University System of New Hampshire

USA - University System (Chancellor's Office)

III. Administrative Policies

F. Weapons on University System of New Hampshire Premises

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.III.G.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


1. Purpose

The USNH System Office is committed to providing a safe and secure working environment for employees and visitors.  To support this commitment to safety, the use or possession of any firearms, other dangerous weapons that could be used to inflict injury, or explosives is absolutely prohibited on any property owned, controlled, or operated by the System Office.

2. Violations

Any person violating this policy shall be subject to appropriate disciplinary and/or legal action as appropriate under applicable federal, state, and local laws and the policies and procedures of USNH and the System Office.

3. Exception

On duty law enforcement officers authorized to carry weapons are exempted from the prohibition established in this policy.

G. Procedures Regarding Access to Public Records

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.III.G.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


1.   This procedure shall apply to all requests for access to public records received by the administrative offices of the University System of New Hampshire.

2.   Requests for access to USNH public records should be made in writing and should include a specific description of the desired documents. All steps taken to comply with such requests should be documented in writing and should include a specific description of the documents that were made available.

3.   Public documents requested under the Right-to-Know Law must be made available within a reasonable time. That reasonable time is determined with respect to the circumstances of the particular request. The greater the administrative time and effort required to comply with a request, the greater the time that will be considered "reasonable." In the event a reply will take longer than a few days, a letter should be sent acknowledging receipt of the request and estimating when a substantive reply will be available.

4.   The Right-to-Know Law does not specify a particular method by which access to public records must be allowed. Access will ordinarily be afforded by providing photocopies of the requested materials. In some instances alternate methods -- such as allowing personal review of a particularly voluminous file -- may be more appropriate.

5.   A public agency may charge a fee for providing access to its public records. That fee should be calculated to cover the variable costs incurred by the agency in providing access to the records. The basic fee for producing photocopies of USNH records shall be $.10 per page. Other variable costs incurred, e.g. personnel salary and benefits, may be charged in appropriate cases.

6.   While USNH has an obligation to provide the public with reasonable access to its public records, the System must also respect the privacy interests of persons who are the subject of confidential, or otherwise exempted, information contained in those records. A USNH record must be reviewed in its entirety before it is released in order to ensure that no confidential or otherwise exempted information is included.

7.   Other types of records exempted from the public access requirement include personnel records, student records, internal memoranda and draft reports, privileged documents (e.g. lawyer-client communication), records pertaining to litigation, collective bargaining, real estate negotiations, and records containing certain types of confidential commercial or financial information.

8.   It is possible that only a portion of the information contained in a USNH record will be subject to public access under the Right-to-Know Law. In such cases USNH must make a reasonable effort to provide access to the public portions of the record. For instance, a redacted photocopy of the document may be provided.

9.   The legislature has provided for private enforcement of the Right-to-Know law by suit in the Superior Courts. Plaintiffs are entitled to an expeditious hearing and, if successful, reimbursement for their attorneys' fees and costs. The General Counsel should be consulted whenever questions arise as to the appropriate response to a request for USNH records.

10.   This procedure shall be effective immediately and shall continue in force until otherwise amended or repealed.

 

I. System Office Guidelines on the Acceptance of Gifts

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.III.G.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


The USNH policy on conflict of interest (USY V.D.7, Conflict of Interest) does not directly address the question of whether a USNH employee can accept a gift (including, e.g., travel expenses, meals, entertainment opportunities, etc.) from a current or potential USNH business partner.  Even so, as a matter of practice USNH employees, and in particular employees at the executive level or with relevant decision-making authority, generally are very careful to avoid accepting anything that might be considered a personal gift from a vendor.  In addition, it is always important to consider the perceptions of a skeptical media outlet, state legislator, or citizen.

One useful decision-making exercise is to develop the bullet points to be used by our media relations people to defend the decision in the court of public opinion.  It is also important that before implementing the decision you alert anyone who would have to support the decision in the event it is challenged – likely that will include both the department head and the Chancellor.  And, if there is a potential for controversy, it is a good idea to document the decision and supporting rationale before you implement the decision.  To state the obvious, we work in highly-visible positions of public trust and any perceived breach of our duties as stewards of the public good will harm our relationships with key constituents including the campuses, the Board of Trustees, student and their parents, and the legislature.

Some key factors to include in the analysis:

  • The value to USNH of participating in the opportunity;
  • The total cost of the opportunity;
  • The extent to which the opportunity is beneficial to USNH versus a personally interesting/valuable experience;
  • The extent to which the opportunity may raise, or be seen as raising, the cost of services to students or employees (e.g., the offer of an affinity credit card that provides payments to the institution based on usage);
  • The public perception of the opportunity:  the extravagance, the location(s), the expense, the activities (i.e., the “boondoggle-appearance” test);
  • The USNH employee’s role relative to the engagement of the vendor and/or the management of the vendor relationship (i.e., will the public perceive the opportunity as potentially influencing your judgment?); and
  • If the opportunity is valuable to USNH and reasonably priced, why shouldn’t USNH pay for your participation and eliminate and question or appearance of conflict or impropriety?

V. Personnel Policies

Table of Contents

USA University System (Chancellor's Office) :: V. Personnel Policies

 

A. Benefits

13. Earned Time

C. Employment

1. Vacant Position Procedures
2. Compassionate Leave Donation Program

D. Employee Relations

12. Complaint and Grievance Resolution Procedures

E. Professional Development and Training

7. Performance Evaluations

F. Compensation

5. Pay by Hour Policies
6. Procedures for Curtailed Operations -- System Offices
7. Compensation of Principal Administrators

A. Benefits

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.A.13.5.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


13.   Earned Time

13.5   Sick Leave Pool

13.5.1   Open Enrollment. The scheduled time to convert earned time days into sick pool days will be annually during the month of April. The Personnel Office will notify those employees who are eligible.

13.6   Record keeping. It is the immediate supervisor's responsibility to verify usage and current Earned Time balances of each employee reporting to the supervisor. Signed Time and Attendance records must be sent to the Personnel Office every month.

C. Employment

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.C.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


1.   Vacant Position Procedures

1.1   The following procedures are being introduced, effective January 2014, to ensure a prudent, equitable and justifiable process for managing vacant positions in the System Office. In addition, establishing a review process that supports a culture of transparency, inclusiveness and customer service will be critical to identifying and hiring staff that will support and promote this culture.

1.2   Regardless of position status and funding, a request for a replacement of a vacant position is not automatic and will be reviewed using the procedures listed below. In most cases, the Chancellor and/or the Chancellor's Executive Team will make the final determination on each vacant position.

1.3   Vacant Position Process

1.3.1   When a position becomes vacant, the manager should take the following actions:

1.3.1.1   Update the job description (as needed)

1.3.1.2   Update or create a department organizational chart

1.3.1.3   Write a compelling and accurate summary of position need and include responses to each of the following questions:

  • Is this position still needed?
  • How does/will it support the campuses and/or Board?
  • Can the duties of this position be included in an existing position?
  • Is this an opportunity to reorganize the department and the associated work?
  • Is there continued and appropriate funding for this position?

1.3.2   Once the summary, job description and department organizational chart are updated and complete, the manager should meet with their functional Principal Administrator (PA) to review.

1.3.3   The respective PA (Finance, Legal and HR) will then provide this information to the Chancellor's Executive Team for review, discussion and final determination of the position status.

1.4   Filling a Vacant Position

1.4.1   Approval to fill a vacant position must be obtained from the Chancellor or the respective PA on behalf of the Chancellor.

1.4.2   Once approval is obtained for a manager to proceed with filling a vacant position, the following steps should be followed when sourcing a candidate:

1.4.2.1   Meet with HR to begin the posting and selection process;

1.4.2.2   Depending on the level of the position, the respective PA and the manager, should identify one Chancellor's Executive Team member to serve on the interview team;

1.4.2.3   The manager, with input from the respective PA, should also identify staff members from other functional areas (as appropriate) to be included in the interview process; and

1.4.2.4   As needed, the manager can invite functional staff from the campuses to be included during the interview process.

1.5   Vacant Position Reporting

1.5.1   Each month, or as positions become vacant, HR will send to the Chancellor and the Chancellor's Executive Team an updated vacant position report. This report will provide the relevant details on each vacant position including:

1.5.1.1   Position title and department

1.5.1.2   Days position has been vacant

1.5.1.3   Status of position (open, under review, filled, or eliminated).

2.   Compassionate Leave Donation Program

2.1   Definition. In accordance with USNH Policy, USY V.A.17, the Chancellor's Offices establishes a Compassionate Leave Donation Program which provides a mechanism for status employees who earn Vacation Leave or Earned Time to voluntary and anonymously donate annual leave or Earned Time to another employee whose absence from work qualifies under the Family Medical Leave Act and who has exhausted, or will exhaust his/her applicable paid leave time. Compassionate leave does not apply to intermittent FMLA situations. The leave is donated directly as a payment to an employee, not a leave bank. The maximum donated time is 20 days (150 hours for OS working 37.5 hours/160 hours for those working 40 hours per week). This program will be coordinated by Human Resources. Confidentiality of medical information for those receiving compassionate leave will be maintained.

2.2   Other Conditions. The role of the institution is to facilitate the administration of the Compassionate Donation Leave Program, not to encourage or discourage participation in the program, nor disseminate information about those employees in need of donations of time. No employee may coerce, threaten, intimidate, or promise financial benefits for donations of leave time.

2.3   Eligibility. The leave will apply to any status employee who earns Vacation Leave or Earned Time and whose situation is such that her/his FMLA absence from work is anticipated to be a minimum of 30 calendar days, including a minimum of five days for the 30 which would be unpaid leave, and the employee is planning to return to work for at least 30 calendar days following the FMLA leave. The number of compassionate leave hours/days an employee may receive per 12-month period will be limited to 20 work days per 12-month period. If otherwise eligible, employees are not eligible for compassionate leave if: 1.) they are receiving USNH Long Term Disability or Workers' Compensation benefits, 2.) they are on a probationary status.

2.3.1   Donation of Time.

2.3.1.1   Operating Staff. May donate Earned Time in full-hour increments from their Earned Time accrual with a recommended minimum of two hours.

2.3.1.2   Exempt Staff: May donate Vacation/Personal Leave in minimal increments of 0.5 days from their Vacation/Personal leave accrual.

2.3.1.3   No Sick Pool or Sick Leave may be donated.

2.3.1.4   After donating leave, a donating employee must have a minimum balance of one week (e.g. 37.5 or 40 hours/5 days) of Earned Time/Vacation Leave.

2.3.1.5   Time may be donated to a status employee in any department and status employee type covered by this policy.

2.3.1.6   Donated time does not count towards minimum usage requirements.

2.3.1.7   Donations may be made to more than one employee.

2.3.1.8   Maximum donation, not to exceed 12 days (90/96 hours) of Earned Time/Vacation Leave in total per fiscal year, the maximum is pro-rated for percent-time employees.

2.3.2   No Compassionate Leave donations may be made outside the employee's home institution.

2.3.3   Use of Compassionate Leave.

2.3.3.1   An employee receiving Compassionate Leave will not accrue Earned Time or Vacation/Personal Leave on Compassionate Leave time days.

2.3.3.2   The recipients department will pay the cost of the employee's salary that is covered by Compassionate Leave.

2.3.3.3   Compassionate Leave use cannot extend beyond the end of the employee's appointment period or increase the appointment hours/days beyond the budgeted appointment hours/days.

2.3.4   Reporting. The institution shall establish a process to ensure that the donor and recipient time/leave are correctly recorded on appropriate time/leave entries.

2.3.5   Termination of Donated Leave. An employee's use of donated Compassionate Leave ends when one or more of the following occur the employee returns to work; the maximum amount of donated Compassionate Leave has been used; medical documentation for the employee, spouse; child, or parent releases the employee to return to work; the employee terminates employment; or there are no more donation of leave time to the employee.

D. Employee Relations

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.D.12.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


12.   Complaint and Grievance Resolution Procedures. The complaint and grievance resolution procedures represent two distinct but related processes established for the purpose of resolving work-place problems and/or misunderstandings. This policy describes the complaint procedure and the following policy (USA V.D.12.3) describes the grievance procedure. Except where noted, staff may use either procedure solely and separately, or may use the complaint procedure as the first step of the grievance procedure.

12.1   Complaint Resolution -- General

12.1.1   Purpose. The System Office complaint procedure is intended to resolve complaints and problems arising out of the interpretation and/or implementation of Board of Trustees, University System or System Office policy, procedure and practice. Employees are encouraged to utilize the complaint process to address performance issues.

12.1.2   Definition. A complaint is an issue of concern related to a work-place situation or working conditions.

12.1.3   Relation to Grievance Process. The complaint resolution process may serve as an informal step to the System Office grievance procedure (USA.V.D.12.3). Complaints related to evaluations of work performance, and final classification determinations are not appropriate for either the complaint procedure or the grievance procedure. Termination may be addressed only through the grievance procedure.

12.1.4   Conditions

12.1.4.1   The complaint resolution mechanism does not provide employees any rights other than the right to have a complaint heard and be considered. It does not bind the System Office to any particular outcome or course of action.

12.1.4.2   Complaints may be brought at any time. In order to continue complaints into the grievance procedure, established time lines (see USA V.D.12.3.1.3.1) must be followed.

12.1.4.3   The complainant may have an advocate (must be a System Office employee and shall not be an attorney).

12.1.4.4   Confidentiality shall be expected for participants in the complaint resolution process. Information revealed and discussions held shall be confidential insofar as that is reasonable within legal requirements and organizational responsibilities.

12.1.4.5   The filing of a complaint shall not affect the rights of an employee to seek any remedy which may be available in an external forum and does not postpone any deadlines for pursuing such remedies.

12.1.5   Remedies. Remedies pursued under the complaint procedure may include any remedy which conforms to the spirit of relevant policy.

12.1.6   Orientation. The System Personnel Office shall serve as a resource for understanding, accessing and managing the complaint process.

12.1.7   Record keeping. Complaint information shall be kept in a confidential file and will be accessible only to those individuals engaged in the complaint process and appropriate administrators with an official need to know.

12.2   Complaint Resolution Process

12.2.1   A staff member may register a complaint by notifying the System Personnel Office of the complaint and indicating a desire to pursue a solution. If the staff member wishes this complaint to meet the deadline for filing a grievance, the notification of a complaint/grievance must be in writing and must be within the time frame (see USA V.D.12.3.1.3.1) specified for a grievance.

12.2.2   After considering the nature of the complaint, the System Personnel Office will initiate a discussion/resolution. Options to pursue resolution will include, but not be limited to, discussions with the supervisor, informal investigation of facts, and/or use of a third party to help mediate between the decision-maker and the complainant.

12.2.3   If the options selected do not result in a satisfactory resolution of the complaint, the Personnel Office may, as appropriate, require any of the following: a report from the investigator of the facts of the case; a report from the mediator about the potential solutions; a report from the supervisor about the reasons that no settlement or resolution was reached. The Personnel Office will establish the appropriate time frame for any report or follow up on reports required.

12.2.4   If the complaint also qualifies as a grievance (see USA V.D.12.3.1.2 Grievance Definition), a staff member may file a written grievance within the deadlines established in USA V.D.12.3.1. The Personnel Office will make a determination of the point at which the complaint process has ended. If the complaint continues as a grievance the grievance will continue at Step One (see USA V.D.12.3.2.3).

12.3   The grievance and complaint procedures represent two distinct, but related processes established for the purpose of resolving workplace problems and/or misunderstanding. This policy describes the grievance procedure, and the preceding policy (USA V.D.12.1-2) describes the complaint procedure. Except where noted, staff may use either procedure solely and separately, or may use the complaint procedure as the first step of the grievance procedure.

12.3.1   Grievance Resolution -- General

12.3.1.1   Purpose. The System Office grievance procedure is intended to provide employees with a mechanism to resolve alleged violations of Trustees, University System or System Office policy.

12.3.1.2   Definition. A grievance is a written statement alleging a violation of Trustees, University System or System Office policy. The grievance procedure shall not be used to review the substantive merits of an administrative judgment, evaluation, or other discretionary act or decision, except as may be necessary when a violation of a non-discrimination policy is alleged. Any status staff member except principal administrators may file a grievance.

12.3.2.3   Relation to Complaint Resolution Process. The complaint resolution process (USA V.D.12.1-2) may serve as an informal step to the System Office grievance procedure.

12.3.1.3.1   Conditions. The deadline for filing a grievance shall be 15 calendar days from the day on which the aggrieved staff member becomes aware of the action which is alleged to violate policy. In no event may a grievance be filed more than one year after the occurrence of the alleged policy violation. In cases where the complaint resolution process (USA V.D.12.1-2) is used as an informal step, the conciliation meeting shall take place within twenty (20) calendar days of the failure of that process (as determined by the System Personnel Office).

12.3.1.3.2   The grievant may have an advocate (must be a status System Office employee and shall not be an attorney).

12.3.1.3.3   Two or more employees similarly aggrieved by the same alleged violation of policy may file a joint grievance. All grievants to a particular grievance shall be identified in the written statement setting forth the grievance. A "class action" grievance shall not be permitted.

12.3.1.3.4   Confidentiality shall be expected for participants in the grievance resolution process. Information revealed and discussions held shall be confidential insofar as that is reasonable within legal requirements and organizational responsibilities.

12.3.1.3.5   The filing of a complaint shall not affect the rights of an employee to seek any remedy which may be available in an external forum and does not postpone any deadlines for pursuing such remedies.

12.3.1.4   Remedies. The remedies available under this grievance procedure shall be limited to those necessary to bring the grieved action into conformance with the policy which was violated.

12.3.1.5   Orientation. The System Personnel Office shall serve as a resource for understanding, accessing and managing the grievance process.

12.3.1.6   Record keeping. At the conclusion of the grievance process all materials used in the process, including tape recordings, exhibits, minutes, and affidavits, shall be held in a confidential file in the System Personnel Office. This file shall be separate from the
official personnel files.

12.3.2   Process of Grievance Resolution

12.3.2.1   The grievant files a written statement of grievance with the System Personnel Office. The statement will include the specific policy or policies alleged to be violated and a brief statement of the alleged violation and the resolution desired.

12.3.2.2   The Personnel Office and the grievant shall consider the appropriateness of using the complaint procedure before using the grievance procedure.

12.3.2.3   Step One

12.3.2.3.1   The System Personnel Office will arrange a conciliation meeting to take place within twenty (20) calendar days of receipt of a properly filed grievance. The meeting will include the grievant, the grievant's advocate, a representative of the System Personnel Office, the person whose actions are being grieved and any other administrators appropriate to resolution of the grievance.

12.3.2.3.2   "Discovery." The grievant and the System Office each have the responsibility to provide documents which can reasonably be expected to contain evidence bearing on the case. This process of "discovery" may include an effort to investigate the facts and ask questions of the participants prior to the conciliation meeting in an effort to seek out evidence relevant to the grievance.

12.3.2.3.3   Collection of Documents. The System Personnel Office shall coordinate the collection of the documents. The documents shall be made available to all parties to the conciliation meeting.

12.3.2.3.4   Conciliation Meeting. The conciliation group will meet to review the grievance, and, where appropriate, fashion a mutually acceptable resolution. The meeting shall be non-adversarial, and each party will extend serious consideration to the views of the other parties.

12.3.2.3.5   Result of Conciliation Meeting. If the parties are able to reach a consensus for the resolution of the grievance, the terms of the resolution will be recorded and implemented by the System Office. The resolution shall not be precedent setting.

12.3.2.3.6   If the parties are unable to reach a resolution, the grievant shall have the option of filing a written request to proceed to Step Two. This request will be made to the System Personnel Office no later than seven (7) calendar days after the end of Step One. All documents submitted for Step One will be provided by the Personnel Office for review with Step Two.

12.3.2.4   Step Two. The grievant shall have the option to have a Step Two grievance heard directly by the Chancellor or by a hearing panel which makes a recommendation to the Chancellor.

12.3.2.4.1   Hearing Panel. A hearing panel shall consist of three (3) USNH status employees, at least one of which must be the same occupational type as the grievant, and at least one which must be the same occupational type as the person whose actions are being grieved. If the person whose actions are being grieved is a principal administrator, the panel member need only have a supervisory responsibility.

12.3.2.4.2   Selection of Hearing Panel. The System Personnel Office shall coordinate the selection of the panel members in agreement with all parties.

12.3.2.4.3   Hearing Procedures. After selection of the hearing panel, the panel shall determine the hearing procedures, including, but not limited to, time limitations, if any, method of hearing witnesses, and overall format.

12.3.2.4.4   Determination of Policy Violation. The panel will determine whether a policy violation has occurred, and if so, what shall be the appropriate remedy.

12.3.2.4.5   Hearing Recommendation. Within seven (7) calendar days the panel will make a recommendation to the Chancellor, which will include a determination of which, if any, policies have been violated, and a proposed remedy if appropriate. The decision will be by majority vote.

12.3.2.5   Decision of the Chancellor. Subject to the provisions of USY Grievance Policy, the Chancellor shall receive a recommendation from the hearing panel and make the final decision on the employee grievance. The Chancellor shall retain the authority to accept or reject the recommendation of the panel in whole or in part. The remedy, if any is appropriate to the decision, shall conform to USA V.D.12.3.1.4. The grievant shall be notified of the decision within ten (10) calendar days of the receipt of the recommendation from the hearing panel.

E. Professional Development and Training

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.E.7.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


7.   Performance Evaluations. USNH requires written evaluations for all non-introductory PAT/OS be completed annually. For staff of the Chancellor's Office this period will be February through May unless otherwise stipulated. In all cases performance evaluations must be complete before a merit recommendation may be made. For the Division of Planning and Budget, the normal evaluation period will be May through September.

7.1   New Hires. The Personnel Office is responsible for ensuring that evaluations are conducted according to policy USY.V.C.7.5.1 during the introductory period.

 

F. Compensation

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.V.F.5.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


5.   Pay by Hour Policies (Pertains to N/E Pay Policies)

5.1   Hours Worked

5.1.1   Meal Periods. Per policy USY V.F.5.1.5 and in compliance with state law, no non-exempt staff member may be required to work more than five (5) consecutive hours without an unpaid half hour meal break. Contact the Personnel Office if questions arise about conformance with the law.

5.2   Overtime. All overtime must be approved by the supervisor and endorsed by the Principal Administrator or designee prior to being worked by the staff member.

5.2.1   Compensatory Time. Prior to the performance of the work, the Principal Administrator or designee must be made aware of the staff member's and immediate supervisor's mutual agreement of compensatory time in lieu of a cash payment.

5.2.1.2   Records. Per policy USY F.5.2.4.4 the supervisor is responsible for maintaining records pertaining to overtime and supporting the use of compensatory time.

6.   Procedures for Curtailed Operations--System Office - Concord, NH

6.1   For those employees who work at the System Office, an announcement of delayed opening, curtailed operations or early dismissal will come from the Chancellor's Office. In the absence of an announcement of curtailed operations, the System Office will remain open for normal business hours.

6.2   Other Considerations

6.2.1   In the event of inclement weather, each employee should use his/her judgment and inform his/her supervisor if the employee feels it is unsafe to travel to work.

6.2.2   During curtailed operations employees who are able to perform some or all of their work at locations other than their place of work will be expected to do so.

6.2.3   During curtailed operations employees may be specifically requested to work by a supervisor or his/her designee. In such cases, non-exempt staff members will receive an equal number of hours of compensatory time.

6.2.4   A staff member who has, for whatever reason, already planned to be absent from work on a day of a delayed opening, curtailed operations, or early dismissal, must still deduct one day from his/her leave time.

6.2.5   If an employee has any questions regarding delayed openings, curtailed operations, or early dismissals, he/she should contact his/her supervisor.

7.   Compensation of Principal Administrators:

7.1   This policy is promulgated pursuant to USNH Board and System policies (BOT V.F.2.4 and USY V.F.11) and is intended to comply with all provisions of those policies, including decision-making and reporting requirements.

7.2   Base compensation for Principal Administrator (PA) positions at the University System Office will be annually reviewed and evaluated using data from appropriate comparator organizations.

7.2.1   In general, the University System Office will seek to maintain base compensation for PA positions at or slightly below the midpoint of the market, although there may be circumstances in which the University System Office will wish to lead or lag a market.

7.3   Some portion of PA total compensation (as opposed to base compensation) should be "at risk," i.e. merit-based and bonus pay that is provided (or not) based on job performance.

7.3.1   The size of the "at risk" portion of total compensation will be set with reference to total compensation paid by market comparators. As a pay-for-performance culture matures at the University System Office, the "at risk" portion will rise.

7.3.2   To the extent possible, goals driving merit and bonus pay will be quantifiable and, in all cases, clearly measureable.

7.3.3   Any merit pay increases for PAs will be based on accomplishing goals identified and agreed upon at the beginning of the review period.

7.3.4   Bonus pay will be available for accomplishments above and beyond agreed goals. Usually these accomplishments will be related to the Chancellor's and/or the University System Office's goals.

7.3.4.1   Bonus pay will have both individual and team components.

7.3.4.2   The merit pay and bonus pay structures will have a zero, minimum, mid-point and maximum payment potential scheme.

7.4   In general, a PA's total compensation will not exceed the 80th percentile among comparators.

VI. Property Policies

Table of Contents

USA University System (Chancellor's Office) :: VI. Property Policies

A. Acquisition of Computer Hardware and Software

1. Policy Coverage
2. Policy Review Schedule
3. Acquisition Requirements

A. Acquisition of Computer Hardware and Software

(Note: OLPM sections on this page may be cited following the format of, for example, "USA.VI.A.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)


1.   Policy Coverage

1.1   The computer acquisition policy shall cover only acquisitions for the use of the employees located at the University System of New Hampshire in Concord. Such acquisitions shall not cover acquisitions for the Internal Audit Department.

2.   Policy Review Schedule

2.1   The system technology committee shall review the portions of the policy related to hardware acquisition annually. The portions related to software will require further consideration as new software becomes available, and acquisitions not contemplated by these recommendations are proposed.

3.   Acquisition Requirements

3.1   Decisions regarding the acquisition of hardware or software shall be left up to the discretion of the unit supervisor. Those decisions shall be made in compliance with institutional policies on purchasing and expenditure of funds. Acquisitions shall only be made when in the supervisor's judgment the existing hardware is obsolete, or when the need for a specialized application arises. Memory and/or hardware upgrades shall be used whenever possible to prolong the useful lives of existing equipment.

3.2   All initial computer acquisitions shall be from the University Technology Center. However, there are cases where certain software and peripheral hardware may be available at lower cost from another vendor. After consulting with the UTC and internal technical advisers, supervisors shall have the discretion to make such acquisitions from external vendors.

3.3   Prior to purchasing new hardware or software the possibility of internal acquisition shall be explored. Old equipment and programs shall be made available to other interested users at the University System of New Hampshire in Concord.