ABOUT THIS HANDBOOK
The policies, benefits, rules, regulations, and explanations contained in this Staff
Handbook do not create terms and conditions of an employment contract, either
expressed or implied, with Our Lady of the Lake University.
Neither this Handbook, nor its contents, creates a contract. You are an employeeat-will. The policies and benefits outlined in this Handbook are subject to change
by the University at anytime and without prior notice to the employee.
This Handbook is only a guide, providing general information. Specific university
policies are more clearly detailed in the University Policy Manual, which takes
precedence over this Handbook.
It is the employee’s responsibility to read and familiarize him/herself with the
contents of this Handbook.
If you have any questions about this Handbook, and its contents, you are requested
to consult with the University’s Director of Human Resources.
January 2005
TABLE OF CONTENTS
(See index for detailed list of topics.)
Mission Statement
Vision Statement
Statement of Values and Beliefs
Statement of Purpose
Strategic Plan
University Administration
Human Resources Policies
Benefits and Compensation
January 2005
i
i
ii
iii
iv
E
G
H
MISSION STATEMENT
The mission of Our Lady of the Lake University, an independent, Catholic institution
sponsored by the Congregation of Divine Providence, is:
To provide excellent teaching through traditional and innovative educational
programs;
To develop its diverse, intercultural student bodies in Christian, person-centered
learning communities; and
To graduate individuals who are competent and committed to service.
VISION STATEMENT
Our Lady of the Lake University will be a leading comprehensive university known
for its Catholic values, in preparations of emerging leaders in the Southwest and its
expertise in Hispanic cultures.
Students will want to attend OLLU because of the individual attention given by
excellent, dedicated faculty and staff in an open, caring, challenging environment with
a range of programs relevant to success in today’s world.
OLLU’s programs will go beyond traditional education, appealing to people of all
social and economic backgrounds who want to better themselves and who relish the
diversity and inclusivity of the OLLU experience, as inspired by the vision of our
founds, the Congregation of Divine Providence.
January 2005
i
STATEMENT OF VALUES AND BELIEFS
OLLU derives its identify as a university from the faith and values of its
founders and sponsors, the Congregation of Divine Providence, and the
Catholic educational tradition.
OLLU stresses in its programs and services the dignity and freedom of the
individual person, the importance of the development of the whole person, the
primacy of ethics in personal and professional life, and the necessity of
examining the ultimate religious and philosophical questions of human
existence.
OLLU, in accord with the tradition of the Congregation of Divine Providence,
is committed to the maintenance of diversity in its student body, faculty,
administration, staff, and Board of Trustees and seeks to improve participation
in higher education of persons whose access has been limited, especially
women and minorities.
OLLU is responsive to individual students and in its academic programs
provides creative alternatives through which student success can be achieved.
OLLU prizes excellence in teaching, and its research function ordinarily springs
from instruction-related need.
OLLU is committed to community service through a broad spectrum of
curricular, co curricular, and community-based activities.
OLLU offers excellent programs in the liberal arts and sciences and selected
service professions in order to provide its students opportunities for both
personal development and service to others.
OLLU, in keeping with the Catholic and Hispanic heritage of its region,
emphasizes values-based education that enables its graduates to be leaders in a
world of cultural and religious diversity.
January 2005
ii
STATEMENT OF PURPOSE
Our Lady of the Lake University is an independent Catholic co-educational institution of
higher education founded by the Congregation of Divine Providence in San Antonio, Texas.
Because it is a learning community inspired by the Catholic faith of its sponsoring religious
order and informed by the strong spiritual values of the Christian academic tradition, Our
Lady of the Lake University expresses its continuing religious purpose in a commitment to
the complete educational development of the individual; intellectual, moral social, and
spiritual. It attempts, moreover, to create a person-centered learning environment in which
both academic and co curricular programs and services provide creative alternatives
responsive to the needs of individual students. In accord with the mission of the
Congregation of Divine Providence, it also seeks to provide –both on campus and at selected
off-campus sites – improved access to higher education for underserved groups, including
women, Hispanic and other ethnic/racial minorities, person with disabilities, and adults
beyond the traditional college age. Through its strong outcomes-oriented general education
curriculum, Our Lady of the Lake University introduces its undergraduate students to varied
approaches to the understanding of God, human experience, and the physical universe. It
also assists each undergraduate to develop competence in communication, problem-solving,
social interaction, values clarification creative expression, and integration of knowledge – the
skills essential for self-actualization, for lifelong learning, for the exploration of ultimate
philosophical and religious questions, for ethical conduct, and for the service to society.
In addition, Our Lady of the Lake University offers a variety of areas of concentration at both
the undergraduate and graduate levels, with special emphasis on those fields that prepare
professionals for direct service to others in schools, agencies, and other institutions or for
service to the society as a whole through the sciences, government, and business. In all
academic programs, good teaching has the highest priority, but emphasis is also placed on a
number of select research and community service activities, especially those under-taken as
auxiliary support for instruction.
Our Lady of the Lake University welcomes into its learning community all those who can
profit from its programs and services, regardless of their ages, backgrounds, or beliefs.
Leadership, high motivation, intellectual curiosity, educational creativity, and humanitarian
involvement may be considered as indicators of probable success, along with more ordinary
academic predictors. Selected developmental programs and services are provided for
promising students with special needs. Just as the University’s student population reflects
the heterogeneity of the regional community, so the University’s programs and services
attempt to reflect, preserve, and enhance ecumenical and interfaith values and the rich
intercultural heritage of Texas and the Southwest.
Students who participate creatively in Our Lady of the Lake University’s person-centered
community should find ample opportunity to grow in all the dimensions of their being and to
learn how to make their eventual contribution to the well being of others.
January 2005
iii
In the year 2005, Our Lady of the Lake University is a regional, comprehensive Catholic
University whose enrollment of more than 4,000 undergraduate and graduate students
reflects the diversity of the Hispanic and other ethnic populations of the Southwest and
other regions of the United States and foreign countries. At all of its locations, the
University has a particular mission, inspired by its founders, the Congregation of Divine
Providence, to provide traditional and innovative academic programs characterized by
teaching excellence and specialized learning assistance services that address the varied
educational needs of a diverse student population. The University’s liberal arts core
curriculum and major programs of study prepare graduates for leadership roles and careers
of service in a changing, multicultural world.
STRATEGIC PLAN
Goal 1
Strengthen the University as a Community
Objective 1
Expand programs to affirm our values as a Christian, person-centered learning
community.
Objective 2
Initiate and expand programs to attract all students’ participation in the University
community at large.
Objective 3
Expand programs that will attract a wider range of alumni to participate in the life
of the University.
Objective 4
Increase awareness of and promote activities stressing the University’s active
presence in the larger community.
Objective 5
Provide opportunities for the professional development of staff employees and
opportunities for including staff views in policy making.
Goal 2
Enhance and Promote Academic Excellence
Objective 1
Establish and rigorously apply standards of excellence to every academic program
offered by OLLU.
January 2005
iv
Objective 2
Develop and implement a select number of innovative programs that capitalize on
OLLU’s Texas location and strengths and that meet student needs.
Objective 3
Ensure technological delivery systems and pedagogical processes meet clearly
articulated standards of excellence.
Objective 4
Emphasize high academic expectations for student performance.
Objective 5
Provide resources to promote faculty excellence in teaching, scholarship and
service.
Objective 6
Provide effective academic support programs to assist students to succeed.
Goal 3
Build the University’s Enrollment Through Strategic Recruitment and Retention
Objective 1
Develop comprehensive goals for a strategic mix of regular undergraduate and
graduate students and weekend undergraduate and graduate students at all present
and prospective sites.
Objective 2
Enroll over 4000 undergraduate and graduate students. In doing so, reflect the
diversity of the Hispanic and other ethnic populations of the Southwest.
Objective 3
Increase “persistence to graduation within six years” of regular undergraduate
students. Starting with the class-entering fall, 2002, at least 50% will graduate by
the end of six years.
Objective 4
Develop and implement persistence target rates for part time undergraduate students
and for graduate students.
Objective 5
Ensure that advertising, marketing and promotion efforts convey a compelling
image in support of the University’s enrollment objectives.
Goal 4
Significantly Enhance the Fiscal Strength of the University
Objective 1
January 2005
v
Increase the generation of external funds with the following targets to be achieved
by the year 2010:
 Increase the annual fund to achieve the “higher education standard,” roughly
5% of annual budget.
 Increase funds for the managed portfolio (either endowment or quasiendowment) to a sum between the higher education standard and the federal
viability guideline. [This commits the University to building its portfolio from
$29 million to $100 million through a combination of appreciation and new
investment.]
 Develop planned giving so that gift expectancies are approximately $15 million
net of already matured gifts.
Objective 2
Pursue funds for capital projects.
Objective 3
Obtain grants in support of academic and student support programs.
Objective 4
Allocate and reallocate University budget resources in support of its strategic goals.
Objective 5
Diversify sources of revenue.
Objective 6
Share expenses through collaboration.
Goal 5
Expand and Improve the University’s Facilities and Infrastructure
Objective 1
Review and implement the recommendations of the Facilities Study and the
Campus Master Plan consistent with capital funding.
Objective 2
Pursue appropriate opportunities to offer programs and services off campus and in
conjunction with partners.
Objective 3
Continue to pursue prudent opportunities for the acquisition of additional land for
the San Antonio campus.
Objective 4
Develop and implement an appropriate plan for the integration of technologies into
the work of the University.
Approved by Board of Trustees
2/09/01
January 2005
vi
UNIVERSITY ADMINISTRATION
UNIVERSITY UNITS
The administrative units will be as follows:
Division:
denotes each of the five major areas of administration.
Department:
denotes a unit in the Academic Affairs Division, the head of which
reports directly to one of the four College/School deans.
Office:
denotes all other units reporting to the vice presidents except those in the
Academic Affairs Division, which are headed by a dean. The word
"office" may be used either before or after the name.
Program:
denotes an organized set of activities carried out to achieve specific
outcomes, ordinarily under the jurisdiction of a department or office.
Institute:
denotes a special purpose academic unit whose educational or research
mission is not degree-oriented.
Center:
is used variously to denote a unit that provides specialized services to
users or which is a focal point for a set of related activities.
OFFICERS OF ADMINISTRATION
PRESIDENT
The President is the chief executive officer of the University and is ultimately responsible for
all of its activities. The President is assisted by those on a direct reporting line: the Provost, the
Vice President for Finance and Facilities, and the Vice President of Institutional Advancement.
By delegating functions and responsibilities to others or by undertaking them directly, the
President should:
1.
Provide effective and stimulating educational leadership to faculty, staff, and students.
2.
See that all policies established by the Board of Trustees are implemented fully; that all
legal requirements are met; that proper educational standards are observed; that the
stated objectives of the University are attained; and that the best interests of the
students and faculty are promoted.
3.
Report regularly to the Board of Trustees upon the condition of the University and
make such recommendations as are considered expedient.
4.
Ensure that the annual budget is prepared for Board approval and that it is administered
properly.
January 2005
E1
5.
Oversee the appointment of faculty members and professional staff and determine their
duties and salaries within limits established by the Board of Trustees.
6.
Appoint such officials, college and school deans, and committees as may prudently be
deemed necessary for the efficient conduct of the affairs of the University.
7.
Ensure that the faculty and professional staff are kept informed of trends in higher
education and of the development plans of the University.
8.
Be an ex officio member of all committees in the University.
9.
Approve all official publications of the University.
10.
Promote good public relations with the community, the general public, other colleges,
and secondary schools.
11.
Represent the University to its constituencies, to the general public, to education groups
and agencies, and serve as the chief spokesperson in all external relations.
12.
Develop and supervise plans for maintenance and improvement of campus grounds and
buildings.
13.
Approve plans for and participate in the raising of funds for the support and
development of the University.
PROVOST
The Provost is the second ranking office in the University. The Provost functions as the
institution's chief operating officer and, as such, holds significant leadership responsibility for
the direction and effectiveness of the University. The specific duties and responsibilities of the
Provost are:
1.
Give leadership to, supervise the administration of, and coordinate the activities of the
following functions:

Division of Academic Affairs, including:
The College of Arts and Sciences, the Schools of Business, of Education and
Clinical Studies and the Worden School of Social Service, University Libraries,
Office of Graduate Studies and the Office of Extended Learning.

Division of Enrollment Management

Division of Student Life

Office of Information Services

Office of Institutional Research
2.
Coordinate strategic and operational planning in the academic and academic support
areas.
3.
Serve as principal liaison between the administration and the faculty in their exercise of
January 2005
E2
faculty policy functions and as ex officio member of the Faculty Assembly’s Academic
Affairs and Faculty Welfare committees.
4.
Serve as liaison with committees of the Board of Trustees with responsibility for
academic and academic support functions.
5.
With the President, prioritize fund raising and community relations objectives to be
pursued by the Vice President and Division of Institutional Advancement.
6.
Work with the Vice President and Division of Finance and Facilities to assure that
business functions support institutional priorities.
7.
With the President, sets the agenda for consideration of policy issues.
8.
Assume the duties of the Chief Executive in the absence or upon the disability of the
President.
VICE PRESIDENT OF FINANCE AND FACILITIES
The Vice President for Finance and Facilities (VPFF) is the Chief Financial and Chief Human
Resource Officer of the University who is responsible for the overall management and
leadership of the following University departments: Bookstore, Finance and Services
(Accounting, Student Finance Services, Duplication Services and Payroll), Financial Aid,
Human Resources, Physical Plant (Maintenance, Grounds, Campus Police, Switchboard, Post
Office) and Student Employment. VPFF is responsible for all compliance directives by
federal, state and local governments.
Position responsibilities and duties include:
1.
Provides leadership in the development and implementation of sound fiscal policy and
is responsible for the financial administration of the University.
2.
Develops and recommends an annual operating budget in support of the goals and
objectives of the University.
3.
Safeguards the assets of the University.
4.
Responsible for all facets regarding accounting, reporting, investments, control and
management of the University’s financial resources.
5.
Participates with the President and other senior officers in institutional planning, policy
development, and problem resolution.
6.
Provides leadership for planning for the units within the Finance and Facilities division.
7.
Ensures compliance with all regulatory and funding agencies.
January 2005
E3
8.
Through the President work with committees of the Board and the Board on finance
and facilities issues.
9.
Presents and interprets financial data for University administrators and Board of
Trustees
10.
Provide leadership and direction to the departments and units which report to and/or are
a part of the division.
11.
Responsible for the human resources functions at the University (excluding faculty)
covering all staff employees. Human Resource responsibilities include staff
recruitment, administration of compensation and benefits, the maintenance of employee
records and job evaluations.
12.
Responsible for all facets of the Financial Aid Office operation.
13.
Responsible for the facilities management function including campus planning, project
management, facilities operations and maintenance, grounds, housekeeping and campus
police.
14.
Participates in the development and maintenance of the campus master plan and
provides general remodeling/construction oversight.
15.
Ensures facilities, employees, students and visitors are protected through adequate
insurance coverage, and that the University is not exposed to liability as a result of
activities that occur on the main campus and satellite sites.
16.
Responsible for the University’s Bookstore.
17.
Serves as a member of the President’s Advisory Council (PAC), President’s Executive
Council (PEC) and various other committees.
18.
Advises the President on financial and business related matters.
VICE PRESIDENT FOR INSTITUTIONAL ADVANCEMENT
The Vice President for Institutional Advancement (VPIA) is the senior administrative officer
responsible for the planning, implementation, management and oversight of fundraising and
alumni programs of Our Lady of the Lake University, its schools, departments and programs.
He/she creates and implements a comprehensive plan for the University to generate income
from individuals, foundations, corporations and government sources. Chief duties and
responsibilities include:
1.
Cultivation and solicitation of major gifts as well as providing direction to the major
gift initiatives of the University from prospect identification to strategy development,
moves management, solicitation and stewardship of prospects.
January 2005
E4
2.
Work collaboratively with the University President, trustees, deans and others to
develop and cultivate relationships leading to the solicitation of major gifts.
3.
Develop and have a working knowledge of the University’s top 75 to 100 prospects and
the prospects’ relationships with the University.
4.
Provide leadership for the day-to-day fundraising and alumni relations
operations of the University.
5.
Plan, implement and manage capital, endowment and annual giving programs designed
to meet the institutional priorities as defined by the President and the Board of Trustees.
These include capital and endowment campaigns, restricted major gift programs, the
annual fund and special events.
6.
Work with the president, vice president for finance and facilities and board to
determine goals for fundraising programs.
7.
Oversee programs in realizing gifts from annual giving, alumni relations, scholarships,
sponsorships, planned giving, and private foundation and government grants.
8.
Advise the President, President’s Council and Faculty Assembly of all significant
issues, conditions and challenges affecting the Institutional Advancement Division.
9.
Serve as the liaison to the Institutional Advancement Committee of the Board of
Trustees including the preparation of meeting agendas, progress reports and program
plans.
10.
Oversee the stewardship, gift accounting and reporting functions of the University,
making sure that donors receive personal acknowledgment of gifts and annual progress
reports concerning the finances of the university and any endowments to which they
have contributed.
Establish and maintain a system of coordination among the various fundraising efforts
throughout the University to prevent duplication of solicitations and ensure stewardship
of successful fundraising efforts.
11.
12.
Provide support to the deans to realize the fundraising plans and objectives of the
academic units.
13.
Prepare and administer the annual Institutional Advancement operational budget.
CHIEF COMMUNICATIONS OFFICER
The Chief Communications Officer is the chief administrative official responsible for
communication efforts towards the development and implementation of comprehensive
marketing to promote the University and its programs in a competitive marketplace.
January 2005
E5
1.
Serve as advisor to the President on all internal and external communication and
marketing issues and oversee the work of the office of Communications and Marketing.
2.
Exercise immediate supervision over support staff assigned to the President’s Offices to
include specifying priorities, deadlines, and objectives.
3.
Serve as University spokesperson in all communications and marketing venues to
create and maintain positive relationships between the university and its many
constituent groups.
4.
Serve as a member of the President’s Executive Council and President’s Advisory
Council.
5.
Attend the Board of Trustees Committee meetings as directed by the President. Costaffs with the Vice-President of Institutional Advancement the Institutional
Advancement and Communications and Marketing Committee of the Board of
Trustees.
6.
Provide effective leadership to refine and further develop University positioning and
image strategies in accordance with the mission, vision, goals, objectives and policies
of the University.
7.
Develop and lead an effective integrated marketing and communications plan to
support University goals.
8.
Support the internal and external communications functions in the Office of the
President.
9.
Provide leadership and direction to the Communications and Marketing office.
10.
Assist the President in the continuous improvement of new Board of Trustees work
processes.
11.
Assign, as necessary, special projects to be accomplished by support staff.
12.
Represent the President in the external community.
13.
Support the President in the improvement, planning, assessment, and budgeting for the
Office of the President.
14.
Provide external representation of the university through various organizations.
15.
Participate in executive-level decision-making regarding the university's relationship to
external and internal publics.
16.
Provide media training and crisis communication leadership and training as necessary.
January 2005
E6
THE PRESIDENT’S EXECUTIVE COUNCIL
The purpose of the President’s Executive Council is to advise the President on general matters
and conditions affecting the University, to coordinate the administration of the divisions, to
provide a representative core of administrators to the University Planning Council, to
recommend the allocation of resources through the budgeting process, and to formulate policy
when the President so delegates. The Council members appointed by and serving with the
President are, though not limited to, the Provost, Vice Provost, and the vice presidents.
OTHER NON-ACADEMIC ADMINISTRATORS
ASSOCIATE PROVOST FOR ACADEMIC AFFAIRS
ASSOCIATE PROVOST FOR LIBRARIES AND INFORMATION SERVICES
ASSOCIATE PROVOST FOR STUDENT SERVICES
The Associate Provost for Student Services is the chief administrative officer for student
affairs, student recruitment, retention, and records. As the chief student affairs officer, the
Associate Provost serves as advocate for the students of the University. Following are the
duties and responsibilities of this position:
1.
Coordinate the development and implementation of non-academic programs and
services that are consistent with and support of the goals of the University.
2.
Serve as the liaison officer between the President and other administrative officers on
all matters that concern the physical and emotional health and the recreational, career,
religious and social needs of students.
3.
Effectively manage by providing direct supervision, motivation, training, and support to
the directors of the following offices: Admissions, Registrar, Campus Activities, Career
Services, Counseling Services, Campus Ministry, Residence Life, and Recreational
Sports.
4.
Coordinate and support continued professional growth of Student Services staff through
appropriate involvement and participation in professional organizations.
5.
Maintain own professional growth through involvement and participation in
professional organizations.
6.
Supervise the development and/or modification of job descriptions of all employees in
the Student Services Division.
7.
Assist directors of the Student Services Division in the annual development,
implementation, and evaluation of managerial objectives for their respective areas.
8.
Provide for the academic welfare of students by ensuring that university policies and
procedures are carried out on degree requirements, removal of deficiencies, academic
discipline (scholastic probation, enforced scholastic withdrawal), advising, registration,
January 2005
E7
academic load, class attendance, grading, honors, competence evaluation/verification,
examinations and reports.
9.
Ensure that policies relating to student life established by the Board of Trustees, the
University President, and the Faculty Assembly are implemented.
10.
Act as advisor to the Provost in matters of significance affecting student services, and
make recommendations for appropriate corrections or improvements.
11.
Provide input to the Provost and the Faculty Assembly for improvement of the campus
environment.
12.
Ensure that all pertinent policies established by the Board of Trustees, the University
President, the President’s Executive Council, and the Faculty Assembly are
implemented and complied with by staff in the Student Services Division.
13.
Provide input to the Provost and the Faculty Assembly that will expand their
understanding of trends in higher education and aid in planning for the future
development of the University.
14.
Provide input to the Provost and Faculty Assembly for improvement of campus
grounds, buildings, and physical facilities, insofar as these affect the operational
efficiency of the Student Services Division and the welfare of the students.
15.
Work with Provost to provide staff, facilities, and services necessary for satisfactory
student growth in accordance with the University’s emphasis on the development of the
total student.
16.
Prepare and submit the Student Services’ input to the University annual budget, and
provide the required supervision to ensure that all elements of the division’s budget are
properly and prudently administered.
17.
Promote good public relations with the community, the general public, other colleges,
and secondary schools.
18.
Supervise the development of and exercise approval authority over all publications
proposed for printing and distribution by the Student Services Division (i.e. Student
Handbook, Residence Hall Handbook, Resident Assistant’s Handbook, etc.).
19.
Ensure that all provisions in the University’s Statement of Rights and Freedoms of
Students are publicized and enforced so that the rights of both the student and the
University are upheld and protected.
20.
Serve as a member of the Provost’s Council and as advisor to the Board of Directors of
the Student Government Association, and other committees and councils as
appropriate.
January 2005
E8
21.
Serve as ex officio member of the Faculty Assembly Committee, Trustees’ Student Life
Committee, and Enrollment Management Committee.
22.
Promote cooperative relations with the community, the general public, other
universities, community colleges, elementary, middle, and secondary schools.
23.
Ensure, through personal leadership example and supervision, that all personnel and
activities of the Student Services Division project a favorable image of the University
upon staff, student body, faculty, and the general public.
24.
Ensure the coordination of enrollment management and student life activities (including
commencement and student orientation), functions, and operations with the divisions of
Academic Affairs, Finance and Facilities, and Institutional Advancement.
25.
Ensure the accuracy of the course sections of the graduate and undergraduate bulletins.
26.
Consult with academic area representatives and UCSA schools in the preparation of
and finalizing of the University Academic Calendar.
27.
Influence the constituents of the University community toward greater sensitivity to
opinions, needs, and concerns of students.
28.
Coordinate with the Associate Provost for Academic Affairs in evaluating the offering
of courses for academic credit in non-traditional formats to ensure maintenance of
academic standards.
29.
Ensure support by the division of Student Services to off-campus sites.
January 2005
E9
HUMAN RESOURCES OFFICE
The Vice President of Finance and Facilities serves as the chief Human Resources Officer for
the University. The Director of Human Resources manages the Human Resources Office and
its functions, and reports to the Vice President of Finance and Facilities. The overall objective
of the Human Resources Office is to serve the University in administering and maintaining a
program for the recruitment, employment, training, and development of staff personnel. In
addition, the Human Resources Office serves the University community by dealing with the
guidance and counseling of employees, developing and administering benefits programs, and
assisting administrative offices in all matters pertaining to personnel administration and
employee relations. This office makes certain that all position vacancies are filled without
discrimination due to gender, race, religion, age, color, national and ethnic origin, veteran
status, or disability.
MANUALS: The Director of Human Resources is responsible for the maintenance of the
Staff Employee Handbook, and the Provost maintains the Faculty Handbook.
PERSONNEL STATUS: Executive, administrative, managerial, faculty, professional, and
some technical and paraprofessional personnel are classified as exempt. All other employees
are classified as non-exempt.
A staff member is considered full time for benefit purposes if their work agreement is
for at least 30 hours per week.
A staff member is considered half time for benefit purposes if their work agreement is
for at least 20 hours but less than 30 hours per week.
A staff member is considered part time for benefit purposes if their work agreement is
for less than 20 hours per week.
Benefits are available to employees hired to fill regular budgeted positions, or to fill in
for those on leave from regular budgeted positions for a period expected to exceed three
months. Benefits are also available to those hired to do temporary work for the
University for periods expected to exceed three months in non-regular budgeted
positions, provided approval is granted for this work.
PERSONNEL CLASSIFICATION SYSTEM: This classification system is that used in
reporting to the Equal Employment Opportunity Commission. The classification system at Our
Lady of the Lake University of San Antonio is based upon the relative ranking of each position
in relation to others in the University. The classification system encompasses the following
major categories:
1.
EXECUTIVE, ADMINISTRATIVE, MANAGERIAL includes persons whose
primary duty is planning, organizing, and managing the institution, a subdivision or
recognized department or office thereof. Assignments require the performance of work
directly related to management policies or general business operations of the institution.
January 2005
G1
Assignments in this category customarily and regularly require the incumbent to
exercise discretion and independent judgment and to direct the work of others. This
category includes all officers holding such titles as president, vice president, dean, and
director, if their principal activity is administrative.
The title of "Director" encompasses a range of supervisory positions and two
subcategories. "Director I" is the classification of a department or program head who
directs the activities of an organizational unit and has budget authority for it but has a
limited span of supervision and a relatively narrow scope of responsibility; a "Director
I" may report to a Vice President, Dean, or "Director II." "Director II" is the
classification of a department or program head who directs the activities of an
organizational unit and has budget authority for it, who has substantial supervisory
responsibility, and whose scope of responsibility is broader than a Director I; a
Directory II normally reports to a Vice President or Dean, but may report to another
Director II.
NOTE:
2.
Supervisory personnel who are classified as technical, clerical, craft, or
service/maintenance are included within these specific categories.
FACULTY includes all persons who hold academic rank of Professor, Associate
Professor, Assistant Professor, Instructor or Lecturer and whose primary duty is
instruction in the collegiate program.
The Faculty Handbook gives specific detail on the five main categories of academic
professional personnel.
3.
PROFESSIONALS includes persons whose assignments require either college
graduation or experience of such kind and amount as to provide a comparable
background who have not been included in the Executive, Administrative, Managerial
or the Faculty categories. This category includes all staff members with assignments
requiring specialized professional training, such as faculty associates who are Speech
Center clinicians and teachers in St. Martin Hall. Since "faculty" for government
reporting is limited to those who are engaged in instruction for at least 50% of their
time, librarians with faculty status are included in this category.
4.
TECHNICAL AND PARAPROFESSIONALS includes all persons whose
assignments require specialized knowledge or skills which may be acquired through
experience or academic work such as are offered in many two-year technical
institutions, junior colleges, or through equivalent on-the-job training. This category
includes photographers, technical illustrators, staff who administer financial aid
programs, veterans coordinator, data systems personnel, payroll personnel, computer
programmers and similar positions not properly classifiable in other occupation
categories but which are institutionally defined as technical assignments.
It also includes persons who perform some of the duties of a professional or technician
in supportive roles which usually require less formal training and/or experience than
normally required for professional or technical status.
January 2005
G2
5.
CLERICAL AND SECRETARIAL includes all persons whose assignments typically
are associated with clerical activities or are specifically of a secretarial nature.
This category includes personnel who are responsible for internal and external
communications, recording and retrieval of data and/or information and other paper
work required in an office, such as bookkeepers, stenographers, clerk-typists, office
machine operators, statistical clerks, etc. It also includes sales clerks such as those
employed full time in the Bookstore and library clerks who are not classified as
librarians.
6.
SKILLED CRAFTS includes all persons whose assignments typically require special
manual skills and a thorough and comprehensive knowledge of the processes involved
in the work required through on-the-job training and experience or through
apprenticeship or other formal training programs. This category includes mechanics
and repairmen, electricians, skilled machinists, carpenters, and printers.
7.
SERVICE/MAINTENANCE includes persons whose assignments require limited
degrees of previously acquired skills and knowledge and workers who perform duties
which result in or contribute to the comfort, convenience, and hygiene of personnel and
the student body, or which contribute to the upkeep and care of the buildings, facilities,
or grounds of the institutional property.
This category includes drivers, building maintenance personnel, custodial personnel,
grounds keepers, construction laborers, and security personnel.
PERSONNEL POLICIES
1.
EQUAL EMPLOYMENT OPPORTUNITY POLICY: Our Lady of the Lake
University's employment policy is to provide equal employment opportunity to all
qualified applicants and employees without regard to race, color, religion, gender, age,
national origin, veteran status or disability. Specifically, it is the University's policy to
recruit, hire, train and promote persons in all job classifications, without regard to race,
color, religion, national origin, veteran status, disability, age, or gender, except where
gender is a bona fide occupational qualification. The University will also ensure that all
other employment actions, such as compensation, benefits, transfers, layoffs, return from
layoff, University-sponsored training, education, tuition reimbursement, social and
recreational programs, will be administered according to this policy.
Overall responsibility for implementing the equal employment opportunity policy rests
with the Director of Human Resources, who serves as Affirmative Action Officer.
However, all administrative personnel share in this responsibility and are assigned
specific tasks. These tasks include reporting relevant information, assisting in monitoring
and reviewing affirmative action efforts, and identifying problem areas.
On a regular basis, the University provides a mandatory program of education and
awareness of EEO policies. For staff personnel the Director of Human Resources
January 2005
G3
ensures, and for faculty personnel the Provost ensures the participation in this program of
all persons responsible for recruitment, hiring, termination, and promotion.
2.
AUTHORIZATION FOR FILLING STAFF POSITIONS: The authorization of a
new position in any division requires the President's approval. Authorization of the
position is official only after a position description stating the functions, responsibilities
and job requirements has been submitted to the Human Resources Office with evidence
of the president's approval.
2.1. REQUISITION REQUIRED PRIOR TO FILLING STAFF POSITION: The
Hiring Supervisor must complete a Staff Requisition, available from the Human
Resources Office, before the position can be posted or advertised. This form is
also available for viewing and printing in Public Folders, Faculty/Staff Postings,
Personnel/Human Resources.
2.2. APPLICANTS
MUST
SEND
COMPLETED
EMPLOYMENT
APPLICATION TO HUMAN RESOURCES OFFICE: Advertising for all staff
positions must direct the applicant to send his/her application to the Human
Resources Office. Applications are NOT to be sent directly to the Hiring
Supervisor. The Human Resources Office will screen all applications and identify
those applicants who meet the qualifications for the position. Copies of the
applications of qualified applicants will be forwarded to the Hiring Supervisor.
3.
FILLING CAMPUS VACANCIES:
3.1. POSTING SERVICE/MAINTENANCE, SKILLED CRAFTS, CLERICAL/
SECRETARIAL, AND TECHNICAL/PARAPROFESSIONAL POSITIONS:
In the job classifications of service/maintenance, skilled crafts, clerical/secretarial,
and technical/paraprofessional, campus job vacancies will be open to OLLU
personnel and members of the CDP before the positions are advertised off campus.
Applicants either from within the division in which the vacancy occurs or from
outside that division must complete the job application form and be available for
interview by the appropriate supervisor.
In these job classifications, on campus promotions or transfer of personnel from one
division to another for promotion opportunity are encouraged as a means of
increasing staff morale. External candidates will be sought if the internal search
does not result in the position being filled.
3.2. POSTING EXECUTIVE/ADMINISTRATIVE/MANAGERIAL POS-ITIONS:
For positions in the executive/administrative/managerial and faculty categories,
external candidates will be sought simultaneously with internal candidates.
4.
ESTABLISHING THE APPLICANT POOL: Outside advertisement must be carried
out in such a way as to encourage qualified applicants the full benefit of equal
opportunity for employment. The person placing the position announcement, those
involved in screening and interviewing candidates, and the supervisor who makes the
January 2005
G4
decision on hiring share the responsibility for ensuring that no illegal discrimination has
occurred in the hiring process.
The scope and process for searching will be commensurate with the level of the position
and the presumed availability of a diverse local applicant pool. For part time positions
and for positions at the professional level and below, ordinarily a local search will be
carried out. For faculty, executive, administrative, and managerial positions, ordinarily a
local search and a regional or national search, as appropriate, will take place.
When routine advertising in metropolitan and higher education newspapers does not yield
a diverse applicant pool, then job banks, professional journals, or minority publications
and listings will be utilized, as appropriate.
In advertising position vacancies, the following tag line will be used if the position
classification has an under-representation of women or minorities or both: OLLU seeks to
attract, develop, and retain the highest quality administrators, faculty, and staff. The
University is committed to diversity and strongly encourages applications form women
and minorities. EOE.
5.
SCREENING AND INTERVIEWING: No supervisor should conduct a search without
appropriate input from others who will work with the successful candidate. A formal
search committee is usually used for positions at the dean or vice president level. An
interview committee, appropriately sized and constituted, will normally meet with
candidates for exempt positions below the dean and vice president levels.
5.1. REFERENCE CHECKING: Upon selection of a qualified candidate for any staff
position – whether full time, part time, regular, or temporary – the hiring supervisor
is to use the Reference Check form provided by Human Resources to aid in
determining the candidate’s suitability for the position. Reference information
should be obtained by telephone interview of individuals who have supervised the
candidate for any period of time over the previous five years. This policy pertains
to current employees of the University, as well as former employees and external
candidates. If the selected candidate is not an internal candidate and is currently
employed, the present supervisor must be contacted. In the event that the selected
candidate requests that a present employer not be contacted, the candidate will be
informed that once an offer has been extended and accepted by the candidate, and
after the candidate has given notice to his present employer, OLLU will contact the
current supervisor, and continued employment is subject to satisfactory references.
Furthermore, all periods of unemployment in the past five years must be
satisfactorily explained and, if possible, verified. Inconclusive, incomplete, or less
than satisfactory references must be reviewed by the Director of Human Resources
prior to a final hiring decision. (Revised 04/2002)
5.2. EXAMINATION OF JOB APPLICANTS: Job related examinations may be
used by the Human Resources Office to assist in measuring specific skills,
knowledge, and/or ability of the applicant for the position sought. The same
examination and same standard of measurement is used for all applicants for the
January 2005
G5
position to be filled. For jobs that require particular physical ability to carry out
essential job functions, agility testing may be required prior to placement in the job.
Medical clearance will be required in those positions where state law demands such
clearance.
5.3. OFFER OF EMPLOYMENT: Offers of employment for all staff positions,
including interim and temporary positions, are to be made by the Human Resources
Office. The Search Committee and/or hiring supervisor will notify the Director of
Human Resources of the preferred candidate. The Director of Human Resources
will review with the hiring supervisor the appropriate wage/salary to be offered to
the candidate.
If a candidate in conversation with any member of the
Interview/Search Committee has questions about compensation, the applicant is to
be referred to the Office of Human Resources. No member of the Interview/Search
Committee is permitted to discuss compensation or benefits with the candidate.
Specific questions regarding benefits should be referred to the Human Resources
Office.
5.4. NEW HIRES IN DECEMBER: Employees hired in December must start to work
on or before the first Friday in December. Otherwise, a new hired cannot start to
work until after January 1 of the next year.
6.
NEPOTISM: The University may employ persons related by family or marriage,
provided such individuals meet regular University employment standards. However,
faculty or staff members shall not initiate, participate in, or exercise any influence over
departmental or institutional decisions involving a direct benefit to a member related by
family or marriage. Such benefits include initial appointment, retention, promotion,
tenure, salary, leave of absence, and grievance adjustment. No supervisor, staff, faculty,
or administrator can directly or indirectly supervise persons who are related by family or
marriage either to the supervisor or to another employee in the office or department
(effective May 2003). In situations where a conflict of interest might occur under normal
operating procedures, the responsibility for the decision will pass to the next higher
administrative level.
For purposes of this policy, persons related by family or marriage are defined as a spouse,
parent, child, individual for whom a faculty or staff member has been assigned legal
responsibility in a guardianship capacity, sibling, grandparent, grandchild, aunt, uncle,
niece, nephew, and in-laws.
7.
REEMPLOYMENT: If a former employee applies for re-employment, the application
will be handled in the same manner as for a new employee.
7.1. REINSTATEMENT: A former employee who is re-employed within one year
from the date of termination is eligible to be reinstated providing that employee
resigned in good standing and worked through the agreed upon resignation date.
Reinstatement allows the returning employee to have the same vacation accrual rate
as the employee enjoyed at the time of that employee’s termination, and the 90-day
waiting period for the Tuition Employee Grant-in-Aid is waived. The employee’s
January 2005
G6
sick leave accrual will start from zero. An employee who was laid off as a
reduction in force, and is called back at any time, is eligible for reinstatement
providing the employee accepts the offer and returns to work on the agreed upon
date. There are no benefits that are earned during the time the employee was
separated from OLLU. Effective 02/01/01.
8.
EMPLOYEE ORIENTATION: The new employee will meet with the Employee
Benefits Specialist within a few days after employment to learn of all the benefits the
employee is entitled to and given the opportunity to participate in. Approximately every
two months the Director of Human Resources will conduct an Orientation Meeting with
all new employees during which the new employee will have an opportunity to be
introduced to the Directors and Officers of the University, and attend various meetings to
learn about the University.
In addition, regulations governing acceptable standards of employee behavior, work
performance or job conduct, corrective procedures for mistakes, disciplinary processes,
warnings and discharges are set forth in the University Staff Handbook.
The University endeavors to do all that it considers necessary and useful to promote a
productive and happy workplace for its employees, and it expects the employees to fully
support the attainment of this goal.
9.
STUDENT EMPLOYMENT: Student Employment positions are open to all Our Lady
of the Lake University undergraduate students currently enrolled for six hours or more
and all International Students who do not have a work-study award and who meet the
requirements shown on the job vacancy listing.
A student is eligible for student employment for the summer term if he/she has been
enrolled in the previous spring semester and plans to enroll in the fall semester
immediately following.
The guidelines and procedures for filling student employment vacancies are published in
the Student Employment Office.
10. FACULTY IN ADMINISTRATION: Rank, tenure, and faculty status are terminated
when a faculty member accepts a full time, permanent administrative position outside of
the Academic Affairs Division.
Tenured faculty may negotiate to keep their rank, tenure, and faculty status if they move
to an administrative position.
11. PERSONNEL AND PAYROLL RECORDS:
11.1.
January 2005
An official personnel file on each staff employee is maintained in the Human
Resources Office. This file contains the application form, data sheet, annual
evaluations and pertinent job-related correspondence concerning that employee.
G7
The Finance Office maintains payroll records on all employees. Security of the
information contained in these files is strictly enforced.
11.2.
Employees outside the Human Resources, Student Employment, or Payroll
offices are not authorized to provide reference on a current or previous employee.
11.3.
Except for verification of employment, information concerning the employment
status or compensation level of the employee will not be released without the
written permission of the employee. The Finance Office is authorized to furnish
information to governmental agencies that are legally authorized to receive the
same.
11.4.
The employee is responsible for reporting to the Human Resources Office
changes in personal data, such as change in address, phone number, marital status,
number of dependents, etc.
12. RE-EVALUATION OF A STAFF POSITION: Authorized positions may be reevaluated by the submission of a written request by a chief administrator to the Director
of Human Resources. Forms for such requests are in the Human Resources Office. Each
request must contain an explanation of the reevaluation and identify the changes in the
position’s duties and responsibilities. The Director of Human Resources will review the
request and determine the appropriate exempt/non-exempt status and the Pay Grade. The
Director of Human Resources recommends the appropriate status and Pay Grade in
writing to the Vice President for Finance and Facilities, who makes the final decision.
13. PROBATIONARY PERIOD OF EMPLOYMENT: All new staff employees will be
considered probationary employees for the first 90 calendar days. The purpose of the
probationary period is to give the new employee an opportunity to evaluate the job and
determine if the work is suitable and to allow supervisors to observe the new employee's
job performance, safety habits, attendance and ability to get along with others. A new
employee who, during this trial period, proves to be unsuited or not qualified to meet the
requirements of the job will be terminated. An extension of a probationary period may be
requested (not to exceed an additional 90 days) by memorandum to the Director of
Human Resources containing reasons for such action. Extensions of the probationary
period should be requested only when the potential of the employee needs further
development or the supervisor needs additional time to evaluate the employee.
Following satisfactory completion of the probationary period, an employee may be
placed on full time or part time status. All benefits except tuition discounts and grant-inaid are applicable or accrue during the probationary period.
14. STAFF PERFORMANCE EVALUATIONS:
Staff employee evaluations are
accomplished to review the performance of employees by their supervisors. Annual
evaluations on each employee are due in the Human Resources Office on or before May
31 of each year. The evaluation becomes an official part of the employee's file.
15. SEXUAL HARASSMENT:
January 2005
G8
15.1.
POLICY STATEMENT: It is the policy of Our Lady of the Lake University to
provide educational and working environments for its students, faculty, and staff
that are free from sexual harassment and sexual misconduct. The University
expects students, staff and faculty to report sexual harassment and sexual
misconduct that occurs from members of the University community, its guests or
vendors.
15.2.
DEFINITIONS:
Sexual Misconduct is behavior of a sexual nature that is unprofessional and/or
inappropriate for the work place or classroom, but that does not meet the
definition of sexual harassment. The purpose of prohibiting sexual misconduct is
to discourage, and, if necessary, take disciplinary action for inappropriate or
unprofessional activity of a sexual nature in the work place or classroom, even if
the conduct appears to be welcomed and is not so serious or pervasive that it
meets the definition of sexual harassment.
Examples of behavior that could constitute sexual misconduct include but are not
limited to:
 Repeatedly engaging in sexually oriented conversations, comments or
horseplay, including the use of language or the telling of jokes or anecdotes of
a sexual nature in the workplace, office or classroom, even if such conduct is
not objected to by those present, and
 Gratuitous use of sexually oriented materials not related to the subject matter
of a class, course or meeting even if not objected to by those present.
Sexual Harassment is any form of sexual advances, requests for sexual favors,
creation of a hostile work environment through sexual innuendo, and other
conduct of a sexual nature, which is unwelcome or unreasonably interferes with
an individual’s work performance. It includes any conduct that is persistently
abusive or offensive to others and implies, in an abusive manner, a discriminatory
hostility toward their personal or professional interests because of their sex.
 Quid Pro Quo harassment involves unwelcome sexual advances and/or
requests for sexual favors, whether verbal, non-verbal, or physical, where
submission to such conduct is made explicitly or implicitly a term or condition
of employment or education. For an offense to be considered as “quid pro
quo harassment,” the offending individuals must have the power to confer or
withhold an employment or educational benefit.
 Hostile Environment harassment involves persistent, pervasive unwelcome
conduct of a sexual nature that has the effect of creating an intimidating,
hostile or offensive environment that unreasonably interferes with an
individual’s performance as an employee or student. In determining whether
January 2005
G9
harassment is sufficiently severe or pervasive to create a hostile environment,
the alleged offender’s conduct is evaluated from the objective standpoint of a
“reasonable person.”
A single incident or isolated incidents of offensive sexual remarks generally
do not create an abusive environment. A “hostile environment” claim
generally requires a showing of a pattern of offensive conduct. In contrast, in
“quid pro quo” cases, a single sexual advance may constitute sexual
harassment if it is linked to the granting or denial of employment benefits,
educational benefits or academic benefits.
Unlawful Sexual Conduct: Sexual conduct becomes unlawful only when it is
unwelcome. The challenged conduct must be unwelcome in that the employee
did not solicit, or invite it, and the employee regarded the conduct as unwelcome,
undesirable, and offensive.
15.3.
EXAMPLES of behavior that may be offensive to a “reasonable person” and
becomes sexual harassment include but are not limited to:
 Verbal: Using words that have sexual innuendos, calling one gorgeous or
honey, comments about a person’s body or clothing, sexual jokes, an explicit
or implicit proposition to engage in sexual activity, remarks about sexual
activities or speculation about sexual experiences, and making unsolicited and
unwelcome telephone calls.
 Non-verbal: Displaying sexually suggestive pictures such as photographs,
posters, or calendars, making physical gestures, looking a person up and
down, and sending unwelcome e-mails.
 Physical: Touching, hugging kissing, grabbing, accidentally bumping,
stalking, and following.
15.4.
HOW YOU SHOULD RESPOND TO SEXUAL HARASSMENT OR
SEXUAL MISCONDUCT: If you believe that you have been subjected to
sexual misconduct or sexual harassment, you should do the following:
Inform the Offender. Tell the offender that the conduct is offensive, is
unwelcome, and should stop. The offender may not be aware that the conduct is
offensive and would be willing to change.
Report the Incident. Report the incident immediately to the University Human
Resources Office. You may also report it to the Provost’s Office, and/or the
Associate Provost for Student Services. If you are an OLLU employee or a
student worker and if your supervisor is not the harasser, then you are encouraged
to also report the incident to your supervisor.
January 2005
G10
15.5.
AWARENESS OF ANOTHER PERSON BEING HARASSED: If you
observe another employee or student being harassed, then you are expected to
report the incident to the University Human Resources office. Any supervisor
who is informed of an employee or student being harassed is required to report the
incident to the Human Resources office.
15.6.
WHAT THE UNIVERSITY WILL DO:
Conference: The employee or student bringing the complaint will be asked to
meet with an appropriate representative from the Human Resources Office who
will be assigned to investigate the complaint. The investigator will review the
Sexual Harassment Policy with the complainant. The purpose is to ensure that the
complainant understands what sexual harassment is and is made aware of the
investigation process if either the complainant or the investigator believes that
sexual harassment has occurred.
A record will be kept of this consultation and, to the extent legally possible, that
record will remain in the Human Resources office and will remain strictly
confidential. “Strictly confidential” means that those who do not have a need to
know will not be informed, whereas those who do have a need to know will be
informed. The person seeking advice may maintain anonymity and need not, in
the conference phase, divulge the name(s) of the alleged harasser(s).
The employee or student will be informed as to the various Complaint Options
that are available.
15.7.
COMPLAINT OPTIONS: :
Informal Complaint Procedure: If the Conference phase reveals that sexual
misconduct or harassment is occurring, then the complainant must first go through
the informal complaint procedure.
The goal of this process is to encourage victims of harassment to voice their
complaints, whether informally or formally, without fear of adverse academic or
employment consequences. There is the possibility of resolving difficulties
through informal means that do not require the filing of a formal complaint.
However, anyone seeking information and advice from the Human Resources
department should be advised that he or she is entitled to file a formal complaint.
After the person seeking advice has been apprised of what sexual harassment or
sexual misconduct is, and believes that either has in fact occurred, the
complainant may file a written informal complaint. At the same time, if the
investigator after hearing the complaint believes that the alleged behavior is
sexual harassment, then the investigator must investigate the incident(s), even if
the complainant does not want the matter pursued.
January 2005
G11
If the investigator and the complainant believe that sexual misconduct or sexual
harassment has occurred, then the complainant will be expected to submit a
written statement to the investigator detailing the event(s) that led to the
complaint. The written statement should include the date and location of each
incident, names of all witnesses, and an accurate description of the specific
behaviors that occasioned the complaint. The complainant will be advised not to
discuss this incident further with other members of the University community.
The investigator’s goal is to aid the parties in finding a mutually acceptable
resolution. For example, the alleged offender may not be aware that his or her
behavior is unwelcome and is willing to change his or her behavior. The
complainant may just want the offensive behavior stopped and may be satisfied
with this resolution.
The alleged offender will receive a copy of the written complaint and confer with
the Human Resources investigator. Methods for resolving informal complaints
can result in:
 Mediation of the complaint between the complainant and the offender.
 Modification of the situation in which the offending conducts occurred.
 A documented meeting between the Human Resources investigator and the
alleged offender that involves a discussion of the University’s sexual
harassment and sexual misconduct policy.
Once a resolution has been reached, the incident will be documented and signed
by both parties. The alleged offender will agree to stop the behavior and the
complainant will agree that this resolution is satisfactory. There may be other
resolutions arrived at that are acceptable to both parties.
However, if an acceptable resolution is not reached, then the complainant may file
a formal written complaint.
Formal Complaint Procedure: The Formal Complaint procedure requires the
complainant to submit a written statement to the Human Resources office
detailing the events that led to the complaint. This written statement is to include
names of witness, and specific behaviors that occasioned the complaint.
Dissemination of information relating to the formal complaint should take place
within three working days of the receipt of the complaint and is limited to the
members of the Grievance Committee. This information will be hand delivered
by the Human Resources investigator to the members of the Grievance
Committee.
The University Grievance Committee will be composed of three persons. One of
them will always be a member of the Human Resources office. The other two
January 2005
G12
will be selected as follows: If the complainant is a student, then the VP and Dean
of Student Life and a representative from the Provost’s office named by the
Provost will serve. If a faculty employee, then a representative from the Provost’s
office and an at-large appointee both named by the Provost will serve. If a Staff
employee, then the VP of Finance and Facilities and an at-large appointee named
by the VP of Finance and Facilities will serve.
The Human Resources investigator will also hand deliver a written statement
containing the allegation and the identity of the complainant to the alleged
offender and his/her immediate supervisor within three days of the receipt of the
formal complaint. The alleged offender will be instructed not to discuss this with
anyone, including the complainant nor take any action that could be construed as
retaliatory in nature. The alleged offender will be asked to meet with the Human
Resources investigator and respond to the allegations within two working days of
receiving the formal complaint.
If the alleged harasser denies the allegations, then the Human Resources
investigator will search thoroughly for corroborative evidence of any nature. The
investigator takes a neutral position and seeks only to search out the truth.
Anyone who may have information with regard to the alleged harassment will be
interviewed, including supervisors and co-workers. Testimony may be obtained
from persons who observed the charging party’s demeanor immediately after an
alleged incident of harassment. Persons with whom the complainant discussed
the incident, such as co-workers, a doctor, or counselor, will be interviewed. The
investigator will seek to determine whether the same person sexually harassed any
other employees.
Additionally, University records will be examined to learn whether the alleged
harasser has prior incidents of alleged sexual harassment, and, if so, the nature of
the investigation and its outcome of the investigation.
The Human Resources office will thoroughly investigate the sexual harassment
complaint and present the findings to the alleged offender as soon as possible, but
within ten working days of the filing of the formal complaint. The Grievance
Committee will be furnished the investigator’s findings. The alleged offender
will be asked to respond to the findings within two working days of the
investigator meeting with the alleged offender.
Subject to the response of the alleged offender, the Grievance Committee may
decide to conduct a hearing for the purpose of arriving at a decision regarding the
accuracy of the harassment charges and to recommend a sanction should the
charges be verified. The hearing is private and confidential and is limited to the
complainant, the alleged offender, witnesses, and the Grievance Committee. The
alleged harasser has the right to be present during the hearing to be able to learn
of all statements made by the complainant and witnesses, and respond to them as
January 2005
G13
necessary. The complainant has the right to be present during any part of the
hearing as he/she elects.
The hearing consists of:
1. A description of the case by one of the grievance officers;
2. The presentation of the case by each party, with substantiation by witnesses or
documentary evidence as desired;
3. Informal questioning of either or both
purpose of clarification;
parties by committee members for the
4. Final statements by each party if desired;
5. Private deliberation by the Grievance Committee, determining by consensus
the issue of whether or not the alleged offender has violated the University's
harassment policy;
6. A recommended penalty for cases in which the alleged offender is found to be
in violation of the policy.
If a hearing is conducted, the Grievance Committee will within two working days
will decide the appropriate action. A copy of the Grievance Committee’s findings
and recommendation as to the appropriate action will be hand delivered by the
Human Resources investigator to the Chief Administrator of the division, the
immediate supervisor, the complainant, and the alleged offender.
The Grievance Committee may decide that:
 Harassment has not occurred,
 A written warning be given to the offender,
 The offender, if an employee, should be terminated.
 The offender, if a student, should be either suspended or expelled, or
 Other appropriate actions.
If either party is dissatisfied with the disposition of the case, an appeal may be
filed with the President of the University. This appeal must be submitted in
writing within five working days of the Grievance Committee's decision. The
President's decision is to be submitted to the individual making the appeal within
seven working days from the day the appeal was initiated. The President's
decision is final.
January 2005
G14
15.8.
GUIDELINES AND LEGAL DEFINITIONS:
Retaliation Prohibited
Retaliation against a student or employee for bringing a complaint of sexual
misconduct or sexual harassment is strictly prohibited. Any employee or student
who does so is in violation of this policy and will be subject to disciplinary action.
Effect of Bringing a Complaint
The filing of a sexual misconduct, sexual harassment or retaliation complaint will
not stop or delay any evaluation or disciplinary action related to a complaining
employee or student who is not performing up to acceptable standards or who has
violated University rules or policies.
Constructive Discharge:
Constructive discharge occurs when the victim is in an intolerable working or
class environment when those conditions foreseeably would compel a reasonable
employee to quit or a student to withdraw, whether or not the supervisor or
instructor specifically intended to force the victim’s resignation or dropping the
class.
Strict Liability
The University is responsible for the acts of its supervisors and instructors if the
harassment culminates in a tangible employment or student enrollment action.
Obligation of University Members
It is the responsibility of any University Community member aware of sexual
harassment to report it to the Human Resources Office.
Duty of Good Faith
Any member of the University community is liable to disciplinary action for
knowingly or recklessly bringing a false complaint against another member of the
University community.
16. STAFF COMPLAINTS AND GRIEVANCES: A complaint is a formal expression of
dissatisfaction with some factor in the workplace. A complaint is less serious than a
grievance. A complaint may arise from the employee perceiving that his/her work
schedule is not fair, work assignments are unreasonably burdensome, or one’s supervisor
is unduly rude, and similar factors. If the supervisor fails to respond or resolve
satisfactorily a verbal complaint, the employee may file a formal complaint.
A grievance is of a more serious condition than a complaint and occurs because an action
is of an unjust nature. A grievance is something that has occurred that is a violation of a
University Policy or is intrinsically wrong. A grievance may arise from the employee
receiving verbal abuse from a supervisor; from an employee believing that he/she has
been discriminated against because of his/her age, race, gender, ethnic or national origin,
or religion; from an employee believing that he/she is being retaliated against for
exercising a legitimate and legal right, and similar reasons.
January 2005
G15
Complaints based on personality conflicts with the supervisor are not deemed grievances.
Because complaints are different than grievances, the processes of resolving these issues
are different.
16.1.
RESOLVING STAFF COMPLAINTS: The University encourages an open
door policy and open communication. When an employee is dissatisfied with a
working condition, or similar problem, the employee should first communicate
this to his/her supervisor. It is possible that the supervisor is unaware of the
problem and would be able to take action to improve or correct the problem. A
formal complaint should occur only after the employee has addressed the problem
with the supervisor, and the situation continues without correction.
Formal Complaints must be in writing, and given to the employee’s supervisor
within ten workdays of discovering the unsatisfactory condition. The complaint
must state the problem, when it occurred, what he/she has done to bring this to the
attention of the supervisor, and what has occurred since. The supervisor has ten
workdays to respond to the complaint. If the employee filing the complaint is not
satisfied with the supervisor’s response, the employee may file the written
complaint with the supervisor’s supervisor, and can continue the process until the
Chief Administrator of that division receives the complaint. The Chief
Administrator’s decision is final. Copies of all correspondence from all parties
are to be sent to the Human Resources Office.
16.2.
RESOLVING GRIEVANCES: Grievances must be in writing, and given to the
supervisor within five workdays from the date of awareness by the employee of
the action which precipitated the problem. Grievances, besides containing a
statement of the unjust action, must contain all necessary proof, documentation,
witnesses’ names, statements, dates, and any other information that is relevant to
the problem. A copy of all correspondence by all parties is to be sent to the
Human Resources Office.
If the supervisor and the employee are unable to reach an agreeable solution, or if
the employee’s call for grievance is directed at the supervisor, the employee must
submit a copy to the chief administrator of the division in which the employee is
assigned.
The chief administrator will submit a written decision to the employee within five
workdays. If still dissatisfied, the employee may make a final appeal to the
President of the University within five workdays from the date the chief
administrator’s decision was rendered. The appeal must be in writing, and it will
be at the President’s discretion to act on an employee’s appeal, or to select an
“Appeals Committee” for further counsel. In either case, the President’s decision
is to be submitted in writing to the employee within seven workdays following the
day on which the appeal was received. The President’s decision is final.
January 2005
G16
University holidays, employee vacation days, other authorized absences and/or
work load of the supervisor, chief administrator of the division, and the president
may require appropriate adjustment of the timetable defined in this grievance
process at the discretion of the aforementioned.
Supervisors who penalize employees for the complaint or grievance procedure
will be subject to disciplinary action. Likewise, staff grievances that are
submitted lacking cause or are of a harassing nature against another may be
considered a violation of the Employee Relations Policy, and subject the
employee to disciplinary action.
17. RESIGNATION AND TERMINATION:
An individual's employment at the
University is ended by initiative of the employee via a resignation, or by the University
via termination.
The supervisor is to notify the Human Resources Office in writing as soon as the
supervisor becomes aware that an employee is leaving the University. The supervisor is
to schedule the employee to meet with the Director of Human Resources, or the Assistant
Director in his/her absence, for the purpose of an exit interview.
An employee who resigns must give a written notice to his/her supervisor. The
supervisor is to send a copy to the Human Resources Office immediately. Nonexempt/hourly employees must provide the written notice of resignation at least two
weeks prior to the effective date. Exempt/monthly employees must provide advanced
written notice of resignation greater than or equal to the amount of vacation to which they
are entitled. Sick Leave is not paid during the time the employee is working out his/her
notice.
On or about the last day of employment, the supervisor is to complete an Employee
Clearance Checklist (Check-out; Exit Form) available from the Human Resources Office.
The supervisor should meet with the employee at least four (4) hours before the end of
the last workday and collect all University property, including all University keys, OLLU
Identification Card, Uniforms, Manuals, and other property issued to the employee. The
supervisor will send a copy of this form to the Human Resources Office. The employee
will not be paid his/her accrued/unused vacation until all University property has been
returned.
Pay is prorated to the last day worked. If the employee has not used all vacation time to
which he/she is entitled, then vacation pay will be prorated according to the months of
service completed to the last day worked. The Human Resources Office completes a
Personnel Action Form and forwards it to the Payroll Department that stipulates the last
day worked and the accrued/unused vacation due the employee.
18. EMPLOYEE RELATIONS: Our Lady of the Lake University has an open door policy
for administrators, faculty, staff, and students. If anyone has a question or concern, the
University encourages you to approach your supervisor or any other appropriate office
that may have the information you are seeking. If you have a question and do not know
January 2005
G17
the appropriate place to go for help, then please feel free to come to the Office of Human
Resources.
Our Lady of the Lake University wishes to encourage an open and informal atmosphere
for the discussion of complaints and problems that arise. The supervisor should
encourage employees to discuss work-related concerns with their supervisors.
Employees may bring an issue to the Director of Human Resources, who will assist them
and the supervisor in finding a resolution to the problem.
The supervisor is responsible for establishing and maintaining an atmosphere in which
employees can improve their job performance, personal development and self-discipline.
Continued emphasis on developing correct work habits through effective orientation is
essential in achieving the goals of the University and working in accordance with its
mission.
To promote fairness and consistency throughout the University in connection with
acceptable standards of work performance and conduct on the job, the University has
established reasonable rules for employees to observe. When any of these rules or
standards is violated, corrective action may be initiated by the supervisor to bring the
employee's job performance and/or job conduct up to the expected standard. The kind of
corrective action initiated by the supervisor depends upon the severity of the situation.
However, whenever possible, counseling and other nonpunitive procedures should be
used before formal corrective action is taken. Counseling is a fundamental part of
supervisory responsibilities in dealing with employees.
When corrective action is required, the supervisor needs to make sure the employee has
been carefully instructed in advance as to the accepted standards of performance and
conduct so the employee knows why the standards or rules are necessary.
When rule infractions, misconduct or substandard performance occur, supervisors should
take action to correct the employee. This is done through a progressive corrective
disciplinary procedure. The degree and severity of the violation should dictate the
corrective discipline that will be imposed. Corrective progressive discipline does not
apply to serious acts of major misconduct, insubordination, gross negligence, or gross
disregard of the employee's obligation to Our Lady of the Lake University. Major
violations will subject the employee to discharge on the first offense. Progressive
disciplinary corrective action applies to less serious offenses. The procedure involves
increasingly severe penalties each time an employee is disciplined. Except for extremely
serious acts of major misconduct and/or job performance, employees should not be
discharged for the first offense. Instead, the sequence of progressive corrective
disciplinary action should be applied as follows:
18.1.
January 2005
INFORMAL WARNINGS are reminders supervisors may give to employees at
their discretion that an infraction of rules or substandard level of job performance
might be reached should the employee (1) persist in the course of action they are
taking or (2) not take corrective action. The informal warning also serves to
advise employees that the supervisor is aware of a situation and that formal
G18
warnings may ensue if corrective action is not taken. The employee should be
advised of a specific time in which to correct the problem. The employee should
be advised that a written record is being made of the counseling or verbal warning
for the supervisor's record only. If the employee corrects the problem within the
given time, the written documentation of the warning may be destroyed. If the
employee does not correct the problem within the given time, the supervisor may
then issue a formal warning.
18.2.
FORMAL WRITTEN WARNINGS (1) Identify the specific problem cause, (2)
cite what specific corrective action must be taken by the employee being
disciplined, (3) establish a reasonable time period in which the desired behavior
correction must occur, and (4) specify what further corrective action will ensue
should the rule(s) violation continue. The Director of Human Resources must
approve all Formal Written Warnings before being presented to the employee.
Employees will be asked to sign a copy of the written warning or summary of oral
warning. The employee's signature indicates only that the employee being
disciplined is aware of the warning and does not necessarily imply agreement
with it.
The supervisor will sign the same copy of the warning and forward a copy to the
Director of the work area. The Director of Human Resources will immediately be
sent a copy for the employee's personnel file as well as all subsequent warnings
issued. A copy of the written warning will also be given to the employee who has
been warned.
18.3.
FINAL WARNING: The last written warning prior to discharge from
employment should be labeled as the final written warning. This warning must
indicate, along with the problem and corrective actions (if any) previously
initiated, that the employee is marginal and any further rule violation will result in
immediate discharge. The Director of Human Resources must approve final
warnings before being presented to the employee. In the event that an employee
has been issued a final warning and the employee continues to violate the rules,
no further warnings should be initiated. The employee should be made aware that
any further misconduct will result in discharge subject to the following of
prescribed procedures.
18.4.
WARNINGS NOT COUNTED: To encourage improved performance, build
morale, and let the employee know that his/her employment is secure, a warning
may be disregarded in reference to future policy infractions with continued
satisfactory performance. A Group II warning is not counted after two years of
satisfactory performance following the month the employee received the warning.
A Group III warning will not be counted after one year of satisfactory
performance following the month the employee received the warning. The
warning is disregarded during the month the warning occurred without regard to
the day the warning was given.
January 2005
G19
18.5.
DISCHARGE: Discharge is the most serious form of disciplinary action. It may
be caused by one grave offense. However, it should occur most often following
an accumulation of offenses for which the employee has been warned or has been
given progressive corrective disciplinary action.
Discharges of employees, except for gravely serious one-time offenses, without
giving them opportunities to correct deficiencies or to discuss fully alleged
infractions is not in keeping with Our Lady of the Lake University's policy of
providing working conditions based on fair and equitable standards.
Discharges, whether based on a series of progressive warnings or without warning
for grave offenses, may not be executed without prior approval of the Director of
Human Resources. Should circumstances suggesting discharge for a major
offense occur during off hours, the supervisor will place the employee on
suspension pending consultation with the Director of Human Resources.
At any state of the disciplinary process, Our Lady of the Lake University provides
employees involved with rule violations with full recourse through the University
Grievance Procedures.
Individual counseling, warnings and possible corrective actions are necessary
steps for employees to improve their conduct in the performance of their jobs. It
is equally important that full recognition be given employees who do make real
and successful efforts to correct their deficiencies.
19. EMPLOYEE CONDUCT AND JOB PERFORMANCE RULES: Our Lady of the
Lake University's rules concerning every day conduct and job performance are simple,
common-sense guidelines that are necessary to ensure that all are able to work in an
orderly, effective, and efficient manner, free from disturbances which hinder job training,
job production and job enjoyment. The rules apply to all staff members for whom
disciplinary terminations may only be carried out for cause. These are employees who
have completed the 90-day probationary period up through the level of Director. It is the
responsibility of each employee to know what University and departmental rules and
regulations exist and to observe them at all times.
Rules are grouped so that corrective action can be consistently administered. The
grouping of rules is intended to be a guideline to good judgment and fair treatment. In
addition to rules listed below and in University documents and communications, it is
necessary for employees to know and understand specific departmental rules and
regulations discussed by the supervisor.
GROUP I
All staff employees must adhere to the following University rules. Violation of any one
of these rules will be cause for immediate discharge:
1. Fighting on University property or creating disturbances, which adversely effect
morale, productivity, academic studies or discipline.
January 2005
G20
2. Threatening, abusive, or intimidating behavior or obstruction of the activity of other
employees.
3. Use or possession of an illegal or controlled drug or intoxicant. (See University Drug
Policy for further information.)
4. Reporting to work under the influence of intoxicants, narcotics, or drugs which could
have an adverse effect on the safety of other employees. (See University Drug
Policy.)
5. Changing or otherwise falsifying or forging any University records, permits, time
cards, or time sheets, licenses, certifications, passes, badges, or the approving
signature thereon.
6. Deliberately restricting production output and/or University operations and
concealing of defective work.
7. Conviction of a felony committed outside the University.
8. Stealing and/or misappropriation of Our Lady of the Lake University funds or
property.
9. Intentionally defacing or damaging University property or the property belonging to
other employees.
10. Sleeping while on duty.
11. Inappropriate fraternizing with University students during working hours.
12. Any other acts not listed in 1 through 11 above but considered by the University as
constituting major misconduct, insubordination, gross negligence, or gross disregard
of an obligation to the University as an employee.
GROUP II
Employees violating any of the rules or job performance standards listed in Group II,
except where circumstances are extremely aggravated, will be given one formal oral or
written warning. If rule or standard violation persists, a final warning will be issued
advising that repetition of the violation or further violation of the University rules and
standards generally will result in discharge. These written warnings will be filed in the
employee personnel file:
1. Failure to meet minimum acceptable level of job performance.
2. Continually or intentionally disregarding any appropriate departmental or University
rules.
January 2005
G21
3. Refusing to obey reasonable and necessary supervisory orders or carry out job
assignments.
4. Use of abusive or threatening language.
5. Indulging in horseplay or malicious mischief in any form.
6. Disregarding University security or fire regulations.
7. Leaving University premises prior to the end of any normal work period without prior
notice or approval.
8. Failing to return to work at the end of any authorized leave period unless the
supervisor has been advised of the reason for the delay.
9. Continued excessive unexcused absenteeism or tardiness.
10. Failure to report a work-related accident to the supervisor or Human Resources Office
immediately.
11. Instituting a grievance without cause, falsification and or fabrication of information
contained in a grievance or other abusive use of the University's Grievance
Procedure.
12. Any other acts not listed in 1 through 11 above but considered by the University to be
serious policy violations.
GROUP III
Individual employees violating any one of the rules listed below, except where
circumstances are extremely aggravated, will be given two formal oral or written
warnings. If violation persists, a final warning will be issued advising that future policy
infractions could result in discharge.
1. Disregarding normal safe work practices.
2. Contributing to poor housekeeping or unsanitary practices.
3. Distracting or annoying other employees while they are performing assigned duties.
4. Damaging University property and equipment through improper use or lack of care
5. Failing to notify the supervisor each day of any absence from scheduled work one
hour after scheduled time to begin work.
6. Making statements of references on current or prior employees without following
University procedures.
January 2005
G22
7. Use of illegal or pirated software on University computers
8. Other incidents of similar nature.
20. E-MAIL AND COMPUTER USE POLICY: To maximize the benefits of its computer
resources and minimize potential liability, OLLU has created this policy. All computer
users are obligated to use these resources responsibly, professionally, ethically, and
lawfully.
You are given access to our computer network to assist you in performing your job. You
should not have an expectation of privacy in anything you create, store, send, or receive
on the computer system. The computer system belongs to the University and is to be
used for University purposes. Without prior notice, OLLU may is review any material
created, stored, sent, or received on its network or through its internet or any other
computer network.
Use of computer resources for any of these activities is strictly prohibited:
1.
Sending, receiving, downloading, displaying, printing, or otherwise disseminating
material that is sexually explicit, profane, obscene, harassing, fraudulent, racially
offensive, defamatory, or otherwise unlawful.
2.
Disseminating or storing commercial or personal advertisements, solicitations,
promotions, destructive programs as viruses or self-replicating codes, political
information, or any other unauthorized material.
3.
Wasting computer resources by sending mass mailing or chain letters, spending
excessive amounts of time on the Internet, playing games, engaging in online chat
groups, printing multiple copies of documents, or otherwise creating unnecessary
network traffic.
4.
Using or copying software in violation of a license agreement or copyright.
5.
Violating any state, federal, or international law.
Violations of this policy will be taken seriously and may result in disciplinary action,
including possible termination, and civil and criminal liability.
21. ATTENDANCE: Attendance is essential in order to provide consistent exemplary
service to our students, faculty, staff, and other customers. If any of the following
situations occur with regard to a staff member, the supervisor may present the attendance
record to his/her supervising Director.
1. Pattern of absenteeism of one or two days, such as consistently being out on Mondays
and Fridays, weekends, or evenings, stating that illness is the reason and for which
there is no medical documentation.
January 2005
G23
2. High frequency of intermittent absenteeism of one or two days per occurrence for
which medical documentation is not provided, and which approximates the sick leave
accrual rate of one day per month.
3. Pattern of reporting to work later than scheduled without an appropriate explanation.
Upon receiving the director’s agreement that attendance is not satisfactory, the
supervisor’s director will present the attendance record to the Director of Human
Resources. The Director of Human Resources will carefully examine the record to
determine whether there is a pattern or high frequency of absenteeism. If the Director of
Human Resources concurs that the absenteeism is excessive, the supervisor may require
the employee to obtain a physician’s statement before the employee will be allowed to
apply accrued sick leave for subsequent absences. Continued excessive unexcused
absenteeism or tardiness will be a Group II violation.
22. STAFF EMPLOYEES TEACHING CLASSES
A staff employee who teaches a class during normal working hours must:
1.
Receive written approval from the supervisor showing the hours the employee will
be away from work to teach, and
2.
Complete a vacation leave form for the hours the class meets, and
3.
Forward the approval form and the vacation leave form, both signed by the
supervisor, to Human Resources.
The Office of Human Resources will place these documents in the employee’s personnel
file and will forward a copy of the vacation leave form to Payroll.
The employee is not permitted to alter the work schedule for the purpose of teaching a
class that occurs during the time the employee normally works. The employee is not
permitted to come in earlier, work later, or use the lunch hour to make up the time
teaching a class that may occur during the employee’s normal work schedule.
“Normal work schedule” is defined as those hours the employee is normally scheduled to
work. For example, an employee who works regularly Monday through Friday between
8 am and 5 pm must complete a vacation leave form if the class being taught is between 8
am and 5 pm. The employee working these hours may teach classes after 5 pm and on
the weekends without completing a vacation leave form.
An employee whose normal work schedule includes weekends may teach a class Monday
through Friday between 8 am and 5 pm without being required to submit a vacation leave
providing the class does not occur during the hours the employee normally works.
In no instance is an employee ever permitted to accept a teaching offer for a class that
occurs during the time the employee normally works without first receiving the approval
January 2005
G24
of the supervisor and submitting a vacation leave form for the total time the class meets.
(Effective Jan 2005)
23. GRANTS AND CONTRACTS: In conjunction with the program directors, the Finance
and Services Office administers financial arrangements for all federal, state, and local
grants and contracts. The Finance office requires a copy of the signed grant authorization
or contract, a copy of the budget approved in the pre-award process, and other proposal
documentation before budget numbers are issued.
24. UNIVERSITY TRAVEL: The University will cover the cost of employee travel for
business purposes including the cost of transportation, lodging, meals, and parking.
Some grants or contracts have travel costs that are unallowable, such as alcoholic
beverages, and may not be reimbursed. A Travel Advance Request form can be obtained
from Purchasing/Accounts Payable and should be authorized by the budget head before
the travel. Original receipts are requested for all expenditures and should be submitted
with the Travel Expense Report due within ten days after return. Per diem rates
published by the Internal Revenue Service are allowable. More detailed policies and
instructions are included on the Travel Advance Request form.
25. WORK HOURS: The usual workday for most full time employees starts at 8:00 a.m.
and ends at 5:00 p.m. There are a number of departments, such as Housekeeping,
Grounds, Police, and student service departments whose schedule will vary from the
usual workday hours. Subject to approval by the President, the workday during the
summer may be adjusted to nine hours Monday through Thursday, and four hours on
Friday. The summer hours usually start from about May 15th and end about August
15th.The University allows flextime, which gives the supervisor the authority to vary an
individual’s starting and ending time to accommodate the employee, such as dropping off
or picking up a child at daycare. The total number of hours worked per week must agree
with the employee’s approved weekly hours. All employees, whether exempt or nonexempt, are expected to report to work on time.
On occasion the workload of the department may require the supervisor to adjust the
employee’s schedule, to come in earlier or work later. When this occurs, the employee is
obligated to work the revised schedule. Although overtime is never to be worked without
the supervisor’s approval, there may be occasions when the supervisor deems it
necessary. When the supervisor determines that overtime is necessary, the employee
must work the overtime.
26. FACULTY WITH STAFF ASSIGNMENT: Faculty members who accept assignments
for staff work are responsible for being at the staff post for at least ten hours per week for
each quarter load of staff assignment.
27. WORK WEEK: The workweek for non-exempt employees is Saturday through Friday
for those paid on the biweekly basis. The workweek for exempt personnel is a minimum
of 40 hours, but may be more according to job requirements.
January 2005
G25
28. OFFICE HOURS: Offices open to the public at 9:00 a.m. The following offices are
considered “student services” offices and must remain open and functional from 9:00
a.m. to 5:00 p.m., Monday through Friday.







Office of the Provost
Office of the Associate Provosts and the Deans of the Colleges and Schools
Student Services Offices
Bookstore
Student Accounts
Cashier
Post Office
All University offices, including those above, may close to the public on the third
Tuesday of each month between noon and 5:00 p.m. for training and staff development.
Offices must post notices one week in advance by e-Currents, notices on office doors,
and messages on telephone voice mail. Offices not involved in training and staff
development will be required to remain open to the public. Training and staff
development plans must be approved by the Chief Administrator of the division.
No office can close or be rendered nonfunctional by the absence of staff without prior
approval of President’s Executive Council with the exception of the afternoon of the third
Tuesday of each month. (Effective Jan 2005)
29. UNIVERSITY INTERNAL SOCIAL FUNCTIONS: In addition to social functions
held for students or external constituencies, the University recognizes two types of social
functions held primarily for its own personnel:
 Official University receptions, open houses, luncheons, banquets, appreciation or
recognition occasions (including receptions for personnel leaving the University after
10 or more years of service), designed to carry out or support one or more approved
University objectives.
 Unofficial social functions sponsored by interested groups of University personnel to
improve camaraderie or esprit de corps, to show recognition or appreciation to
individuals or groups, or to celebrate appropriate occasions (promotions, birthdays,
etc.).
Both types of social function may use University facilities and be scheduled during the
normal workday if no reasonable alternative time is available. Only the first type,
however, may be paid for out of University funds, and then only with the advance
approval of the vice president of the division or the dean involved. Neither type should
result in closing of offices or in the disruption of normal work operations, unless special
permission has been granted in advance from the President. The unofficial functions, in
particular, should be scheduled at nonintrusive times (e.g. before offices open to the
public at 9:00 a.m., at the lunch hour, at break time, immediately after work) whenever
possible.
January 2005
G26
HUMAN RESOURCES (BENEFITS AND COMPENSATION)
30. REST PERIODS: For non-maintenance personnel two rest periods (coffee breaks) are
allowed during a workday. One is to be taken during the morning and another in the
afternoon. They are to be taken at a time approved by the supervisor and should not
exceed fifteen minutes each. This is paid time. The employee is not permitted to use this
time to leave early or use a one’s own time to make up EGIA class schedule time.
Maintenance personnel are given one thirty minute break (10:00 a.m. - 10:30 a.m.) each
workday.
31. TIME CARDS: All non-exempt employees must submit time cards in order to be paid.
After completing the time card and signing it, the employee's supervisor will review,
approve, and sign the card and present the card to the Payroll office.
Time cards for biweekly employees are due on the Monday prior to payday and those for
monthly employees are due on the 25th of each month.
32. PAY PERIODS: Non-exempt employees are paid on a biweekly basis and other
employees are paid monthly. All exempt employees hired on or after May 1, 1986, will
be paid only on the monthly basis.
33. PAY CHECKS: Checks for employees paid monthly are disbursed on the last workday
of each month. Checks for employees paid biweekly are disbursed every other Friday.
Monthly paid employees can have their checks deposited directly into their bank
accounts. Direct Deposit forms are available in the Human Resources Office.
Paychecks are signed for and received by the employees personally. The employee can
request in writing that the University mail his/her check to a specific address, or give
written permission for another person to sign for and receive his/her check.
34. PAYROLL DEDUCTIONS: Employees are provided an itemized account of
deductions on their check stubs. The stub carries the gross pay, description of each
deduction, and the net amount of the wages received for the pay period.
The Social Security (FICA) Tax and Income Withholding Tax are compulsory deductions
required by law; the amount to be withheld in each case is computed according to tables
furnished by the Federal Government.
University sponsored and/or approved benefit or saving plans that the employee can opt
as payroll deductions include: health insurance, philanthropic contributions to the
University, retirement (including Tax Sheltered Annuities), and San Antonio Teachers
Credit Union savings plan.
If at any time an employee has reason to question the deductions, the Payroll Supervisor
should be consulted.
35. OVERTIME AND COMPENSATORY TIME:
January 2005
H1
35.1.
NONEXEMPT PERSONNEL: Normally non-exempt/hourly personnel are not
authorized to work in excess of forty hours per workweek. If, during peak times,
overtime is necessary, the additional hours must have the approval of the chief
administrator in the area. If overtime is approved, compensation will be paid at a
rate of 1½ times the usual hourly rate for the time actually worked in excess of 40
hours. If a paid holiday falls in a workweek, the employee is not eligible for
overtime compensation until he/she has actually worked forty hours (the holiday
hours do not count as "worked" hours). If an employee is required to work on a
paid holiday, the employee receives a full day’s pay (1/2 day for Battle of
Flowers) as holiday pay in addition to compensation at the employee’s regular
rate of pay for the time worked.
35.2.
EXEMPT/SALARIED PERSONNEL: Exempt/salaried personnel are not paid
overtime nor are they entitled to compensatory time. That is, there is no one-toone trade off in time off for exempt employees who work more than forty hours
weekly. Exempt employees will not regularly be required to work more than 40
hours weekly unless the terms of their employment specify it.
36. WORKLOAD CREDIT FOR COMMUNITY SERVICE: Faculty and staff are not
given workload credit for community service.
37. HOLIDAYS: The University's official holidays are as follows.




Dec 24 through January 1
Martin Luther King Day
Good Friday and Easter Monday
Friday afternoon of Fiesta Week (Full time employees work half their normal
day)Memorial Day
 Independence Day
 Labor Day
 Thanksgiving Thursday and Friday
An employee must either be working, on paid vacation leave, or on paid sick leave the
work day immediately before the holiday or immediately after the holiday in order to be
eligible to receive pay for these holidays.
An employee who is required to work on a paid holiday will receive a full day’s pay (1/2
day for Battle of Flowers) as holiday pay in addition to compensation at the employee’s
regular rate of pay for the time worked.
38. VACATION AND OTHER LEAVE: The University requires that all employees,
whether exempt or non-exempt, complete an Application for Leave for all absences from
work. The Application for Leave covers vacation leave, bereavement leave, jury duty,
sick leave, retreat leave, and leave without pay.
This form may be obtained from the Human Resources Office. It must be completed and
returned to the Payroll Office prior to the pay period and prior to the leave actually being
January 2005
H2
taken. Only in cases of emergency, such as illness or death in the family, will leave
forms be accepted while either the leave is in progress or after the leave has been taken.
The purpose of the leave form is to document accumulated leave, leave taken, and to
monitor employee leave in relation to the University Policy. Although all leave records
are officially kept by Payroll, all supervisors are to keep records of their employees’
leave. Supervisors will receive from Human Resources a quarterly printout of
accrued/unused vacation and sick leave for their employees.
Any one who signs an Application for Leave and knows the information is falsified is in
violation of University Policy and will receive disciplinary action up to and including
termination.
38.1.
FAMILY MEDICAL LEAVE ACT: The provisions, including eligibility, for
the Family Medical Leave is covered in Section F, item # 12, and pages F 11
through F 15 of the University Policy Manual. Please feel free to consult with the
Human Resources Office for any questions about the FMLA. Applications for an
FMLA Leave and Medical Certifications are available in the Human Resources
Office.
A summary of the provisions are as follows: An employee must have worked at
OLLU at least 1,250 hours during the 12-month period prior to the leave request
to be eligible. Absences which are designated as a Family Medical Leave are
those which cause the employee to be away from work for more than three
consecutive days because of (1) the birth of a child (prenatal or postnatal),
placement in the employee’s home of a child for adoption or foster care; (2) to
care for an immediate family member (limited to spouse, qualifying child, or
parent) because of a serious health condition, or (3) because of the employee’s
own serious health condition. The FMLA is an unpaid leave, but the employee
may substitute sick leave and vacation leave during this time. The FMLA leave is
limited to 12 weeks per year, and can be taken as full weeks, reduced weeks, or
intermittently. All FMLA leaves require medical certification. When the Leave
is foreseeable, the employee must provide 30 days notice; otherwise as soon as
possible.
38.2.
VACATION:
Eligibility: All faculty and faculty associates on 12 month contracts and the
President, Provost, Vice Provost, Assistant Provost, Vice Presidents, Deans, and
Directors II have 20 annual vacation days each employment year. Vacation
accrues at 1.66 days/month for these employees.
All other staff employees hired on 12-month basis, except those hired as part time
(less than half time), or on a temporary basis, are eligible for vacation after they
have completed the 90-day probationary period.
January 2005
H3
Part time or temporary employees who are hired into a regular, non-temporary
full time or half time position will be eligible to use accrued vacation after 90
days in the regular, non-temporary full time or half time position.
Vacation accrues as follows for full time staff employees hired on a 12-month
basis:
Years at
OLLU
1-4
5
6
7
8
9
10
11
12
13
14+
Accrual Rate
Per Hour
.0385
.0422
.0461
.0500
.0538
.0577
.0615
.0653
.0692
.0731
.0768
Hours Accrued
Biweekly
3.08
3.38
3.69
4.00
4.31
4.62
4.92
5.23
5.54
5.85
6.15
Hours Accrued
Per Month
6.67
7.33
8.00
8.67
9.33
10.00
10.67
11.33
12.00
12.67
13.33
Hours Accrued
Per Year
80
88
96
104
112
120
128
136
144
152
160
Half time (20-29 hours/week) staff employees are eligible to accrue vacation
based on the number of hours worked per week. The following table would apply
for those hired at less than full time.
Years at OLLU
1-4
5
6
7
8
9
10
11
12
13
14+
Accrual Rate Per Hour
.0385
.0422
.0461
.0500
.0538
.0577
.0615
.0653
.0692
.0731
.0768
Biweekly Hours Accrued
(for 20-hour workweek)
1.54
1.69
1.84
2.00
2.15
2.31
2.46
2.61
2.77
2.92
3.07
Although teaching faculty on nine-month contracts do not have paid vacations,
neither do they have prescribed 40-hour work weeks; rather, their on-campus
work schedule for a given semester or term is determined, subject to the approval
of their college/school dean, by their academic responsibilities, including not only
their assigned course load but any obligations they may have for student
conferences, advising, faculty development, faculty meetings, convocations,
committee or council meetings, or other regular or special faculty duties.
January 2005
H4
Supervisor's Approval: The employee's supervisor has the obligation to
schedule and approve vacation leave so that the functioning of the University is
not adversely affected by the employee's absence. Every eligible employee has
the option of scheduling a vacation of at least one week between the end of
classes in Spring and the beginning of classes in the Fall. Summer Vacation
requests will be processed in the sequence they are received and once approved
will be honored for the dates requested. When more than one employee with
equal skills submit their requests at the same time for the same week, then the
employee with the longest length of service will have first choice.
Carry Over: There is a one-year carry over limit on accrued vacation. August 31
has been established as the “use it or lose it” date. Employees cannot carry over
beyond this date more than the number of annual vacation days for which they are
currently eligible. If work or medical conditions prohibit the employee from
taking his/her accrued vacation by August 31, the Chief Administrator of that
division can request an extension of one additional year. The Chief Administrator
and the employee must make every effort to schedule and use the accrued
vacation in the coming year, because in no case is another extension permitted
beyond the next August 31.
Anniversary Date: For purposes of vacation accrual, University matching
retirement funds and recognition of accumulated service to the University, the
anniversary date is the date of hire.
Pay in Lieu of Vacation: Employees who resign or whose employment is
terminated by the University and who have accrued vacation are paid the vacation
days at the same salary base as they received during their last pay period. This
payment is included in the employees' final paychecks.
38.3.
SICK LEAVE FOR STAFF: Sick Leave is provided by the University to enable
employees to receive pay while recovering from an illness or injury or assisting
with the illness or injury of an immediate family member.
Sick leave
accumulates at the rate of 1 day for each full month worked, beginning from the
first month of employment, but cannot be used until after the 90-day probationary
period. The employee will have 3 days of sick leave accrued on the 91st day.
Sick leave has no monetary value upon termination, nor can it be applied as
additional vacation time. Sick leave accrues at a rate of 3.69 hours per pay period
for biweekly and 8 hours for monthly employees and will accrue from year to
year until a maximum of 1,040 hours has accrued.
Sick leave can be used for the illness of the employee or the illness of an
immediate family member. Medical documentation is required, either for the
employee or for a member of the immediate family, when sick leave is taken in
excess of three consecutive days. Supervisors are responsible for attaching the
documentation to the time cards (or to the Application For Leave Form for those
not required to submit time cards) of all employees under their supervision. An
absence from work due to illness or injury must be reported to the supervisor on
January 2005
H5
the day(s) of absence within one hour from the time the employee was due at
work. Any absence that is not occasioned by an illness but is reported as an
illness, for purposes of being paid under the sick leave policy, is in violation of
University Policy and will result in disciplinary action leading up and including
termination.
An employee who is on a medical leave, including FMLA, is required to use paid
leave-sick leave and/or vacation leave, prior to using either unpaid or borrowed
leave. (Effective Jan 2005)
Part time or temporary employees who are hired into a regular, non-temporary
full time or half time position will be eligible to use accrued sick leave after 90
days in the regular, non-temporary full time or half time position.
BORROWED LEAVE: An employee who has been full time for more than 2
years may submit a request to the Human Resources Office to borrow sick leave
for his/her own illness. Attach a medical certification specifying the date the
employee was informed of the need to be absent and the expected duration of the
absence. The employee is expected to save all accrued vacation and sick leave as
soon as the employee becomes aware of the need to be absent. Borrowed sick
leave will be paid back with the accruals of vacation as well as sick leave. The
request will be given consideration for advancing a limited amount of sick leave.
An employee, who decides to terminate his/her employment prior to repaying all
of the borrowed sick leave, will have the outstanding balance of the advanced sick
leave deducted from his/her final paycheck.
ADMINISTRATORS WITH FACULTY STATUS: Administrators who have
faculty status, but whose duties are not primarily instructional, have the same sick
leave benefits as do non-faculty. Academic administrators beginning primarily
administrative duties after serving as full time faculty members may negotiate
sick leave accumulation up to the number of days specified as the waiting period
for the University-sponsored Disability Plan in which the individual is enrolled.
This negotiation will become part of the initial administrative contract and the
negotiated accumulation will be reflected in Office of Personnel record keeping
OTHER FACULTY PERSONNEL: For some categories of full time faculty,
faculty associates, or academic staff with faculty rank, the nature of the duty
assignment precludes the arrangements specified above for teaching faculty. In
these cases, the duties are normally not primarily instructional, or do not vary
from day to day according to calendar or workload in the same way as for faculty
with "traditional" college teaching schedules. It is therefore not practical to have
colleagues fill in during periods of absence. These categories are treated below:
 Librarians: Librarians are treated, for sick-leave policies, the same as nonfaculty.
January 2005
H6
 Clinical Supervisors (Harry Jersig Center): Clinical supervisors are treated,
for sick-leave policies, the same as non-faculty.
 St. Martin Hall Teachers: St. Martin Hall follows the policies of the
Archdiocese of San Antonio for its teachers. The school allows the teachers
five days of leave with pay each year, cumulative to thirty days, provided that
such leave be used only for personal illness or for any critical illness, death, or
funeral of a member of teacher's immediate family (mother, father, spouse,
children, brother, sister, grandmother, grandfather, or any other relative living
in the same household). For every additional day absent, a day's salary shall
be computed as 1/185 of total annual salary.
38.4.
BEREAVEMENT LEAVE: Full time and half time employees may be absent
without loss of pay for four (4) days for the death of an immediate relative of the
employee. Two additional days off will be allowed for travel for employees who
have a death in the family outside a 300-mile radius of San Antonio.
An immediate relative is the husband or wife, father or mother, sister or brother,
grandparent, stepmother or stepfather, child, mother-in-law, father-in-law,
brother-in-law, or sister-in-law of the employee. Leave due to death is not paid
for uncles or aunts, cousins, or other persons who may be close to the employee.
In order to be paid, an Application for Leave must be completed and attached to
the time card. The employee is to specify the relationship of the deceased on the
Leave form. Leave forms are available in the Human Resources Office.
38.5.
LEAVE FOR JURY DUTY: Any employee called for jury duty service will
receive the necessary time off with pay.
38.6.
RETREAT LEAVE: Retreat for the purpose of spiritual renewal may be
counted as in service professional development time (rather than as annual
vacation or leave time) by campus ministry personnel and faculty and staff who
are members of a religious order provided:
1. The retreat time is no more than five workdays and
2. The dates for the retreat have been approved in advance by the appropriate
supervisor.
38.7.
FORMATION LEAVE FOR MEMBERS OF RELIGIOUS ORDERS: In
addition to vacation and sick leave, paid leave may be granted to full time
faculty/staff who are members of religious orders for ongoing religious formation
activities with the proper approval of the supervisor when this leave does not
disrupt the normal functioning of the office.
38.8.
EXTENDED LEAVE OF ABSENCE: In the event of a long illness or injury or
other extenuating personal circumstance, an employee can take up to a maximum
of 65 work days of sick leave, vacation, or unpaid leave, or a combination not to
January 2005
H7
exceed 65 days (including FMLA). Employment may terminate on the 66th day,
if the employee is unable to return to work.
An employee, with the concurrence of his/her supervisor, can submit a written
petition to the Human Resources Office by the 55th work day of leave, for an
extended medical leave of absence, allowing for a total leave duration of not more
than 130 work days (six months). A detailed medical description report and
prognosis from a physician is required to be submitted with the written petition.
If there is a reasonable expectation that the employee will return to work, based
on the medical report, the Director of Personnel may grant the leave.
If the employee is unable to return to work after 130 days (six months) absence
from work, employment will be terminated.
The employee must assume 100% of the premiums for medical, dental and other
optional benefits during his/her absence at the time that accumulated sick leave
and vacation pay is inadequate for deductions.
39. OTHER BENEFITS AVAILABLE TO EMPLOYEES:
39.1. MEDICAL INSURANCE: The University offers medical insurance to full time
employees and their dependants. The University pays at least one-half the cost of
this program. New eligible employees may join the first day of employment or
anytime within the first thirty (30) days from the date of employment. Employees
may also join without submitting a statement of physical condition during the
Open Enrollment period.
Public Law 99-272, the Consolidated Omnibus Budget Reconciliation Act of
1985 (COBRA), requires employers to continue health care coverage for
employees and qualified beneficiaries in the event of the occurrence of certain
"Qualifying Events." Continued coverage will be at the expense of the employee
or beneficiaries. Qualifying events include separation from employment due to
retirement, voluntary termination, or involuntary termination other than for gross
misconduct; reduction in hours; or eligibility for Medicare benefits. Other
qualifying events affecting beneficiaries are divorce or legal separation, the
employee's death, or a dependent child ceasing to be dependent under the plan's
provisions. For terminated employees, the duration of such coverage is 18
months; for other employees and dependents, 36 months.
Health care benefits extension: Effective, January 5, 2005, all employees
between the ages of 55 and 64 who have worked ten years or more of continuous
full time service for the University and convert to part-time or retired status will
be eligible for continued University medical insurance coverage until the age of
65.
This extension of health care coverage is for the employee and the
employee’s spouse and dependent children. “Dependent children” is as defined in
the insurance program at that time. The employee will pay the full costs of the
coverage.
January 2005
H8
Should the employee who has elected this University medical insurance extension
die before the spouse, the spouse will be eligible to continue coverage until the
age of 65. (Effective Jan 2005)
39.2.
WORKER’S COMPENSATION: The University subscribes to Worker's
Compensation Insurance for the protection of any employee who may be injured
or become ill as a result of his work. The University bears the entire cost of this
insurance. Compensation includes reimbursement for medical, hospital and
surgical expenses, as well as partial reimbursement for the time off the job.
Should an employee be injured in the course of his duties, he is bound by the
terms of the Employee's Liability Act of Texas to protect the benefits, which may
be paid under this Act. Consequently, in case of job-related accidents or illness,
the employee must notify his supervisor and should report immediately to the
nurse in the Health Center. The supervisor must submit a written report of the
accident or illness to the Human Resources Office within 24 hours. The
employee must submit a slip from the doctor stating the employee may return to
work and giving the restrictions on working conditions, if any.
Salary compensation under the Employee's Liability Act begins after the first
week following the illness or injury. Workers' Compensation leave does not
decrease sick leave, but neither sick leave nor vacation leave may be accrued
while the employee is on Workers' Compensation leave.
39.3.
RETIREMENT PLANS:
retirement plans.
a) Social Security Plans
The University participates in the following
 The mandatory Social Security Plan is for all lay employees.
 The Congregational Social Security Plan is for all Sisters of Divine
Providence.
b) Other Retirement Plans
A choice of three retirement plans is made available for all full time
employees other than Sisters of Divine Providence. The three retirement
plans are (1) the Teachers Insurance and Annuity Association and College
Retirement Equities Fund (TIAA/CREF), (2) The Scudder Fund, and (3) the
American Funds. All three plans are in compliance with the Internal Revenue
Service as 403(b) plans.
Effective April 16, 1996, participation in one of the above retirement
programs was made mandatory. The mandatory retirement provisions are as
follows:
January 2005
H9
 New employees, after one year of employment, must contribute a
minimum of three percent (3%) to the 403(b) retirement plan and may
allocate the contribution in any proportion to any one, two, or three of the
above retirement programs.
 Effective September 1, 2002, the University will contribute seven percent
(8%) to every employee after the first year of employment.
 A new employee who has a 403(b) retirement account through a previous
employer in one of the plans in which the University participates may
begin receiving matching funds immediately after employment.
 An employee who worked at the University for at least one year at any
time in the past and has returned to full time employment is eligible for the
matching funds immediately after employment.
 A new employee may contribute to the 403(b) plan during the first year of
employment, but the University’s matching contribution will not start until
after the first anniversary date.
39.4.
DISABILITY INSURANCE: The University participates in a voluntary group
disability insurance plan for full time employees except Sisters of Divine
Providence. The disability payments begin no later than 180 days after the start
of the disability period and are 60% of the employee's salary. Half of the cost of
this insurance is born by the employee and half by the University.
39.5.
LIFE INSURANCE: The University provides life insurance at no cost to all full
time employees except the Sisters of Divine Providence. The employee’s
beneficiary receives twice the deceased employee’s annual salary up to $150,000,
and twice that amount in the event of accidental death.
39.6.
LONG TERM CARE INSURANCE: In the event of the loss of two or more
life/daily activities (such as bathing, dressing, toileting, eating, and mobility),
OLLU pays 100% of a base plan which pays up to a certain amount for home
health care and care in a nursing facility.
39.7.
FLEXIBLE SPENDING ACCOUNTS: The University pays 100% for the
administrative costs of a pre-tax dollar reimbursement account for medical or
dependent care expenses up to IRS limits.
40. OTHER BENEFIT PLANS: Additionally, the University offers other benefits at a
Group Discount rate, such as Supplemental Life Insurance, Dependent Term Life, Long
Term Disability, Dental, Cancer, and an Intensive Care Plans.
40.1.
January 2005
TUITION DISCOUNTS:
H10
1. University Tuition Discounts: Full time employees with 90 days or more
continuous service may receive tuition discounts of 100% up to a maximum of
seven semester hours of credit during each Fall/Trimester I, Spring/Trimester II
and combined periods of Summer I/Summer II/Trimester III/and Minimester.
(Revised 5/31/01)
Part time or temporary employees who are hired into a regular, non-temporary
full time or half time position will be eligible for tuition discounts after 90 days
in the regular, non-temporary full time or half time position.
In the Spring and Fall, employees must negotiate arrangements satisfactory to
their supervisors to make up time spent taking a maximum of one OLLU class
(normally 2½ to 3 hours) during their normal working hours (8:00 a.m. - 5:00
p.m.)
 In the Summer Employees are not permitted to take a class during normal
working hours (8:00 a.m. to 5:00 p.m.) for Summer I, Summer II, Trimester
III, and Minimester classes, unless the supervisor approves the absence
AND there is a Vacation Leave Form submitted with the EGIA application
for the hours the employee is in the class.
 In no case may the supervisor allow an employee to attend another
institution during work hours. The tuition discount applies only to the
classes that are taken at OLLU or at a UCSA institution with which OLLU
has an agreement for the reciprocal honoring of faculty-staff tuition benefits.
 Half time employees with ninety days or more continuous service may take
one three-hour course per semester at OLLU, on their own time, with tuition
discounts. Any additional courses taken within the same period will be
taken on their own time and without any discount.
 Spouses: After 90 days of employment, spouses of University staff
employees are entitled to receive a Tuition Grant-in-Aid for their classes.
Spouses will receive a 100% tuition discount on undergraduate and graduate
courses. A spouse wishing to take six or more credit hours per semester
must apply for student financial aid to be eligible for the tuition discount.
The amount of tuition discount which an employee’s spouse will receive for
a semester will be the amount of tuition less the net financial aid. (Rev. Jan
2005)
 Children: After 90 days of employment, children of University staff
employees are entitled to receive a Tuition Grant-in-Aid for their classes.
“Children” are defined for this purpose as the employee’s biological or
adopted children, children for whom the employee is a legal guardian and
children who are presently or were previously claimed by the employee as a
dependent (exemption) on his or her Federal Income Tax return. Eligibility
January 2005
H11
for this benefit will cease at the end of the semester or trimester after the
child reaches that age of twenty six. (Rev. Jan 2005)
 Spouses and children of full time employees receive a 100% tuition discount
on undergraduate and graduate courses. Spouses and children wishing to
take six or more credit hours per semester must apply for student financial
aid to be eligible for this tuition discount. The amount of tuition discounts
which an employee's spouse and/or children will receive for a semester will
be the amount of tuition less the net financial aid.
 Employee's spouse and/or children who receive student financial aid will be
granted book allocations in an amount as defined below or up to the amount
of student financial aid, whichever is less.
 Student financial aid for this purpose is defined as financial aid and/or
scholarships and/or other assistance, excluding loans and work programs.
 Book allocations are fixed amounts of $300 for full time students per
semester and $150 for part time students per semester.Net student financial
aid is student financial aid, as defined above, less a book allocation, as
defined above, assuming student financial aid exceeds the book allocation or
an amount for books up to the amount of student financial aid if the book
allocation exceeds the amount of student financial aid.
 Tuition discounts for enrollment in the MBA program are on "spaceavailable" basis only and follow the applicable guidelines as described
above.
 Employees must complete the Employee Tuition Grant-In-Aid Application
form for themselves, spouse, and/or child(ren) to be eligible for Tuition
Discounts for University credits. The form, which is available in the Human
Resources Office, must be completed and approved prior to validation for
the appropriate semester, trimester, or session. Employees, spouses, and/or
child(ren) will present one copy of the completed and approved form at
validation to complete their registration. Employees, spouses, and/or
child(ren) cannot complete validation without rendering the completed and
approved Employee Tuition Grant-In-Aid Application form.
 The tuition discount does not apply to the spouse and children of employees
whose salary is funded in part or whole from local, state, or federal grants or
contracts. This provision does not exclude the spouse and children of
employees who would otherwise be eligible for tuition discount
2. St. Martin Hall Tuition Discount: Full time faculty employed at OLLU prior
to August 1978 receive 100% tuition discount for their children attending St.
Martin Hall. Other full time employees’ children may attend St. Martin Hall
elementary School for 50% tuition. Grant funded employees are eligible to
January 2005
H12
receive this discount. No tuition discount is available for St. Martin Hall
childhood or Special Education Programs
3. Providence High School Tuition Discount: Discounted tuition is available for
a limited number of female dependents of OLLU employees. The maximum
students allowed a discount at any one enrollment period is six. Participating
students are selected by lottery. Full time OLLU employees are eligible for the
PHS discount, and less than full time employees will be eligible on a prorated
basis. Dependents of full time employees have first opportunity to fill the six
slots. If there are slots left over, then female dependents of part time employees
may apply. There is a 50% tuition discount if the family income is less than
$25,000 annually, and a 25% tuition discount if the family income is more than
$25,000. Female dependents of full time employees are eligible until they
graduate and female dependents of part time employees are eligible for one
school year. However, if no dependent of a full time employee applies, then
that dependent of the part time employee may continue for one more year. The
student becomes ineligible when the student fails to maintain a satisfactory
academic record or the OLLU employee terminates employment with the
University
4. Tuition discount for Continuing Education noncredit courses: University
employees and currently enrolled full time students who enroll in Continuing
Education noncredit courses are eligible to receive discounts on these courses.
The exact discount amounts will vary from course to course and is determined
by the Office of Special Programs
5. Discount for Jersig Center services: Faculty, staff, students, and members of
the Congregation of Divine Providence receive a 75% discount on clinical
services rendered by Jersig Center staff. The children of faculty and staff
receive a 25% discount on these services.
6. Termination/Resignation: An employee who terminates or resigns will have
his tuition discount and/or tuition grant-in-aid reduced proportionately to the
number of weeks remaining in the semester/term at the time of the employee's
last day of work (Note: The beginning date of a Weekend College term is the
first weekend of classes). The employee will be responsible for paying the
tuition balance after the adjustment or will have the option of withdrawing from
the course(s) without financial obligation (Note: if the employee is receiving
financial aid from federal/state programs, he must apply that aid to educational
expenses, and may not be able to withdraw without financial obligation).
Employees who withdraw must follow the academic procedures through the
Office of the Registrar.
This same policy will apply to any employee's dependent that is receiving a
tuition discount and/or tuition grant-in-aid at the time of the employee's
termination or resignation.
January 2005
H13
This policy will apply to all terminations except for reduction in force, longterm disability or death of the employee. In the cases of reduction in force, or
employee disability, the employee or dependents may complete the semester.
In the case of death of the employee, the dependents may complete the
semester.
40.2.
TUITION EXCHANGE PROGRAM: As a member institution of the Council
of Independent Colleges OLLU participates in the Tuition Exchange Program.
More than 315 CIC colleges and universities in this program accept (tuition free)
students from full time employee families of other CIC institutions. Each CIC
institutions agrees to accept (import) a limited number of students, without regard
to the number of students it exports. Students are responsible for all non-tuition
charges (board, fees, and room) at the institution in which they enroll. Since there
are no limitations on the total number of exports, this program is designed to be
utilized by any full time college employee. The program is primarily for full time
undergraduate study. For further information, contact the OLLU Financial Aid
Office.
40.3.
BEVERAGE BENEFITS: When using their general issue mug University
employees are entitled to free coffee, tea or carbonated fountain drink twice each
workday at University Food Services during its operating hours. In addition, this
benefit is also available with the purchase of a luncheon entree at the University
cafeteria. (For additional regulations concerning this benefit, see the Faculty
Handbook or Staff Handbook.)
40.4.
TERM GUARANTEE FOR TRAINING: All staff employees who are sent to
specialized training to gain a specific license or certification will be required to
sign an agreement that states the terms of reimbursement to the University, should
that employee voluntarily sever the employment relation. The specialized
training does not include the following:
 All University courses taken through employee educational benefits
 All University sponsored continuing education courses
 All university professional education courses
 All computer courses to assist job performance for university computer
systems (e.g., Colleague)
The agreement will be maintained in the Human Resources Office.
The gross amount of the reimbursement includes all the costs of the training
program such as tuition and/or fees and travel, lodging and meals, if applicable.
The percentage of the gross amount to be reimbursed to the University decreases
over a two-year period. The specific reimbursement schedule is as follows for
voluntary separation of employment.
January 2005
H14
 First 6 months after training: 80%
 Second 6 months after training: 60%
 Third six months after training: 40%
 Fourth six months after training: 20%
 After two years: 0%
This Term Guarantee for Training does not enhance or detract from the employer
and employee relationship. This is not to be construed as a guarantee of
employment for any specific period of time by the employer. All employer
policies govern future employment relationships.
40.5.
STAFF PHASED RETIREMENT: Full time staff members at Our Lady of the
Lake University have flexibility in electing a phased retirement plan as an
alternative to full employment or complete retirement, subject to all applicable
policies, procedures, laws and regulations.
1.
Phased retirement is not an employee entitlement; it is voluntary for both
the University and the employee, and all terms or arrangements will be
mutually agreed upon and documented by a written, signed agreement.
Phased retirement is available to staff members who are at least 59 ½
years of age and have been employed at the University full time for at
least ten years. Participants retire at the end of the agreed upon period or
at the age at which they are eligible to receive full retirement benefits as
specified by social security regulations.
Phased retirement allows for less than a full time workload for the
transition period between phased retirement up to full retirement, with the
amount of load and length of service to be negotiated as part of the
agreement. The work load at any point during an employee’s phased
retirement years will never be less than 20% of his or her normal full time
load. Participants may not alter their workload after the initial agreement
is made except as noted under the Exceptions section below.
Persons in phased retirement will continue to receive benefits (to the
extent permissible by law, regulations of the benefit carrier, and the
Internal Revenue Code) and a salary proportionate to their full time salary
and the percent of service load negotiated. Salary increases for which the
individual would have qualified, as a full time staff member will be
provided at the proportional rate in effect at the time such increase would
ordinarily be
granted. During the period of phased retirement, the staff
member retains all rights, privileges, and responsibilities of a full time
staff member. (Employees must continue to contribute to their retirement
January 2005
H15
plan per University policies then in effect. Sick and vacation leave will be
accrued in proportion to the hours worked.)
2.
Procedure: An individual desiring to initiate phased retirement will
submit a written request through his or her immediate supervisor. All such
requests should be submitted at least three months prior to the first day of
the month of the calendar-year quarter in which the agreement is to
become effective. The immediate supervisor will review the request, in
terms of planning, personnel needs, support requirements, and other
pertinent factors in determining whether such request can be
accommodated.
The supervisor must also develop an alternate plan to put into effect
should the need arise for it if, for some reason, the phased retirement
agreement fails to materialize as expected.
If the supervisor recommends acceptance of the employee’s request, or, if
after negotiation, the supervisor modifies the request, it is submitted to the
next higher administrative level for recommendation or approval. Under
no circumstances will an employee’s request be accepted without the
recommendation of the immediate supervisor. The approval process
continues to the employee’s director with review of the employee’s
request as well as the immediate supervisor’s recommendation.
The area vice president will review the proposed agreement terms with the
Director of Personnel or his/her designee for benefit and program review.
The area vice president will recommend, or not recommend, or will
suggest a modification to the request, and present the request to the
President for approval.
The area vice president will report the President’s decision to the applicant
and the appropriate director and/or supervisor.
All terms and conditions will be stipulated in writing and signed by the
applicant and the President. As with all positions, continued satisfactory
performance is required.
The first year of all phased retirement agreements is a trial period. During
this time, the employee and supervisor will review changes to the
agreement and a determination made to continue, discontinue or modify
the agreement.
3.
January 2005
Exceptions: Changes in the workload and corresponding changes in
compensation after the initial agreement is made may take place in the
case of the occurrence of extraordinary circumstances.
H16
The request for such a change will be reviewed by the immediate
supervisor, the next higher administrative level up to the employee’s
director, the area vice president, and the President in an effort to insure
that approval thereof is not unjustifiably withheld.
Changes in the workload after the initial agreement is made may also take
place should there be some unforeseen event in the University that
requires an increase or reduction in the workforce.
If the University determines any time during the agreement period that the
position vacated by an employee in the phased retirement program must
be filled by a single full time employee, the phased retiree will always be
given the opportunity to return to work full time or retire fully before
another person is sought to fill the position.
4.
Disclaimers: The University retains the right to allow modifications to the
Phased Retirement Program. The Program may be reviewed, modified, or
terminated at any time without affecting already existing arrangements.
Participation in the Program does not confer any additional employment
rights upon the participant.
41. FACILITIES AND SERVICES
41.1.
DINING HALL: Sodexho Food Service provides meals in the University dining
halls, located on the first floor of the Main Building. Snack and soda machines
are situated at various locations throughout the University.
41.2.
EMPLOYEE IDENTIFICATION CARD: An Employee Identification Card
will be issued to each new employee. The Human Resources Office will provide
authorization and instructions at the in processing briefing on the first day of
employment. If an employee loses his/her ID card, report the loss immediately to
the Human Resources Office. Be prepared to provide a statement on how the card
was lost. The Human Resources Office will provide authorization for a
replacement card.
41.3.
LIBRARY: The University Library provides all library facilities and services by
means of one centralized organization. The University Libraries include the Main
Sueltenfuss Library and the St. Martin Hall Library. Employees have the
privilege of using the University Libraries. The usual loan period is four weeks,
and books should be returned within that period. If a person is unable to return a
book at the end of the two-week period, the employee may renew for an
additional period.
41.4.
COPY SERVICE: Three coin-operated copiers are available in the Main
Library for use by faculty, staff, and students.
January 2005
H17
41.5.
BOOKSTORE: Staff employees are entitled to a ten percent discount on hard
covert textbooks and school supplies purchased for their own use. Special orders
for books and supplies can be arranged.
41.6.
HEALTH SERVICES: Courtesy service is extended to staff employees at the
Health Services Office, located in the UWAC Bldg. A qualified nurse
practitioner is employed for guidance and consultation. The Health Office is open
Monday through Friday from 9:00 a.m. to 6:00 p.m.
41.7.
POST OFFICE: The Campus Post Office is in the basement of Providence Hall.
Office hours are 8:30 a.m. to 4:30 p.m. Monday through Friday and 9:00 a.m. to
10:30 a.m. on Saturday. Services offered by the Post Office are: mailing of
packages, sale of postage stamps, certification of letters, and insurance on letters
and packages. Arrangements can also be made through the Post Office to send
letters to the U. S. Post Office to have them registered. The Campus Post Office
also has a Fax Machine available for both private and official use.
41.8.
CHECK CASHING: With proper identification, employees can cash personal
checks up to $100 between 9:00 a.m. and 3:00 p.m., Monday through Friday, in
the Cashier’s Office, in the Walter Center. Employees will be assessed a fee if
their checks are returned because of insufficient funds.
41.9.
NOTARY PUBLIC SERVICE: University papers may be notarized on campus
through the University notary in the Accounting Office.
41.10. CAMPUS SECURITY: Campus police service is available on a 24-hour basis.
This office is in St. Ann’s Hall and is responsible for the issuance of parking
decals. The campus police are knowledgeable about all buildings and materials,
location of fire alarms, fire-fighting equipment, and location of light switches.
Officers are concerned with the protection of personnel and property. Officers
may be contacted through the switchboard, Pacelli-Ayres reception desk, or
Providence Hall desk.
41.11. CAMPUS PARKING AND TRAFFIC REGULATIONS: A University
parking decal is required of all cars parked on campus except those of visitors.
Visitor parking is limited to the ten positions at the main entrance to the campus.
Applications for staff parking decals are obtained by furnishing the following data
to the campus Security Office: University ID card, make of car, license plate
number, name and address of owner of vehicle. The first parking decal for staff is
issued without charge. A charge is made for each additional decal. Regulations
for parking are supplied at the time the decal is issued. The University assumes
no responsibility for damage to or theft of vehicles or personal effects. Cars
should be locked to minimize the possibility of theft.
41.12. UNIVERSITY WELLNESS AND ACTIVITIES CENTER (UWAC):
Employees are entitled to use the facilities at the UWAC during non-working
hours. Facilities include an indoor track, weight/exercise room, aerobics workout
January 2005
H18
room, gym, and racquetball and dressing rooms with lockers. An indoor pool is
located in the International Folks Culture Center. Contact Campus Activities for
current information concerning use of the facility.
42. STAFF ADVISORY COUNCIL: The Staff Advisory Council is an advisory committee
to the Vice President for Finance and Facilities in all matters which concern staff. Its
recommendations, requests, and decisions are addressed directly to him/her and through
the Vice President to the President’s Executive Council. Members are appointed from
divisions of the University. The Vice President for Finance and Facilities serves in an exofficio capacity along with the Director of Human Resources and the President of the
University Staff Organization.
The Staff Advisory Council serves, but is not limited to, the following purposes:
1. Maintains a communications liaison between the University staff and the Vice
President for Finance and Facilities and, through him or her, maintains liaison with
the President.
2. Maintains a communication liaison between the many employee groups of the various
segments of the University.
3. Serves as a coordinating agency with the University Staff Organization.
4. Functions as a vehicle for employee input to management decisions on the following
subjects:
 Compensation
 Staff Development
 Social Activities
 Policies and Procedures
 Campus Security
 Benefits
43. UNIVERSITY STAFF ORGANIZATION: The Staff Organization exists to meet the
needs of staff through social, developmental, and community service activities. All full
time and part time staff employees are eligible and encouraged to participate. The
monthly business meeting on the first Thursday of each month usually includes a special
guest who speaks on a developmental topic relating to staff concerns. Other events may
include sponsoring a summer social, Helping Hands Easter Baskets, Thanksgiving food
basket drives, and a staff Halloween Costume Party. Major undertakings supported by
the organization include Student Survival Kits, book scholarships, and donations to
adopted charities throughout the local community. Officers of the organization are
elected from members of the staff.
January 2005
H19
INDEX
TOPIC
Administrators
Attendance
Authorization for Filling Staff Positions
Bereavement Leave
Beverage Benefits
Bookstore Discount
Borrowed Leave
Campus Parking and Traffic Regulations
Campus Security
Check Cashing
Community Service
Compensatory Time
Complaint Procedures
Continuing Education Discount
Copy Service
Dining Hall
Disability Insurance
Discharge
EGIA
E-Mail and Computer Use Policy
Employee Orientation
Employee Relations
Employee Relations
Employment Offers
Equal Employment Opportunity
Establishing the Applicant Pool
Examination of Job Applicants
Exempt from Overtime
Extended Leaves of Absence
Facilities and Services
Faculty in Administration
Faculty with Staff Assignment
Family Medical Leave Act
Filling Campus Vacancies
Final Warning
Flexible Spending Account
Formal Written Warnings
Formation Leave
Full Time Defined
Grants and Contracts
Grievance Procedures
Group I , II , III Rules
Half Time Defined
Health Services
Holidays
Human Resources Office Responsibility
Identification Card
Informal Warnings
Jersig Center Discount
Jury Duty Leave
Library
Life Insurance
Long Term Care
Medical Insurance
Nepotism
January 2005
SECTION
E
21
2
38.4
40.3
41.5
38.3
41.11
41.10
41.8
36
35
16.1
40.1.4
41.4
41.1
39.4
18.5
40.1.1
20
8
18
19
5.2
1
4
5.3
35.2
38.8
41
10
26
38.1
3
18.3
39.7
18.2
38.7
G
23
16.2
19
G
41.6
37
G
41.2
18.1
40.1.5
38.5
41.3
39.5
39.6
39.1
6
TOPIC
Non-Exempt from Overtime
Notary Public Ser vice
Offer of Employment
Office Hours
Officers of Administration
Overtime and Compensatory Time
Part Time Defined
Pay Checks
Pay Periods
Payroll Deductions
Performance Evaluations
Personnel and Payroll Records
Personnel Classification System
Personnel Manuals
Personnel Status Definitions
Phased Retirement
Post Office
Pre-Employment References
President’s Executive Council
Probationary Period of Employment
Providence High School Tuition Discount
Reemployment
Reevaluation of a Staff Position
Reference Checking
Reinstatement
Resignation and Termination
Resolving Complaints & Grievances
Rest Periods
Retirement Plans
Retreat Leave
Screening and Interviewing
Service/Maintenance
Sexual Harassment
Sick Leave
Skilled Crafts
Social Functions
St. Martin Hall Tuition Discount
Staff Advisory Council
Student Employment
Teaching Classes – Staff
Term Guarantee for Training
Termination of Employment
Time Cards
Travel Expenses
Tuition Discount
Tuition Exchange Program
University Staff Organization
University Units
University Wellness and Activities Center
Vacation
Work Hours
Work Week
Worker’s Compensation
SECTION
35.2
41.9
5.2
28
E
35
G
33
32
34
14
11
G
G
G
40.5
41.7
5.1
E
13
40.1.3
7
12
5.1
7.1
17
16
30
39.3
38.6
5
G
15
38.3
G
29
40.1.2
42
9
22
40.4
17
31
24
40.1
40.2
43
E
41.12
38.2
25
27
39.2