MANAGEMENT ACCOUNTABILITY
GUIDELINES
For Managers and
Supervisors
at Texas State University-San Marcos
as of October 13, 2006
Index:
II.
Management Principles
4
III. Financial Responsibilities 6
IV. Human Resources Responsibilities 16
V. Information Responsibilities 22
VII. Workplace and Environmental Safety Responsibilities 29
VIII. Physical and Facilities Responsibilities 31
IX. Research and Project Administration 33
X. The
Role of Audit and Compliance Department 39
XI. Self-Assessment 40
I. Introduction
Compliance is everyone’s responsibility…
Management entails
responsibilities that are critical to the successful fulfillment of the
educational mission of Texas State University-San Marcos, and managers are
called upon to represent the University in their interactions with staff,
faculty, students, alumni, and members of the public. To be effective
custodians of
It should not, however, be used in isolation. In addition to this Guide, managers should
familiarize themselves with the policies and procedures governing both faculty
and staff which are found on the University’s Policy and Procedures website:
http://www.txstate.edu/effective/upps/
Managers should also be aware of the Ethics, Compliance and
Fraud hotlines that are available, so that members of the University community
who have concerns of any kind stemming from possible noncompliance with
government or external agency regulations, related University policies, and
errors or irregularities in Texas State’s financial accounting practices or
policies can readily report them.
Audit and Compliance
hotline: (512) 245-1707 or reporting
form:
http://www.txstate.edu/audit_compliance/audit-hotline.htm
Texas
State University System hotline:
Ethicspoint (866) 294-0987
https://secure.ethicspoint.com/domain/en/report_custom.asp?clientid=12867
Texas State Auditor’s
Office hotline: (800)-TX-AUDIT
http://www.sao.state.tx.us/SIU/
Members of the University community are encouraged to ask
questions regarding compliance issues and to report potential noncompliance,
and
II. Management
Principles
Managers are the
representatives and agents of Texas State University-San Marcos in their
relationships with the people they supervise, and they are responsible for
exemplifying and maintaining the highest ethical standards and integrity of the
University in those relationships. They also represent the University in their
dealings with staff and managers in other departments, faculty, students,
alumni and other friends, and members of the public. Managers should always
seek to advance the long-term interests of the University, and to maximize the
quality, effectiveness, and productivity of their departments and the employees
for whom they are responsible.
Purpose
The purpose of this statement is to encourage commitment to
the University mission and community while providing a set of guidelines for
appropriate leadership conduct in pursuit of those activities. Managers at
Within the resource base available, managers should strive to
optimize the quality, efficiency, and productivity of their department and the
University as a whole, and they should always be seeking better ways to do
their work.
It is the managers’ responsibility to establish a working
environment that reflects the dignity and respect due all employees and that
encourages all employees to make intelligent and responsible decisions, to set
and maintain priorities, to identify creative alternatives, and to take prudent
risks. At the same time, standards used in employment and supervision must be
applied firmly and equitably.
Applicability
This statement applies to the following members of the
University community: 1. University officers; 2. department heads; 3. managers;
4. those who supervise others; and 5. other professional administrative staff.
This statement refers to all these persons collectively as “managers”.
Institutional
Expectations
Managers are expected to comply with federal, state, and
local laws, rules and regulations and with the policies and procedures of the
University. In order to optimize the productivity of their office or department
and to satisfy institutional stewardship obligations, managers are expected to
demonstrate knowledge and skill in the following areas:
1. Management of
a. Managers are expected to create a workplace environment
that is collaborative and flexible in which employees’ ideas are encouraged and
heard, the work of the department and the mission of the University are clearly
understood, and high professional standards are fostered for all employees.
b. Managers are expected to communicate expectations clearly,
provide periodic feedback on achievements and problem areas, and coach and
provide training to staff for professional development and improved
performance.
c. Managers should be knowledgeable about their own strengths
and weaknesses as supervisors and must take responsibility for improving their
skills and performances.
2. Management of
Financial, Physical, and Technological Resources
University resources should be used only to meet departmental
and University objectives. Managers are expected to operate their department
within their budget. University officers, managers, and supervisors should
treat all funds and other resources with the same care as their own.
a. Managers are expected to make optimal use of available
technology.
b. Managers are expected to have a good working knowledge of
how their peers operate in other departments and at other colleges and
universities, and should seek to identify and learn from organizations that
excel in the delivery of comparable services.
c. Managers are expected to have a good working knowledge of
the needs and expectations of the University’s many constituencies, including
particularly faculty and students, and how those needs and expectations pertain
to their department or office.
d. Managers are expected to work to preserve and protect
University resources against losses. They should always safeguard the
University’s reputation and cultivate goodwill in the larger community.
III. Financial
Responsibilities
It is essential that every
manager with budgetary authority have a working knowledge of
Accounting
Definitions
The accounting structure at
THIS SECTION COULD
PROVIDE DETAILS ABOUT HOW SAP IS “SET UP” WITH THE TEN DIGIT FUND CENTERS, FUND
NUMBERS, AND WHATEVER ELSE IS DEEMED APPROPROPRIATE.
Operating Budget
Protocols
A budget is an allocation of funds or investment income or
the amount of a gift or grant award that establishes the level of spending
authority for a department or project for a fiscal year or a project’s funded
period. All departments and projects are expected to efficiently manage their
budgets so they do not exceed their spending authority without explicit
approval from the Treasurer, the Budget Director, or the Provost. At
General Funds
Each fiscal year (September 1- August 31), the
Restricted Funds
MORE COMMENTS SPECIFIC
TO OUR BUDGETING PROCESS COULD BE DEVELOPED BY THE BUDGET OFFICE.
http://www.vpfss.txstate.edu/budget/
Financial
Internal Controls
It is important that managers establish and communicate
internal controls to relevant staff members in order to safeguard University
assets, maintain accurate and reliable accounting information, promote operational
efficiency, and encourage adherence to prescribed policies and procedures.
Internal controls (checks and balances) is a process designed to provide
reasonable assurance regarding the operational effectiveness and reliability of
financial reporting.
Delegation of
Approval Authority
Individuals who delegate their approval authority must ensure
the designee understands the approval requirements and uses sound judgment to
protect
While a number of people may be delegated the authority to
submit approvals via various administrative systems, or be granted signature
authority to sign paper forms, or be delegated the responsibility to monitor
day-to-day transactions, the account managers defined above have the ultimate
financial oversight and are responsible for the appropriateness of all expenses
and any budget overruns.
Segregation of
Duties
Account managers are responsible for maintaining a
segregation of incompatible duties (custody, approval, accounting, and
reconciliation), a critical component of the University’s internal financial
controls. Duties such as opening mail, preparing deposits, and reconciling
financial reports should be handled by different staff members. Other tasks to
be segregated include billing and collection functions, procurement duties such
as ordering goods or services, receiving items, and authorizing payment.
The University acknowledges that staffing situations in small
departments make the segregation of duties difficult. Managers of small
departments who find themselves in this situation should contact Audit and
Compliance for guidance.
Financial
Accounting and Reporting
Account managers are responsible for the integrity (validity,
accuracy, and completeness) of transactions and the reporting of financial
activities of their departments, project/grants, sponsored projects, and other
types of accounts. Financial transactions should be recorded in the accounting
period in which the expenditure is incurred or revenue earned. In recognition
of lag times in processing invoices and other transactions, special year-end
closing procedures have been established to provide sufficient time for
recording all significant activity in the correct period. Managers are responsible
for adhering to the closing deadlines.
Account
Reconciliation and Oversight
Account managers must use the University’s centralized human
resource system to process budget changes, hire personnel, and purchase goods
and services. An account manager’s monthly review and reconciliation of
financial reports is an essential element in
Allocation of
Salary and Wage Charges
Salaries and wages paid to employees and students are
payments made for services provided as a part of a person’s job
responsibilities or activities and efforts on behalf of a department or
project. Account managers should insure that salaries and wages are charged
properly and to the project(s) for which the service is provided. In addition,
any percentage allocation among projects should be distributed as closely as
possible to the proportion of effort and during the appropriate time period(s).
Salaries should not be allocated (committed) for periods beyond the end of a
sponsored project’s award period.
The University’s central HR system must be used to allocate
regular employee salaries and graduate student assistantships. The system is
used both to document the amount of hours worked and the project(s) worked on
for hourly based wages such as biweekly staff overtime, temporary hourly staff,
and undergraduate and graduate student hourly wages.
Certification of
Salary Distributions to Sponsored Research Projects
At the end of each academic term (summer, fall, and spring),
the Principal Investigator (P.I.), or an authorized individual who has received
positive confirmation from the PI of no certification problems, is required to
review the allocation of salaries in terms of full- time equivalents (FTE’s) of
the individuals charged to his/her project during the previous term. The P.I.
or his/her designate is asked to certify that the project was charged in
proportion to the service provided. For example, 0.5 FTE charged to a project
approximates the work of a full-time employee/student spending half their time
in the project’s service. Any adjustments are expected to be made via the Labor
Accounting System and then recertified. The federal government considers salary
certifications signed more than 90 days after their receipt as not to have been
reviewed in a timely manner, giving rise to, the possibility that salary (plus
benefit and indirect) costs could be disallowed.
Reporting Gifts
Received and Proper Use
All gifts received by the University should be forwarded
directly to University Development for processing. This ensures the appropriate donor
acknowledgement and accurate data entry in the Millennium database. Under no
circumstances should any gift be transferred using interdepartmental invoices.
Cash Management
Each department receiving payments of any sort should keep a
cash receipts journal and provide an official University receipt to those from
whom payments are collected. To provide a strong system of internal control,
one person in the department should collect the payments, and another person
should prepare the deposit. A supervisor in the department should periodically
compare the cash receipts journal to the financial reports to ensure that
collections are being deposited on a timely basis. All deposits should be timely made to the
Cashier’s Office. Credit card payments
should be accepted only through arrangement with the Cashier’s Office.
Petty Cash
To facilitate small dollar purchases and to reimburse
employees for expenditures made on behalf of the University, departments may
maintain a petty cash fund. Increasingly, departments no longer need to use a
petty cash fund, preferring to use a procurement card.
Bank Accounts
No managers, employees, students, or other individuals or
groups affiliated with the University are authorized to open bank accounts
using the name and/or federal tax identification number of
Depositing Funds
to University Accounts
The University Cashier is responsible for accepting and
maintaining complete accounting records for all payments made directly to the
University by students, parents, employees, federal government agencies, and
any other organizations that provide funds to
A completed deposit form must accompany all funds intended
for deposit. All deposits received after 12:00 p.m. will be deposited on the
next business day.
Accompanying cash/coin should be counted, verified, and
neatly organized. Any excessive amounts of coin should be exchanged for
currency through the contracted security service provider.
All cash/coin deposits should be hand delivered to the
Cashier’s Office.
Travel,
Entertainment, and Other Reimbursements
At
http://www.vpfss.txstate.edu/acct/travel.html
Cash Advances
Cash advances from sponsored programs are
reviewed and approved by the Director, Office of Sponsored Programs prior to
processing. All other cash advances are
approved by the relevant office approving the advance.
Reimbursing
Employees and Students
In meeting its mission as a residential academic institution,
the University incurs a wide variety of expenses. Clear guidelines exist on how
to compensate faculty, staff, students, and casual workers for services
performed, as well as for student aid in the form of scholarships and
fellowships. Repetitive expenses for an individual’s routine food, lodging,
and commuting to
Requests for reimbursement must be accompanied by detailed
original receipts, and the departmental or University purpose of the expense
must be clearly stated. If original receipts are not available, there must be a
signed statement of explanation by the requester explaining the circumstances
preventing the submission of original receipts.
Sales Tax
The University is exempt from state sales tax. Upon request,
the Purchasing Department can furnish a copy of the University’s tax exemption
certificate. The Purchasing Department maintains the University’s required
documentation and exemption certificates for the state sales tax in
http://www.vpfss.txstate.edu/treasurer/taxexemption.htm
Competitive
Procurement Solicitations
Generally speaking, competitive bids, proposals, offers and
other expressions of interest should be solicited whenever an item can be
purchased from multiple sources. Special rules apply when purchasing through
state cooperative contracts (e.g., Catalog Information System Vendors, or
CISV). Those items considered
sole/single source or proprietary must be properly justified. All pricing and
other information furnished by the vendor during the competitive bidding
process must remain confidential as allowed by the laws of
http://www.vpfss.txstate.edu/FinancialServices/purchasing/
Contracts
(excluding Facilities)
Executive, academic, and
administrative officers of
Contracts for goods and/or services must be routed through
the University’s Purchasing Department
prior to final negotiation, approval, and execution. The Purchasing Department
will review the contract, handle vendor negotiations, process the requisition,
and execute a purchase order and contract following confirmation that the
contract reflects appropriate legal language, includes necessary University
purchasing terms and conditions, and meets the University’s bid requirements.
A properly executed contract is binding on both the
University and the vendor. Some vendors may also require accompanying terms,
conditions, agreements, or forms. In all cases, these vendor forms and/or
agreements must be reviewed by the Purchasing Department before they are signed
or a commitment is made. Departments are encouraged to involve the Purchasing
Department in contracts for less than $25,000 when the purchase will benefit
from the latter’s buying and legal expertise.
Contracts for sponsored programs must be routed through the
University’s Office of Sponsored Programs (OSP) prior to final negotiation,
approval, and execution. OSP will review the contract, handle sponsor
negotiations, and execute a contract following confirmation that the contract
reflects appropriate legal language, scope of work, milestones and deliverable
schedules, principal investigator-Chair-Dean approval and includes necessary
University and sponsor terms and conditions, and meets all other University and
sponsor requirements.
Facilities Responsibilities
All construction, including renovations, has to be approved
by Facilities, but they do not manage all of the contracts. Sometimes Athletics or Residence Life, for
example, will contract out the work directly, but they are required to submit
plans and specifications to Facilities for approval to ensure that
architectural changes meet all applicable University, State and federal
guidelines, building codes and laws. The
following UPPS, University Construction Policy, governs this process:
http://www.txstate.edu/effective/upps/upps-01-03-01.html
Purchasing
All University purchases should be made in accordance with
University purchasing policies regardless of the source of funds. A standard
set of bid and justification procedures are necessary to document all purchases
in compliance with federal, state, TSUS and University requirements. This
documentation should be sufficiently comprehensive to constitute a complete
history of the actions associated with the establishment of the purchasing
transaction for the purpose of 1) providing a full record of the transaction,
2) supporting any actions taken, 3) providing information for review and
investigation, and 4) furnishing essential facts in the event of a dispute.
How to Buy and
General Purchasing Information
The Purchasing Department is responsible for institutional
purchases, and departments should use the University’s purchasing system or an
approved alternative method, such as a procurement card or the COOL system. The
documentation associated with each of these methods is designed to help provide
clarity in the case of most purchases made by departments. However, if there is
any doubt about whether an expense will be reimbursable, prior guidance should
be requested from the Treasurer’s Office. For a general purchasing overview,
please visit:
http://www.vpfss.txstate.edu/FinancialServices/purchasing/
Approved Buying
Methods
E-commerce
E-commerce relationships have been established with some high-volume
vendors in the most frequently used product categories (office supplies,
computers, lab supplies, and shipping) in an effort to facilitate the ordering,
invoicing, and payment processes for the departmental user, the vendor, and the
University. These transactions are executed entirely outside the SAP purchasing
system but are still conducted in a secure environment with custom-built
approval workflow to ensure fiduciary responsibility.
Purchase Orders
A properly executed requisition with appropriate approvals is
authority for the Purchasing Department to proceed with the procurement
process. Purchasing personnel will review the requisition, and generate a
purchase order. Purchase orders are the preferred method for doing business
with vendors. Purchase orders must be used for high-dollar, high-volume, or
capital purchases. However, the final
purchase, including solicitation of bids and selection of vendor, is made by
the individual department after the review by Purchasing is completed.
No Purchase
Order (NPO)
There may be occasions when an employee has made expenditures
related to the University but no purchase order was processed. In these instances, an employee may submit a
No Purchase Order (NPO) form for approval and reimbursement.
http://www.vpfss.txstate.edu/treasurer/Payment_Request.htm
Procurement
Cards
Procurement cards are issued to assist departmental employees
in carrying out their purchasing responsibilities in a way that provides both
adequate documentation and ease of use. All purchases made on University-issued
credit cards must be for allowable University expenses. No personal expenses
may be incurred on a University-issued credit card. Non-compliance will result
in the loss of procurement card access, and individuals may be held personally
liable for such charges.
Procurement cards are primarily used to purchase
low-dollar/repetitive goods or services. Procurement cards are also used in
instances when the transaction is for a one-time/exceptional purchase, the
vendor does not accept purchase orders, or credit cards are the
industry-standard payment option for the type of goods or services being
acquired.
Under no circumstances is the card to be used to buy
hazardous materials, computers, controlled items or capital equipment.
Additional information on Pcards and their allowable uses can be found at:
http://www.vpfss.txstate.edu/FinancialServices/purchasing/p_card.htm
Technology
Purchases
Computer hardware, software, and related products should be
purchased using established University acquisition programs and procedures and
not with personal credit procurement cards. Non-compliance may result in no
reimbursement.
Leases of
Residential Real Estate Property
Please refer to the section of this Guide on Physical and
Facilities Responsibilities.
Compliance with
General Liability Insurance Policies
Under a variety of circumstances, mainly instances when
outside entities come on campus to perform work, outside organizations are
required to provide evidence of commercial general liability insurance and to
name the University as an additional insured to the organization’s insurance
policy in order to be permitted to conduct business on University property. All
such arrangements require a written contract or agreement with the University.
Capital Asset
Management
Capital
Equipment
Capital equipment records are maintained by the Materials
Management Department for items that individually cost more than $5,000 and
have a useful life of one year or more. All capital equipment purchases are
handled by the Purchasing Department in compliance with
http://www.materialsmgt.txstate.edu/propertymgt.htm
Equipment
Disposal
Materials Management supports the prudent stewardship of surplus
property by reusing quality surplus items on campus prior to considering the
purchase of new items and by facilitating the sale, donation, or disposal of
equipment while ensuring that System, state and federal acquisition, funding,
and disposal regulations are met.
Items that departments no longer use must be turned over to
Materials Management so the University’s capital asset records can be updated
and the items redistributed to other departments, sold, donated, or scrapped.
No University property may be removed from the campus for
personal use, charitable donation, re-sale, or other unofficial use unless
approved by Materials Management. This includes discarded items as well as
equipment or supplies that are no longer needed for business, teaching, or
research
purposes. This restriction includes
digital and computer media such as tapes, CD’s, DVD’s, and hard disks. For
policy details, please visit:
http://www.materialsmgt.txstate.edu/surplus.htm
Documentation of
Loss, Theft, or Damage to University-Owned Property
The University’s property insurance responds to losses of all
Texas State-owned or leased buildings, their contents and equipment, and the
property of others in the University’s care, custody, or control.
Insurance reimbursement for losses of University-owned
property is made on a repair/replacement basis with property of like kind and
quality. In order for the University to consider a claim, the following
documentation must be received:
• A Public Safety/Police report or a detailed narrative of
the event giving rise to the loss.
• Proof of ownership (i.e., a copy of the original purchase
order for the property and a paid invoice).
• Evidence of replacement of and/or repairs to the affected
property.
IV.
Texas State University-San Marcos
values and supports its supervisors, who are charged with a number of duties,
central to which is carrying forward the work and mission of the University
through the people whom they supervise. The role of the supervisor carries with
it a number of responsibilities.
Role of the
Supervisor
Supervisors are expected to understand and apply, where
necessary, the appropriate federal and state laws and to know and administer
fairly the policies of the University. Supervisors must plan work schedules,
ensure that employees understand their responsibilities and how to carry them
out, recognize and reward good performance, correct inadequate performance, and
know when and how to take disciplinary action, including termination of
employment when necessary.
When planning for the needs of their department or work
section, supervisors must also try to create a work environment that is
collaborative and flexible, while at the same time setting, by example, high
standards of expectation and achievement for employees. The same standard of
excellence must apply to all, and supervisors must be ready to praise good
performers and to discipline or terminate those who cannot or will not accept
the standards that have been set.
Supervisors are expected to take advantage of University
resources that are available for improving the performance and skills of both
themselves and their employees; staff development is a continuing goal.
Employee or
Contractor
When departments require additional personnel, managers must
carefully examine how these workers should be categorized, either as employees
or as independent contractors. Because there are tax implications for the
University and the worker, managers are responsible for a basic understanding
of IRS requirements and for ensuring that individuals hired or contracted to
perform services are properly classified.
The IRS definitions of an employee and independent contractor
are:
Employee
An individual who performs services that are subject to the
will and control of an employer—both what must be done and how it must be done.
Independent
Contractor
An individual whom an employer has the right to control or
direct only with regard to the result of the work and not the means and methods
of accomplishing the result.
The IRS provides a list of 20 factors to assist in
determining if a worker is an employee or an independent contractor. For
additional information, please refer to:
http://www.txstate.edu/effective/upps/upps-04-04-08.html
The Office of
Staffing
Hiring supervisors are expected to conduct fair,
non-discriminatory, and credible searches that result in the selection of
applicants who can best meet the work requirements of the department or
operational unit. All University main campus vacant and new benefits-eligible
positions must be posted for a minimum of ten business days on the Office of
For policy details, go to:
http://www.txstate.edu/effective/upps/upps-04-04-03.html
Hiring Temporary
Staff
Temporary
staff consists of employees appointed in non-student non-regular staff
positions, or hired as task workers.
Non-student
non-regular employees are hired to work for a temporary period of time which
may not exceed 20 or more hours per week for 4 ˝ months per fiscal year.
Employees working less than 20 hours per week are not affected by the 4 ˝ month
limitation. Non-student non-regular
employees must be appointed to a title listed in the University Pay Plan and will
normally be compensated at the minimum rate for the title. Entry of hours
worked through the SAP time administration system is required to assure
payment. The overtime provisions of the
Fair Labor Standards Act (FLSA) apply to non-student non-regular employees.
Task
workers do not have an FTE appointment and are either paid a lump sum or paid
over a short period of time to accomplish a specific work task. The duties
performed by the task worker must be exempt from the overtime provisions of the
FLSA.
In either situation, a “quick hire” PCR is needed
to secure employment.
Federal
Employment Eligibility Verification (I-9)
The Immigration Reform and Control Act of 1986 (IRCA)
requires that all new employees, both regular and non-regular, to establish their
eligibility for employment in the
U.S. CITIZENS should provide
the appropriate original documents that establish proof of identity and
authorization to work to the Office of
The International Office provides immigration advising and
administrative services to non-immigrant faculty and staff and to international
students.
Leaves of
Absence
The University recognizes that the management of employee
leave presents significant challenges to supervisors in balancing the
individual employee’s needs, the workload of co-workers, and effective
workplace operations. However, supervisors are encouraged to be sensitive to
employee needs and to be as flexible as possible in the administration of leave
within University leave policy and department operational requirements.
As is the case with other areas of supervision, open and
frequent communication with employees regarding reasonable expectations and
standards in the use of leave is important. Supervisors have the responsibility
to take appropriate action if there is abuse or inappropriate use of leave
policies. The communication and review of leave policies and departmental
procedures and expectations to and with employees will enable supervisors to be
certain that employees understand their responsibilities and that leave
policies are fairly administered.
Managers are responsible for understanding the policy and
procedures related to approved paid and unpaid leaves and should contact the
Office of
http://www.txstate.edu/effective/upps/upps-04-04-30.html
Performance
Management
The Performance Management program at
• Setting clear priorities and goals for their respective
departments, in alignment with the larger University mission and goals.
• Setting clear behavioral expectations and work standards
(e.g., personal accountability, teamwork, etc.).
• Providing staff members with ongoing feedback throughout
the year.
• Working with staff members to create individual development
plans.
• Holding an annual performance appraisal discussion with all staff members whom they directly supervise. Performance appraisal discussions should focus on the employee’s performance during the previous twelve months as well as expectations for the next appraisal period.
Please note: As part of the annual appraisal
process, supervisors should review, update, and summarize the major
responsibilities of each staff member and modify his or her job description
accordingly.
http://www.txstate.edu/effective/upps/upps-04-04-20.html
Progressive
Discipline
It is the supervisor’s responsibility to act in a timely
manner and initiate a program of disciplinary steps to address problematic
behavior. Examples of situations that may require immediate action rather than
a progressive process, include, but are not limited to, fighting in the
workplace, theft, refusal to perform work, excessive absenteeism, or chronic
tardiness. If there is agreement that
termination is warranted, employment should be terminated.
Termination of employment for poor work performance or
willful misconduct is a serious matter that requires careful evaluation, and
consultation with the Office of
http://www.txstate.edu/effective/upps/upps-04-04-40.html
Compensation
Supervisors are responsible for ensuring that compensation
policies and practices are communicated and implemented in a fair and equitable
manner. Supervisors should be knowledgeable about and prepared to work within
the established guidelines of the University compensation program. This program
includes, but is not limited to, initial salary setting, annual salary adjustments,
position descriptions, and requests for reclassification.
Reward and
Recognition
Supervisors should ensure that their staff are paid within
the appropriate salary range for the work they are assigned, that they have a
clear understanding of performance expectations and how the achievement of
these expectations will be rewarded, and that they are reviewed, recognized,
and rewarded based on their performance, contribution, and achievement.
It is the responsibility of the supervisor to communicate
directly with each individual employee about salary and potential growth, as
well as generally about the policies and practices of the University
compensation program, including its overall objectives, how they will be met,
and their impact on employees.
Time Reporting
Supervisors are responsible for ensuring that accurate time
reporting records are maintained for the employees they supervise, including
regular and non-regular staff, short-term professional employees, and students,
and that federal and state laws and University compensation policies are
correctly administered and reported.
The Fair Labor Standards Act identifies two types of
employees, exempt and non-exempt.
EXEMPT employees are those
employed in a bona fide executive, administrative, or professional capacity.
Exempt employees are excluded from the requirements of the Fair Labor Standards
Act for overtime pay.
NON-EXEMPT employees must
be compensated for each hour worked, including a special rate for any overtime
hours, ordinarily defined as hours worked in excess of 40 hours in the same
defined workweek. Consultation with the compensation staff in the Office of
In accordance with state and federal wage and hour laws, time
records for time worked by all non-exempt employees, including records of
absences (non-productive work time), must be tracked by supervisors and stored
in the HR time reporting system.
Supervisors may access records in the HR system for the employees they
supervise. Questions about this system should be directed to the Office of
For further information on compensation, go to:
http://www.txstate.edu/effective/upps/upps-04-04-11.html
http://www.txstate.edu/effective/upps/upps-04-04-16.html
V. Information
Responsibilities
All information gathered
and/or maintained by Texas State University-San Marcos for the purpose of
conducting University business is considered institutional information and, as
such, every individual who uses, stores, processes, transfers, administers, and/or
maintains this information is responsible and held accountable for its
appropriate use. Such information may only be used for legitimate educational
or business purposes of the University.
Guidelines for
Use of Information Technology Resources and Internet Access
As a representative of the
If you administer a server or authorize accounts or access
for others, whether inside or outside the University community, you are
responsible for protecting the University’s property, license agreements, and
good name from damage by those to whom you grant access. You also are
responsible for ensuring that no copyrighted material (including music, film or
video, computer games, and software) is published on or distributed from that
system without permission of the copyright holder. You are responsible for
·
ensuring that each computer
account that you manage has a secure password
·
installing and maintaining
appropriate and up-to-date anti-virus and instrusion protections,
·
being aware of known
vulnerabilities,
·
ensuring that the system you
administer is not used by outsiders to relay commercial or other unsolicited
mass e-mailings (“spam”), and, in general,
·
securing the system and its services and the
data stored on it, against viruses, worms, unauthorized disclosure, or use by
outsiders for attacks on other systems inside and outside the Texas State
domain or for any illegal, hostile or abusive purposes.
For
further details, see
http://www.txstate.edu/effective/upps/upps-01-04-24.html
http://www.txstate.edu/effective/upps/upps-04-01-05.html
http://www.txstate.edu/effective/upps/upps-04-01-07.html
http://tr.txstate.edu/security/bestpract/server.html
http://tr.txstate.edu/security/bestpract/workstation.html
Passwords
To protect confidential and critical information on the
University’s systems, it is essential that the password for each system and
network account is only known by the account holder and that it cannot be
easily determined by an unauthorized individual.
Every employee must maintain the confidentiality of his or
her own passwords. Passwords should neither be shared nor written down. To ensure
that passwords cannot be easily determined, they should be at least eight
characters long and should include a mix of upper- and lower-case alphabetic,
numeric, and special characters. You should avoid using names or words that can
be found in any dictionary as your password since many programs exist that can
be used to uncover such passwords.
As a manager, you are responsible for de-activating access
for all terminated staff. For more detailed information regarding personal
security responsibilities in the selection of passwords see:
http://catsweb.txstate.edu/catsweb/gp/GPWBIQSEC_HELP.HTM.
Securing Privacy
Information must be protected in a manner that appropriately safeguards
its confidentiality and integrity, wherever the information resides, whether on
computers, data and voice networks, electronic or optical media, paper
documents, microfilm, microfiche, and even in the context of conversations.
Because
As such, each individual who has access to the University’s
information must be aware of its confidentiality and integrity requirements
before sharing such information. These requirements may be obtained from senior
managers or through an assigned contact in the department that is primarily
responsible for the information.
. See UPPS 01.04.??,
Appropriate Release of Information, for more guidance in the release of
information.
Instructional
Use of Copyrighted Materials
The staff will follow University policy and
http://www.txstate.edu/effective/upps/UPPS-01-04-24.HTML;4
http://www.txstate.edu/effective/upps/UPPS-01-04-23.HTML;3
http://www.txstate.edu/effective/upps/UPPS-01-04-22.HTML;3
http://www.txstate.edu/effective/upps/UPPS-01-04-21.HTML;3
Use of
University Trademarks and Licenses
The University has established procedures for licensing
certain manufacturers to produce a variety of
For policy details, go to:
http://www.txstate.edu/effective/upps/UPPS-01-04-11.HTML;8
http://www.txstate.edu/effective/upps/UPPS-01-04-10.HTML;8
Records
Retention (Paper and Electronic)
The University must comply with state and federal regulations
regarding records retention. For
questions, contact the Alkek Library Archives.
External
Communications
News Services in the University Advancement Division manages
the University’s interactions manages the University’s
interactions with on-line, print, and broadcast media, as well as documentary
film crews. Their primary role is to promote the University’s mission and its
scholarly and intellectual life and to assist journalists who seek information
about the University.
Most media requests for information about
http://www.txstate.edu/effective/upps/UPPS-06-05-02.HTML;4
Supervisors are expected to
advance and sustain an environment of equity, diversity, and inclusiveness for
all members of the University community by ensuring equal access to employment
opportunities and by regulating commonly accepted standards of conduct.
Managers should be aware of and facilitate
Non-discrimination
In compliance with Title VII of the Civil Rights Act of 1964, Title IX of the Higher Education Amendments of 1972, Section 504 of the Rehabilitation Act of 1973, and other federal, state, and local laws, Texas State University-San Marcos does not discriminate on the basis of age, race, color, sex, sexual orientation, religion, national or ethnic origin, disability, or status as a disabled or Vietnam-era veteran in any phase of its employment process, in any phase of its admission or financial aid programs, or in any other aspects of its educational programs and activities. The Office of Equity and Access has been designated by the University to coordinate its efforts to comply with Title IX, Section