display any visible body piercings. This includes,
but is not limited to, tongue rings, eyebrow rings and nose rings. Male employees are not
permitted to wear earrings or other body piercings of any type.
General Rule of Thumb - If in doubt about what dress is appropriate, employees should dress
such that the students would think the employees have out-dressed them.
Inclement Weather and Attendance
As a boarding school, Randolph-Macon Academy must continue to operate around the clock
during periods of adverse weather. Accordingly, certain employees are designated as ―essential‖
personnel and are expected to report for work during inclement weather conditions. Essential
personnel are defined as all Senior Staff, faculty, food service, housekeeping, maintenance,
building and grounds, medical, student supervision, security, communications, and student
services personnel. ―Nonessential‖ personnel are all other persons who handle administrative
matters that do not relate to the immediate well being of the students.
Teamwork and dedication are essential to provide adequate care and supervision for our students
during adverse weather conditions. The absence of essential personnel burdens co-workers with
39
extra tasks and inordinately long working hours. Because this situation could lead to improper
supervision of students, we expect all essential personnel to report to work unless weather
conditions are so hazardous that they may jeopardize the safety of the employee or his/her
family. All non-essential personnel are expected to make every prudent effort to report to work
during inclement weather. Overnight accommodations, in the dorm, are available at no charge.
Cutting and Removing Trees on R-MA Property
Typically R-MA will employ the services of a professional tree service company to cut and/or
remove trees on Academy property. Pruning or cutting/removing of trees by non-R-MA
personnel is not permitted, other than by a professional tree service company. Academy
employees, other than grounds keeping and maintenance personnel, must obtain written
permission from the Director of Services to cut or remove a tree on Academy property, and may
only cut or remove those trees that are specifically approved in writing.
Anyone requesting to cut and/or remove trees on R-MA property must be bonded and ensured,
and hold R-MA harmless for any and/or all accidents or damage that might occur as a result of
their actions during the cutting and/or removing of trees. Approved employees must have a
minimum of two adults present during all cutting and/or removing of trees and conform to all
generally accepted safety practices within the tree service industry.
Clinical Counselor
For many of our boarding students, it is challenging to be away from their major support system.
A Licensed Clinical Social Worker (LCSW) in the Commonwealth of Virginia is employed by
Randolph-Macon Academy to work with students individually or in group sessions. The clinical
counselor provides therapeutic counseling, which includes the student and the parents/legal
guardians in treatment planning, and monitoring progress towards of goals and objectives. These
services are confidential.
Any faculty or staff noticing a change in a student‘s behavior that is concerning should notify the
clinical counselor immediately. Referrals for counseling are made in several ways. The
Admissions Office may refer students as a condition of acceptance to R-MA. Teachers and staff
may ask that a student be referred to a clinical counselor because of troubling behavior. The
nursing staff might refer a student because of suspected psychological problems. The office of
student services may require counseling for student‘s problems or may require counseling for
cadets with substance abuse issues, anger control problems, or to request mediation sessions.
Safety and Security
The Academy complies with all applicable federal, state, and local health, environmental and
safety regulations, and is committed to provide a work environment free from recognized
hazards. Employees are expected to comply with all safety and health requirements whether
established by Academy or by federal, state, or local law.
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Safety Committee
The mission of the Safety Committee is to achieve and maintain a safe environment for
Academy employees, students and visitors. The Safety Committee tracks safety-related
suggestions and reports of hazards or other information directly from all persons involved in the
operations of the Academy that would help in creating a safe work environment. They identify
unsafe work practices and conditions, and recommend appropriate remedies. They ensure that
both operations and facilities are inspected at least annually, that safety hazards are identified,
and corrective measures are recommended as appropriate. They establish procedures for
investigating all safety-related incidents, including injury accidents, illnesses and deaths, for the
purpose of recommending corrective action necessary to prevent similar events from recurring.
Minutes are prepared for each Safety Committee Meeting and are maintained in a central
location. If an employee would like to report a safety concern to the safety committee, emails
may be sent to [email protected].
Exposure to Blood-borne Pathogens & Epi Pen locations
Blood-borne pathogens are microorganisms that are present in human blood that can cause
disease in humans. R-MA has a procedure for handling contaminated waste that could be
considered exposure to blood-borne pathogens. All employees responsible for handling
contaminated waste are required to wear disposable gloves. After the gloves are discarded,
immediate hand washing is necessary. In the case of large blood or body fluid spills, the use of
personal protective equipment may be necessary (these items may be obtained from the
Housekeeping Department or the Nursing staff.) For exposure to large amounts of contaminated
fluids or spills, the employee needs to see the Nursing staff. The employee will then need to
complete a report with Human Resources and be seen by the Occupational Health Department. If
the incident occurs at a time when the Occupational Health Department is closed, then the
employee will be referred to the Warren Memorial Hospital Emergency Room.
The nurses will assign and monitor the shelf life of epi pens. They will be in the following
locations: medical clinic, Upper School girls dorm office, CLS resource room in boys dorm,
student services, athletic office, Upper and Middle School dining halls, Middle School main
office, Middle School dorm clinic office, and on every R-MA bus, minibus and van.
Fire Alarm Procedures
In the event of a fire, R-MA employees are to sound the alarm and alert others in the building. If
time permits, personnel who are located at or near a fire will close all windows and doors in the
area so that they can eliminate drafts and confine the fire. Evacuate the affected area quickly and
in an orderly manner and bring the students to the area designated by the Fire Marshall (see Fire
Evacuation Plan below) and await roll call and further instructions.
When the fire alarm sounds, all personnel should evacuate the building by way of the most direct
route in accordance with the fire evacuation instructions that are posted at the various locations
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throughout the buildings. All personnel will then proceed to their assigned assembly areas in an
orderly manner for proper accounting. Once the "all clear" has been received, all personnel may
return to their respective work, classroom, or dormitory areas.
Transporting Students
Student safety is paramount. No student will be transported in the back of a pick-up truck or any
open vehicle. Seat belts must be worn at all times. No students will be allowed to leave the
Academy grounds without notifying Student Services in the Upper School and the Middle
School Academic Office in the Middle School. All trips must be preapproved through the
appropriate senior staff officer.
Drivers of Academy Vehicles
Employees who use Academy vehicles must provide a copy of their current Virginia driver‘s
license and driving record to the Director of Services. An approval must be received by the
Director of Services prior to anyone driving any Academy vehicles. Only properly authorized
employees may operate Academy vehicles.
Academy vehicles shall be used exclusively for Academy business. They may not be used for
personal errands. Anyone driving a bus with more than 15 passengers must have a valid Virginia
Class B commercial driver‘s license with a passenger endorsement.
Before each trip, the driver must complete a transportation request and receive approval prior to
picking up any vehicle. After approval, the driver may pick up the keys and inspect the vehicle
with a maintenance worker. After the trip, the driver must leave the vehicle in the same condition
in which it is received. Clean out all trash and collect any other materials that do not belong in
the vehicle.
Academy Field Trips
For purposes of this policy, a "field trip" shall be defined as any journey by a group of students
away from Academy premises, under the supervision of a teacher, which is an integral part of an
approved course of study and conducted for the purpose of supporting that course of study.
A field trip may be conducted for the purpose of: supplementing and enriching classroom
techniques by providing learning experiences in environments outside the Academy; developing
new interests among students; helping students relate Academy experiences to the experiences of
the world outside the Academy; bringing as many of the community's resources -- natural,
artistic, industrial, commercial, governmental, and educational -- as possible within the realm of
the student's learning experience; affording students the opportunity to study real things and real
processes in their actual environment.
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All proposed field trips which are not an approved part of an accepted course of study in the
Upper School or Middle School must be individually approved by the Academic Dean or Middle
School Principal respectively. Students on field trips shall remain under the supervision of the
Administration and the Academy and are subject to its rules and regulations. No staff member in
the Upper School or Middle School may recruit or seek out students of the Academy for such
trips within the facilities of the Academy without permission of the Academic Dean or Middle
School Principal. The Academic Dean and Middle School Principal shall have procedures
prepared for the execution of field trips for the Upper School and Middle School respectively.
To obtain a CDL qualified driver, the person initiating the trip is to notify the transportation
department ten days prior to the trip. In no case will an unqualified person drive an Academy
vehicle.
Academic Policies
Accreditation
Randolph-Macon Academy is accredited by:



The Virginia Association of Independent Schools
The Southern Association of Colleges and Schools
The University Senate of the United Methodist Church
R-MA has memberships in: The National Association of Independent Schools, The Association
of Military Colleges and Schools of the United States, The Virginia Association of Military
Schools and the Southern Association of Colleges and Schools.
Faculty Licensure
Licensure of all faculty members is a requirement for employment at Randolph-Macon
Academy. Licensure enhances the stature and qualification of the faculty member. It is the
responsibility of the teacher to contact the Dean‘s office or the Principal‘s office in the Middle
School to pursue the steps necessary to obtain licensure or licensure renewal. Faculty members
not in compliance with this policy have three years from hire/receipt of this manual to do so.
Failure to obtain licensure or make a good faith effort to do so may result in termination of
employment. Official transcripts and documentation of licensure must be given to the
Dean‘s/Principal‘s Office.
Faculty/Academic Staff Members and Professionalism
Every faculty member should be available to assist other faculty members who need help.
Faculty members should honor signed messages, student passes, and the other documents from
other faculty members. If a faculty member finds anything as unacceptable, the matter should be
settled between the faculty members without involving the students. Unresolved issues should
43
be brought to the attention of the Dean through the Department Head or through the Principal at
the Middle School.
No faculty/academic staff member should be openly critical of other faculty/academic staff
members. Such remarks reveal a poor professional attitude and reflect badly upon our school.
A faculty member who tutors a member of his/her class roster will not accept payment for
tutoring services. Accepting payment for tutoring those students who are members of a faculty
member‘s class roster are considered a conflict of interest.
A faculty/academic staff member or academic department should not try to bring pressure of any
kind on another faculty/academic staff member or department, particularly in regard to students
who have been restricted from participating in athletics or other activities.
It is important that a professional image be projected at all times at the Academy. This
professional image can be greatly enhanced by addressing other administrators, other faculty,
and staff by their appropriate title(s). Address others by their appropriate military ranking, such
as Master Sergeant., Chief, Lieutenant Colonel, Colonel or General. Some persons should be
addressed by means of their job title, such as Dean/ Principal, Chaplain, or Coach. If these titles
don‘t apply, you should use other appropriate titles, such as Dr.; Mr.; Mrs.; Miss; Ms; or sir or
ma‘am. Using the appropriate titles to address another faculty/academic staff member is
especially important while talking to your colleagues in the presence of students or visitors. Less
formal greetings may be used while not in the presence of students. It is important that we
model and reinforce these Academy customs and military courtesies so that we provide a
positive example for our students.
Faculty Members and Department Chairperson
In the Upper School, Department Chairpersons act as administrative assistants to the Academic
Dean in matters pertaining to their departments. They also help teachers within a department,
coordinate the school program, advise school policy, and act as leaders in the programs of their
departments under the direction of the Dean. Upper School teachers are expected to work with
the Department Chairperson to meet their needs, both in and out of the classroom. Matters that
cannot be resolved with the Department Chairperson will be brought directly to the attention of
the Dean. This would include, but would not be limited to, items such as curriculum changes,
course content, and the changing of textbooks and supplemental material.
Faculty and the Dean or Principal
The Academic Dean is responsible for the supervision of the faculty in the Upper School. The
Principal is responsible for the supervision of the faculty in the Middle School. The Dean and the
Principal, under the direction of the President, shall establish the academic program and see that
it is carried out appropriately. Teachers are expected to keep the Dean or Principal advised of
44
their program, to seek his/her direction, and to ensure the orderly maintenance of the learning
process via the Department Chairman.
Faculty/Academic Staff and President
The President will fairly consider all properly presented needs and concerns from
faculty/academic staff members. Matters that need resolution that requires action on the part of
the President will be taken first to the Department Chairman and a major staff member, e.g., the
Academic Dean or the Principal. If these persons are not able to satisfy the need of the faculty
member, the major staff member will schedule an appointment for the faculty/academic staff
member with the President and provide the President with a written statement of the unresolved
issue(s). If necessary, an appointment will be arranged with the President.
Faculty/Parent Relations
One of the great successes of our school is our ability to maintain effective communication with
parents. It is important to make contact early and as often as possible with all your students‘
parents. However, it is even more critical to inform students‘ parents if their child is showing
signs of poor academic performance. It is important to notify the parents before each show
date/or 9-week grading period. Direct communication with the parents of poorly performing
students should average at least once every 2.5 weeks. When parents ask about their child‘s
performance in school, these inquires need to be answered within twenty four hours.
Responsibilities of the Faculty
This following list of responsibilities covers many aspects of faculty life at Randolph-Macon
Academy:
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Meet all contractual obligations.
Check mailboxes (including e-mail) as often as possible. E-mail should be checked
before, during, and after each workday.
Initiate communication with the appropriate administrator(s) whenever a situation
develops (academic, personal, or disciplinary) which could potentially be detrimental to a
student‘s well being if left unattended.
Never make physical contact with a student other than what would normally be
considered acceptable or necessary.
Consult the Department Head and the Dean or Principal before incorporating any
controversial instruction relating to politics, religion, or moral issues into discussions that
may or may not be part of the course curriculum.
Refrain from sarcasm with students and fellow workers. Never criticize students or other
faculty members in the presence of students. One of the tenets of professionalism is to
give criticism in private to an individual and then only to the action or behavior that
warrants criticism. Steer away from openly criticizing people and from ―back-biting.‖
Faculty/Staff may have pets on campus, but not in the administrative buildings, academic
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buildings or in the dining halls. Pets may not roam at large, must always be leashed, and
must always be under control of their owners. The owners are responsible for all
damages that are caused by their pets. The school reserves the right to require the
removal of any pet judged to be a danger or a nuisance to the community. Pets are
allowed in the faculty/staff houses and apartments (see the Academy housing section for
details). The owners of the pets should care for the clean up after them, and no
faculty/staff member shall be allowed to keep more than one pet at once on campus. All
pets must be immunized and tagged as prescribed by the laws of the Commonwealth and
the local community.
All faculty/academic members who own automobiles are expected to meet the
requirements of the laws of the Commonwealth and the local community with regard to
proper registration and inspection. Faculty/staff members must also register their
vehicles with Student Services to obtain window decals, which will authorize the driver‘s
parking on campus. Everyone should drive very cautiously on campus with the full
knowledge that there are many children who will be walking on the roadways.
Faculty/Academic Staff members who live on campus may have houseguests. The length
of stay of a houseguest that exceeds more than a few days must be requested in writing to
the President, who will notify the faculty/academic staff member of his/her approval or
disapproval. Unmarried faculty/staff members, particularly those who live in the
dormitories, must realize the limitations that are placed on them when they are living in
close proximity with the students. Because they are considered as role models for the
students, those faculty/staff members will be limited in their ability to have houseguests.
Do not alter an apartment/home, classroom, and other like school property in any way
without first receiving written permission from the appropriate person(s).
Contact the Dean or Principal (who may contact parents) at the outset, if it is envisioned
that his/her further involvement may become necessary if a problem with a student
persists.
Use tutorial for remediation of academic deficiencies/failures only. Tutorial is not be
used as a punishment.
Report absences/tardiness through FAWEB or if the internet is down, then please call the
Academic Office at 540-636-5486 or 540-636-5215. The office will be running
attendance checks approximately ten minutes into class. Absent students will be verified
through the nurse‘s office and student services and marked excused or unexcused as
required.
Refer students who need to be counseled for personal adjustment and other guidancerelated functions to the Upper School Academic Office or to the Middle School
Academic Office.
Temporarily confiscated personal items from a student are returned. Unauthorized items,
such as matches, knives, and fireworks, should be confiscated and turned in to the
Commandant‘s Office in the Upper School and to the Middle School Academic Office in
the Middle School.
Do not allow students to be in the hallway without your permission and without a pass.
You are responsible for any student who has been authorized a pass to leave the
classroom.
46
Chapel
Randolph-Macon Academy hosts students from around the world with various religious
backgrounds. It is important that we acknowledge and respect these differences while at the same
time maintain our Christian foundation and church affiliation with the United Methodist Church.
In the Upper School, Chapel is held on Monday mornings and for the Middle School, Chapel is
held on Thursdays afternoons. Faculty is required to attend and staff is strongly encouraged to
attend.
Weekend Duty – Upper School
Faculty members are assigned weekend duty throughout the academic year. Before registration
begins each semester, every Upper School faculty member will be given the opportunity to select
two Saturdays and two Sundays to perform a duty. Choice of weekends will be based on the
faculty members‘ seniority at the academy.
Weekend Duty schedules are posted in the Academic Office. Weekend duty will begin at 1100
on Saturdays and ends at 2200 on Sundays. The rotating evening study hall team will perform
duty on Friday evenings between 1700 and 2230. Duty team members work for the Officer in
Charge (OC), who acts for and in place of the Commandant.
The primary duties of the OC is to ensure that Randolph-Macon Academy students are
adequately supervised on weekends and evenings in a healthy and safe environment and that
appropriate major staff are notified in a timely manner of problems that may affect the students.
The OC represents the Commandant to ensure the oversight and welfare of all boarding cadets of
the R-MA Upper School in matters of discipline.
Discipline
It is the policy of the President of R-MA that the amount of discipline required to alleviate a
problem should be no more than what is necessary to affect a change in behavior. Academic
evaluation will not be used as a form of discipline and will not be affected by disciplinary action.
One of the goals of R-MA is to promote self-control on the part of students as individuals and
also as a part of the student body. The rules of the Academy will be made clear and students will
be held responsible for their behavior. The faculty/staff plays a vital role in helping students
learn through both their mistakes and their successes.
Successful teaching requires good discipline, which should begin on the first day of school. One
of the requirements of good discipline is a classroom management plan, which is announced on
the first day of class and which clearly sets out the faculty member‘s expectations, along with the
consequences if the student fails to comply. Coaches, activity sponsors, dormitory supervisors,
and other faculty/staff members should follow this guidance in all areas of school life.
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Under no circumstances will a faculty/staff member administer corporal punishment. Striking or
slapping a student or using any other physical force for any reason other than to restrain a student
from doing bodily harm to himself/herself, someone else, or physical property, is prohibited.
Profane, degrading, and demeaning language should never be used towards or in the presence of
students.
Responsibilities
Faculty may write disciplinary referrals for students who misbehave in the classroom and submit
them to the Academic Dean. It is expected that the faculty will have punishment procedures in
place to handle most of the infractions encountered from the classroom management plan. Once
a faculty member accepts the fact that he/she has exhausted all methods of discipline at his/her
disposal and is no longer able to control the student, and/or if the offense is so serious that they
believe that the student should be removed for the safety and welfare of the student or other
members of the class, the faculty member will telephone the Academic Dean or Assistant Dean‘s
Office in the Upper School and the Middle School Academic Office in the Middle School and
request that the student be removed from the class. The Academic Office or Middle School
Academics Office will then remove the student from the classroom.
As soon as the faculty member has a free period, he/she should write an explanation of the event
and send it in person or by e-mail to the Dean or Assistant Dean or the Middle School Academic
Office.
The Commandant will become involved in classroom conduct matters only as referred by the
Academic Dean. Under those circumstances the Dean is to notify the Commandant of the issue
and recommend the solution (punishment).
Demerits
In the Upper School, demerits are issued for minor infractions. These infractions will be
determined by the Commandant, Director of Residential Life or their designated representatives.
Generally, these infractions will include any violation of the Cadet Manual. Being repeatedly late
for class, defiance and/or disrespect to faculty or staff, and/or profanity will result in immediate
tours. Gross defiance or disrespect to faculty or staff may (depending on the nature of the
offense) result in cadet development. The Commandant will determine if an offense merits
immediate tours or possible hearing before the Discipline Review Committee. For every five
demerits earned in a seven day period (Friday 4 pm to Friday 4 pm), a cadet will earn one tour.
Likewise, any increment from 5 up to the next multiple of 5 will be rounded back to the previous
tour total. For example, a cadet with 4 demerits in a week gets no tours. A cadet with 5 demerits
earns one tour. A cadet who earns 6 to 9 demerits earns 1 tour, but 10 demerits is 2 tours, 15 is
three tours and so on.
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Tours are assigned for accumulating more than five demerits in the Upper School only. A tour
consists of one hour of detention study hall. Tours may also include physical activity as deemed
appropriate by the Cadet Development Supervisor. Tours are an incentive for cadets to follow
rules. Tours are scheduled from 6:00 pm through 9:00 pm Friday nights and from 8:00 am
through 11:00 am on Saturday mornings. Cadets will wear Duty uniform for tours.
Cadet Development
Cadets who violate a major school rule are subject to dismissal. However, on-campus cadet
development may be assigned as an interim step toward correcting behavior.
Upper School - The Discipline Review Committee (DRC) will inquire into each serious incident
and determine appropriate consequences. The DRC will summon cadets at their own discretion
to appear before the DRC to answer any allegations made against them.
On-campus cadet development may be up to ten days in duration.
Middle School - If the Middle School Academic Office receives a discipline referral, the
assistant principal or his designee may briefly meet with the student and/or teacher and assess the
situation. When warranted, the student will be assigned lunch detention or a Friday afternoon
physical training (PT) session. Other consequences will be implemented as warranted, to
include: curtailment of privileges and free time; restriction to campus; and/or a conference with
the administration and/or parents. Only the Academic Office can assign lunch detention.
In some cases, serious discipline issues may be dealt with using the restriction program. Students
are assigned to restriction for one to ten days. Restriction decisions are made by the DRC, with
recommendation to the Principal. The restriction program consists of a point card monitoring
system wherein students are awarded points for their demeanor and behavior during the day. It
also includes a loss of free time through morning and afternoon physical training sessions,
solitary meals, and detention. Boarding student privileges are curtailed.
Discipline Referrals
The mission of R-MA is to educate our students; therefore, all reasonable steps should be taken
to avoid the dismissal of the student without compromising our standards. R-MA will provide
discipline, guidance and counseling to students to correct unacceptable behavior.
Students who break major school rules or show a pattern of chronic misbehavior may be beyond
the Academy‘s ability to correct and may adversely influence other students. Such cases may
result in the dismissal of the student. The Commandant or Middle School Principal will present
the findings to the Academy President for their approval/disapproval. Only the Academy
President has the authority to dismiss a student.
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No student will be dismissed without notice of violation(s), an explanation of the evidence in
support of those violations, and an opportunity to appear before the DRC to present evidence to
the contrary. Students may request a member of the faculty/staff to appear before the DRC on
their behalf to offer pertinent information about their situation or to provide a character
reference. Parents/guardians will be notified as soon as possible when their son/daughter has
committed an offense that may require their child‘s dismissal. This procedure is applicable
except when, in the judgment of the Commandant or Middle School Principal, the cadet is
posing a present danger to persons or property or is disrupting the academic process, in which
case the student may be sent home first and then provided a subsequent opportunity to appear
before the Commandant or Middle School Principal and have any case for dismissal presented to
the Academy President.
Mentoring
Each teacher will be assigned a mentoring group by the Mentoring Coordinator. It is the
responsibility of the Mentor to guide, counsel, and teach his/her mentees about being successful
at Randolph-Macon Academy and in life. The Mentor‘s specific responsibilities include but are
not limited to communicating regularly with the mentee‘s parents, checking on the mentee‘s
progress in class, coordinating tutoring or special assistance for the mentee, and acting as
counselor for the mentee throughout his or her career at Randolph-Macon Academy. The
Mentoring Coordinator will outline activities and discussion points to facilitate the weekly
meetings; however it is incumbent upon the Mentor to ‗connect‘ with each student in his or her
group and provide them with an enriching experience.
Mentors are assigned from the faculty and certain staff members. All faculty personnel are
expected to have a mentoring group. New faculty members will have a reduced mentoring load.
Staff mentors typically come from the senior staff and directors. Other individuals may be asked
to serve based on their background and experience. Some staff members may be exempted
because of travel and duty requirements. The appropriate senior staff supervisor will make these
determinations.
Mentors may take their mentees off campus for meals or other approved entertainment; however,
such activity may occur no more than monthly and must always be during non-academic time.
Grading Policy
Grading procedures shall be related directly to stated learning goals and individual achievement
of stated learning goals shall be the only basis for grades.
Effort, participation, attitude, and other behaviors shall not be included in grades, but shall be
reported in the comment section.
Late summative assignments (grading of the learning) shall be handled as follows:
- Assignments handed in late if penalized shall not exceed 10% per day to a
maximum of 30%. Assignments will not be accepted after the third day past the
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due date.
- If a student receives a zero because of not turning an assignment it by the late
date, teachers must notate the missed deadline in FAWEB.
- Teachers may exempt students from penalties.
- Care should be taken to ensure that penalties if used do not distort
achievement or motivation.
Incomplete formative assignments (grading for learning) will be handled as follows:
- Work not submitted will be identified with a blank space until the student has
been assigned to Friday Night Study Hall (FNSH).
- Students are expected to complete all required work and will be given
opportunities to do so through tutorials and Friday Night Study Hall.
- A zero or an ―M‖ cannot be placed in the grade book until the student has been
assigned to FNSH.
- Students who are absent due to excused absences have 7 days to complete the
make-up work. Teachers should not assign students with an excused absence to
FNSH until after the 7 day make-up policy has been fulfilled.
- In determining grades, teachers must decide whether they have sufficient
evidence of achievement. If not, the grade recorded shall be Incomplete.
Incompletes not reconciled two weeks after report cards are sent home will be
recorded as zeros.
Teachers shall mark and/or provide feedback on formative assessments. Formative assessment
marks shall not be included in student grades until the teacher is sure that the students have a true
understanding of the concepts or ideas being taught. Homework is not to exceed 15% of the
marking period grade and class work is not to exceed 25% of the marking period grade.
Where repetitive measures are made of the same or similar skills, the more recent marks shall
replace the previous marks for grade determination.
Second chance assessment opportunities shall be made available to students; students shall
receive the highest, most consistent mark, not an average mark for any such multiple
opportunities.
Grades shall be weighted carefully to ensure the intended importance is given to each learning
goal and to each assessment.
Teachers shall provide to students and parents a written overview of assessment, including
grading in clear, easily understandable language during the first week of classes.
Academic Honor Roll
Randolph-Macon Academy has a two-division Honor Roll that is published at the end of each
quarter. The President‘s List requires a Grade Point Average (GPA) of 4.00 or higher. The
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Dean‘s List requires a GPA between 3.30 and 3.99 in the Upper School and the Principal‘s List
requires a GPA between 3.5 to 3.99 in the Middle School.
Marking
System
98-100
92-97
90-91
88-89
82-87
80-81
78-79
72-77
70-71
68-69
62-67
60-61
0-59
=
=
=
=
=
=
=
=
=
=
=
=
=
A+
A
AB+
B
BC+
C
CD+
D
DF
Unweighted
Weighted
4.3
4.0
3.7
3.3
3.0
2.7
2.3
2.0
1.7
1.3
1.0
0.7
0.0
4.8
4.5
4.2
3.8
3.5
3.2
2.8
2.5
2.2
1.8
1.5
1.2
0.0
A final grade in each course is based on the four grading periods per academic year. When a
course is repeated, the higher final average is used in calculating the cumulative average. Each
Honors and Advanced Placement course has 0.5 points added to the grade upon the successful
completion of the class.
Changing a Grade
After a grade has been recorded on official transcripts, it cannot be changed without the written
approval of the Dean or Middle School Principal. An error in a grade must be corrected no later
than two weeks after the beginning of the subsequent grading period. The student should not be
penalized as a result of a faculty member‘s error in grading. Therefore, after two weeks, any
correction to a grade will be in the student‘s favor.
Make-up Work/Absences
An excused absence for a student may include, but is not limited to, a death in the family,
personal or family illness, athletic activities, class trips, college visits, prearranged passes, etc.
Only the Dean or Middle School Principal may determine what consists as an
excused/unexcused absence. For record-keeping purposes, class absences due to an on-campus
suspension will be ―excused.‖ Upon the student‘s return to class, he/she must obtain from each
teacher all assignments, quizzes, tests, and other relevant material that was missed in his/her
absence. If the student does not make up missed assignments within seven (7) school days from
that date, the teacher will record an ―F‖ for all missing assignments that have not been turned in.
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In both excused and unexcused absences, it is solely the student‘s responsibility to coordinate
make-up quizzes and tests with the teacher. For an unexcused absence, the student will be
referred to the DRC for disciplinary action.
Incomplete Grade
The ―Incomplete‖ grade will be used in the event of a student‘s extended absence and/or if the
student has been given extended time to complete required assignments. A teacher must obtain
permission of the Dean or Middle School Principal before issuing a grade of ―Incomplete.‖
After 10 school days from the date of the Dean‘s/Middle School Principal‘s approval of the
grade, the ―Incomplete‖ is translated to an ―F.‖
Grade Reports
At the end of each grading period, reports will be sent home to the students‘ parents/guardians,
informing them of their student‘s progress in class. The grade report will indicate the letter
grade. It will also serve as the basis for awarding Honor Rolls (Quarterly only) and academic
awards.
At the conclusion of the first two weeks of the first grading period, as part of the students‘
placement procedure, the instructor will submit to the Department Chairperson or Middle School
Principal a list of students who are having difficulty in the class. In the Upper School, the
Assistant Dean and the Department Chairperson or Middle School Principal in the Middle
School will review the list and suggest a change in placement for the student(s) (if deemed
necessary), and will notify the teachers, parents, and students.
With each grade report, the faculty will submit a listing of students with a grade of ―D‖ or below
to the Academic Office, with an analysis of each student‘s performance and any recommended
action that needs to be taken. Any student who is failing two or more courses will not be
allowed to miss any academic classes or study halls for any reason.
If the student discovers an error with his/her grade(s), then the student is responsible for
contacting the appropriate instructor(s) and requesting that the grade(s) be reviewed. If the
student has notified his/her teacher that an error has occurred and the teacher refuses to change it,
the student may appeal the decision in writing, and submit the appeal to the Dean or Middle
School Principal‘s office.
Calculating Grade Point Averages
Semester Grade Point Average - Add the semester grade from each class, and then divide by the
number of classes to calculate a semester grade point average.
Cumulative Grade Point Average - Add all the year-end grades. Then divide by the number of
total classes to calculate a cumulative grade point average.
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Calculations
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Any credit awarded prior to Grade 9 will be calculated with the Grade 9 semester grade
point averages. This needs to be done by hand.
A final grade in a new summer school class will be added into the previous school year.
Example 1: If a transcript has only year-end grades listed, and a final grade of A+ is
earned in a new summer school Algebra I course, add an A+ to the year-end grades for
the school year that has just ended. Then recalculate a new year-end cumulative grade
point average. This needs to be done by hand
Example 2: If semester grades are listed on the transcript where the new grade will be
substituted, put the appropriate grade in for each semester. Then recalculate the semester
grade point average and a new year-end grade point average. This needs to be done by
hand.
A final grade in a repeat summer school class will result in the higher grade replacing the
lower grade in the same course and replacing the grade in the year-end average of the
year the original course was taken. Example: A repeat summer school final grade of A+
in Algebra I will replace an F in Algebra I in the year that the original course was taken.
This grade will be re-averaged with the rest of that year‘s cumulative GPA. This needs to
be done by hand.
Calculating grade point averages from other institutions:
When the other institutions provide no grading scale, Randolph-Macon Academy will
give the highest possible grade on the corresponding R-MA scale.
While re-calculating a semester grade point average by hand, you need to add the 0.5point addition for each Honors or AP class.
Syllabus/Lesson Plans/Curriculum Guide
Each teacher must compose a syllabus by semester for his/her course. He/she should submit it to
the Department Chairs or Middle School Principal during the week of Fall In-Service (for the
first semester) and during first semester exam week (for the second semester.) The syllabus is
created for a one semester duration.
The Department Chairman or Middle School Principal will maintain a copy of the Curriculum
Guide. The faculty member will familiarize himself/herself with and adhere to the Curriculum
Guide when planning his/her lessons and syllabus, to include ordering supplies, equipment, and
audio-visuals that are pertinent to the curriculum. When the faculty member wishes to change
this curriculum, he/she should submit a written request to the Department Chairman or Middle
School Principal for approval. In the Upper School, the Department Chairman will then obtain
the Dean's written approval prior to making the change(s).
The faculty member formulates lesson plans and programs of study, to include reading
assignments, homework, tests, quizzes, papers, labs, lab reports, and audio-visuals, and lists
lesson objectives, goals, outcomes and measures. The daily lesson plans will be prepared at least
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one week in advance of the sessions that are being taught. On Friday afternoon of each week, the
faculty member will turn in a copy of his/her lesson plans for the next week to the Department
Chair or Middle School Principal. The faculty member should adhere to the scheduled lesson
plan. The daily lesson plan should also be of sufficient detail to permit use by a substitute
teacher when the teacher is absent.
Homework
Homework assignments are an integral part of the academic program. Homework should be
used to reinforce a particularly important part of a lesson. Homework is to be graded in a timely
manner and returned to the student promptly in order to be used as reference material for future
quizzes and/or tests. Homework should not be used as ―busy work‖ or as punishment.
It should be understood that students have a full load of classes. Make certain that an appropriate
amount of homework is assigned so that your assignments as well as those of others can be
completed during the students‘ Night Study Hall or Middle School Homework Lab. In the Upper
School, if a student‘s homework assignment(s) are not completed, the teacher should assign the
student to Tutorial until the work is completed.
Testing
The major goal of testing is to accomplish better teaching and better learning by giving feedback
to the faculty and the student regarding his/her progress toward the stated learning objectives.
Tests and materials should clearly relate to the material being taught.
Testing objectives should include:
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Giving the student an opportunity to review and evaluate which areas need improvement.
Determining which materials need re-teaching and retesting.
Encouraging overall planning of courses by the faculty member.
Giving opportunity for the faculty member to evaluate his/her own progress.
Providing opportunities for the faculty member to evaluate the student‘s progress and the
faculty member‘s proficiency in teaching.
Providing an additional activity for measuring the student‘s achievement.
Miscellaneous Policies
Political Affiliations
Employees have a right as citizens to engage in political activities. Guidelines for employees
who intend to engage in political activities follow:
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No employee will engage in political activities on Academy property or time unless
permission has been granted for that purpose under the Board of Trustee‘s policy for the
use of facilities.
Political circulars or petitions may not be posted or distributed in the Academy except
through the mail.
The collection of and/or solicitation for campaign funds or campaign workers is
prohibited on Academy property.
Requiring students to write, address, or distribute political materials is forbidden.
The distribution of political materials to students is forbidden.
Academy employees who hold elective or appointive offices other than that of state
legislator or county offices are not entitled to time off from their Academy
responsibilities incident to such offices, except as such time may qualify under the leave
policies. Employees who absent themselves from their assigned duties without
permission will be deemed absent without permission.
Copyright Act
Randolph-Macon Academy complies with all applicable requirements of Title 18 of the
Copyright Act of 1992.
All employees and students who use computing and other resources owned by R-MA are to be
made aware that reproducing and distributing copyrighted work is illegal and against the policy
of this Academy. Employees and students should also be made aware of the penalties that may
occur for violation of the Copyright Act and of this policy.
R-MA will not be responsible if any employee or student violates the Copyright Act while using
computing or other resources owned by R-MA, or if the violation originates from an R-MA
computer or network, the violation occurs in performance of R-MA work, or the original access
rights were granted under the auspices of R-MA.
Freedom of Speech
Employees have a right as citizens in a democratic society to speak out on issues of public
concern. When those issues are related to the Academy, however, the employee‘s expression
must be tempered by the interests of the Academy. The Board of Trustees adopts the following
guidelines to help clarify and, therefore, avoid situations in which the employee‘s expression
could conflict with the Academy‘s interests. The employee should:
 State clearly that his or her comments represent personal views and not necessarily those
of the Academy.
 Refrain from comments that would cause conflict among co-workers, administrators or
officials of the Board or Academy.
 Not make abusive or personally defamatory comments to or about Academy policies or
procedures, students, co-workers, administrators, or officials of the Board or Academy.
 Never threaten or harass anyone connected with the Academy.
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Appendix A - Upper School – Daily Class Schedule
Class Day (Monday)
0630 - Rise
0715 - Breakfast
0745 - Morning Formation
0800 - Chapel
0845 - Recall
0850 - 1st Period
0935 - Recall
0940 - 2nd Period
1025 - Recall
1030 - 3rd Period
1115 - Recall
1120 - 4th Period
1205 - Recall
1215 - Lunch
1255 - Recall
1300 - Tutorial
1325 - Recall
1330 - 5th Period
1415 - Recall
1420 - 6th Period
1505 - Recall
1510 – 7th Period
1555 - Recall
1600 – Athletics/Intramurals
1300 - Tutorial
1325 - Recall
1330 - 6th Period
1415 - Recall
1420 – 7th Period
1505 - Recall
1510 - Mentoring/Drill (Alternate Tuesdays)
1555 - Recall
1600-1800 - Athletics/Intramurals
Class Day (Wednesday)
0630 - Rise
0715 - Breakfast
0745 - Morning Formation
0800 - 1st Period
0930 - Recall
0935 - 3rd Period
1105 - Recall
1110 - 5th Period
1240 - Recall
1250 - Lunch
1330 - Recall
1335 - Tutorial
1400 - Recall
1405 – 7th Period
1535 - Recall
1550-1800 - Athletics/Intramurals
Class Day (Tuesday)
0630 - Rise
0715 - Breakfast
0745 - Morning Formation
0800 - 1st Period
0845 - Recall
0850 - 2nd Period
0935 - Recall
0940 - 3rd Period
1025 - Recall
1030 - 4th Period
1115 - Recall
1120 - 5th Period
1205 - Recall
1215 - Lunch
1255 - Recall
Class Day (Thursday)
0630 - Rise
0715 - Breakfast
0745 - Morning Formation
0800 - 2nd Period
0930 - Recall
0935 - 4th Period
1105 - Recall
1110 - 6th Period
1240 - Recall
1250 - Lunch
1330 - Recall
1335 - Tutorial
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1400 - Recall1405 - Special Events/Guest
Speakers/Drill
1535 - Recall
1550-1800 - Athletics/Intramurals
Monday - Thursday Evening
1820 - Evening Formation
1830-1900 - Dinner
1900 - Free Time
1925 - Recall
1930 - Night Study Hall
2100 – Residential Life Curriculum (Monday
only) (No Bell)
2130 – Restricted to Assigned Flight
Area/Hall
2225 – Call to Quarters (Room)
2230 – Lights Out
2300 – Senior Lights Out (No Bell)
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Daily Schedule (Continued)
Class Day (Friday)
0630 - Rise
0715 – Breakfast
0745 – Morning Formation
0755 – Mentoring
0825 – Recall
0830 - 1st Period
0915 - Recall
0920 - 2nd Period
1005 - Recall
1010 - 3rd Period
1055 - Recall
1100 - 4th Period
1145 - Recall
1150 - 5th Period
1235 - Recall
1245 - Lunch
1325 - Recall
1330 - 6th Period
1415 - Recall
1420 - 7th Period
1505 – Recall
1515 - Retreat Formation
Saturday
1015 - Rise
1100 - Brunch
1230 – Town Leave
1730 – Dinner (Optional)
1830 – Town Leave Ends
2200 – CQ to Dorm
Follow Friday Evening Schedule
Sunday
0915 – Worship Services
(Optional) (No Bell)
1015 - Rise
1100 - Brunch
1230 – Town Leave
1730 – Dinner (Optional)
1830 – Town Leave and
Weekend Pass Ends
1900 – Senior Sign-in/
Food Deliveries Terminated
Follow Weeknight Schedule
Friday Evening Schedule
1530 – 1700 Tours
1530 – Town Leave Begins
1530 – Weekend Pass Begins (No Bell)
1730 – Dinner (Dinner Optional)
1800 - 2000 –Friday Night Study Hall (In Library)
1830 – Town Leave Ends for Freshmen
2030 – Town Leave Ends and CQ to Dorm
2230 – CQ to Assigned Flight Area/Hall
2300 - CQ to Dorm Room
2310 - Lights Out
2330 - Senior Lights Out (No Bell)
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Appendix B - Middle School Daily Schedule
Morning Schedule
Wake-Up
Breakfast
Flag Raising
Monday
Mentoring Period
1st Period
2nd Period
3rd Period
4th Period
Lunch
Tutorial
5th Period
6th Period
7th Period
Sports Practice
SIP Study Hall
Tuesday
1st Period
2nd Period
3rd Period
4th Period
5th Period
Lunch
Tutorial
6th Period
7th Period
Intramurals/SIPSH
Sports Practice
SIP Study Hall
Wake-up, Breakfast, and Flag Raising times are the
same Monday through Friday. .
6:30 am
7:15 am – 7:45 am
7:50 am
8:00 am -8:45 am
8:50 am – 9:35 am
9:40 am -- 10:25 am
10:30 am -- 11:15 am
11:20 am – 12:05 pm
12:10 pm – 12:45 pm
12:50 pm -- 1:25 pm
1:30 pm – 2:15 pm
2: 20 pm – 3:05 pm
3:10 pm – 3:55 pm
4:00 pm – 5:00 pm
4:15 pm – 5:30 pm
Day students may checkout at 4:15 pm Monday –
Thursday
8:00 am -8:45 am
8:50 am – 9:35 am
9:40 am – 10:25 am
10:30 am -- 11:15 am
11:20 am – 12:05 pm
12:10 pm – 12:45 pm
12:50 pm – 1:25 pm
1:30 pm – 2:15 pm
2:20 pm – 3:05 pm
3:10 pm – 4:10 pm
3:10 pm – 5:00 pm
4:15 pm – 5:30 pm
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Wednesday
1st Period
3rd Period
5th Period
Lunch
Tutorial
7th Period
Intramurals/SIPSH
Sports Practice
SIP Study Hall
8:00 am -- 9:30 am
9:35 am --11:05 am
11:10 am -- 12:40 pm
12:45 pm – 1:20 pm
1:25 pm – 2:00 pm
2:05 pm -- 3:35 pm
3:40 pm – 4:10 pm
3:40 pm – 5:00 pm
4:15 pm – 5:30 pm
Thursday
2nd Period
4th Period
6th Period
Lunch
Tutorial
Chapel
Mentoring
Intramurals/SIPSH
Sports Practice
SIP Study Hall
8:00 am -- 9:30 am
9:35 am – 11:05 am
11:10 am –12:40 pm
12:45 pm – 1:20 pm
1:25 pm -- 2:00 pm
2:05 pm – 2:35 pm
2:40 pm – 3:25 pm
3:30 pm -- 4:10 pm
3:30 pm -- 5:00 pm
4:15 pm – 5:30 pm
Friday
Tutorial
1st Period
2nd Period
3rd Period
4th Period
5th Period
Lunch
6th Period
7th Period
End of Week Assembly
Detention/PT/FASH
8:00am – 8:25am
8:30 am – 9:15 am
9:20 am – 10:05 am
10:10 am – 10:55 am
11:00 am – 11:45 am
11:50 am – 12:35 pm
12:45 pm – 1:25 pm
1:30 pm – 2:15 pm
2:20 pm – 3:05 pm
3:10 pm – 3:25 pm
3:30 pm – 4:00 pm
Evening Schedules
Monday – Thursday
Flag Lowering
Dinner
Study Hall
Free Time (Monday and Thursday)
Life Skills (Tuesday and Wednesday)
Halls Close
Lights Out
Checkout begins at 3:30 pm
5:35 pm
5:45 pm – 6:15 pm
6:30 pm – 7:45 pm
8:00 pm – 9:00 pm
8:00 pm – 8:45 pm
9:00 pm
9:30 pm
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Weekend Schedule
This weekend schedule is frequently adjusted for special events such as athletic contests and
field trips, but in general, the schedule printed below is used. Each Friday an up-to-date weekend
schedule is posted in the dorm. If you wish to sign up for any special activities or weekend trips,
see the Weekend Activities Supervisor.
Friday
3:30 – 5:00pm
5:15 pm
5:30 pm
7:00 – 9:00 pm
7:00 – 8:30 pm
10:00 pm
10:30 pm
Free Time, Homework Lab, Disciplinary Consequences, & Checkout
begins
Assembly at Flag Pole
Dinner at the Upper School
Supervised Town Trips
Study Hall for those on Academic Probation
All students report to their own hall
Lights out
Saturday
10:00 am
10:45 am
12:00 – 5:00 pm
5:30 pm
9:30 pm
10:30 pm
Wake-up
Brunch at Upper School
Weekend Activities
Dinner at Upper School
All students report to their own hall
Lights out
Sunday
10:00 am
10:45 am
12:00 – 5:00 pm
5:30 pm
8:00 pm
7:00-8:30 pm
9:00 pm
9:30 pm
Wake-up
Brunch at Upper School
Weekend Activities
Dinner at Upper School
All boarding students should be checked in
Study Hall/Quiet Time
All students report to their own hall
Lights out
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