Administrative Managercasbo.web.unc.edu/files/2017/09/Reference-guide-5-1.pdf · 2017-09-14 · the...
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Administrative Manager Orientation & Reference Guide Rev 7/20/2017
Transcript of Administrative Managercasbo.web.unc.edu/files/2017/09/Reference-guide-5-1.pdf · 2017-09-14 · the...
Administrative Manager
Orientation & Reference Guide
Rev 7/20/2017
The Business Operations Team would like to extend you a warm welcome to the College of Arts & Sciences.
We have assembled this Orientation Guide to assist you in learning the functions and responsibilities of your new position and act as a reference
manual.
We are here to assist you and answer your questions, please don’t hesitate to contact us.
Your Budget Analysts
Sabrina Flowers Whitney Hilliard Kristen BeattieKristen Rogister
919-962-6731 919-843-5789 919-962-6221919-843-5797
[email protected] [email protected]
Karl Pfister
Your HR Consultants
919-962-6211 [email protected]
Adrienne Jeffries 919-445-0197 [email protected]
Welcome New Manager,
We are excited that you have joined our team in the College of Arts & Sciences here at the University of North Carolina at Chapel Hill. In the days to come you will have rich new experiences that we hope will further endear you to the campus and the community. We welcome you to a place where opportunities for success abound. Hopefully, this guide will increase your chances for success and strengthen your knowledge. It is designed to take you through the basics of life as a manager here as well as leading you to campus resources. As always, we are here to provide you with the support you need to meet your accomplishments. Thank you for joining our team. Again, we say welcome.
CAS Business Center Leadership
You are cordially invited to attend monthly Manager’s Meetings.
INVITATION
These meetings are held on the 2nd Wednesday of each month from 10:30 a.m. – 12:00 p.m. in Toy Lounge on the 4th floor of Dey Hall. Representatives from the Dean’s Office in the College of Arts and Sciences and speakers outside of the College provide College updates and information on a variety of topics. In the months of August, December and April, the meeting content is specifically for student services staff. Managers are encouraged to attend and email reminders are sent monthly. Agendas are sent to department/unit managers one week before the meeting.
UNC Acronyms & Terms Checklist for New Managers 1
Chair’s Manual 2
User Access Forms 3
New Manager Resources 4
Operations 5
Joining the Listservs 8
Human Resources
HR Training & Systems 14
School/Division HR Offices 18
I-9 Policy 21
Recruitment Roles and Responsibilities 23
Career Banding 25
Employee Management Relations 40
The Ombuds Office 41
Finance
Policy: Fund types 43
UNC Chartfield Structure 47
How-to-Guides 51
Business Expenses 52
Academic calendar 53
Payroll Schedules 55
Academic Services 61
CAS Finance Reference Sheets IV
UNC ACRONYMS AND TERMS
PID
The Person ID Number (PID) is an identification number assigned to all persons with a university relationship, as de-
fined by an official university department. This number is designed to give all persons a universal number (PID or
Person ID) that is unique to the University of North Carolina at Chapel Hill. The number is nine-digits long and re-
places all existing card numbers previously used on campus. The PID is the primary record keeping key for all de-
partments within the university and must be used for all communication.
Learn More: http://pid.unc.edu
Onyen
The Onyen is the name for UNC's campus-wide identifier that you can use to gain access to various electronic re-
sources on campus. Although it is a word, you can think of it as an acronym for the "only name you'll ever need." The
distinctive name is intended to prevent confusing it with the myriad other user ids that exist across campus.
Learn More: http://onyen.unc.edu
OneCard
The UNC One Card is a multipurpose identification and on-line accounts card. You can use it for anything on cam-
pus from Chick-Fil-A ® to Parking Tickets. It is the official ID card for students, faculty, & staff of The University of
North Carolina at Chapel Hill. Your One Card provides access to certain facilities & events, and also serves as your
UNC Library card.
Learn More: http://onecard.unc.edu
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Chair’s Manual
PLEASE REVIEW THE CHAIR'S MANUAL IN THE FIRST WEEK OF EMPLOYMENT
The College of Arts & Sciences Chair’s Manual provides guidance to department chairs regarding policies, procedures and guidelines that are critical to the Chair’s office. This guide contains a wealth of information about College and university policies, procedures and deadlines. Administrative Managers must familiarize themselves with this document in order to better assist the chair, and in some cases themselves, with departmental administration. The Chair’s Manual can be found on the intranet under Resources. It is a password protected document. You will need your Onyen and password for login.
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User Access Forms
TIM Administrator Access Request Form•
• Purchasing card application
•
Infoporte Access Request Form
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User access forms are available on the web at the following location:
https://ccinfo.unc.edu/start-here/access/useful-links-for-access/
• RAMSeS application and/or Backbone Form
•
HR System Access Form•
•
Finance System Access Form
Student System Access Form
Forms found through the Finance Website:
finance.unc.edu
Current Department/School/Unit Name:
____________________________
Have you had ConnectCarolina access before?If Yes, what department:_________________No, I’m new to UNC-Chapel Hill
Apply Service IndicatorRelease Service Indicator
Specify/Describe Service Indicator/Hold:_________________________________
View Basic Student Records
View Class Roster
View Degrees/Honors
View Enrollment Appointment
View Enrollment Request Search
View Instructor Schedule
View Student Career
View Student Contact Info
View Student Grades/Course History
View Enrollment Summary
View Student Class Schedule
View Student Program/Plan
View Transfer Credit Evaluation
View Student Term Activate
View Student Contact Info
View Student Residency Status
View Graduation Tracking
* = Training Is Required** = Additional approval required once submitted. Please provide details of need for this access
Undergraduate
ConnectCarolina Student Records AccessEmployee Information:
Name: Phone / email:
PID #: ONYEN:
Home Dept. #: Home Dept. Name:
Manager Name: Manager Phone:
Manager Title: Manager email:
CAREERS (Department):
Process Transcript Request (internal transcripts
only)
* Enroll Students* Block Enroll Students* Residency Classifier* Update Student Program/Plan* Department Scheduler* Tar Heel Tracker* ** Graduation Coordinator
* CRAS – Department Approver* CRAS – Department Submitter* CRAS – Sponsor Appro ver
Update Student AddressUpdate Student EthnicityUpdate Student Phone
Academic Advising StaffAcademic AdvisingView Advisor NotesUpdate Advisor Notes
Faculty
Graduate Law Med Dent Pharm
Add/ Remove Add/ Remove
* SEVIS Basic User***** SEVIS I-20*** SEVIS Advanced*** SEVIS Setup*** PID Management Users
**View Citizenship**Update Academic Standing**View Student Visa
ConnectCarolina Student Records Access
Other/Additional Details:
* = Training Is Required** = Additional approval required once submitted. Please provide details of need for this access
Other (Please provide any helpful details of your access needs):
Authorization signifies that employee has a business need for the requested access.
Dean/Department Head/
HR Officer Name:Title:
Signature: Date:
For Access Request Coordinator Use Only:
Entered by: Date Entered:
Add/ Remove / Add Remove
New Manager Resources
The Arts & Sciences Dean’s Office offers a new manager orientation and Manager Mentoring Program to assist new
managers with acclimating to this critical role.
New Manager Orientation
The goal of the College of Arts & Sciences new manager orientation is to provide a welcome to the CAS and an
overview of key CAS and university policies, procedures and systems. The orientation familiarizes employees with
the College’s values and organizational structure. The HR Staff Development Specialist will contact you to schedule
your HR Orientation meeting.
Interim Manager Support
Interim Managers are administrative professionals, expereinced in the business processes in the CAS, who
provide support when a department has no administrative manager. They are assigned on a part-time basis and are staffed one to three days per week. An Interim Manager's assignment is set for a mutually agreed upon amount of time. The need for an Interim Manager is estabalished by the department chair in conjuction with the CAS Business Operations staff. It is based largely on departmental need and the number of
departments receiving support.
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Operations
The following roles and applications are applicable for some managers. Please follow the associated links to gain more information.
Parking Coordinator access – The parking coordinator disseminates information generated by the Department of Public Safety. HE/she distributes parking passes each year and maintains the department waiting list. As the new parking coordinator you should reach out to the UNC Parking Services Manager at 919-962-7144 or email the Manager.
Parking Coordinator List Parking Coordinator Login Parking Coordinator Letter
Facilities management – Each department/building has a Facilities Manager. He/she ensures that there is repair and maintenance work on the building/departmental site. There are invoices that are sent via email each month for work completed. These invoices can be accessed at Facilities Services.
SPOTS – the space planning and occupancy system provides detailed information about the physical location and space usage in the department site(s). It can be accessed at SPOTS 3.0. There is a user manual at SPOTS tracking.
The UNC One Card Office offers several different types of online secure door access using CS Gold. Our door access readers make it possible for departments to manage their own access and only allow designated people to use those readers after hours and weekends. We can also put schedules on doors so they automatically unlock and lock down each day. To get access to this system, please contact the One Card Office at 919-962-8024.
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ITS Communications Technologies Service Requisitions – Any time there is a need for telecom services, a service requisition must be submitted. This could include disconnecting a telephone line, establishing a telephone line, or setting up additional networking. You may submit a service requisition using this form.
University Mail Services – Campus mail is managed as a division of Facilities. You may access University Mail Services at this link to set up campus boxes, forwarding, mail supplies, and postage requests.
Surplus – Surplus services is part of the Finance Division. All surplus materials, regardless of condition, must be submitted to Surplus for pick-up and sales at their warehouse. To access the Surplus system you may do so through Procurement Services.
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Joining the Listservs
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CAS - New Employee Checklist
Welcome to the (Department) at the University of North Carolina at Chapel Hill. Here is a
step-by- step checklist to assist you during your first months of employment.
BEFORE YOUR FIRST DAY
Parking
Employees at UNC who wish to park on campus must obtain a permit and pay a
fee. The cost of parking is payroll deducted. To review parking options and costs,
visit the UNC Parking website.
On your first day of work, please consult (NAME) in your department for instructions
pertaining to your parking permit.
Employment Forms
• Locate/obtain documents you will need to complete your Employment
Eligibility Verification (I-9). You must bring these documents with you on your
first day of work. You will also need a voided check from your bank on your
first day of work. If you do not have one, you should go to your bank and obtain
a routing document with your bank account information. Your I-9/E-verification
will take place at (Location).
• If your position will be an EHRA Non Faculty position, you were emailed
two forms, the Ap2 and the Ap2A. These forms should be completed, signed,
and sent back to the ( Office) office as soon as possible.
Paychecks
The Payroll website contains calendars with pay dates. Please contact (Name)
if you have any questions about the date you will be paid.
Benefits
• If you would like to read about UNC benefits, visit the Benefits Office website.
This information will also be covered in your required orientation at the Friday
Center.
• If you enroll in health insurance, it will become effective on the first day of the
month following your employment. (For example, if you begin work on 1/1, your
health insurance will begin 2/1.)
YOUR FIRST DAY OF WORK
Where to report
• SHRA employees report to the Friday Center at 8:OO am for a required
orientation. You will receive information about orientation via email from the
Office of Human Resources after acceptance of the position. After completing
orientation, you may take a lunch and report to (Name) in the (Building)
Building. (Name) will assist you with locating your work area after a brief
orientation/welcome.
• EHRA Non-Faculty employee orientations are held bi-weekly so you will attend
orientation on your start date or the following Monday after your start date.
Employment Forms
• On your first day of work you will complete employment paperwork. SHRA
employees will complete this paperwork at their morning orientation, while
EHRA Non Faculty employees will complete the documents in the
Office. On your first day of work, please bring documents for your I-9 (see
above) and a voided check or bank routing form on your first day of work.
Employees will also be completing/submitting income tax withholding forms,
NC-4 and the W-4 form.
UNC OneCard
• If you do not have a UNC ID card, which we call a UNC OneCard, you will need
to obtain one on your first day. The OneCard is used as a swipe card for parking
access, after-hours building access, library access, and other employee benefits.
You may also set your card up for payroll deduction with Carolina
Dining. This allows employees to purchase items at local campus cafes and
other dining facilities and have the expense deducted from your paycheck.
• The OneCard office is located on main campus, under UNC Student
Stores.
Facilities
If a tour of (Building) is not provided to you, let (Name) know, and we will arrange one.
(Name) handles repairs, moving furniture, and telephones.
They have been alerted to your arrival and will provide (items for new employees).
IT/Computing
• OASIS IT has been alerted to your arrival. Information about your computer
should be on your desk on your first day of work.
Appropriate Dress
• The (Department) department is a professional environment and attire should be
neat and professional. Please check with your supervisor about the dress code
for your role.
Managing your Information
• UNC's directory allows others at UNC to find you. The Benefits Office also
needs this information for your benefits enrollment. Click here and use your
Onyen and Onyen password to log on to ConnectCarolina. Choose "self-
service" and then "update personal information" to make any corrections.
Please note that you can make your home address and phone number public
or private. You may also access your paystub, training opportunities, and your
W-2 through this link.
Recording Time and Leave
UNC uses an electronic time and information system, called TIM. The office is available to
help you access TIM, how to r ecord time worked, and understand when you need to enter
hours/leave. You may also email any questions regarding your leave or time to (Name).
• SHRA Employees: SHRA Non-Exempt employees use TIM to record work hours
each day and to record leave. SHRA Exempt employees use TIM to record leave
hours every 2 weeks. SHRA employees review and approve their time card
every 2 weeks.
• EHRA Non-Faculty Employees use TIM to record and approve leave by the
20th of each month.
• How to request/take leave: Employees who are sick and unable to come to work
should notify their supervisor by email or phone on or before the beginning of the
work day. Vacation requests must be approved by a supervisor ahead of time.
EHRA Non faculty employees should email their supervisor for approval prior to
taking leave. Your supervisor will receive a periodic report listing any leave taken,
as well as your leave balances. SHRA Non Exempt leave is approved by the
supervisor in the electronic time card.
Learning about (the Department Name)
• The CAS intranet contains answers to many of your questions about the College
of Arts & Sciences. The intranet contains an organizational chart with photos.
This is a helpful resource as you learn names and faces in the Department. The
intranet is accessed at: http://collegeintranet.web.unc.edu/.
• To obtain someone's room location, phone or email address, start an email in
outlook, search for the person's name, and right click to open the person's
contact card. This is information reflects the information entered in the UNC
directory.
YOUR FIRST MONTH OF WORK
Enroll in Health Insurance/NC Flex Benefits
• Remember to enroll in health insurance and any voluntary NC Flex benefits
within 30 calendar days of your hire.
Complete Online Safety Training
• As a new employee, you are required to take 2 online safety trainings within
your first 30 days. The first training is the Office Orientation, and the second is
the Hazcom 2012 Global Harmonization System training on chemicals, which is
required for all employees.
• Supervisors: Complete Online Trainings
If you will be supervising employees, you must complete two on-line trainings.
Preventing Employment Discrimination and Preventing Sexual Harassment.
• Employees working with Student records- FERPA Training
Any employee working with student records must take the online FERPA
training through the UNG Registrar's Office. Check with your supervisor if you
are not sure whether the training is required for you.
YOUR SECOND MONTH OF WORK
Enroll in a Retirement Plan
• If you are eligible for a retirement plan, you must select a plan within 60
calendar days of your hire. If you choose the Optional Retirement Plan, you
must complete the selection form AND enroll with the vendor.
Learn about Public Records Laws
• Many documents at UNC, including emails, are available to the public upon
request. While these requests are uncommon, you should be aware that your
email could be requested publically. Private emails may not be used to conduct
university business. Please notify your supervisor immediately if you receive a
public information request. We will help you notify the offices that will review
the request and issue a response on your behalf. The North Carolina Attorney
General has prepared a document explaining public records.
YOUR THIRD MONTH OF WORK AND BEYOND
Employees in the TSERS retirement System: Enter the beneficiaries for your retirement
benefits
• You must be employed 90 days to enter your retirement beneficiaries at
myncretirement.com
• If you have questions about your benefits, please contact
and he/she will help you get your questions answered or tell you who to
contact.
• UNC's Office of Human Resources offers work-life resources for childcare,
eldercare, and information on discounts for employees. (Ask your cell phone
provider if they offer a discount to UNC employees- many cell phone providers
offer this benefit but do not advertise it).
Supervisors: Sign up for required EEO training
Within 1 year of your hire, supervisors are required by state law to complete a
training (1.5 days) from the Equal Employment Opportunity Institute (EEOI). If you
previously held such a position in another state agency, you are exempt from this
requirement. The dates of the training are limited, and training fills up quickly.
Trainings are offered through the NC Learning system, and are typically published
1-2 times per year. If no dates are available you will need to mark your calendar
and check back about future dates.
Develop your skills and manage your career
• If you have not received a copy of your job description and would like one,
please contact the Kenan- Flagler HR office and we will provide you with a copy.
• SHRA employees will review their work plan with their supervisor within the
first 30 days of employment.
• UNC's Office of Human Resources offers many training that are free to
employees. To review the training catalog and sign up for training, visit
hr.unc.edu.
• Lynda.com is a free resource that provides free tutorials on a variety of
subjects.
• Read the Chronicle of Higher Education free, online through UNC's subscription.
• Learn how you can take 3 courses free of charge at any UNC campus per year
by.
• Take advantage of internal trainings and workshops for staff. Watch for emails
throughout the year.
When you need extra support
• Sometimes employees need extra support or resources. UNC's Employee
Assistance Program provides free assistance to you and your dependents.
• The Equal Opportunity/ADA Office is available to assist employees who need
accommodations for disabilities that meet the definition of the Americans with
Disabilities Act.
• The University Ombuds Office is a safe, confidential office where you can
discuss any work issue.
Hir
ing
De
pa
rtm
en
t
Submit resignation letter to HR Specialist through Infoporte
Contact OASIS to clean the computer
Conduct exit interview
Collect departmental &/or campus property (i.e. keys, laptop,parking pass, P-card, etc.)
For those employees leaving the University, please direct them to the following:
https://hr.unc.edu/files/2012/11/2015-leaving-the-university-new-design.pdf Complete REVOKE access forms & submit in Infoporte (HR form needs to be signed by the employee)
Request Interim Manager Services
De
an
’s O
ffic
e
Bu
sin
ess
C
en
ter
Submit REVOKE access forms to the security teams
REVOKE CAT/Chron access
Assign the Interim Manager (if needed)
HUMAN RESOURCES
I
HR TRAINING & SYSTEMS
While most of your training will occur on the job, university Training and Talent Development offers specific courses
in HR policy, procedures and guidelines.
You can view the course catalog and register for training at http://www.connectcarolina.unc.edu.
Access forms for the human resources and payroll systems can be found in Infoporte at Tools>Data Dictionary>General Info. Each of the forms for Connect Carolina is available for download. You will need your PID and onyen handy to complete the required forms.
Please contact the Dean’s Office for sample access forms or to answer any questions about completing the required
user access forms.
Managers whose simple and complex transactions are being handled by the Business Center will not need access to
this system. Managers that will process simple transactions will require access.
PeopleAdmin: The recruitment system used for job postings for all employee types.
The University is using Oracle’s PeopleSoft to replace its administrative systems. A separate tool, PeopleAdmin, has been implemented for Recruiting. The ConnectCarolina HR/Payroll project is a collaborative effort involving IT and HR/Payroll staff from central offices as well as representatives from schools and units across campus.
Some important things to know about ConnectCarolina
The Benefits of a Single, Integrated SystemThe PeopleSoft modules fit together like pieces of a puzzle to make one comprehensive system. The student applications lock in to the HR modules which in turn lock in to the Finance applications. With reporting, information is consistent and easier to access across the Student, HR, Finance, and Payroll applications. In addition, new reporting tools will make it easier for schools and departments to build custom reports, without having to request reports from ITS or the central offices.
Less Error Checking During the Process, More Pre- and Post-Audit ProcessesIn our homegrown HR and Finance systems, each transaction has our custom error checks built in to it. PeopleSoft operates under a philosophy of fewer error checks while a transaction is being entered, balanced by more auditing reports. When you’re making the switch to PeopleSoft, you will have lots of training and written step-by-step procedures to help you make the right choices and enter information correctly.
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Common Authorization Tool
Common Authorization Tool (CAT) is a tool to manage persons’ authorities for various College applications. CAT can
be accessed via the intranet under CAS Reporting Systems and Calendars. Managers are expected to manage ac-
cess to systems using the Common Authorization Tool for faculty and staff in their department(s).
A user manual for CAT can be found by logging in with your onyen and password at: https://cat.oasis.unc.edu and
clicking on the help button. The help document lists the College applications with a description of each and explains
user roles in the system.
College Systems and Listservs
Administrative Managers are assigned a bundle of access using the Common Authorization Tool. This bundle in-
cludes access to the listservs administered by the Dean’s Office and systems access, such as Staffing Workload,
Arts & Sciences Reporting, etc.
If managers are not receiving listserv messages or experience difficulty with accessing College systems, please
con-tact the Staff Development Specialist.
College Listservs
Below is a list of listservs managed by the Dean’s Office. If you feel that you have missed any listserv messages,
please contact Yulia Strizheus for instructions on accessing the archives.
Deans, Directors,
Dept Chairs (by dept
type)
CAS Department &Curriculum Chairs (excludes Programs)
CAS Curriculum Chairs
CAS Department Chairs
CAS Program Directors
All DDD
Deans, Directors,
Dept Chairs (by Di-
vision)
CAS Fine Arts & Humanities Deans, Directors, Dept
Chairs
CAS Natural Science Deans, Directors, Dept Chairs
CAS Social Science Deans, Directors, Dept Chairs
CAS Global Program Deans, Directors, Dept Chairs
CAS Undergraduate Ed Deans/Directors
Managers
(by dept type)
CAS Department & Curriculum Managers (excludes Pro-
grams) CAS Curriculum Managers
CAS Department Managers
CAS Program Managers
All Managers
Managers
(by Division)
CAS Fine Arts & Humanities Managers
CAS Natural Science Managers
CAS Social Science Managers
CAS Global Program Managers
CAS Undergraduate Ed Managers
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Preface all listserv communication with the following:
Sending to one list:
“This message is being sent to all _______ in the College of Arts & Sciences”. Copy included for managers: “This
message is being sent to all ________ and copied to the managers in the College of Arts & Sciences”.
Helpful Web Links
Here is a list of helpful links to on-campus resources. These are pages that you will probably want to bookmark for
future use. A number of them are log-in screens that you will use once your access forms are turned in.
General
College of Arts & Sciences Homepage
http://college.unc.edu/
CAS Intranet Login
https://collegeintranet.web.unc.edu
Infoporte Login
https://infoporte.unc.edu/home/welcome.php
UNC IT Help
http://help.unc.edu/index.htm
OASIS
http://oasis.unc.edu/
Parking
http://www.dps.unc.edu/Parking/employee/employee.cfm
Connect Carolina (PeopleSoft Transition)
http://ccinfo.unc.edu/
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Human Resources
Academic Personnel Office
http://academicpersonnel.unc.edu/faculty-policies-procedures/index.htm
Office of Human Resources
http://hr.unc.edu
Equal Opportunity/ADA Office
http://equalopportunity-ada.unc.edu/index.htm
HR Central
https://itsapps.unc.edu/hrweb/
HR Form Finder
http://hr.unc.edu/form-finder/index.htm
PeopleAdmin User Guide
https://hrisguide.unc.edu/uncpa-help/
HR Policies, Procedures and Systems
http://hr.unc.edu/policies-procedures-guidelines/index.htm
HR Connect
http://hrconnect.unc.edu/
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School/Division HR Offices
Employees who need HR assistance should start by contacting their school or division’s HR
office or designated HR Officer as noted below.
Admissions
Allison Legge 919-843-6155
Advancement
Lisa Waldeck 919-962-0015
Athletics
Joyce Dalgleish 919-962-7850
College of Arts and Sciences
Lachonya Williams 919-843-9201
Finance & Administration Main HR Office: 919-962-3795
Bill Stockard 919-962-7245
Graduate School
Beverly Wyrick 919-962-6318
ITS
Lisa Lipscomb 919-445-9399
University Libraries Main HR Office: 919-962-8027
Sonya Harris (interim) 919-962-8027
Provost’s Office – Academic Personnel Main HR Office: 919-962-1091
Dwayne Pinkney (interim) 919-962-1091
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Provost’s Office – UBC
Tabitha Massey 919-962-1335
Research & Centers
JoAnn Gustafson 919-962-1319
Kenan-Flagler School of Business
Lynne Brody 919-962-7913
School of Dentistry Main HR Office: 919-537-3358
Derek Hoar 919-537-3354
School of Education
Sharon Glasgow 919-843-4565
School of Government
Maura Murphy 919-962-2771
School of Information & Library Science
Tammy Cox 919-962-8365
School of Journalism and Mass Communication
Debra McLaughlin 919-962-2519
School of Law
Nadera Salaam 919-962-8509
School of Medicine Main HR Office: 919-962-6556
Harvey Lineberry 919-962-6559
School of Nursing
Joseph DiConcilio 919-843-4749
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Eshelman School of Pharmacy
Taylor Libby 919-966-9886
Gillings School of Global Public Health
Steve Regan 919-966-7428
School of Social Work
Carolyn Adams 919-962-6459
Student Affairs
Shanna Fleenor 919-966-6611
UNC Global
Narvis Green 919-962-5373
Office of University Counsel
Kathryn Meyers 919-843-1636
Workforce Strategy, Equity and Engagement
Cheryl Gerringer 919-962-3554
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Form I-9 Information for Departments
All U.S. employers are responsible for completion and retention of Form I-9 for each individual hired for employment in the United States, including citizens and noncitizens. The employer must verify the employment eligibility and identity documents presented by the employee and record the document information on the Federal Form I-9.
In compliance with North Carolina law, all State of North Carolina agencies and universities, including UNC-Chapel Hill, are required to participate in the E-Verify program, which became effective Jan. 1, 2007. The University verifies each new employee’s employment eligibility using the U.S. Department of Homeland Security’s E-Verify program immediately upon start of work. An individual’s employment will be terminated if he/she fails to comply with the employment verification requirements, or if it is determined that he/she is not authorized to work in the United States, or if a non-immigrant alien’s temporary work authorization expires.
I-9 Specialists in the Office of Human Resources (OHR) are responsible for auditing Forms I-9, processing employment eligibility verifications for all campus hires, completing Form I-9s for SPA permanent staff and assisting campus departments with questions related to the Form I-9 and E-Verify processes.
Department I-9 preparers (usually HR Representatives) are primarily responsible for completing Form I-9s for EPA faculty/non-faculty and EPA/SPA direct-hire temporary staff, submitting Form I-9 information via the University’s electronic Form I-9 system (LawLogix) and complying with federally mandated deadlines and regulations, as well as conducting periodic self-audits.
Effective February 5, 2015, all campus I-9 preparers must complete Form I-9 training before they may begin preparing Forms I-9. To become an authorized campus I-9 preparer, the individual must compete the following computer-based (CBT) and in-person training class requirements:
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• I-9 Policy Training (CBT)• I-9 Procedure Training (CBT)• E-Verify Training (CBT)• LawLogix System Training (in-person)
In order to gain access to the University’s computer-based training system, Sakai, the proposed I-9 preparer (or HR Officer) must contact the OHR/I-9 unit by calling the I-9 hotline at (919) 962-0985 or emailing [email protected]. Individuals must register for the LawLogix System Training class through SelfService in ConnectCarolina.
Once all training requirements are completed, the I-9 preparer must submit an HR Systems Access Request form to his or her school’s or division’s Access Request Coordinator (ARC). Once training completion has been confirmed and systems access is approved, the ARC will be able to grant LawLogix access to the I-9 preparer.
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Recruitment Roles and Responsibilities
Department/Administrative Manager
Business Operations HR Specialist
Dean’s Office HR Consultant
New Recruitment Works with the hiring supervisor to draft position posting and develop recruitment plan. Submits draft posting and request form through Infoporte. (May post in external advertising sources).
Works with the Admin Manager to ensure the posting has appropriate language/required info per OHR/EEO guidelines. Submits posting in PeopleAdmin.
Reviews posting in PeopleAdmin. Obtains appropriate SAD approval (or verifies position authorization). Approves posting for EEO review.
Interim Selection Reviews applicant pool with hiring supervisor/committee chair. Selects candidates for interview. Notifies HR Specialist of candidates selected for interview.
Ensures that the requisite number of applicants have been selected for interviews. Submits interim selection document in PeopleAdmin.
Reviews candidates selected for interview. Approves interim selection for EEO review.
Interviewing Coordinate and schedule candidate interviews. Make travel arrangements, if applicable.
Final Selection - SHRA Works with the hiring supervisor to select the final candidate. Enters non-selection codes for other candidates. Coordinates completion of background check with candidate. Routes final selection document to the HR Specialist.
Reviews the hiring proposal for appropriate justification and completeness. Submits the selection and hiring proposal in PeopleAdmin.
Reviews the selection and hiring proposal to ensure compliance with CAS and university guidelines. Approves the selection and hiring proposal for OHR review.
Final Selection - EHRA Non- Faculty
Works with the hiring supervisor to select the final candidate. Enters non-selection codes for other candidates. Coordinates completion of background check with candidate. Routes final selection document to the HR Specialist.
Reviews the hiring proposal for appropriate justification and completeness. Submits the selection and hiring proposal in PeopleAdmin.
Reviews the selection and hiring proposal to ensure compliance with CAS and university guidelines. Approves the selection and hiring proposal for EEO review.
Final Selection - Fixed Term Faculty(non-tenure track)
Works with the hiring supervisor to select the final candidate. Enters non-selection codes for other candidates. Coordinates completion of background check with candidate. Routes final selection document to the HR Specialist.
Reviews the hiring proposal for appropriate justification and completeness. Submits the selection and hiring proposal in PeopleAdmin.
Reviews the selection and hiring proposal to ensure compliance with CAS and university guidelines. Approves the selection and hiring proposal for EEO review.
Final Selection – Tenured or Tenure track Faculty
Works with the hiring supervisor to select the final candidate. Enters non-selection codes for other candidates. Coordinates completion of background check with candidate. Routes final selection document to the HR Specialist. (May assist chair with draft offer letter.)
Reviews the hiring proposal for appropriate justification and completeness. Submits the selection and hiring proposal in PeopleAdmin.
Reviews the selection and hiring proposal to ensure compliance with CAS and university guidelines. Approves the selection and hiring proposal for EEO review.
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College of Arts & Sciences Department Chair - FY14-15
HR Quick Reference Guide – SHRA Employees
Hiring and Probation Posting/Recruitment
o Minimum of 5 business dayso At least three candidates for
interviewso Dean’s Office participation for
department managers
Hiringo 95 – 100 % market rate for
positions 95% SPA Salary Pool Up to 100% using
department funds forthe difference
o GA Salary restrictions for over10% increases
Probationo 12 month probationary periodo Probationary employees must
have quarterly performancediscussions
Employee Management Performance Management
o Work Plan Due within 30 days of
hire or annually by July31
o Performance Review Due annually by May 31
o Disciplinary Actions 3-step disciplinary
process Mediation or coaching
Time Managemento Work Schedules
Monday thru Fridayduring normal businessoperations
o Timecards Electronic timecards in
TIM Approval required bi-
weekly
Have Questions? Dean’s Office HR Contacts
Lachonya Williams, Assistant Dean for Human Resources - 919.843.9201, [email protected] Ashante Diallo, Associate Director of Human Resources - 919.843.9689, [email protected] Karl Pfister, HR Consultant – Social Sciences, Fine Arts & Humanities - 919.962.6211, [email protected]
Helpful Links:
Office of Human Resources site http://hr.unc.edu College Intranet http://collegeintranet.web.unc.edu/
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The University of North Carolina at Chapel Hill Career Banding Compensation Administration Plan
What is Career Banding? .......................................................................................2
Overview of the Career Banding Framework ......................................................2
Career Banding Pay Philosophy ............................................................................3
Career Banding Pay System Provisions ................................................................4
Types of Career Banding Actions ...........................................................................6
Summary of Documentation Requirements for Career Banding Actions .........9
Management Responsibilities ................................................................................10
HR Facilitator Responsibilities ..............................................................................10
Employee Responsibilities ......................................................................................10
Office of Human Resources Responsibilities ........................................................11
System Monitoring and Self-Assessment ..............................................................12
Career Banding Dispute Resolution Process ........................................................12
12/18/1425
What is Career Banding?
Career banding is a compensation management and position classification system that was first introduced by North Carolina’s Office of State Human Resources (OSHR) in 2004 on a pilot basis. Career banding reduces the number of classification titles, but increases the size of salary ranges.
A major goal of career banding is the increased ability to recruit, retain and develop a qualified, motivated, and diverse workforce. It does this by allowing compensation to be aligned with labor market pay rates relative to competencies (i.e., the knowledge, skills, and abilities) required in the position and demonstrated by the employee on the job. Career banding allows for quicker reaction to labor market fluctuations. The career banding system delegates compensation decisions to managers and holds them accountable for those decisions. Such localized management decreases turn-around time for compensation decision-making and improves reaction time in retention situations.
Career banding also streamlines position classification by reducing the number of job titles. In addition, the overall design of the career banded structure focuses on defining and establishing career paths for employees. This assists employees who want to enhance their careers in State government while encouraging employees to develop the skills necessary for the University to succeed.
In the career banding system, mechanisms have been established to help managers and employees understand how to advance salaries within a band. The career banding system recognizes that competitive pay levels encourage excellent performance. The system accomplishes this by aligning compensation with market pay related to the level of competencies required in a position and demonstrated by the employee in the position. Competencies must be demonstrated on the job, measured according to standards set by the organization and required of the job based on the organization’s needs.
It is important that each manager understands the difference between performance and competencies and is able to explain the difference to employees. A competency assessment documents that the employee has demonstrated that s/he has the knowledge, skills and abilities needed to do the work. It is based on the specific competencies required to do the work. A performance evaluation measures the achievement of individual goals set annually by the manager. Each employee has measureable goals and performance targets. The performance evaluation documents whether or not the assigned work was completed and if the goals were met. A performance management process is linked to strategic goals and objectives of the University and focuses on the measurement of results.
Remember: A competency assessment documents the employee’s possession and demonstration of a competency. Performance evaluation documents the results of the employee using these competencies.
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Overview of the Career Banding Framework
Job families are major groupings of jobs that represent general fields of work where career paths are identified and career planning is emphasized. OSHR has established ten job families:
Administrative andManagerial
Institutional Services
Engineering andArchitecture
Law Enforcement and Public Safety
Health and Human Services Medical and Health
Information and Education Environment, Natural Resources &Scientific
Information Technology Operations and Skilled Trades
Each job family is further categorized into branches, which in turn contain roles. Roles represent the various classifications that have been banded together due to similarities in position attributes, nature and scope of the work, and competencies required to meet business needs.
Example 1 Example 2 Example 3 Example 4
Example 5 Example 6
Job Family
Environment, Natural
Resources and Scientific
Environment, Natural Resources
and Scientific
Admin and Managerial
IT IT LE/Public Safety
Branch Research Research Social/Clinical Research
Systems Support Public Safety
Role Technician Specialist Assistant Analyst Technician Officer
Each role has three competency levels. Contributing competency level represents a position that requires entry level competencies to perform the work of that role. Journey competency level represents a position that requires mid-level competencies to perform the work of that role. Advanced competency level represents a position that requires the highest level of competencies to perform the work of that role. Competencies for each role are available at: www.osp.state.nc.us/CarerBanding/Specs%20profiles%20crosswalks/Profiles/profiles.htm
Each competency level has unique market rates. Market rates are regularly monitored by OSHR and adjusted when necessary to reflect changes in labor markets as reported in industry compensation surveys. State agencies and universities may vary from the market rates within limits based on their unique labor market. Compensation is managed around the market rates based on the position’s competency level and the application of the pay factors.
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Career Banding Pay Philosophy
It is the goal of the university to compensate employees in career banded positions at levels sufficient to encourage excellent performance and to maintain the labor market competitiveness necessary to recruit, retain and develop a competent and diverse workforce.
Managers are responsible for documenting compensation decisions and are accountable for ensuring employees in career banded positions receive fair and consistent treatment for career opportunities and compensation.
Pay factors represent the general parameters within which pay decisions must be made. Managers are accountable for fair and consistent application/documentation of the following pay factors:
Financial Resources - The amount of funding (budget) that a manager has available whenmaking compensation decisions based on business need.
Appropriate Market Rate - The market rate applicable to the competencies required in theposition and as demonstrated by the employee. Consideration is given to contributing, journey, or advanced market rates for the position, related labor market information, and market dynamics.
Internal Pay Alignment - The consistent placement of salaries among employees whodemonstrate similar required competencies in the same banded class within a work unit or organization.. Consideration is given to equity as it pertains to current salary, market index and total compensation.
Required Competencies - The competencies and associated levels that are required based onorganizational business need and subsequently demonstrated on the job by the employee. Consideration is given to: minimum qualifications for the position; knowledge, skills, abilities, and related education and experience requirements; duties and responsibilities; training, certifications, and licenses required in the position.
Career Banding Pay Plan Provisions
1. Only active, permanent full-time, part-time, and time-limited, non-probationary SPAemployees are eligible for adjustments under this system. Please note limitations described in bullets numbered 2 through 4 below.
2. Employees who have an active disciplinary action are not eligible to receive career bandingsalary increases.
3. Employees with an overall “Below Good” or “Unsatisfactory” performance rating are noteligible to receive career banding salary increases. Employees with an overall performance rating of “Good” or better are eligible to receive career banding salary increases.
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4. Employees on Leave of Absence are not eligible for career banding salary adjustments.
5. Promotional, new hire, and reclassification balances from actions that occurred prior to careerbanding shall not be recognized after the employee is transferred into a career banded role.
6. The career banding salary adjustment request will not be reviewed by the Office of HumanResources (OHR) until:
The requested adjustment is initiated in HRIS. All required supporting documentation is completed and submitted to OHR and/or the
HR Facilitator, based on the School’s or Division’s approval process and level ofdelegated authority.
7. Career banding salary adjustments are effective on a current basis; they are not retroactive(except for actions to adjust salaries to the overall band minimum with implementation by OSHR of Band Minimum Adjustments). The effective date of any career banding salary adjustment can be no sooner than the beginning of the next pay period in which the department approved the adjustment. The departmental approval date is the date received in OHR, including all required supporting documentation and electronic workflows.
8. Career banding salary adjustments shall not be communicated to employees until after theactions have been approved by OHR.
9. Salary adjustments are not mandatory with the exception of salaries below the overall bandminimum for the role, and in certain situations where a salary is over the band maximum (i.e., demotions or reassignments).
10. Salaries paid as a result of recruiting shall not exceed the maximum amount published forrecruitment purposes in a vacancy announcement (i.e., the published hiring range that was established, budgeted, and approved by the hiring manager).
11. Promotional and re-employment priority: until career banding is implemented for all jobfamilies, employees in career banded roles will be assigned a pay grade equivalency only for promotional and re-employment priority purposes as stated in the State Personnel Manual. The pay grade equivalency is not a determining factor in establishing salaries for employees in career banded positions.
12. Employees in career banded positions are eligible for shift premiums and overtime premiumsas allowed through the pay policies in the State Personnel Manual and/or University’s SPA policies.
13. Career banding adjustments may be recommended for temporary position changes ortemporary promotions. Existing HR policies must be followed to support and process requests for all dual, acting, temporary, and secondary appointments.
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14. Salaries are expected, but not required, to be within guidelines established for the position’sassigned competency level. Application of pay factors may warrant an employee being paid outside of the competency guidelines but not at or above the next competency market rate.
Department managers are accountable for applying the pay factors and making, justifying and documenting fair, consistent, non-discriminatory, and fiscally responsible recommendations and decisions with regard to managing compensation and internal pay alignment.
Examples of competency level guidelines:
Role Overall Band Min
Contributing Market
Rate
Contributing Max
Journey Min
Journey Market
Rate
Journey Max
Advanced Min
Advanced Market
Rate
Overall Band Max
Technician 23,000 33,825 37,208 37,209 40,590 45,461 45,462 50,332 58,000
Analyst 30,000 42,031 47,916 47,917 53,800 56,759 56,760 59,718 68,000
Specialist 39,816 48,387 54,194 54,195 60,000 64,500 64,501 69,000 83,925
Manager 49,000 69,767 79,884 79,885 90,000 96,300 96,301 102,600 115,000
Director 70,000 89,344 99,172 99,173 109,000 116,630 116,631 124,260 140,000
Contributing Competency Level Guidelines: The salary for an employee who demonstrates required competencies with an overall contributing competency level shall be below the journey market rate guidelines but not below the minimum of the overall pay band for the role.
Journey Competency Level Guidelines: The salary for an employee who demonstrates required competencies at the overall journey competency level shall be below the advanced market rate guidelines.
Advanced Competency Level Guidelines: The salary for an employee who demonstrates required competencies with an overall advanced competency level shall be above the journey market rate guidelines unless financial resources or other pay factors prevent this. Salaries shall not exceed the maximum of the pay band for the role.
Contributing Competency
Level Guidelines
Journey Competency
Level Guidelines
Advanced Competency
Level Guidelines
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Types of Potential Career Banding Actions:
A. Career Progression Adjustment: Intended Use: Manage salaries within the pay band of the role to which the employee is
assigned. An adjustment may be granted in conjunction with demonstrated competenciesor as justified through labor market.
Required Documentation: SPA Salary Recommendation Form, current ECA, and newECA documenting the changes.
Salary Eligibility/Impact: Salary shall be based on application of all pay factors. Thesalary shall not be less than the minimum nor exceed the maximum of the band. In orderto be aligned with the state’s policy, salary requests which would result in an employeebeing paid at or above the market rate of the next higher competency level will not beapproved. Salary adjustments will not be approved until both the current and new ECAare submitted to OHR.
Required Review/Approvals: Manager, HR Facilitator, Classification andCompensation Specialist. Written justification must be submitted to OSHR for reviewand approval prior to implementing a salary increase of 20% or more. Any request toaward a salary increase of 20% or more must be submitted via the SPA SalaryRecommendation Form and signed by a Vice Chancellor or Dean. If the Vice Chancelloror Dean has a consistent delegate, the delegate’s signature will be acceptable.
B. Retention: Intended Use: Retain a key employee by awarding a salary increase not covered by other
pay administration policies where there is evidence of a job offer from an employeroutside the state government structure and/or there is no current employee withsubstantially equal knowledge, skills and abilities to assume those duties.
Required Documentation: SPA Salary Recommendation Form. Salary Eligibility/Impact: Reviewed on a case-by-case basis. A career banding
adjustment for retention may result in an employee’s salary being above the appropriatemarket rate based on pay factors. The salary shall not exceed the maximum of the band.
Salary Actions: A. Career Progression Adjustment B. Retention C. Band Minimum Adjustments
Position Actions (some may result in salary actions above): D. Position Competency Change (Role remains the same) E. Branch/Role Change (Reallocation Upward, Lateral, or Downward) F. Disciplinary Demotion
Hiring Actions: G. Voluntary Transfer (Promotional, Lateral, or Reassignment) H. New Hire (External Hire or Agency Transfer)
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In order to be aligned with the state’s policy, salary requests which would result in anemployee being paid at or above the market rate of the next higher competency level willnot be approved.
Required Review/Approvals: Manager, HR Facilitator, Classification andCompensation Specialist. Written justification must be submitted to OSHR for reviewand approval prior to implementing a salary increase of 20% or more. Any request toaward a salary increase of 20% or more must be submitted via the SPA SalaryRecommendation Form and signed by a Vice Chancellor or Dean. If the Vice Chancelloror Dean has a consistent delegate, the delegate’s signature will be acceptable.
C. Band Revision:
Definition: Any change in a pay band as a result of routine or special labor marketreviews by OSHR and approved by the State Personnel Commission. Typically, this willresult in a change in the minimum, contributing, journey, advanced and maximum ratesfor the band but may not necessarily mean a change in all five reference points.However, for a band revision to occur, at least the journey market rate must change.
Required Documentation: None to increase a salary to the pay band minimum. SPASalary Recommendation Form for salary increases above the pay band minimum;standard HRIS processing.
Salary Eligibility/Impact: Salary increases as a result of band revisions are not rewardsfor job performance, assumption of greater responsibility or achievement of highercompetency levels. Increases provided by this policy are for maintenance of marketcompetitive pay levels for affected employees. Salary increases shall be awarded at leastto the minimum of the band. Salary increases above the band minimum are subject toavailability of funds, satisfactory performance and application of the pay factors. Salaryincreases above the minimum of the band shall not exceed the percentage differencebetween the old journey market rate and the new journey market rate.
Required Review/Approvals: Manager, HR Facilitator, OHR/Classification andCompensation.
D. Position Competency Change (role remains the same): Intended Use: When a manager, in conjunction with OHR, determines and documents
that the required competencies of the position change (upward or downward) within thecurrent assigned role. This can occur due to reorganization or due to departmental needsto redefine the competency level required within the current role. The action isinvoluntary on the part of the employee and is not used for disciplinary actions.
Required Documentation: Current Position Description Form; SPA SalaryRecommendation Form, current ECA, new ECA documenting changes. The newcompetency assessment can be completed concurrently but shall be completed within 90days of the competency change and retained in the department file.
Salary Eligibility/Impact: Salary actions shall be based on application of all pay factors.In order to be aligned with the state’s policy, salary requests which would result in anemployee being paid at or above the market rate of the next higher competency level will
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not be approved. Salary adjustments will not be approved until both the current and new ECA are submitted to OHR.
Required Review/Approvals: Manager, HR Facilitator, Classification andCompensation Specialist. Written justification must be submitted to OSHR for reviewand approval prior to implementing a salary increase of 20% or more. Any request toaward a salary increase of 20% or more must be submitted via the SPA SalaryRecommendation Form and signed by a Vice Chancellor or Dean. If the Vice Chancelloror Dean has a consistent delegate, the delegate’s signature will be acceptable.
E. Branch/Role Change (reallocation initiated by the manager): Intended Use:
o Branch/Role Change Upward is used when a manager and OHR jointlydetermine and document that a position has evolved to a role that has a higherjourney market rate. This can occur due to a reorganization or due to departmentalneeds to change the position to a role with a higher journey market rate
o Lateral Branch/Role Change is used when a manager and OHR jointly determineand document that a position has evolved to a different role, but with the same journey market rate. This can occur due to reorganization or due to departmental needs to change the position to a role with the same journey market rate.
o Branch/Role Change Downward is used when a manager and OHR jointlydetermine and document that a position has evolved to a role that has a lowerjourney market rate. This can occur due to reorganization or due to departmentalneeds to change the position to a role with a lower journey market rate.
Required Documentation: Position Description Form, SPA Salary RecommendationForm (electronic in HRIS if salary is changing) current ECA, and new ECA documentingthe changes, and Organization Chart. The new competency assessment can becompleted concurrently but shall be completed within 90 days of the competency changeand retained in the department file.
Salary Eligibility/Impact: Salary actions shall be based on application of all pay factors.No salary adjustment is required for a lateral or upward branch/role change; however, thesalary may be impacted as a result of the pay factors. The salary shall not be less than theminimum nor exceed the maximum of the band. For a branch/role change downward,salary must be reduced if it exceeds the band maximum; the reduction must be concurrentwith the change. In order to be aligned with the state’s policy, salary requests whichwould result in an employee being paid at or above the market rate of the next highercompetency level will be disapproved. Salary adjustments will not be approved until boththe current and new ECA are submitted to OHR.
Required Review/Approvals: Manager, HR Facilitator, Classification andCompensation Specialist. Written justification must be submitted to OSHR for reviewand approval prior to implementing a salary increase of 20% or more. Any request toaward a salary increase of 20% or more must be submitted via the SPA SalaryRecommendation Form and signed by a Vice Chancellor or Dean. If the Vice Chancelloror Dean has a consistent delegate, the delegate’s signature will be acceptable.
F. Disciplinary Demotion: Intended Use: When an employee is demoted, due to performance or conduct, and:
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o an employee is moved from one position to another with the same branch/rolewith a lower competency level, or
o when an employee is moved from one branch/role to another with a differentbranch/role with a lower journey market rate, or
o a reduction in salary occurs within the same branch/role/competency level. Required Documentation: Performance Evaluation Form and related documentation. Salary Eligibility/Impact: Reviewed on a case-by-case basis. The department may elect
to reduce an employee’s pay along with a demotion in role. The department may alsoelect to move an employee’s pay from one competency level to a lower competency level(e. g. from journey to contributing) based on a disciplinary action, even though the actualcompetency level of the position is the same (e.g. journey level). When demotion resultsin movement to another role, salary shall be reduced if it exceeds the maximum of thepay band. When a demotion results in a salary reduction in the same role, salary may notbe less than the minimum of the pay band. A salary reduced by disciplinary action maybe less than the appropriate rate based solely on the application of the pay factors. Inorder to be aligned with the state’s policy, salary requests which would result in anemployee being paid at or above the market rate of the next higher competency level willnot be approved.
Required Review/Approvals: Manager, HR Facilitator, Classification andCompensation Specialist Employee and Manager Relations Specialist.
G. Voluntary Transfer (initiated by the employee): Intended Use:
o A Promotional Voluntary Transfer is used when an employee moves (through thejob posting and selection process) from one position to another with the samebranch/role with a higher competency level or when an employee moves to adifferent branch/role that has a higher journey market rate.
o A Lateral Voluntary Transfer is used when an employee moves (through the jobposting and selection process) from one position to another with the samebranch/role with the same competency level or when an employee moves fromone position to another with a different branch/role with the same journey marketrate.
o A Reassignment is used when an employee moves (through the job posting andselection process, or voluntarily in lieu of a layoff) from one position to anotherwith the same branch/role with a lower competency level or when an employeemoves from one position to another with a different branch/role with a lowerjourney market rate.
Required Documentation: Application for Staff Employment, Selection Document,SPA Salary Recommendation Form. A Competency Assessment shall be completedwithin 90 days of transfer and retained in the department file.
Salary Eligibility/Impact: Salary actions shall be based on application of all pay factors.No salary adjustment is required for a Promotion or Lateral Transfer; however, the salarymay be impacted as a result of the pay factors. The salary shall not be less than theminimum nor exceed the maximum of the band. For a Reassignment, the salary must bereduced if it exceeds the band maximum and the reduction in salary must occur the daythe reassignment takes effect. In order to be aligned with the state’s policy, salary
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requests which would result in an employee being paid at or above the market rate of the next higher competency level will not be approved.
Required Review/Approvals: Manager, HR Facilitator, Classification andCompensation Specialist. Written justification must be submitted to OSHR for review and approval prior to implementing a salary increase of 20% or more. Any request to award a salary increase of 20% or more must be submitted via the SPA Salary Recommendation Form and signed by a Vice Chancellor or Dean. If the Vice Chancellor or Dean has a consistent delegate, the delegate’s signature will be acceptable.
H. New Hire (External Hire or Agency Transfer):
Intended Use: Initial employment or re-employment of an individual to a career banded role.
Required Documentation: Application for Staff Employment, Selection Document, SPA Salary Recommendation Form. A Competency Assessment shall be completed within 90 days of hire/transfer and retained in the department file.
Salary Eligibility/Impact: Salary actions shall be based on application of all pay factors and shall be within published salary range. Salary with reinstatement from Leave Without Pay (LWOP) into previous position will be at the previous rate (including mandatory salary adjustments) unless a higher rate is justified based upon the pay factors. The salary shall not be less than the minimum nor exceed the maximum of the band. In order to be aligned with the state policy, salary requests which would result in an employee being paid at or above the market rate of the next higher competency level will be disapproved.
Required Review/Approvals: Manager, HR Facilitator, Employment and Staffing Specialist.
Summary of Documentation Requirements for Career Banding Actions:
If a manager has a form on file with the appropriate specialist within OHR that is current and up-to-date, it is noted in the table below that a current form will suffice to support the requested career banding action.
If a current form is listed in a column below, but one is not maintained on file with the appropriate specialist within OHR, then the manager shall submit a new form to the appropriate specialist along with the requested action.
Managers are required to submit a new or updated form if the table below indicates new in that column.
Career Banding Action Type
Performance Management
and Competency Assessment
Form
Salary Administration
Worksheet
Position Description
Form
Org Chart
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Salary Actions:
A. Career Progression Adjustment
Current + New ECA
New Current
B.. Retention New
C. Band Minimum Adjustments Position Actions (some may result in salary actions above):
D. Position Competency Change
Current +New ECA *
New New New
E. Branch/Role Change
Current +New ECA*
New New New
F. Disciplinary Action
New
Hiring Actions:
G. Voluntary Transfer
New* New Current Current
H. New Hire/Agency Transfer
New* New Current Current
*Must be submitted within 90 days of action. Salary actions shall be based on application of allpay factors.
Please note: Internal pay alignment analysis performed by managers for peer positions shall consider: market index; position-based attributes such as branch, role, competency level, and job scope; and person-based attributes such as demonstrated competencies and demonstrated results. Managers will apply pay factors correctly and fairly in determining employee compensation in accordance with Federal EEO laws and regulations.
Managers make recommendations through the appropriate School or Division channels for approval of career banding salary actions. OHR then reviews and approves the career banding action requests.
OHR/Classification and Compensation will continue to evaluate and monitor salary administration trends, as well as individual actions and will, in partnership with
Roles:
Understanding the roles and responsibilities of each part – employee, manager, OHR Staff, and OSHR – in the career banding system is critical. Roles and responsibilities for each are identified as follows:
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Role of the Manager:
Introduce, educate and train employees to the career banding system Recruit, select and develop a qualified, motivated and diverse workforce Assess the competencies of employees Assist employees as they develop competencies that are needed and valued by the
University Advise employees as they develop competencies that are needed and valued by the
University Advise employees on career development; jointly develop individualized career
development plan Use pay factors in recommending and managing employees pay Document and explain pay recommendations
Role of University HR Staff (OHR and HR Facilitators):
Orient employees and managers Implement the career banding program Train and consult with managers on compensation issues Monitor application of the University’s pay philosophy Monitor for fairness, consistency and effectiveness Evaluate the need for updated or new market rates
Role of the Employee:
Contribute to the accomplishment of the University’s mission through continuousdemonstration and development of required competencies
Take responsibility for career development Develop competencies
System Monitoring and Self-Assessment:
System assessment and monitoring are essential components of the compensation/classification system.
Members of the Equal Opportunity Advisory Committee provide an independent, informed, and concerned voice with respect to achievement of the goals of equal opportunity. Members of that respected group extend the value of their knowledge and opinions through participation on the Career Banding Advisory Committee. This committee is charged with reviewing the operation of the career banding system to ensure it operates in a fair, consistent, and non-discriminatory manner. Specific roles and responsibilities of the committee include: Review career banding activities and aggregate data to ensure consistency and fairness.
Advise management on needed changes and improvements.
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Assist in compiling a report of findings and recommendations for presentation to theUniversity’s Associate Vice Chancellor for Human Resources and to the Office of StatePersonnel.
The Committee meets annually, or more frequently, depending on the work that needs to be accomplished. Appropriate training for Committee members is arranged by the Office of Human Resources. Members of the Committee are provided the opportunity to request additional training or clarification whenever necessary.
In conjunction with the Advisory Committee’s assessment, monitoring by OHR and OSHR includes ongoing review/examination of personnel actions for compliance with policy and regulations. This level of monitoring will include, but will not be limited to, analysis to determine if:
Competency assessments are properly completed, signed, discussed with employees, andfiled in the department’s personnel files.
Salary recommendations are based on appropriate application of the pay factors and
justified in adequate detail on the SPA Salary Recommendation Form.
Salary action type is appropriate.
Salary recommendations/decisions are documented and approved by all appropriateauthorities in the School, Department and/or OHR.
Proper supporting documentation is provided where required (e.g., peer group analysis,
organization charts, position description forms, position competency reviews, etc.).
Individual increases greater than 20% are being reviewed by OSHR.Career Banding Dispute Resolution Process:
A dispute resolution process, separate from the University's formal grievance procedures, allows employees with career status to appeal salary decisions made by their immediate supervisor/manager. Salary decisions based on availability of funding are not eligible for consideration in the dispute resolution process. Salary decisions which are eligible for consideration must be based on one of the following in conjunction with a promotion, reassignment, demotion, or career progression adjustment as defined in policy:
Amount of salary adjustment is less than appropriate amount as determined through payfactors.
No salary adjustment has been granted when applicable pay factors would support anadjustment.
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Employee competencies have been inappropriately evaluated.
An employee may appeal a manager’s decision with regard to a career banding salary action by documenting the basis for an appeal on the Career Banding Dispute Resolution Form. This form must be submitted to OHR/Classification and Compensation within thirty (30) calendar days of notification of a career banding salary action by his/her manager. OHR will screen the appeal and if it meets eligibility requirements, forward it to the next level of management or other designated decision maker in the department if appropriate. The decision maker must be at a higher level than the initial decision maker. The decision must be communicated by the higher level decision maker(s) to the employee and OHR, ensuring that resolution is completed, within 60 days of the employee’s appeal.
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UNC-Chapel Hill is in the process of implementing the new UNC System SHRA Performance Appraisal Policy that became effective April 1, 2016, for the 2016-17 performance management cycle.
The key changes to the program are:
• The SHRA performance cycle will run from April 1 through March 31 each year.• UNC General Administration will set institutional goals for all UNC System SHRA
employees.• All goals will be weighted at 5 percent or more, depending upon the importance of the
goal to the position.• Departments will be asked to recalibrate their ratings to ensure that all employees
receive fair and consistent performance expectations and ratings.• Institutional goals, individual goals, and overall ratings will all be rated on a 3-point
scale: Exceeding Expectations, Meeting Expectations, Not Meeting Expectations.• There is one annual appraisal form for Probationary and Career SHRA employees.
NEW PERFORMANCE PROGRAM ELEMENTS
Additional information and resources are available in the SHRA Performance Appraisal Toolkit on the OHR website.
Annual Cycle: April 1 to March 31
3-Point Rating Scale: Exceeding Expectations, Meeting Expectations, Not Meeting Expectations
Performance Plan (Parts 1-5 of SHRA Performance Appraisal Form):
• Due October 1, 2016 for 2016-17 Review Cycle then April in following years• Assign Institutional Goals a weight of at least 5% each (total= 50% of overall rating)• Set Individual Goals and assign weight of at least 5% each (total = 50% of overall
rating)• Set Talent Development Goals -- recommended for all employees and required for
employees receiving any Not Meeting Expectations on appraisal.
Institutional Goals (similar to the previous Organizational Values):
• Set by UNC General Administration for all SHRA employees and cannot be changed• Five goals for all employees: Expertise, Accountability, Customer-Oriented, Team-
Oriented, Compliance & Ethics (One additional goal for supervisors: Supervision)• Supervisors rate the totality of employee’s work against these goals
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Individual Goals:
• 3-5 strategic goals written by supervisor for each employee for this cycle• Not meant to cover the totality of the employee’s work• Intended to align with critical business needs and the University’s strategic goals
Calibration:
• Peer supervisors in a work unit meet at beginning of cycle to set expectations (such asweighting of institutional goals) for employees in similar positions
• Peer supervisors in a work unit meet at the end of cycle to set consistency of ratingsfor employees in similar positions
Off-Cycle Reviews (Part 6 of SHRA Performance Appraisal Form):
• Types: interim, probationary, and other (transfer or employee-requested)• Not a full appraisal (no ratings), but generally a few paragraphs of narrative• Interim reviews are only required if employee received any rating of Not Meeting
Expectations on last annual appraisal or has active disciplinary actions• Probationary reviews are required quarterly for probationary/time-limited employees
(complete in April, July, October, and January regardless of employee’s actual startdate)
• Employees can request one review at least 60 calendar days after last evaluation
Annual Appraisal (Part 7 of SHRA Performance Appraisal Form):
• Complete between April 1 and April 30 and hold a review session with employee• Supervisor rates each institutional and individual goal to determine overall rating• A guideline for rating Institutional Goals is included in the SHRA Performance
Appraisal Toolkit• A calculator will be provided to determine scores for goals (Weight x Rating = Score)• Comments clarify ratings for performance that does not meet or exceeds expectations• Employees who received disciplinary actions during performance cycle and/or who
have any rating of Not Meeting Expectations cannot receive overall rating ofExceeding Expectations
• A supervisor’s failure to complete any employee’s evaluation by the April 30 deadlinewill be reflected in that supervisor’s evaluation
If you have questions, please contact your Employee and Management Relations Consultant directly or Employee and Management Relations at [email protected] or (919) 843-3444.
This message is sponsored by: Office of Human Resources | Workforce Strategy, Equity and Engagement Division
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Employee / Management Relations
Our PurposeOur unit is responsible for all aspects of management and employee. relations, including performance management and employee conduct consultations, disciplinary actions, and conflict/dispute resolution. We provide confidential consultation both to employees and to University management.
Our GoalsTo promote, encourage and strengthen communication between employees and management at all levels.
To promote and safeguard the proper application of University personnel policies.
To establish and heighten mutual trust and acceptance within the campus community.
To provide confidential, fair, reliable and effective resolutions in a timely fashion.
Our PartnersEmployee & Management Relations works closely with EPA Non-Faculty Human Resources, the Equal Opportunity / ADA Office, and the Faculty Personnel Office in administering employee relations policies and programs.
Our Services & ResourcesWorkplace Investigations & Safety: This section provides information on addressing prohibited harassment and discrimination, workplace violence, and how to conduct required workplace investigations.
Performance Management: This section provides information on the elements of the performance management program, establishing expectations and appraising performance, addressing and correcting poorperformance, and addressing formal appeals of performance appraisals.
Disciplinary Processes: This section provides information on the due process requirements for administering disciplinary action for SPA staff employees.
Consultations & Training: This section provides information on E&MR’s consultation services, our facilitated conversation program, and our training programs.
Grievances & Formal Appeals: This section provides information anguidance regarding the formal appeals processes available to employees to grieve certain actions by management.
Administrative Leave Programs: This section provides information on the three administrative leave programs that E&MR administers: Adverse Weather, Pandemic & Communicable Disease, and Administrative Absence.
Contacts: An Employee & Management Relations Consultant is assigned to work with each campus department. To find your E&MR Consultant, go to HR Connect. For additional assistance, contact us at 919-843-3444
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OUR PRINCIPLESConfidentiality, impartiality, informality, and independence are theprinciples under which we operate.
WE ARE CONFIDENTIALWe will not identify you or discuss your concerns with anyone withoutyour permission. The only exceptions are when we believe that disclosure is necessary to address an imminent risk of serious harm or when we suspect abuse or neglect of a child or disabled adult, or if otherwise required by law. We do not keep permanent records about individuals. We assert that there is a privilege with respect to confidential communications with the ombuds, and we resist testifying in any formal proceeding. This privilege is held by the office and cannot be waived by others.
WE ARE IMPARTIALWe do not take sides; we consider the rights and interests of all parties. We do not judge, discipline, or reward anyone. We are advocates for fairness. We have no personal stake in the outcome of any situation.
WE ARE INFORMALUse of the Ombuds Office is not a substitute for formal procedures, such as filing a grievance. Any communication with us is “off the record” and does not put the University on formal notice of a problem.
WE ARE INDEPENDENTWe report directly to the Chancellor and are not part of any otherdepartment or group on campus. We work hard to merit the trust others place in us.
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What is an ombuds?
The word ombudsman (OM-buds-man) comes from Sweden, where theterm was first used to designate a public official who was appointed to investigate citizens’ complaints against governmental agencies. We use the shorter term "ombuds." Here at the University of North Carolina at Chapel Hill, the ombuds helps faculty, staff, students and administrators solve workplace problems, and gives generic feedback on matters of general concern.
What we do
Our responses are tailored to the individual's situation and informed consent, so we...
Listen, which may be all you wantDiscuss your concerns and help clarify the most important issuesHelp identify and evaluate your optionsGather information, explain policies, and offer referrals to other resourcesServe as a neutral party to solve problems and resolve conflicts and work to achieve fair outcomes for all parties using mediation and other conflict resolution strategiesOffer coaching, for example to help you prepare for a difficult conversationReview drafts of employment-related documentsConsult with groups on development of policies and procedures Facilitate conversationsConsult with University officials about broad issues and trends Make recommendations for institutional change when appropriateUse our experience, knowledge, and judgement to assist all visitors and improve CarolinaProvide referrals to other resourcesOperate under the code of ethics and standards of practice of the International Ombudsman Association
What we don't do
Make decisions for anyoneOffer legal adviceOffer psychological counselingParticipate in the University's grievance process or any otherformal processTestify in any judicial or administrative proceeding, unless required by law after reasonable efforts have been made Serve as a place to put the University on notice of claims Serve as an advocate for any individual or entity Address issues involving persons not at Carolina
What power does an ombuds have?
We have the authority to contact senior officers of the University, to gather information if a visitor requests that a situation be investigated, to mediate or negotiate settlements to disputes, to bring issues to the attention of those with authority to address concerns, to expedite administrative processes, and to make recommendations for change in policy or practice when appropriate. We are not decision makers. We do not have the power to establish, change, or set aside any University rule or policy.
When should I contact the Ombuds Office?
Contact us as a first step, or as a last resort, or anywhere along the way. Come and share your concerns, evaluate your situation, and plan your next step--if you want to take a next step.
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FINANCE
II
Policy Statement
Moneys received by the University come from various sources, including: State appropriation or grants and receipts, Federal government grants, customer sales of goods and services, private source gifts, contracts and grants, foundation support, endowment and investment income, interest income, rental of real property, royalties, and proceeds from debt. The definitions and criteria for each type of fund is critical to establish accounts appropriately and ensure funds are received and related financial transactions are accounted for in a manner that will demonstrate compliance with legal requirements and with the authority provided by the State of North Carolina.
For accounting purposes, University funds are separated into three major groups, eachhaving its own office for account establishment and accounting responsibility:
State Funds
State fund accounts are established and maintained by the Budget Office. These are funds received from the State as direct appropriations and institutional receipts, and are recorded in State-controlled budget codes. There are three broad categories of State budget codes:
UNC Budget Code 1 corresponds to State Budget Code 16020-Academic Affairs
UNC Budget Code 2 corresponds to State Budget Code 16021-Health Affairs
UNC Budget Code 8 corresponds to State Budget Code 16022-Area Health Education Centers
Contract and Grant Funds
Contracts and grants are by definition, part of the Institutional Trust Funds category, andare administered by the Office of Sponsored Research (OSR).
Contract and grant funds are received from the federal government, not-for-profit organizations, state government, and for-profit organizations. The award amount is stated in the notice-of-award letter. The award contract dictates how these funds will be allocated and includes funding parameters, such as the effective date of the award and the number of years the award is granted. The agency awarding the funds determines whether budget remaining from one project year may be carried forward to the next project year.
OSR is responsible for sponsored programs that encompass any scholarly, professional, orcreative activity conducted by University personnel using support from external funding sources through grants, contracts, cooperative agreements, or other agreements. Such programs include but are not limited to organized research, instruction/training, other sponsored activities, and research/support services. The criteria to identify “sponsored programs” are provided by the University of North Carolina Sponsored Programs Research Council (SPARC).
Institutional Trust Funds, Special Funds, and Endowment Funds
These are non-appropriated funds and authority for the establishment is granted through general statutes and General Administration policy. Institutional trust funds, special funds, and endowment funds are often collectively referred to as “trust funds” in practice. Trust fund accounts are established and maintained by Accounting Services in accordance with the North Carolina State General Statutes that govern the type of account.
Chapter 116, Article 1 of the General Statues, General Provisions
Provides legal requirements, corporate powers, rights and duties of the University of North Carolina System.
General Statute 116-36.1, Regulation of Institutional Trust Funds. Provides the legal authority for the University to establish institutional trust funds.
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The trust funds are described in State legislation as follows:moneys, or the proceeds of other forms of property, received by an institution as gifts, devises, or bequests that are neither presumed nor designated to be gifts, devises, or bequests to the endowment fund of the institution;moneys, or the proceeds of other forms of property, received by an institution as gifts, devises, or bequests that are neither presumed nor designated to be gifts, devises, or bequests to the endowment fund of the institution;
moneys received by an institution pursuant to grants from, or contracts with, theUnited States Government or any agency or instrumentality thereof;
moneys received by an institution pursuant to grants from, or contracts with, anyState agencies, any political subdivision of the State, any other states or nations or political subdivisions thereof, or any private entities whereby the institution undertakes, subject to terms and conditions specified by the entity providing the moneys, to conduct research, training or public service programs, or to provide financial aid to students;
State agencies, any political subdivision of the State, any other states or nations or political subdivisions thereof, or any private entities whereby the institution undertakes, subject to terms and conditions specified by the entity providing the moneys, to conduct research, training or public service programs, or to provide financial aid to students;
moneys collected by an institution to support extracurricular activities of students of the institution;moneys received from or for the operation by an institution of activities established for the benefit of scholarship funds or student activity programs;
moneys received from or for the operation by an institution of any of its self-supporting auxiliary enterprises, including institutional student auxiliary enterprise funds for the operation of housing, food, health, and laundry services. See Auxiliary Funds.
moneys received by an institution in respect to fees and other payments for services rendered by medical, dental or other health care professionals under an organized practice plan approved by the institution or under a contractual agreement between the institution and a hospital or other health care provider.
moneys received from the disposition effected pursuant to Chapter 146, Article 7, of any interest in real property owned by or under the supervision and control of an institution if the interest in real property had first been acquired by gift, devise, or bequest or through expenditure of moneys defined in Section II.A. as "trust funds", except the net proceeds from disposition of an interest in real property first acquired by the institution through expenditure of moneys received as a grant from a State agency (Chapter 529 of the 1981 Session Laws)
General Statute 116-36.2, Regulation of Special Funds of Individual Institution Provides the legal authority for the Chancellor of each institution to have custody and manage the institution’s special funds. It provides that the Board of Governors shall adopt uniform policies and procedures applicable to the administration of these funds, which shall assure that the receipt and expenditure of such funds is properly authorized and that the funds are appropriately accounted for. The special funds of an individual institution include:
Moneys received from or for the operation by an institution of its program of intercollegiate athletics;
Moneys held by an institution as fiscal agent for individual students, faculty, staff members, and organizations.
General Statue 116-36, Endowment Fund Provides the legal authority to the board of trustees of each constituent institution to establish and maintain, pursuant to such terms and conditions, uniformly applicable to all constituent institutions, as the Board of Governors of the University of North Carolina may from time to time prescribe an endowment fund and shall establish an investment board known as “the Board of Trustees of the Endowment Fund of (name of the University)”. The Board of Trustees shall be responsible for the prudent investment of the fund.
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Any gift, devise, or bequest of real or personal property to the University shall be presumed, nothing to the contrary appearing, to the endowment fund of the University. In other words, gifts or donations where the principal is to remain intact (the gift exists in perpetuity) and is to be invested to produce income that may be expended or reinvested are called Endowment funds. Endowments can be funded by one gift or several gift installments over time. The solicitation of these funds is usually coordinated through the Office of University Advancement. Endowment fund accounts are comprised of a principal account and an income account. Income account is considered expendable, which means the funds are immediately available for expenditure.
Proceeds from any endowment fund shall not take the place of State appropriation or any part thereof but rather supplement the State appropriations so it may improve and increase its functions and enlarge its area of service.
Income from the endowment, which is invested in the UNC-CH Foundation Investment Fund, is distributed annually in June of each year.
Four different types of Endowment Funds refer to: Carolina Development.
Plant FundsFor accounting purposes, the University has classified the following as plant funds:
Capital improvement funds, institutional trust funds, and bond proceeds for capital projects
Debt retirement funds as required by the debt the University has incurred for capita projectsl
Investment in plant funds reflects assets and liabilities of the University.
General Statute 116-41.7, Proceeds of Bonds, Revenues, etc., deemed trust fundsProvides the legal authority for the proceeds of all bonds issued and all revenues and other moneys received pursuant to the authority of this Part shall be deemed to be trust funds, to be held and applied solely as provided in this Part. The resolution authorizing the issuance of bonds shall provide that any officer to whom, or bank, trust company or fiscal agent to which, such moneys shall be paid shall act as trustee of such moneys and shall hold and apply the same for the purposes hereof, subject to such regulations as such resolution may provide.
Auxiliary FundsAuxiliary funds are another category of Institutional Trust Funds regulated by General Statute 116-36.1 and result from the sales of merchandise and the rendering of services by self-supporting operations. Many times these operations serve students, faculty, staff, and the general public. Examples include: housing operations, food services, bookstores, student health services, parking services, central warehouse operations, printing and duplicating services, and facilities service and repair operations. The funds generated from these activities are expended to meet the service mission of the department.
Another example is Organized Practice Plans, which provide medical, dental, or other
health care services (UNC Health Care and Dental Faculty Practice). The funds generated from these activities are budgeted to maintain or improve the areas of teaching, research, patient care, and public service as well as to support the administration of the plan.
Auxiliary funds include recharge centers (also referred to as Internal Service funds) which
provide goods or services to campus departments. University funds are used to pay for the goods or services. Departments with auxiliary funds set prices for their services based upon their own costs to provide these services, and are subject to other rules and regulations as to how much they can charge.
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Facilities and Administrative (F&A) Funds, also known as Overhead Receipts
These funds are generated by contracts and grants activity used to support infrastructure
and other research-related activities, commonly referred to as indirect costs. These costs are not readily identifiable with a particular project or activity, but are necessary to the general operation of the University and the conduct of the activities it performs. The costs of operating and maintaining buildings and equipment, depreciation, general and departmental administrative salaries and expenses, and library costs are examples of these types of expenditures.
F&A receipts are calculated based on certain expenses (i.e. direct cost base) paid from
contracts and grants accounts from the prior fiscal year (July 1 – June 30), then multiplied by the rate negotiated at the time of the award. Effective July 1998, F&A funds are classified as Institutional Trust Funds, but are treated in some respects like a state fund. This is because these funds must follow the same rules and regulations as state appropriations but with a few exceptions.
Agency Funds
Funds are classified as agency funds when the University is acting as an agent for these accounts belonging to an external organization affiliated with the University. These are monies held by an institution as a fiscal agent for individual students, faculty, staff members, University-related foundations and organizations. Agency funds are generally expendable. However, endowments of an affiliated foundation are administered in agency funds. University-related foundations are the most common example of agency funds. Funds held in a University-related foundation are transferred to university trust accounts as foundation allocations (foundation grants/awards) for spending by the University department.
Additional Information
Frequently Asked Questions
Q: What do you do when a trust fund that was previously established does not to meet trust fund requirements but could be an activity that should be accounted for as appropriated receipts? A: You need to contact the Budget Office to review the activities and establish an account in the proper fund, if needed. Moneys in the trust fund related to the particular activity should be moved to the new appropriated receipt fund account.
Q: What is meant by self-supporting?
A: A self-supporting activity is an operation that pays for all its costs and is not supported by other operations. All costs incurred by other funds for the benefit of the activity must be reimbursed.
Q: Can Sales and Service Trust Funds (Auxiliary Funds) use State funds to support their activities?
A: No. Sales and Service Trust Funds are required to be self-supporting and any activity supported by State funds must be reimbursed.
Q: We have some gift and residual accounts that are used primarily by one professor or primary investigator for their research. Are these accounts “owned” by that professor? A: All monies received by the University in gift accounts or residing in residual accounts are considered University property. These accounts are available for use for the purpose intended as stated in the Fund Authority. While some are restricted to one particular use, such as scholarships or a particular research, those that do not have a specific restriction are considered departmental funds to be used at the discretion of the dean, director, or department chair.
Related Data
University Policies and Procedures on Institutional Trust Funds and Special Funds
As required by general Statue 1116-36.1(a) and 116-36.2, the Board of Governors of the University of North Carolina established uniform policies and procedures for the administration of institutional trust funds and special funds of individual institutions. These policies and procedures are provided in the UNC System Administration Policy and Procedure Manual.
For requesting an account, refer to Policy 205 - Account Establishment
For investment opportunities available for non-endowment trust funds, refer to Policy 401
- General Guidelines for Investing Funds on Deposit.
48
The Business Unit contains fi ve characters and typically defaults on the page for you.
There are three categories of Business Units:
Each foundation has its own business unit. Most begin with CH followed by three letters identifying the foundation.
Examples of Business Units for foundations include:
• CHBUS - Business Foundation• CHLAW - Law School Foundation• CHJRN - Journalism Foundation• CHDEN - Dental Foundation
Chartfi elds are the mechanism for categorizing and tracking all University fi nancial transactions. A series of chartfi elds makes up a chartfi eld string, which is required on every transaction. A chartfi eld string answers several questions, including:
• Where is the money coming from?
• What is the general purpose for the funds?
• Who is spending the funds?
Understanding the chartfi eld structure helps you identify valid chartfi eld combinations for your transactions. Incorrect chartfi eld values will result in processing delays and inaccurate data.
Core chartfi elds. There are fi ve core chartfi elds entered on every transaction at the University.
• Business Unit• Fund• Source• Account• Department
An additional three chartfi elds are used for Contracts & Grants and Capital Improvement transactions.
• PC Bus Unit• Project ID• Activity
Introduction to Chartfi elds
The Chartfi elds
Business Unit Chartfi eld
University of North Carolina Chartfi eld Structure
ver 07102014
School/Division Prefi xGeneral Administration -Chancellor FVice Chancellor & Administration FAssociate Vice Chancellor Campus Services
K
Associate Vice Chancellor Administration & Business Services
K
Associate Vice Chancellor Facilities Services
K
Associate Vice Chancellor Finance FVice Chancellor Advancement QVice Chancellor Human Resources FAthletics ACentral Accounts FArts & Sciences CSchool of Business BSchool of Education ESchool of Journalism JSchool of Law XInformation and Library Sciences ESchool of Government GSchool of Social Work WGraduate School ESummer School PSchool of Medicine MSchool of Dentistry DSchool of Nursing NSchool of Pharmacy RSchool of Public Health HProvost PLibraries LVice Chancellor, Information Technology & CIO
T
Vice Chancellor of Research VVice Chancellor of Student Affairs S
The three chartfi elds listed below are additional chart-fi elds required for transactions tied to a project (Capital Improvement) or grant (Offi ce of Sponsored Research).
PC Business Unit. There are two PC Business Units:
• CHOSR for OSR projects and grantsCHOSR for OSR projects and grantsCHOSR• CHCIP for capital improvement projects
Project ID specifi es the unique ID assigned by either OSR for a grant, or Accounting Services for a capital im-provement project.
Please note:
• Clinical trial projects start with 4• Grants start with 5
Activity is a one-digit chartfi eld that always has the Activity is a one-digit chartfi eld that always has the Activityvalue of 1.
The Program and Cost Code chartfi elds are used at each department’s discretion to track the cost of specifi c activities. For example, the Athletics Department may use a Cost Code chartfi eld to track a particular aspect of the basketball program, such as “travel costs to Wake Forest”. Departments are not required to use the Program or Cost Code chartfi elds.
The Program chartfi eld has fi ve digits, and the Cost Code chartfi elds have ten. Your Business Manager will let you know if you need to enter information in these fi elds, and what information to enter.
The Program and Cost Code chartfi elds begin with one or two letters that identify the school or division, such as “H” for the School of Public Health. The table to the right lists the initial letters for each division.
Program/Cost Code Prefi xes
Use this business unit...
...for these types of transactions
UNCCH University transactionsUNCGA General Administration
transactionsCHxxx Foundation transactions
Search tip:
If you do not know a chartfi eld value, you can use the ConnectCarolina lookup feature. Click the lookup button, enter the fi rst one to three characters, and click lookup. Use the search results to fi nd the value and make a selection.
If you do not know a chartfi eld value, you can use the ConnectCarolina lookup feature. Click
Chartfi elds Required for Contracts & Grants and Capital Improvement
Program and Cost CodeChartfi elds
An additional four chartfi elds are used at the discretion of each department.
• Program • Cost Code 1• Cost Code 2• Cost Code 3
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The Account chartfi eld contains six digits and identifi es the accounting classifi cation of the transaction. The fi rst digit of the Account identifi es the broadest level of classifi cation, as shown below:
Note: Most campus transactions use revenue (4) or expense (5) accounts.
After the fi rst digit, the remaining digits of the Account chartfi eld break down the Account type into further subgroups. The table below shows how the second digit breaks down the revenue and expense accounts into further subgroups.
Revenue ExpenseBegins with: Begins with:42 = Grants 51 = Personnel43 = Investments 52 = Purchasing
Services
44 = Sales, Services & Rentals
53 = Supplies and Materials
45 = Fees, Licenses & Fines
54 = Property, Plant, and Equipment
46 = Gifts, Contributions & Donations
55 = Other Expenses and Adjustments
47 = Miscellaneous 56 = Aid and Public Assistance
48 = Transfers 57 = Reserves49 = Appropriations 58 = Transfers
Department Chartfi eldFund Chartfi eld
The Department chartfi eld contains six digits and indicates who is using the funds. Departments generally refl ect the University’s school and division organization structure, but are sometimes also used to track other groups.
The fi rst three digits of the Department specify the high-level organizational unit, such as 270 - 279 for the Athletics Department. The table below lists the department ranges.
1 = Asset
2 = Liabilities
3 = Fund Balance
4 = Revenue
5 = Expenses
Account Chartfi eld
Source Chartfi eld
Sources for foundations begin with an alpha pre� x identifying the foundation, as noted in the table below.
Foundation Name Source Prefi x
Education Foundation AAthletics AArts & Sciences Foundation CBusiness Foundation BSchool of Education Foundation EJournalism Foundation JLaw Foundation XSchool of Government GSocial Work Foundation WMedical Foundation MDental Foundation DNursing Foundation NPharmacy Foundation RPublic Health Foundation HUNC Chapel Hill Foundation U
Note: There are smaller foundations that begin with F followed by a letter to identify the foundation.
School/Division Dept. RangeGeneral Administration 100000 to 199999
Chancellor 200000 to 207499
Vice Chancellor & Administration 210000 to 211999
Associate Vice Chancellor Campus Services 230000 to 239999
Associate Vice Chancellor Administration & Business Services
220000-229999
Associate Vice Chancellor Facilities Services
240000 to 249999
Associate Vice Chancellor Finance 213000 to 213999
Vice Chancellor Advancement 250000 to 259999
Vice Chancellor Human Resources 260000 to 269999
Athletics 270000 to 279999
Central Accounts 280000 to 289999
Arts & Sciences 300000 to 329999
School of Business 330000 to 334999
School of Education 340000 to 344999
School of Journalism 350000 to 354999
School of Law 360000 to 364999
Information and Library Sciences 370000 to 374999
School of Government 375000 to 379999
School of Social Work 380000 to 384999
Graduate School 390000 to 394999
Summer School 395000 to 399999
School of Medicine 400000 to 429999
School of Dentistry 430000 to 439999
School of Nursing 440000 to 449999
School of Pharmacy 450000 to 459999
School of Public Health 460000 to 469999
Provost 500000 to 549999
Libraries 550000 to 559999
Vice Chancellor, IT & CIO 600000 to 619999
Vice Chancellor of Research 620000 to 639999
Vice Chancellor of Student Affairs 640000 to 659999
Alpha Prefi xes for Foundation Sources
The Fund chartfi eld identifi es two things: 1) the major fund group, which is a high-level grouping of funds such as State funds or Endowment funds, and 2) the general purpose for the funds. The Fund is needed to meet State reporting requirements.
The Fund has fi ve digits: the fi rst three identify the fund group and the last two identify the purpose.
FUND
FUND GROUP PURPOSE
The Source identifi es where the money is coming from within the major fund group. It identifi es the source of the funds at a greater level of detail, such as a named individual gift, an individual scholarship, and a specifi c activity.
Each Fund has a specifi c range of numbers, and those numbers only work with a specifi c range of Sources. The insert shows the Fund ranges and the corresponding range of Sources.
XXXXX
XXX XX
Code Description00 Gen Fund Ctrl
01 Reg Term Instr
02 Sum Term Instr
03 Extension Instr
05 School of Govt
07 Distance Lrn
09 Federal ARRA
10 Organized Res
19 Other Auxiliary Operation
30 Student Fin Aid
36 Educ Agreemt
42 Community Svcs
Code Description51 Libraries
52 Gen Acad Supt
57 Salary Related Reserves
58 Other Reserves
60 Student Services
70 Institut Supt
80 Phys Plant Op
90 Multi-Activity
91 AHEC Operations
92 AHEC Residency Training
93 AHEC Health Sciences Support
Code Description00 Proprietary Funds - Unrestr
02 Campus Center
03 Food Services
04 Health Services
05 Housing Services
06 Laundry Services
07 Recreational Services
08 Student Stores
12 Central Stores
15 Rental Property
16 Vehicle Registration
17 Utilities Operations
19 Other Auxiliary Operations
42 Aux - Community Services
Proprietary Auxiliary Funds (295xx)
Purpose Codes (see * note below)
* Purpose codes for Funds beginning with 295 (ProprietaryAuxiliary) are listed in the table to the right.
50
Fund Ranges With TheirMatching Source Ranges
Quick Reference Card
Fund and Fund Description Source Source Description
State Funds
20100-201xx Academic Affairs
12001 Appropriations - Academic Affairs
12002 Appropriations - Distance Learning
12003 Appropriations - Misc Fees
12100 to 12499 School Based Tuition (SBTI)
12500 to 12999 Receipts
21100-211xx Health Affairs
13001 Appropriations - Health Affairs
13003 Appropriations - Misc Fees
13100 to 13499 School Based Tuition (SBTI)
13500 to 13999 Receipts
22100-221xx AHEC
14001 Appropriations - AHEC
Contract and Grants (OSR)
25200-252xx Contracts and Grants - OSR
49000 Federal Agencies
49100 Educ & Research Institutions
49200 Foundations
49300 Business and Industry
49400 NC State Government
49500 Non Profi t Organization
49550 Non Profi t Org Interest Bearing
49600 Association
49700 Local Government
49800 Other Sponsors/Individuals
49900 Non US Federal/Non NC State Government
49999 Cost Share
Overhead
27100-271xx F&A
14101 Facilities & Admin
14102 to 14103 F&A Payroll Suspense
Auxiliary & Other
29500-295xx Auxiliary - Proprietary Funds
19000 to 19399 Auxiliary Trusts, Auxiliary Services, Student Auxiliary
19400 to 19999 Recharge - Core FacilitiesAux Trust Departmental (DS)Interdepartmental Service Center (IS)
28507 Athletics
18000, 18003 to 18999
Various Athletic specifi c sources
18001 to 18002 Payroll Suspense
28542 UNC Faculty Practice
17000 to 17899 UNC FP Clinics, UNC FP Admin, UNC FP Hospital Contracts
26542 Dental Faculty Practice
17900 Dental Faculty Practice
17910 DFP Doctors Fund
17920 DFP Deans Fund
17930 Stu Dental Clinic
Capital
40000-49999 Capital Improvements
40000 to 45999 Capital Improvements
ver 07102014
The Fund and Source are separate chartfi elds that work together to identify where the money is coming from. Each Fund has a specifi c range of numbers, and those numbers only work with a specifi c range of Sources. The table below displays these number ranges.
51
Fund and Fund Description Source Source Description
University Endowments
28100-281xxEndowment Income - Unrestricted
70000 to 78999 University Endowments
79000 to 79099 Endowment Properties
79100 to 79199 Endowment Trust Agreements
79600 to 79999 Endowment Living Trust
28200-282xxEndowment Income - Restricted
70000 to 78999 University Endowments
79000 to 79099 Endowment Properties
79100 to 79199 Endowment Trust Agreements
79600 to 79999 Endowment Living Trust
29800 Endowment Funds - Principal
70000 to 78999 University Endowments
79000 to 79099 Endowment Properties
79100 to 79199 Endowment Trust Agreements
79600 to 79999 Endowment Living Trust
University Trust
29100-291xxTrust - Unrestricted Funds
15000 to 15999 Unrestricted Expendable Gifts, Devises or Bequests
A0000 to X9999 UnRestricted Income/Allocations From Foundations
29200-292xxTrust - Restricted Funds
46000 to 48999 Contract Trust (Non OSR contracts and grants)
50000 to 59999 Restricted Gifts, Devises and Bequests
A0000 to X9999 Restricted Income/Allocations From Foundations
Education & Gen Self Supporting
24100-241xxEducational & General Self Supporting
14200 to 14999 Student Fees: Clearing, Departmental & BOG directive
16000 to 16499 Residuals
16500 to 16999 Conferences, Workshops, Seminars, Study Abroad & Admin Fees
Loan Funds
29600Student Loan Funds
90000 to 90999 Student Loans - Fin Aid- Federal, State, Private, Matching & Departmental
Foundations and Other Agency Funds
29900Agency Funds
91000 to 91999 Other Agency Funds/Foundations
29910Foundation Endowments - Principal
A0000 to X4999 Foundation Endowment
29920Foundation Endowments - Income
A0000 to X4999 Foundation Endowment
29930Foundations Expendable Gift
A5000 to X9999 Foundation Expendable
Plant Funds
29710Unexpended Plant Funds
80000 to 80999 Unexpended Plant Funds Bond and Debt Proceeds
81000 to 81999 Unexpended Plant Funds - Gift and UNC Designated
29720Debt Service Funds
83000 to 83199 Debt Service
83200 to 83299 Maintenance Reserves
29730Investment in Plant Funds
82000 to 82699 Investment in Plant - Buildings
82700 to 82799 Investment in Plant - Infrastructure and Other
82800 to 82899 Investment in Plant - Intangibles
82900 to 82999 Investment in Plant - Construction in Progress
83300 to 83399 Bonds Payable
83500 to 83599 Capital Lease Payable
52
To manage workflow, follow these steps:
1. Go to Main Menu > UNC Campus >Department Workflow ConfigNote: Anyone who has access to the financepart of ConnectCarolina can use this optionto view how approvals are set up for theirdepartment, but only MOU leads and theirdelegates have access to make changes.
2. Do one of the following:
• Type all of or part of the departmentnumber in the Department field.
• If you want to search by description, change“begins with” to “contains” beside theDescription field and type all or part of thedescription.
Managing Approvals Workflow and Approvers
Major Organizational Unit (MOU) leads manage and maintain the approval workflow for their school or division. For each department in their organization, they choose:
• which transactions require departmentalapproval (for the ones where approvals areoptional)
• how many levels of approval are requiredwithin the department for each type oftransaction
• who in the department approvestransactions
MOU leads can also choose to delegate the tasks of maintaining approvals workflow.
Overview
ver 09/02/014
Changes You Can Make to Approvals Workflow
Making Changes to Approval Workflow
3. Click the Search button.
Result: ConnectCarolina does one of the following:• displays a list of departments that match what
you typed, or• if there is only one that matches, it opens the
department’s workflow configuration page.Skip to step 6.
4. Click the link of the department you need to workwith.Result: ConnectCarolina displays the first tab ofthe screen that lets you configure your approvalworkflow.
5. Refer to the following pages for instructions onmaking changes to your approvals workflow.
6. Click Save to save your changes.7. When you are finished you can do one of the
following:• Click Next in List or Previous in List to
move to the next department in your searchresults.
• Click Return to Search to search again.
Specifying Which Transactions Need Approval & How Many Levels
Setting up DelegatesUse these steps to specify which types of transactions require departmental approval and how many levels of approval they need.
Turn Approvals On and Off
On the Dept. Approval Cfg tab in the Departmental Hierarchy and Options box (near the top of the page), mark the check boxes for each type of transaction that requires departmental approval. The transactions that require departmental approval are “grayed out,” so you can’t unmark their checkboxes.
Add Levels of Approval
If a transaction has a check next to it, it has at least one level of approval. The approvers listed at the bottom of the page are the approvers for this level. (These are also the approvers for the department if it is listed as a second or third level approver for another department.)
To add a second or third level of approval, type the department number in the Level 2 or Level 3 column beside the transaction you want to add another level to.
To add another level of approval for this transaction, choose the
department here
You can’t change the boxes that are
grayed out
Adding and Removing Approvers
Use these steps to add and remove approvers for a department.
At the bottom of the Dept. Approval Cfg tab, in the Departmental Approvers section, you can add or remove approvers. Note: The University recommends that you always have at least two approvers for each type of transaction that requires approval.
To add an approver, click one of the plus signs on the right side of the Departmental Approvers box (scroll all the way to the right to see it). The system adds a new row. In the Approver Oprid field, choose the approver’s Onyen. Check the box for each transaction you want the person to be an approver for.
To remove an approver, click the minus sign that is on the same row that the approver’s Onyen.
Choose approvers hereMark the transactions they should
approve here
Click to add a new row
Click to remove a
row
To delegate authority to make changes to approvals workflow and approvers, go to the Approval Security tab.
MOU leads can choose to have others:
• change which transactions requiredepartmental approval (of those that haveoptional departmental approval) and howmany levels of approval. You do this by addingor deleting names in the Authority to AssignParental Hierarchy box.
• add or delete approvers. You do this by addingor deleting the names in the Authority toAssign Departmental Approvers box.
The Office of Sponsored Research maintains the names in the Authority to Assign OSR Approval Group box.
Adding and Removing Names
To add a name, click one of the plus signs in the box you need to work with. The system adds a new row. Search for the person you need to add.
To remove a name, click the minus sign on the same row as the Onyen of the person you need to remove.
Specifying Who Can Make Changes to Approvals Workflow
Add the names of people you want to be able to add or remove approval levels or change which transactions
require departmental approval
Add the names of people you want to
make approvers here
The Office of Sponsored Research
maintains this box
May 17, 2017 Page 1 of 9
Commitment Control Ledger Group
Changes for Budget Period 2018
What’s New for Budget Period 2018?
Beginning with budget period 2018 the budget ledger groups are being simplified. The F&A,
State, and Trust budget ledger groups are now combined into new FAST-related ledger
groups. FAST stands for F&A (FA), State (S), and Trust (T). By combining the ledger groups,
the budget team reduced the number of ledger groups from 18 to 7. The simplification
improves system performance, reduces complexity, and reduces the amount of data the
system needs to manage. Also, nine of the State budget rollup accounts were consolidated
under other existing rollups to simplify budgeting.
If you’d like to skip to a particular section, click one of the links below:
Budget Journals and Transfers
Changes to State Budgeting Accounts
Budgets Overview Inquiry in ConnectCarolina
Changes in InfoPorte
Who is Affected by This Change?
Most of the changes are behind the scenes, but if you enter budget journals and transfers, you
will need to choose the new ledger groups on those transactions. If you run budget inquiries
or reports in ConnectCarolina or InfoPorte, you’ll see some changes to the filtering options.
The following pages describe these changes in more detail.
Budget Journals and Budget Transfers
There are three important things to do when creating budget journals and transfers in budget
period 2018:
If you are budgeting for F&A, State, or Trust funds, be sure to use one of the
new FAST-related ledger groups.
Even for Trust funds, select the correct Parent Budget Entry Type.
Don’t combine F&A, State, and Trust fund entries on the same budget journal or budget transfer, even though the system will let you do that.
Prior to July 1st, you’ll still use the existing F&A and State ledger groups for budget period
2018 budgeting. Those budget journals and transfers will be converted to the FAST-related
ledger groups the evening of June 30.
Next year’s Trust budgets can be entered any time after July 1.
May 17, 2017 Page 2 of 9
Ledger Group Changes for Budget Period 2018
The New Ledger Groups
When creating budget journals and budget transfers in budget period 2018, you’ll
need to choose one of the new FAST ledger groups from the Ledger Group lookup:
You’ll use the FAST ledger group for expense budget transactions and the FAST_REV
ledger group for revenue budget transactions. FAST_PAR is used exclusively by the
Office of Budget Planning & Analysis (BP&A).
Parent Budget Options
After choosing the ledger group, you’ll choose the Budget Entry Type and the Parent
Budget Entry Type. No matter what type of funds you are working with, you need to
make sure the types match. While Trust funds don’t have a parent-child relationship,
the system requires you to choose a parent budget entry type because the F&A, State,
and Trust ledgers are all combined into the FAST ledger group. The Generate Parent
Budget(s) check box will be marked automatically.
Use Only One Fund Type Per Journal
Once you’ve chosen your ledger group and entry type, you’ll then enter the chartfield
strings for your budget journal or budget transfer. When you choose FAST or
FAST_REV, you can choose to do a budget journal or transfer for either F&A, State, or
Trust funds. Only work with one type of fund per budget journal or transfer. While the
system will let you combine different types of funds on your journals, journals with
different fund types will be denied since those journals have different approval routes.
For example, journals with State funds might route to BP&A, while journals with
Trust funds must be approved by Accounting Services.
The budget journal below is an example of a budget journal that will be denied by an
approver. Both lines use the new FAST_EX_BD ledger (FAST expense budget ledger),
but the first line uses a State fund (20101) and the second line uses a Trust fund
May 17, 2017 Page 3 of 9
Ledger Group Changes for Budget Period 2018
(29100). The system lets you successfully budget pre-check and submit this journal,
but each of these chartfield strings has a different approval route. The journal will be
denied and you’ll need to create two separate budget journals, one for the State
budget line and one for the Trust budget line.
Changes to State Budgeting Accounts
As part of simplifying the way we budget with State funds in ConnectCarolina, nine accounts
are being removed as budget rollups. Consolidating these accounts will simplify budgeting
because there are nine fewer accounts on which you need to budget. The chart below shows
the account that is currently being used for budget period 2017 and the account you will use
for budgeting for budget period 2018 onward. The accounts in the left column will be invalid
on July 1, 2017.
Account used on STATE Account used on FAST
511000 511100
512000 512100
513000 513100
514100 514000
514500 514000
517000 520000
521110 520000
521210 520000
581110 580000
Budgets Overview Inquiry in ConnectCarolina
The Budgets Overview Inquiry in ConnectCarolina has a few changes you need to be aware of
when running inquires for budget period 2018. You can refer to the Campus Budgets Student
Guide found on ccinfo.unc.edu for detailed instructions on running this inquiry, but if you’re
already familiar with it, you can just read on to see what’s changed for budget period 2018.
When you run a Budgets Overview Inquiry, the first thing you choose is the Ledger Group.
This is where you will see the biggest change. In addition to seeing the previously existing
ledger groups, you will see the new FAST, FAST_PAR, and FAST_REV ledger groups.
May 17, 2017 Page 4 of 9
Ledger Group Changes for Budget Period 2018
The old F&A, State, and Trust ledger groups are still there because you’ll need them for
inquiries on budget period 2017 and previous years. You’ll use the new FAST-related ledger
groups for your F&A, State, and, Trust budget period 2018 inquiries. You’ll use the new FAST
ledger group for expense budget inquires. For revenue inquiries, you’ll use the FAST_REV
ledger group. If you are an MOU lead or otherwise need to look at the parent budgets for your
school or division, you’ll use the FAST_PAR ledger group.
Because the new ledgers combine State, F&A, and Trust, you’ll need to pay close attention to
the chartfield criteria you use to limit your results. For example, if you choose the FAST
ledger group and filter just on your department number, you’ll get a listing of all the F&A,
State, and Trust chartfield strings for your department. However, if you use your department
number and enter 201% in the Fund field, the system will only bring back Academic Affairs-
related State transactions for your department. The % symbol is a wildcard character, so in
this example the system returns any funds that begin with 201.
May 17, 2017 Page 5 of 9
Ledger Group Changes for Budget Period 2018
It’s strongly recommended that you create brand new inquiries to use with the FAST-related
ledger groups. You can keep your old ones for historical inquiries, when you need to review
budgets from last year or earlier.
Program and Cost Code Budgets
For budget period 2018, the Available Budget for program and cost codes will not
reflect the pre-encumbrances, encumbrances, or expenses against that budget.
Therefore, your available budgets will be incomplete for these using Budgets
Overview.
In the example below, we ran a Budgets Overview inquiry for program C1302. The
first picture shows what the results look like today and the second picture shows what
they’ll look like beginning with budget period 2018.
Old Way
May 17, 2017 Page 6 of 9
Ledger Group Changes for Budget Period 2018
In order to get an accurate budget balance, as well as see the relevant pre-
encumbrances, encumbrances, expenses, and revenues you’ll need to use the
Program/Cost Code tabs in InfoPorte.
Using a Ledger Inquiry Set
You can still compare related budgets using a ledger inquiry set, such as comparing a
Trust expense budget side-by-side with a Trust revenue budget. In the example below,
we created an inquiry set called Trust 2018 and we’ve chosen the FAST expense
budget ledger (FAST_EX_BD), the FAST expense ledger (FAST_EX_EX), the FAST
revenue budget ledger (FAST_RV_BD), and the FAST recognized revenue ledger
(FAST_RV_RE). This lets us compare our Trust expense budgets and expenses along
with our Trust revenue budgets and recognized revenue.
Now when we run our Budgets Overview inquiry, we’ll use the new TRUST_2018
ledger inquiry set we created instead of a ledger group:
Since the FAST ledgers we added to our inquiry set encompass F&A, State, and Trust,
we’ll need to enter additional criteria to limit our results to just Trusts as in the
example below:
New Way
May 17, 2017 Page 7 of 9
Ledger Group Changes for Budget Period 2018
Remember that the % symbol is a wildcard character, so the system returns budget
information for all of department 318300’s Trust funds that begin with 292. For more
information on budget inquires and ledger inquiry sets, see the Campus Budgets
Student Guide found on ccinfo.unc.edu.
Changes in InfoPorte
You won’t notice that much of a difference in InfoPorte. The budget period 2018 budget
changes affect InfoPorte just like ConnectCarolina, but they are less visible.
Changes to the Main Ledgers and Parent Ledgers Tabs
Starting with budget period 2018, the field where you select the type of funds you
want to see will be labeled “Fund Type” instead of “Ledger” on the Main Ledgers and
Parent Ledgers tabs.
May 17, 2017 Page 8 of 9
Ledger Group Changes for Budget Period 2018
The options in the field are the same and you’ll still choose F&A, State, or Trust on the
Main Ledgers tab. On the Parent Ledgers tab, you’ll still choose F&A or State. Trust is
not included on the Parent Ledgers tab because Trusts don’t have a parent-child
relationship.
When you run a report for budget period 2018, you’ll see the new FAST ledger group
referenced in the chartfield strings, instead of F&A, State, or Trust. Those with a good
familiarity of chartfield strings can look to the fund code of the string and identify the
type of fund by the first three digits. In the example below, you can tell that this
chartfield string is for State funds because the fund code begins with “201.”
Changes on the Transactions Tab
On the Transactions tab, the Ledger field has been renamed Fund Type as well.
Additionally, the fund types have been re-ordered and the ledger names are easier to
understand. Instead of having to remember that STAT_EX_PR is the pre-
encumbrance ledger, the system now displays State - Pre-Encumb.
May 17, 2017 Page 9 of 9
Ledger Group Changes for Budget Period 2018
When you run a report for budget period 2018, you’ll see the new FAST ledger
referenced in the Ledger column, instead of F&A, State, or Trust.
For historical inquiries into budget period 2017 and previous periods, you’ll see the
old ledger groups in the results. In the example below, STAT in the ledger column
tells you that you are looking at a State ledger.
Program/Cost Code Tab Changes
The filters on the Program/Cost Code tabs haven’t changed, but the Expenses column
on the reports has been renamed Revenue/Expenses, because these reports now
include revenue. When looking at accounts on your report that begin with a “5” you
are looking at expenses. When looking at accounts that begin with a “4” then you are
looking at revenue.
How To: Applicability of 4% Withholding (PDF) How To: Buy Goods (PDF) How To: Buy Furniture (PDF) How To: Buy Services (PDF)
How To: Independent Contractors (PDF) How To: Moving Expenses (PDF)
How To: Surplus Property (PDF) How To: Transfer Equipment (PDF) How To: Travel (PDF) How To: Use ePro and eCommerce (PDF)
How To Brochures
53
Expense Category
Appropriated State Funds
Receipt-Supported
State Funds
Overhead Receipts
Sponsored Research
Trust Funds – Gifts,
Endowment and
Investment Income
Internal Service Funds
(Recharge Centers)
Student and Institutional Auxiliaries, Health Care
Clinics
Business entertainment
No, with limited exceptions. See ACT Business Entertainment
Policy 23.
No, with limited exceptions. See ACT Business Entertainment
Policy 23.
No, with limited exceptions. See ACT Business Entertainment
Policy 23.
No, unless specified in contract or
grant award.
Yes, as consistent with fund authority.
See ACT Business
Entertainment Policy 23.
No.
Yes, as consistent with fund authority.
See ACT Business
Entertainment Policy 23.
Employee awards No. No. No.
No, unless specified in contract or
grant award.
Yes, as consistent with fund authority.
Yes, as consistent with fund authority
and federal cost accounting
standards.
Yes, as consistent with fund authority.
Membership dues
Yes, if the membership is
for the University and
not the individual and
the benefits exceed the costs.
Yes, if the membership is
for the University and
not the individual and
the benefits exceed the
costs.
Yes, as consistent with
the fund authority and departmental
policy.
No, unless specified in contract or
grant award.
Yes, as consistent with
the fund authority and departmental
policy.
Yes, as consistent with
the fund authority and departmental
policy.
Yes, as consistent with
the fund authority and departmental
policy.
Moving Expenses
Yes, if employee is moving
within State government and for the benefit of the State. Other State regulations
apply.
Yes, if employee is moving
within State government and for the benefit of the State. Other State regulations
apply.
Yes, for faculty and research
staff.
No, unless specified in contract or
grant award.
Yes, as consistent with fund authority.
No.Yes, as
consistent with fund authority.
Office appliances No. No.
Yes, as consistent with fund authority.
No, unless specified in contract or
grant award.
Yes, as consistent with fund authority.
No.Yes, as
consistent with fund authority.
Professional license and
certificate feesNo. No.
Yes, as consistent with fund authority.
No, unless specified in contract or
grant award.
Yes, as consistent with fund authority.
Yes, as consistent with fund authority
and federal cost accounting
standards.
Yes, as consistent with fund authority.
Scholarships and fellowships
Yes, as budgeted in a Financial Aid purpose
account.
Yes, as budgeted in a Financial Aid purpose
account.
Yes, as budgeted in a Financial Aid purpose
account.
No, unless specified in contract or
grant award.
Yes, as budgeted in a Financial Aid purpose
account.
No. No.
Training Grants No. No. No.
No, unless specified in contract or
grant award.
No. No. No.
54
55
56
2017 Monthly Lockout and Confirm Schedule
Monthly Cycle
Pay Period
Payroll Lockout
Payroll
Confirm date
Payday
Manual Check
Request Date**
Manual Check Pick
Up Date
M07 Jan 1 - 31 Jan 23 Jan 26 Jan 31 Jan 6 Jan 18
M08 Feb 1 - 28 Feb 20 Feb 23 Feb 28 Feb 6 Feb 15
M09 Mar 1 - 31 Mar 21 Mar 28 Mar 31 Mar 6 Mar 15
M10 Apr 1 - 30 Apr 18 Apr 25 Apr 28 Apr 6 Apr 17
M11 May 1 - 31 May 22 May 25 May 31 May 4 May 15
M12 Jun 1 - 30 Jun 20 Jun 23 Jun 30 Jun 6 Jun 15
M01 Jul 1 - 31 Jul 21 Jul 26 Jul 31 Jul 7 Jul 18
M02 Aug 1 - 31 Aug 22 Aug 25 Aug 31 Aug 4 Aug 15
M03 Sep 1 - 30 Sep 19 Sep 26 Sep 29 Sep 7 Sep 18
M04 Oct 1 - 31 Oct 23 Oct 26 Oct 31 Oct 5 Oct 16
M05 Nov 1 - 30 Nov 20 Nov 27 Nov 30 Nov 6 Nov 15
M06 Dec 1 - 31 Dec 12 Dec 19 Dec 22 Dec 6 Dec 15
Dates in red adjusted due to a holiday **Manual Check Request Due Date: by this date, all requisite ePar approval will have taken place and the Remedy Ticket with the completed and signed UNC-CH Manual Check Request Form attached will be submitted.
57
2016 Monthly Lockout and Confirm Schedule
Monthly
Cycle Pay Period
Payroll
Lockout
Payroll
Confirm
date Payday
Manual
Check
Request
Date**
Manual
Check Pick
Up Date
M07 Jan 1-31 Jan 21 Jan 26 Jan 29 Jan 4 Jan 13
M08 Feb 1-29 Feb 19 Feb 24 Feb 29 Feb 4 Feb 15
M09 Mar 1-31 Mar 21 Mar 24 Mar 31 Mar 4 Mar 15
M10 Apr 1-30 Apr 20 Apr 26 Apr 29 Apr 6 Apr 15
M11 May 1-31 May 20 May 25 May 31 May 5 May 16
M12 Jun 1-30 Jun 21 Jun 24 Jun 30 Jun 6 Jun 15
M01 Jul 1-31 Jul 21 Jul 26 Jul 29 Jul 7 Jul 18
M02 Aug 1-31 Aug 23 Aug 26 Aug 31 Aug 4 Aug 15
M03 Sep 1-30 Sep 20 Sep 27 Sep 30 Sep 7 Sep 16
M04 Oct 1-31 Oct 21 Oct 26 Oct 31 Oct 6 Oct 17
M05 Nov 1-30 Nov 18 Nov 23 Nov 30 Nov 4 Nov 15
M06 Dec 1-31 TBD TBD Dec 23* TBD TBD
*Adjusted due to Holiday
**Manual Check Request Due Date: by this date, all requisite ePar approval will have taken place and
the Remedy Ticket with the completed and signed UNC-CH Manual Check Request Form attached will
be submitted.
58
2017 Biweekly Lockout and Confirm Schedule
Pay Period
Number
Pay Period
Payroll lockout (all
transactions due)
Payroll confirm
date
Payday
Manual Check
Request Date**
Manual Check
Pick Up Date
B13 Dec 12 – Dec 25 Dec 23 Jan 3 Jan 6 Jan 9 Jan 13
B14 Dec 26 – Jan 8 Jan 12 Jan 17 Jan 20 Jan 23 Jan 27
B15 Jan 9 – Jan 22 Jan 27 Jan 31 Feb 3 Feb 6 Feb 10
B16 Jan 23 – Feb 5 Feb 10 Feb 14 Feb 17 Feb 20 Feb 24
B17 Feb 6 – Feb 19 Feb 24 Feb 28 Mar 3 Mar 6 Mar 10
B18 Feb 20 – Mar 5 Mar 10 Mar 14 Mar 17 Mar 20 Mar 24
B19 Mar 6 – Mar 19 Mar 21 Mar 23 Mar 31 Apr 3 Apr 7
B20 Mar 20 – Apr 2 Apr 6 Apr 10 Apr 13 Apr 17 Apr 21
B21 Apr 3 – Apr 16 Apr 18 Apr 20 Apr 28 May 1 May 5
B22 Apr 17 – Apr 30 May 5 May 9 May 12 May 15 May 19
B23 May 1 – May 14 May 18 May 22 May 26 May 30 Jun 2
B24 May 15 – May 28 Jun 2 Jun 6 Jun 9 Jun 12 Jun 16
B25 May 29 – Jun 11 Jun 16 Jun 20 Jun 23 Jun 26 Jun 30
B26 Jun 12 – Jun 25 Jun 29 Jul 3 Jul 7 Jul 10 Jul 14
B01 Jun 26 – Jul 9 Jul 14 Jul 18 Jul 21 Jul 24 Jul 28
B02 Jul 10 – Jul 23 Jul 28 Aug 1 Aug 4 Aug 7 Aug 11
B03 Jul 24 – Aug 6 Aug 11 Aug 15 Aug 18 Aug 21 Aug 25
B04 Aug 7 – Aug 20 Aug 25 Aug 29 Sep 1 Sep 5 Sep 8
B05 Aug 21 – Sep 3 Sep 8 Sep 12 Sep 15 Sep 18 Sep 22
B06 Sep 4 – Sep 17 Sep 19 Sep 21 Sep 29 Oct 2 Oct 6
B07 Sep 18 – Oct 1 Oct 6 Oct 10 Oct 13 Oct 16 Oct 20
B08 Oct 2 – Oct 15 Oct 19 Oct 23 Oct 27 Oct 30 Nov 3
B09 Oct 16 – Oct 29 Nov 3 Nov 6 Nov 9 Nov 13 Nov 17
B10 Oct 30 – Nov 12 Nov 15 Nov 17 Nov 22 Nov 27 Dec 1
B11 Nov 13 – Nov 26 Dec 1 Dec 5 Dec 8 Dec 11 Dec 15
B12 Nov 27 – Dec 10 Dec 12 Dec 14 Dec 22 N/A N/A Dates in red adjusted due to a holiday. **Manual Check Request Due Date: by this date, all requisite ePar approval will have taken place and the Remedy Ticket with the completed and signed UNC-CH Manual Check Request Form attached will be submitted.
59
2016 Biweekly Lockout and Confirm Schedule
Pay
Period
Number Pay Period
Payroll
lockout (all
transactions
due)
Payroll
confirm
date Payday
Manual
Check
Request
Date**
Manual
Check
Pick Up
Date
B13 Dec 14 – Dec 27 Jan 4 Jan 5 Jan 8 Jan 11 Jan 15
B14 Dec 28 – Jan 10 Jan 14 Jan 19 Jan 22 Jan 25 Jan 29
B15 Jan 11 – Jan 24 Jan 29 Feb 2 Feb 5 Feb 8 Feb 12
B16 Jan 25 – Feb 7 Feb 12 Feb 16 Feb 19 Feb 22 Feb 26
B17 Feb 8 – Feb 21 Feb 26 Mar 1 Mar 4 Mar 7 Mar 11
B18 Feb 22 – Mar 6 Mar 11 Mar 15 Mar 18 Mar 21 Mar 24
B19 Mar 7 – Mar 20 Mar 24 Mar 29 Apr 1 Apr 4 Apr 8
B20 Mar 21 – Apr 3 Apr 8 Apr 12 Apr 15 Apr 18 Apr 22
B21 Apr 4 – Apr 17 Apr 20 Apr 21 Apr 29 May 2 May 6
B22 Apr 18 – May 1 May 6 May 10 May 13 May 16 May 20
B23 May 2 – May 15 May 18 May 20 May 27 May 31 Jun 3
B24 May 16 – May 29 Jun 3 Jun 7 Jun 10 Jun 13 Jun 17
B25 May 30 – Jun 12 Jun 16 Jun 20 Jun 24 Jun 27 Jul 1
B26 Jun 13 – Jun 26 Jun 30 Jul 5 Jul 8 Jul 11 Jul 15
B01 Jun 27 – Jul 10 Jul 15 Jul 19 Jul 22 Jul 25 Jul 29
B02 Jul 11 – Jul 24 Jul 29 Aug 2 Aug 5 Aug 8 Aug 12
B03 Jul 25 – Aug 7 Aug 12 Aug 16 Aug 19 Aug 22 Aug 26
B04 Aug 8 – Aug 21 Aug 26 Aug 30 Sep 2 Sep 6 Sep 9
B05 Aug 22 – Sep 4 Sep 9 Sep 13 Sep 16 Sep 19 Sep 23
B06 Sep 5 – Sep 18 Sep 20 Sep 22 Sep 30 Oct 3 Oct 7
B07 Sep 19 – Oct 2 Oct 7 Oct 11 Oct 14 Oct 17 Oct 21
B08 Oct 3 – Oct 16 Oct 19 Oct 21 Oct 28 Oct 31 Nov 4
B09 Oct 17 – Oct 30 Nov 4 Nov 8 Nov 11 Nov 14 Nov 18
B10 Oct 31 – Nov 13 Nov 16 Nov 18 Nov 23* Nov 28 Dec 2
B11 Nov 14 – Nov 27 Dec 2 Dec 6 Dec 9 Dec 12 Dec 16
B12 Nov 28 – Dec 11 TBD TBD Dec 23 TBD TBD
**Manual Check Request Due Date: by this date, all requisite ePar approval will have taken place and the
Remedy Ticket with the completed and signed UNC-CH Manual Check Request Form attached will be submitted.
60
2015 Monthly Lockout and Confirm Schedule
Pay Period Monthly
Cycle Payroll Lockout Payroll Confirm date Payday
January 1-31 M07 January 23 January 27 January 30
February 1-28 M08 February 20 February 24 February 27
March 1-31 M09 March 23 March 25 March 31
April 1-30 M10 April 21 April 23 April 30
May 1-31 M11 May 19 May 26 May 29
June 1-30 M12 June 23 June 25 June 30
July 1-31 M01 July 24 July 28 July 31
August 1-31 M02 August 24 August 26 August 31
September 1-30 M03 September 23 September 25 September 30
October 1-31 M04 October 21 October 27 October 30
November 1-30 M05 November 19 November 23 November 30
December 1-31 M06 December 11 December 17 December 22
61
kastrins
Typewritten Text
Last updated: 2/5/15
kastrins
Typewritten Text
kastrins
Typewritten Text
2014 Monthly Run Schedule and Cutoff Dates
Pay Period ePAR Actions due in Payroll
Last ePAR sync with Payroll
Payroll run date Payday
January 1-31 January 21 January 24 January 28 January 31
February 1-28 February 20 February 21 February 25 February 28
March 1-31 March 20 March 24 March 26 March 31
April 1-30 April 21 April 23 April 25 April 30
May 1-31 May 20 May 22 May 27 May 30
June 1-30 June 20 June 23 June 25 June 30
July 1-31 July 21 July 24 July 28 July 31
August 1-31 August 20 August 22 August 26 August 29
September 1-30 September 11 September 17 September 19 September 30
October 1-31 October 20 October 24 October 28 October 31
November 1-30 November 14 November 17 November 21 November 26
December 1-31 December 10 December 12 December 18 December 23
62
kastrins
Typewritten Text
2015 Biweekly Lockout and Confirm Schedule
Pay Period Number
Period Ending Payroll lockout
Payroll confirm date
Payday
BW13 December 28 December 30 January 6 January 09
BW14 January 11 January 15 January 20 January 23
BW15 January 25 January 30 February 3 February 6
BW16 February 8 February 13 February 17 February 20
BW17 February 22 February 27 March 3 March 6
BW18 March 8 March 13 March 17 March 20
BW19 March 22 March 26 March 30 April 2
BW20 April 5 April 10 April 14 April 17
BW21 April 19 April 24 April 28 May 1
BW22 May 3 May 8 May 12 May 15
BW23 May 17 May 19 May 22 May 29
BW24 May 31 June 5 June 9 June 12
BW25 June 14 June 19 June 23 June 26
BW26 June 28 July 2 July 7 July 10
BW01 July 12 July 17 July 21 July 24
BW02 July 26 July 31 August 4 August 7
BW03 August 9 August 14 August 18 August 21
BW04 August 23 August 28 September 1 September 4
BW05 September 6 September 11 September 15 September 18
BW06 September 20 September 25 September 29 October 2
BW07 October 4 October 9 October 13 October 16
BW08 October 18 October 21 October 26 October 30
BW09 November 1 November 6 November 10 November 13
BW10 November 15 November 18 November 20 November 25
BW11 November 29 December 4 December 8 December 11
BW12 December 13 December 11 December 16 December 22
63
kastrins
Typewritten Text
Last updated: 12/19/14
2014 Biweekly Run Schedule
Pay Period Number
Period Ending ePAR last sync
Payroll run date noon
Payday
13 December 29 January 7 January 10
14 January 12 January 21 January 24
15 January 26 February 4 February 7
16 February 9 February 18 February 21
17 February. 23 March 4 March 7
18 March 9 March 18 March 21
19 March 23 April 1 April 4
20 April 6 April 14 April 17
21 April 20 April 29 May 2
22 May 4 May 13 May 16
23 May 18 May 27 May 30
24 June 1 June 10 June 13
25 June 15 June 24 June 27
26 June 29 July 8 July 11
01 July 13 July 22 July 25
02 July 27 August 5 August 8
03 August 10 August 19 August 22
04 August 24 September 2 September 5
05 September 7 September 16 September 19
06 September 21 September 30 October 3
07 October 5 October 14 October 17
08 October 19 October 23 October 27 October 31
09 November 2 November 7 November 11 November 14
10 November 16 November 17 November 20 November 26
11 November 30 December 5 December 9 December 12
12 December 14 December 12 December 17 December 23
64
ACADEMIC SERVICES
III
There are some Administrative Managers who also serve as the Student Services Coordinator for their department. There are different student service points of contact for Graduate and Undergraduate students.
Undergraduate Curricula is the point of contact for Undergraduate student and tuition topics. The Office of Undergraduate Curricula
The University of North Carolina at Chapel Hill • 3018 Steele Building, Campus Box 3504 • Chapel Hill, NC 27599-3504
Phone: (919) 843-7773 • Fax: (919) 962-6888http://curricula.unc.edu/
The Graduate School is the point of contact for all those engaging in graduate study and development.
The Graduate School Campus Box #4010, 200 Bynum Hall
University of North Carolina Chapel Hill NC, 27599-4010
[email protected] (919) 966-2611http://gradschool.unc.edu/
STUDENT SERVICES
65
Dear Student Services Coordinator,
Greetings from the Office of Undergraduate Curricula!
To help you get adjusted to your new position, we wanted to highlight a few things related to the undergraduate curriculum, our office, ConnectCarolina, and important deadlines. This is not a comprehensive list or manual, so please don’t hesitate to call or email if you have any questions; if we don’t know the answer we can put you in contact with someone who does.
The Making Connections Undergraduate Curriculum. The Making Connections OverviewFlyer describes the undergraduate curriculum in two pages, and is an excellent reference forfaculty and staff. Please note, 1) final examinations (or a final evaluation) are mandatory for allundergraduate courses and 2) courses fulfilling General Education requirements must include atleast 10 pages of written work, excluding in-class examinations. The Criteria Document is acomprehensive guide to the Making Connections curriculum.
Student Services Staff Meetings. Mark your calendar! The College of Arts and Sciences holdsa meeting for student services coordinators three times per year on the second Wednesday ofAugust, December, and April, at 10:30am in Toy Lounge. An agenda is sent to the manager’slistserv approximately one week before the meeting, with a request that it be forwarded tostudent services coordinators. Agendas and minutes from past meetings are posted on theStudent Services Staff page on the OUC Web site.
FERPA training. To receive access to student records in ConnectCarolina, you will need tocomplete the FERPA online training module.
Registrar’s Office. The Registrar’s Office provides services in classroom scheduling,registration, grades, academic data support, and much more. They maintain several listservs tocommunicate information about scheduling, registration, degree audit, and graduation. Thisoffice also conducts training on a variety of topics, including classroom assignment software andstudent records. A complete list of classes/workshops is available on their Web site. For moreinformation please contact the Training Coordinator at [email protected].
Course Request Approval System (CRAS). CRAS is used to electronically submit, approve,and process course requests. Submissions entered before October 15 will be included in the nextedition of the Undergraduate Bulletin. If you’re responsible for submitting courses for your unit,please schedule training with the Registrar’s Office:http://registrar.unc.edu/courses/course-request-approval-system/.
Curriculum Changes/Deadlines. Instructions for adding or revising an undergraduatecurriculum (i.e. revising the requirements for a major, adding a new minor, etc.) are available onour Web site: http://www.unc.edu/depts/uc/Faculty/Proposals_Instructions.html. Requestsare reviewed by the Administrative Boards of the General College and the College of Arts andSciences. All materials must be submitted by October 15 to be approved, effective with thefollowing fall semester, and included in the next Undergraduate Bulletin.
66
Undergraduate Bulletin. Departments/units edit their section of the Undergraduate Bulletinevery year. Our office sends the current text as a Word file to each unit in early October, with arequest that changes be submitted by mid-November. Please contact Nick Siedentop if you needto be added to the distribution list for your unit.
Please note, departments/units cannot make changes to their course inventory when editing the bulletin, these must be submitted through CRAS (see item above). Also, department/units cannot make curriculum changes when editing the bulletin, these must be submitted to the Administrative Boards (see item above).
First-Year Seminars (FYS). Our office prints a Fall First-Year Seminar brochure for studentorientation. If you need to make changes to a first-year seminar after the Course Maintenanceperiod ends (usually in mid-January for the fall semester), please let me know by e-mail. Thisincludes adding/cancelling an FYS or making changes to the meeting pattern. If an instructorwants to offer a new FYS, you can schedule XXXX 89: Special Topics (i.e. COMM 89, POLI89, etc.). The instructor is required to submit an FYS Prospectus Form and Syllabus by the endof February (for fall term) or the end of September (for spring term). More information, visit theFYS Web site: http://fys.unc.edu/
Honors Carolina. Honors Carolina sponsors more than 130 small, seminar-style courses eachyear, in addition to study abroad and research programs. Departments/units offering honorscourses are asked to submit an online course planning form each semester. Senior HonorsThesis courses do not need to be reported. Information about the form is sent through theRegistrar’s course scheduling officers listserv.
Grade Tracking. During the grading period scheduling officers can run a report inConnectCarolina to show the grade status for classes in their unit.
1. Navigation: MyUNC > ConnectCarolina > Reporting Tools.2. Query name = NC_SR_GRADE_ROSTER_STATUS.3. Enter term and academic organization. For example, 2132 COMM.
ConnectCarolina queries. [Information coming soon.]
Best wishes, The Office of Undergraduate Curricula
67
GSHIP CONTACTS
Issue Contact Phone Email Process Chandrika Rao 919-843-8198 [email protected]
Process Brooke O’Neal 919-843-0420 [email protected]
Policy Dwayne Pinkney 919-962-1091 [email protected]
Campus Health Services Mary Covington, M.D. 919-966-9176 [email protected]
Office of Sponsored Research
Director, Post Award Services & Cash Management
919-962-4676 [email protected]
Online Process (Technical)
Jeroen Soeurt 919-962-6036 [email protected]
Disbursements Services General Number, option 3 919-962-0213 [email protected]
Student Acct & Univ Rec.
Diana Malinsky 919-843-0169 [email protected]
BCBSNC Customer Service 800-579-8022 [email protected]
68
The College of Arts & Sciences REFERENCE SHEETS
69
UNCCH Ledger Group Matrix
Fund Type Ledger Group For use by Bus Unit Fund Source Account Dept PC Bus
UnitProject
IDProject
IDProject Activity Program CC1 CC2 CC3
State STATE PARENT (EXPENSE) All Schools/Divisions with State funds UNCCH Detail Rollup Rollup Rollup -- -- -- -- -- -- --
STATE CHILD (EXPENSE) All Schools/Divisions with State funds UNCCH Detail Detail Rollup Detail -- -- -- Optional -- -- --
STATE REVENUE All Schools/Divisions with State funds UNCCH Detail Detail Detail Detail -- -- -- Optional -- -- --
F&A F&A PARENT (EXPENSE) All Schools/Divisions with F&A funds UNCCH Rollup Rollup -- Rollup -- -- -- -- -- -- --
F&A CHILD (EXPENSE) All Schools/Divisions with F&A funds UNCCH Rollup Detail 510000,
500100 Detail -- -- -- Optional -- -- --
F&A REVENUE Budget Offi ce only UNCCH Rollup Detail Detail Detail -- -- -- Optional -- -- --
OSR OSR PARENT (EXPENSE) All Schools/Divisions with Contracts & Grants funds UNCCH Detail Detail Rollup -- -- Detail -- -- -- -- --
OSR CHILD (EXPENSE) All Schools/Divisions with Contracts & Grants funds UNCCH Detail Detail Rollup Detail CHOSR Detail 1 -- -- -- --
Trust TRUST EXPENSE All Schools/Divisions with Trust funds UNCCH See ruleset information on back
TRUST REVENUE All Schools/Divisions with Trust funds UNCCH See ruleset information on back
State, F&A, OSR, TrustState, F&A, OSR, TrustState, F&A, FAMODET
EXPENSEBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH See ruleset information on back
FAMODET REVENUE
Business Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH See ruleset information on back
All Funds PROGRAM Available to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH -- -- -- -- -- -- -- Detail -- -- --
COST CODE 1 Available to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH -- -- -- -- -- -- -- -- Detail -- --
COST CODE 2 Available to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH -- -- -- -- -- -- -- -- -- Detail --
COST CODE 3 Available to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH business unitAvailable to all schools, divisions and departments in the UNCCH -- -- -- -- -- -- -- -- -- -- Detail
DETAIL Available to all schools, divisions and departments in the UNCCH business unit (for reporting purposes only)Available to all schools, divisions and departments in the UNCCH business unit (for reporting purposes only)Available to all schools, divisions and departments in the UNCCH Optional Optional Optional Optional Optional Optional Optional Optional Optional Optional Optional
Chartfi elds on which you may budget
ver 06052015
Effective with FY2016
Detail or Rollup indicates a required fi eld510000 - Earnings Only | 500100 - All Other Expenses
70
Detail or Rollup indicates a required fi eld
Fund Type Ruleset For use by Bus Unit Fund Source Account Dept PC Bus
UnitProject
ID Activity Program CC1 CC2 CC3
Trust
Trust Trust 1 ExpenseAll Schools/Divisions with non-OSR contract trusts
UNCCHRollup
Detail 510000, 500100 Detail -- -- -- -- -- -- --
Dental Faculty Practice Detail
Trust Trust 1 RevenueAll Schools/Divisions with non-OSR contract trusts
UNCCHRollup
Detail 400100 Detail -- -- -- -- -- -- --Dental Faculty Practice Detail
Trust Trust 2 Expense All Schools/Divisions with Trust funds UNCCH Rollup Detail 510000, 500100 Detail -- -- -- Optional -- -- --
Trust Trust 2 Revenue All Schools/Divisions with Trust funds UNCCH Rollup Detail 400100 Detail -- -- -- Optional -- -- --
Trust Athletics Expense Athletics only UNCCH Detail Detail Rollup Detail -- -- -- Optional Optional -- --
Trust Athletics Revenue Athletics only UNCCH Detail Detail Detail Detail -- -- -- Optional Optional -- --
Trust Student Aff airs Expense Vice Chancellor for Student Aff airs only UNCCH Rollup Detail Rollup Detail -- -- -- Optional -- -- --
Trust Student Aff airs Revenue Vice Chancellor for Student Aff airs only UNCCH Rollup Detail Detail Detail -- -- -- Optional -- -- --
TrustUNC Faculty Physicians UNC Faculty Physicians UNC Faculty
ExpensePhysicians ExpensePhysicians School of Medicine only UNCCH Detail Detail Rollup Detail -- -- -- Optional -- -- --
TrustUNC Faculty Physicians UNC Faculty Physicians UNC Faculty
RevenuePhysicians RevenuePhysicians School of Medicine only UNCCH Detail Detail Detail Detail -- -- -- Optional -- -- --
FAMODET
State, F&A, OSR, TrustState, F&A, OSR, TrustState, F&A, FAMODET
Expense (FAD)Business Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH -- Detail Rollup Rollup -- Optional -- -- -- -- --
State, F&A, OSR, TrustState, F&A, OSR, TrustState, F&A, FAMODET
Revenue (FAD)Business Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH -- Detail Detail Rollup -- Optional -- -- -- -- --
State, F&A, OSR, TrustState, F&A, OSR, TrustState, F&A, FAMODET
Expense (FADP)Business Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH -- Detail Rollup Rollup -- Optional -- Optional -- -- --
State, F&A, OSR, TrustState, F&A, OSR, TrustState, F&A, FAMODET
Revenue (FADP)Business Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH -- Detail Detail Rollup -- Optional -- Optional -- -- --
State, F&A, OSR, TrustState, F&A, OSR, TrustState, F&A, FAMODET
Expense (FADPC)Business Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH -- Detail Rollup Rollup -- Optional -- Optional Optional Optional Optional
State, F&A, OSR, TrustState, F&A, OSR, TrustState, F&A, FAMODET
Revenue (FADPC)Business Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, Health & Campus Safety; Facilities ServicesBusiness Services & Administration; Energy, Environment, UNCCH -- Detail Detail Rollup -- Optional -- Optional Optional Optional Optional
Chartfi elds on which you may budget
UNCCH Rulesets Effective with FY2016
510000 - Earnings Only | 500100 - All Other Expenses
71
TypeOld Dept Number
New Dept Number
Department Name
A&S 3201 300100 Dean's Office - Arts & SciencesA&S 3201 300101 Arts & Sciences FoundationA&S 3201 300102 Natural Sciences Business ClusterA&S 3231 301000 OASIS - (Info Systems)
UE 3120 302100 Academic AdvisingUE 3203 302200 HonorsUE 3203 302201 Distinguished ScholarshipsUE 3203 302202 Winston HouseUE 3203 302203 Honors Study Abroad Burch ProgramUE 3224 302300 Robertson ScholarsUE 3214 302400 Student Success & Academic Counseling, Center forUE 3235 302401 Learning CenterUE 3234 302402 Writing CenterUE 3234 302403 Academic Support Program for Student AthletesUE 3234 302404 Summer BridgeUE 3219 302500 Undergraduate EducationUE 3219 302501 Undergraduate CurriculaUE 3219 302502 First Year SeminarsUE 3219 302503 Student RetentionUE 3236 302600 Undergraduate Research, Office for
Dept 3204 310100 ArtDept 3207 310200 Dramatic ArtProg 8915 310201 PlaymakersDept 3212 310300 Music
Dept 3226 311100 American StudiesProg 3211 311200 Arts & Humanities, Institute of Dept 3220 311300 ClassicsDept 3215 311400 Communication StudiesDept 3215 311401 Writing for the Screen and StageDept 3225 311500 English & Comparative LiteratureDept 3229 311600 Germanic & Slavic Languages & LiteraturesProg 3229 311601 Jewish StudiesProg 3221 311700 Humanities & Human ValuesDept 3228 311800 LinguisticsDept 3238 311900 PhilosophyDept 3241 312000 Religious StudiesDept 3244 312100 Romance LanguagesProg 3145 312200 Study of the American South, Center for theDept 3283 312300 Women's Studies
Humanities3110-00 to 3129-00
3100-00 to 3109-00
Dean's Office 3000-00 to 3019-00
Undergraduate Education3020-00 to 3039-00
Fine Arts
72
TypeOld Dept Number
New Dept Number
Department Name
Prog 3239 313100 African Studies CenterProg 3237 313200 Carolina Asia CenterCrlm 3216 313300 European Studies CenterA&S 3261 313400 Global EducationCrlm 3135 313500 Global StudiesProg 3240 313600 Middle East & Muslim Civilizations CenterProg 3249 313700 Slavic, Eurasian & East European Studies CenterProg 3266 313800 Study AbroadCrlm 3251 313900 Study of the Americas, Institute for the
Dept 3297 315100 Aerospace StudiesDept 3287 315200 African & Afro-American StudiesDept 3284 315300 AnthropologyCrlm 3286 315400 Archaeology, Curriculum and Research Labs ofDept 3252 315500 Asian StudiesDept 3288 315600 City & Regional PlanningDept 3289 315700 EconomicsDept 3289 315701 Minor in EntrepreneurshipDept 3290 315800 GeographyDept 3291 315900 HistoryDept 3291 315901 Sexuality StudiesDept 3291 315902 Medieval & Early Modern StudiesDept 3256 316000 Military ScienceDept 3298 316100 Naval ScienceCrlm 3206 316200 Peace, War & DefenseDept 3294 316300 Political ScienceDept 3279 316400 Public PolicyDept 3296 316500 SociologyProg 5215 316600 Urban & Regional StudiesProg 5215 316601 Community Capital, Center for
Crlm 3232 318100 Applied Sciences & Engineering, Curriculum of *Dept 3267 318200 BiologyDept 3265 318300 ChemistryDept 3276 318400 Computer ScienceCrlm 3264 318500 Environment & Ecology *Dept 3292 318600 Exercise & Sport SciencesDept 3268 318700 Geological Sciences *Dept 3262 318800 Marine Sciences *Dept 3282 318900 MathematicsDept 3270 319000 Physics & AstronomyDept 3258 319100 PsychologyDept 5235 319101 Psychometric LabDept 3278 319200 Statistics & Operations Research
Natural Sciences3180-00 to 3199-00
Global Programs3130-00 to 3149-00
Social Sciences3150-00 to 3179-00
73
Object Code
Object CodeDescription
Account Code
Account Code Description
1920 Professional Consulting Fees 523110 Consulting Fees Budget1921 Consultant Fees-Academic/Research 523110 Consultant Fees-Academic/Research1922 Consultant Expense-Academic/Research 523120 Consultant Expense-Academic/Research1923 Consultant Fees-MIS/DP 522410 Consultant Fees - IT1924 Consultant Expenses-MIS/DP 522420 Consultant Expense-IT1925 Consultant Fees-Administrative 522510 Consultant Fees-Administrative1926 Consultant Expense-Administrative 522530 Consultant Expense-Administrative1927 Consultant Fees-Engineering 522550 Cosultant Fees-Engineering1928 Consultant Expense-Engineering N/A
1940 Employee on Loan Payments 522710 Employee on Loan Budget1941 Employee on Loan Payments 522710 Employee on Loan Payments
1950 Honorarium 522810 Honorariums1951 Honorarium 522810 Honorariums1952 Honorarium Expense 522820 Honorarium Expense
1970 Academic Instruction/Research Services 523130 Academic /Research Services Budget1971 Academic Instruction/Research Services 523130 Academic Instruction Services1972 Academic Intruction/Research Services Expense 523140 Academic Instruction Expense1975 Study Subject Services 514810 Study Subject Payments1976 Study Subjects Expense Reimbursement 514820 Study Subject Expenses
1990 Other Contracted Services 522922 Other Contractual Services1991 Non-Instructional Services 522922 Non-Instructional Services1992 Non-Instructional Service Expense 522923 Non-Instructional Service Expense1993 Secretarial, Clerical, & Tech. Services 522924 Clerical/Technical Services1995 Contract Resident 522920 HCS Contract Services ResidentN/A 522924 Central Secretarial Services1996 Systems Implementation/Integration Services 522430 Systems Integration ServicesN/A 522936 Central Professional Services1997 WAN Support Services 522440 WAN Support Services1999 Other Miscellaneous Personnel Services 522927 Other Miscellaneous Personnel Services
2000 Supplies & Materials 531110 Supplies & Materials Budget2111 Household Supplies-Janitorial/Cleaning 532110 Supplies-Janitorial2112 Household Supplies-Clothing/Uniform 535110 Supplies-Clothing & Uniform2211 Food Products 534110 Supplies-Food/Beverage Product2311 Educational Supplies 537210 Supplies-Educational/Research2411 Repair Supplies 532410 Supplies-Repairs2412 Warranty Supplies 532420 Supplies-Warranty2511 Motor Vehicle Supplies-Gasoline 533110 Supplies-Motor Vehicle Gas2512 Motor Vehicle Supplies-Other 533510 Supplies-Motor Vehicle Other2611 Office Supplies 531110 Supplies-Office2911 Other Supplies-Non-Educational Miscellaneous 538110 Supplies-Non Educational Miscellaneous2921 Data Processing Supplies 531210 Supplies-Software & Licensing2922 Other Supplies-Non-Educational Scientific 537110 Supplies-Non Educational Scientific2923 Other Supplies-Non-Educational Agricultural 532510 Supplies-Non Educational Agricultural2924 Other Supplies-Drugs/Pharmaceuticals 536110 Supplies-Drugs/Pharmaceutical
Object Code vs ConnectCarolina Accounts
Legacy Connect Carolina
74
Object Code
Object CodeDescription
Account Code
Account Code Description
3000 Current Services 520000 Purchased Services Budget3111 In-State Transportation-Air 526110 Travel in NC-Air3112 In-State Transportation-Ground 526120 Travel in NC-Ground3113 In-State Transportation-Other 526130 Travel in NC-Other Transportation3114 In-State Subsistence-Lodging 526140 Travel in NC-Lodging3115 In-State Subsistence-Meals 526150 Travel in NC-Meals3116 In-State Other Travel Expense 526160 Travel in NC-Other3119 In-State Other Registration Fees 528310 Fees-Registration in State3121 Out of State Transportation-Air 526210 Travel in US Not NC-Air3122 Out of State Transportation-Ground 526220 Travel in US Not NC-Ground3123 Out of State Transportation-Other 526230 Travel in US Not NC-Other Transportation3124 Out of State Subsistence-Lodging 526240 Travel in US Not NC-Lodging3125 Out of State Subsistence-Meals 526250 Travel in US Not NC-Meals3126 Out of State Other Travel Expense 526260 Travel in US Not NC-Other3129 Out of State Registration Fees 528320 Fees-Registration Out of State3131 Out of Country Transportation-Air 526310 Travel Out Of US-Air3132 Out of Country Transportation-Ground 526320 Travel Out Of US-Ground3133 Out of Country Transportation-Other 526330 Travel Out Of US-Other Transportation3134 Out of Country Subsistence-Lodging 526340 Travel Out Of US-Lodging3135 Out of Country Subsistence-Meals 526350 Travel Out Of US-Meals3136 Out of Country Other Travel Expense 526360 Travel Out Of US-Other3139 Out of Country Registration 528330 Fees-Registration Out of US3144 Recruit Transportation & Subsistence 526780 Travel Recruit - Transportation3211 Postage 527410 Postage3221 Telephone-Local 527120 Telephone-Local Service3222 Telephone-Long Distance 527130 Telephone-Long Distance Service3223 Telephone-Installation 527220 Telephone-Installation Service3231 Television/Cable Services 527710 TV Cable Services3241 Cellular Phone Services 527170 Cellular Telephone Services3284 Telecommunications Data Charges 527150 Telecom Data Charges3285 Teleconference Charges 527160 Teleconference Charges3286 Video Transmission Charge 527190 Video Transmission Charges3287 Internet Service Provider Charge 527195 Internet Service Charges3288 E-mail & Calendar Charges 527180 Email & Calendar Charges3291 Other Communications 527140 Telephone-Other Communications Charges3292 Data Wiring Service Charge 527210 Data Wiring Charges3293 Telephone Wiring Servive Charge 527230 Telephone-Wiring Charges3294 Managed LAN Service Charge 527260 Managed LAN Service Charge3411 Printing & Binding 527510 Printing & Binding Design3525 Repairs & Maintenace-Servers 524110 Repairs-Buildings3611 Freight & Express 527420 Freight & Express3711 Advertising 527610 Advertising3811 Computer/Data Processing Services 527240 Computer/Data Processing Servicep y y y3916 Animal Care Services 522630 Service Agreement-Animal Care3917 X-Ray/MRI Services 522320 X Ray Services3918 Lab & Analytical Services 558913 Laboratory & Analytical Service3919 Miscellaneous Services 558914 Miscellaneous Services3922 Laundry & Dry Cleaning 558916 Laundry Dry Cleaning3924 Uniforms - Laundry & Dry Cleaning 558917 Laundry Dry Cleaning-Uniforms3929 Miscellaneous Obligations 558920 Miscellaneous Obligations3931 Meetings & Amenities 558921 Meetings & Amenities3953 Educational Assistant Program-Non Taxable 558928 Employee Education Expense3984 Royalties 558937 Royalties3991 Other Employee Educational Expenses 528420 Employee Other Educational Expenses
Legacy Connect Carolina
75
Object Code
Object CodeDescription
Account Code
Account Code Description
4000 Fixed Charges 524100 Fixed Charges4911 Institutional Dues & Memberships 558310 Institution Dues & Memberships4912 Periodicals & Subscriptions 558311 Non-Library Subscriptions4913 Licenses & Permits 558939 Licenses & Permits
Object Code
Object CodeDescription
Account Code
Account Code Description
5000 Capital Outlay 545110 Equipment Budget5111 Office Furniture-Capitalized 545110 Furniture-Office5112 Office Equipment 545212 Equipment-Office5211 Non-WAN Data Processing Equipment 545360 Equipment-Computerwork Stations5212 Non-WAN Computer Software 547110 Computer Software Over $100K5213 WAN Equipment Purchases 545370 Equipment-WAN5214 WAN Computer Software Purchases 547120 Software-WAN5311 Scientific/Medical/Laboratory-Capitalized 545230 Equipment-Laboratory Other5312 Classroom & Library Furnishings-Capitalized 545130 Equipment-Classroom/Library5313 Engineering & Drafting Equipment-Capitalized 545250 Equipment-Engineering/Drafting5316 Other Educational Equipment-Capitalized 545380 Equipment-Other5511 Moveable Equipment-Capitalized 545340 Equipment-Movable5512 Fixed Equipment-Capitalized 545343 Equipment-Fixed5513 Art Objects-Capitalized 546110 Art Objects & Artifacts5515 Voice Communications Equipment 545280 Equipment-Voice Communication5517 Video Transmission Equipment Purchases 545375 Equipment-Audio/Visual Transmission5519 Other Equipment-Capitalized 545381 Equipment-Other Non Laboratory
6570 Educational Grants 568710 Traineeships Budget6573 Trainee Tuition & Fees 568730 Traineeships-Tuition6577 Trainee Pay Back 568810 Tuition-Graduate Assistant
6590 Other Educational Awards 569110 Other Educational Award Budget6594 Fellowships Non-Service 569180 Fellowships-Non Service6596 Medical Insurance Grad Students 569220 Insurance-Grad Student Medical
6900 Other Student Aid Grants 569810 Other Aids & Grants6901 Participant Stipends 569311 Participant Stipend6991 Other Contracts & Grants 569471 Grants-Other Contract/Grant
Legacy Connect Carolina
76
