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Administrative Manager Orientation & Reference Guide
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 Operations Leadership
MissionDelivering innovative business solutions to Carolina.
VisionExceptional Service. Empowered Partners. Extraordinary workplace.
ValuesPartner Focused. Acting with Integrity. Strategically Bold.
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
Kristen RogisterBudget Analyst - Dean's Office, Fine Arts and Humanities, OASIS, Undergraduate Education
Heather Yousef 919-843-3941
Your HR Consultants
hyousef@email.unc.edu
View all Business Operations contacts by visiting the College of Arts & Sciences Intranet
Budget Analyst - Social Sciences & Global Programs
919-962-6243
919-843-5797
jjdaley@unc.edu
krsmith3@email.unc.edu
Joe DaleyBudget Analyst - Natural Sciences
Karl PfisterFine Arts and Humanities, Social Sciences and Global Programs
919-962-6211 pfister@email.unc.edu
Adrienne JeffriesDean's Office, Natural Sciences, OASIS, Undergraduate Education
919-445-0197 adrienn@email.unc.edu
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.
Manager Meeting Schedule 2018-2019
MonthJuly 2018August 2018 September 2018 October 2018 November 2018 December 2018 January 2019 February 2019 March 2019April 2019 May 2019 June 2019
FocusGeneralStudentGeneralAccountingGeneralStudentGeneralAccountingGeneralStudentGeneralAccounting
TABLE OF CONTENTS
UNC Acronyms and Terms .................................................................................................. 6-8 Chair’s Manual ....................................................................................................................... 9 User Access Forms .......................................................................................................... 10-13 New Manager Resources ..................................................................................................... 14 Operations ...................................................................................................................... 15-16 Joining the Listservs ....................................................................................................... 17-23 Accessing Chron Mailboxes and Calendars .................................................................... 24-29 Information Technology Services ........................................................................................ 30 CAS New Employee Checklist ......................................................................................... 31-35
Human Resources ................................................................................................ 36
HR Training & Systems.................................................................................................... 37-38 School/Division HR Offices ............................................................................................. 39-40 I-9 Policy Information ..................................................................................................... 41-42 Recruitment Roles and Responsibilities .............................................................................. 43 HR Quick Reference Guide – SHRA Employees ................................................................... 44 Career Banding Compensation Administration Plan ...................................................... 45-59 Performance Management ............................................................................................ 60-61 Employee/Management Relations ...................................................................................... 62 The Ombuds Office ......................................................................................................... 63-64
Finance .................................................................................................................. 65
Policy: Fund Types .......................................................................................................... 66-71 Basic Spending Guidelines ................................................................................................... 72 MOU Financial Leads and ConnectCarolina Liaisons ...................................................... 73-74 UNC Chartfield Structure ................................................................................................ 75-78 Managing Approvals: Workflow and Approvers ............................................................ 79-82 Budgeting 101: Budget Definition Matrix............................................................................ 83 State Budget Account Rollup .......................................................................................... 84-85 Commonly Used Account Codes ......................................................................................... 86 Program Code List................................................................................................................ 87 Campus GL Journals Cheatsheet .................................................................................... 88-89 Procurement 101 and Procurement Overview .............................................................. 90-92 Key Fields by Transaction in Infoporte ........................................................................... 93-94 Trust Fund Overview ........................................................................................................... 95 How-To Guides .................................................................................................................... 96 Business Expenses .......................................................................................................... 97-98 Understanding Salary Projections ................................................................................ 99-105 Payroll Schedules ........................................................................................................ 106-107
Academic Services ............................................................................................ 108
Academic Calendar ..................................................................................................... 109-110 Student Services ......................................................................................................... 111-115 Student Services Academic Calendar ......................................................................... 116-121 GSHIP Contacts .................................................................................................................. 122 CAS Department Listing .............................................................................................. 123-125
PIDThe 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 campus 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
UNC Acronyms and Terms
OSROffice of Sponsored Research. OSR provides faculty and staff assistance in all aspects of the
research administration of their externally funded research.
Learn More: http://research.unc.edu/sponsored-research/about/#overview.
GSHIPGraduate students are eligible for enrollment in the Graduate Student Health Insurance
Program (GSHIP), (frequently referred to as the RA/TA Health Insurance plan) provided
four criteria are met. Learn More: https://financepolicy.unc.edu/policy-procedure/1112-
graduate-student-health-insurance-program-gship/
GradStar GradStar is a ConnectCarolina Student Administration application designed to collect and report
all non-service fellowships, tuition, and fee awards given to a student in support of their
attendance at the University. The system also interfaces with the Finance and Human
Resources components of ConnectCarolina.
Learn More: http://gradschool.unc.edu/policies/faculty-staff/gradstar/
RAMSESThe electronic portal through which all applications for contracts, grants, or cooperative
agreements must route at UNC. Internal processing forms, or IPF’s, are submitted in RAMSES
and must be must be completed and approved by the appropriate UNC-CH personnel in the
Office of Sponsored Research prior to the submission of an application or proposal for a grant,
contract or cooperative agreement. Learn More: http://research.unc.edu/oris/apps/ramses/
Backbone
Backbone is the Office of Research Information Systems (ORIS) data management application
responsible for departmental role management functionality.
Learn More: http://research.unc.edu/oris/apps/backbone/
CABS
Central Airfare Billing system. A web-based application designed to provide an easy to use
method for requesting air-travel authorization and to allow a traveler to book and pay for an
airline reservation without receiving a travel advance or paying for the ticket out-of-pocket.
This system allows a specified University account to be charged for the cost of an airline ticket
when an authorized travel agency issues a ticket against a pre-approved air-travel request. Each
designated departmental account will then be charged monthly, and the charges will be posted
to your chosen chartfield string. Learn More: https://finance.unc.edu/departments/strategic-
sourcing-payment/procurement/sysops/travel/airfare-request/
CBM and Bill PresentationThe Customer Billing Management (CBM) system is a tool that campus billing areas, like
Student Stores and the Carolina Inn, use to charge campus customers. The billing areas submit
charges into CBM, which gives campus financial staff a chance to review the charges and
correct the charging instructions (the “chartfield strings”) if needed before the charges hit their
accounts. Bill Presentation is a companion tool that displays the charges in an invoice format,
after the charges have been billed.
Visit the Finance Division website for a glossary of terms: https://financepolicy.unc.edu/glossary/
PLEASE REVIEW THE CHAIR'S MANUAL IN THE FIRST WEEK OFEMPLOYMENT
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.
Chair's Manual
TIM Administrator Access Request Form Purchasing Card Application
RAMSeS Application and/or Backbone Form
ConnectCarolina and Related Applications Access Request Form *Finance*Use this form for requesting finance access to ConnectCarolina, WebTravel, P-Card system, and Surplus Property Management. Department Managers are responsible for keeping their department’s workflow configuration approvers up to date when staff join or leave their unit. They are also responsible for maintaining web travel approval rights within the web travel application.
Campus HR Systems Access Request FormUse this form for requesting HR access to ConnectCarolina, LawLogix, CastleBranch, and PeopleAdmin for Campus staff.
ConnectCarolina and Related Applications Access Request Tool *Student Administration* Use this form for requesting student administration access to ConnectCarolina, Slate, GSHIP, and Gradstar.*See pages 11-12 for Student Records Access Request Form
InfoPorte Access Request Form Use this form to request access to InfoPorte for reporting and other applications. Please note: for HR reporting and Student reporting access, you will need to work with your ARC for access.
User access forms found through the Finance Website: finance.unc.edu
User Access FormsPlease Note: Certain access roles require training in order to grant access.
The College's Access Requests Coordinator (ARC) is Barbara Olszanowski and her backup is Joy Montemorano. Should you have an issue with your access or have questions about
gaining access, please let them know.
User access forms are available on the ConnectCarolina User Info Website: https://ccinfo.unc.edu/start-here/access/useful-links-for-access/
https://ccinfo.unc.edu/start-here/access/
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 RecordsView Class RosterView Degrees/HonorsView Enrollment AppointmentView Enrollment Request SearchView Instructor ScheduleView Student CareerView Student Contact InfoView Student Grades/Course HistoryView Enrollment SummaryView Student Class ScheduleView Student Program/PlanView Transfer Credit EvaluationView Student Term ActivateView Student Contact InfoView Student Residency StatusView 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
New Manager Orientation
The Arts & Sciences Dean’s Office offers a new manager orientation to assist new managers
with acclimating to this critical role.
The goal of the new manager orientation is to provide a welcome to the College of Arts &
Sciences (CAS) and an overview of key CAS and University policies, procedures and systems.
The orientation also familiarizes employees with the College's values and organizational
structure.
New managers are automatically enrolled in the orientation program. Your HR Consultant
will contact you to schedule your HR Orientation meeting.
Please contact your HR Consultant for assistance with onboarding.
Manager Toolkit
The Manager Tooklit is a resource available on the Business Operations website that is
dedicated to providing helpful information to managers on topics related to finance, human
resources, and student services.
The Business Operations team updates and adds information to the Manager Toolkit on a
regular basis. We encourage all managers to take advantage of the resources available in
the toolkit.
To access the Managers Toolkit visit: http://casbo.web.unc.edu/resources/manager-toolkit/
ConnectCarolina User Info Page Visit the CCinfo page for reference materials related to all functional areas: https://ccinfo.unc.edu/
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. Departments have a default chartfield string for facilites.
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.
Operations
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.
Joining the Listservs
College ListservsBelow are listservs managed by the Dean’s Office. New Managers are automatically added to the
listservs. Pages 19-23 are instructions for if you need to add an employee to a listserv.An archive of emails sent to DDD and Manager listservs is available via Outlook Client and Outlook
Web App. This archive is called “Chron.” Instructions for accessing Chron start on page 24.
Deans, Directors, Dept Chairs
(by dept type)
CAS Department & Curriculum Chairs (excludes Programs)
All Deans, Directors, and Dept Chairs
cas-dpt-cr-ddd@unc.edu cas-cr-ddd@unc.edu
cas-dpt-ddd@unc.edu cas-prog-ddd@unc.edu
cas-as-ddd@unc.edu
Deans, Directors, Dept Chairs (by Division)
CAS Fine Arts & Humanities CAS Natural ScienceCAS Social Science
CAS Global ProgramsCAS Undergraduate Education
cas-fahm-ddd@unc.edu cas-ns-ddd@unc.edu cas-ss-ddd@unc.edu
cas-glb-ddd@unc.edu cas-uned-ddd@unc.edu
Managers (by dept type)
CAS Department & Curriculum Managers (excludes Programs)CAS Curriculum Managers
CAS Department Managers CAS Program Managers
All Managers
cas-dpt-cr-mgrs@unc.edu cas-cr-mgrs@unc.edu
cas-dpt-mgrs@unc.edu cas-prog-mgrs@unc.edu
cas-as-mgrs@unc.edu
Managers (by Division)
CAS Fine Arts & Humanities CAS Natural ScienceCAS Social Science
CAS Global ProgramsCAS Undergraduate Education
cas-fahm-mgrs@unc.edu cas-ns-mgrs@unc.edu cas-ss-mgrs@unc.edu
cas-glb-mgrs@unc.edu cas-uned-mgrs@unc.edu
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."
CAS Curriculum ChairsCAS Department ChairsCAS Program Directors
Instructions for Adding a ListservStep 1
Step 2
Step 3
Step 4
Step 5
Accessing the Chron Inboxes (from Outlook client)For instructions on adding the folders to your Outlook Web App, see page 24.
Open your Outlook client. Click on the File tab.
This will open the Account Settings/E-mail Accounts dialogue box.
Click on Account Settings. Click on Account Settings again.
Double click on your email address under the Name column. This will open the Change Account/Server Settings dialogue box. Click on More Settings.
This should open another dialogue box. Click on the Advanced tab. Then Add.
The Add Mailbox dialogue box will open.
Type in CAS_Chron Mgrs and then click OK.
The mailbox name should appear in the dialogue box. Click Apply. Then click OK to close this box.
This should bring you back to the Change Account/Server Settings dialogue box. Click Next then Finish.
Note: If you are adding more than one chron inbox, you may click Add and type the name of the second inbox before clicking on Apply then OK.
This will bring you back to the Account Settings/E-mail Accounts dialogue box. Click Close.
The Chron folders should appear in your Outlook client.
NOTE: If you use Outlook Client on multiple computers (a home computer or a computer in an alternate office location, for example) you will have to perform the above steps once for each computer you use to access Outlook Client.
The Outlook Web App, on the other hand, only requires you to add the Chron folder once, after which time you will be able to access Chron from any computer or device that you use to access the Outlook Web App.
Accessing the Chron Inboxes (from Outlook Web App)
Right click on the account name (your name) above the inbox, and select Open Other User's Inbox.
Go to URL: outlook.unc.edu Log in with your onyen and password.
Type either CAS_Chron DDD [cas_chronddd@unc.edu], or CAS_Chron Mgrs [cas_chronmgrs@unc.edu], and then select OK.
The Chron folders should appear in your web client.
CAS_Chron Mgrs
Office of Arts & Sciences Information Services (OASIS) In partnership with faculty, staff and graduate students, OASIS provides thoughtful, innovative, and sustainable technical solutions to advance the College’s mission to promote innovative learning, discovery and engagement.
If you have any sort of technology related issue, please contact us here at OASIS. While we provide a rich set of resources ourselves, we also maintain very close ties with all technology groups on campus, and advocate for your technological requirements on your behalf.
So, even if it turns out that the resolution to your problem lies outside our resources, we consider it our privilege to facilitate any communication with any group outside of OASIS on your behalf. Count on OASIS to help you with the full spectrum of technology needs, whether as a service provider or a facilitator to other resources.
What We Do:
• Deskside Support: Need to back up your data? Can’t log in? Did you hard drive just crash? Sakai questions? Whether you are having trouble with a slow computer or are in need training on a piece of software the OASIS OCS team has you covered. We’re here to help! Click here to find out who supports your department.
• Systems Administration: We offer complete systems administration solutions to departments, centers, programs and faculty in the College of Arts and Sciences.
• Custom Solutions: When you need a tool that doesn’t exist…yet. Academic Scheduler? Online tutor? Yes! Got an idea, let us know!
• New User Orientation: New to campus? Would you like to know what information Technology is at your disposal? OASIS is here to help.
• Departmental Computer Labs: OASIS supports Departmental Computer Labs across the Collegeof Arts and Sciences.
UNC Information Technology Services (ITS) ITS leads UNC-Chapel Hill in planning, implementing and maintaining the University’s technology services.
The ITS staff is dedicated to delivering reliable, secure and satisfying information technology capabilities and experiences to our University community.
We collaborate with a broad spectrum of faculty, student and staff stakeholders to ensure effective, efficient and timely services that meet their needs.
Find a listing of ITS Services by visiting: https://its.unc.edu/services/
Information Technology Services
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.
PRIOR TO YOUR FIRST DAYParking
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 Employment Eligibility Verification (I-9) 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 Rizzo Conference
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.)
This checklist can be used to help you with your onboarding process and can also be customized to assist with onboarding other employees in your department.
YOUR FIRST DAY OF WORKWhere to Report
SHRA and EHRA Non-Faculty employees report to the Rizzo Conference Center at 8:00 am
for a required orientation. You will receive information about orientation via email from
the Office of Human Resources after acceptance of the position. Lunch will be provided at
the orientation session. After completing orientation, you will report to (Name) in the
(Building) Building. (Name) will assist you with locating your work area after a brief
orientation/welcome.
Employment Forms
On your first day of work you will complete employment paperwork. SHRA and EHRA Non-
Faculty employees will complete this paperwork at their morning orientation. On your first
day of work, please bring documents for your I-9 (see above) and a voided check or bank
routing form. Employees will be able to complete/submit income tax withholding forms,
the NC-4 and the W-4 form, via the Self-Service link in ConnectCarolina. Click here and use
your Onyen and Onyen password to log on to ConnectCarolina. Choose "Self-Service"
and then “W-4 and NC4 Tax Information” to view and edit your tax forms.
UNC OneCard
If you do not have a UNC ID card, which we call a UNC OneCard, you will be provided with
one at the orientation session. 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 the third floor of UNC Student StoresFacilities
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
P ersonal 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, your W-2, and update your tax forms 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 record 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://casbo.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 WORKEnroll 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
o 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
o Any employee working with student records must take the online FERPA training
through the UNC Registrar's Office. Check with your supervisor if you are not sure
whether the training is required for you.
YOUR SECOND MONTH OF WORKEnroll 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 BEYONDEmployees in the TSERS Retirement System: Enter 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 Erica Guestin (contact info
below) and she will help you get your questions answered or tell you who to contact.
o erica_guestin@unc.edu or (919) 962-4289
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
your HR Consultant in the Dean’s 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 under the Americans with Disabilities Act.
The University Ombuds Office is a safe, confidential office where you can discuss any work
issue.
HUMAN RESOURCES
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 on the ConnectCarolina
User Info Website at http://ccinfo.unc.edu/start-here/access/access-request-forms/. 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.
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.
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.
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: http://casbo.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 User Information: http://ccinfo.unc.edu/
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 Form Finder: http://hr.unc.edu/managers/toolkit/
PeopleAdmin User Guide: https://hrisguide.unc.edu/uncpa-help/
HR Policies, Procedures and Systems: http://hr.unc.edu/employees/policies/
AdmissionsAllison Legge 919-843-6155 University DevelopmentLisa Waldeck 919-962-0015 AthleticsJoyce Dalgleish 919-962-7850 College of Arts and SciencesLachonya Williams 919-843-9201 Finance & Administration Main HR Office: 919-962-3795Bill Stockard 919-962-7245 Graduate SchoolBeverly Wyrick 919-962-6318 ITSLisa Lipscomb 919-445-9399 University Libraries Main HR Office: 919-962-8027Doug Diesenhaus 919-962-6585 Provost’s Office – Academic Personnel Main HR Office: 919-962-1091Ann Lemmon (interim) 919-843-6298
Provost’s Office – UBCTabitha Massey 919-962-1335 Innovation, Entrepreneurship and Economic Development VC for ResearchJoAnn Gustafson 919-962-1319 Kenan-Flagler School of BusinessLynne Brody 919-962-7913 School of Dentistry Main HR Office: 919-537-3358Jaime Kelsky (interim) 919-537-3352
School of EducationSharon Glasgow 919-843-4565 School of GovernmentMaura Murphy 919-962-2771 School of Information & Library ScienceTammy Cox 919-962-8365 School of Media & JournalismDebra McLaughlin 919-962-2519 School of LawFredia Banks-Marsh 919-843-3231
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.
School of NursingJoseph DiConcilio 919-843-4749 Eshelman School of PharmacyKim Hutter 919-966-9886 Gillings School of Global Public HealthSteve Regan 919-966-7428 School of Social WorkCarolyn Adams 919-962-6459 Student AffairsShanna Fleenor 919-966-6611 UNC GlobalNarvis Green 919-962-5373 Office of University CounselKathryn Meyers 919-843-1636 University CommunicationsTim Sabo 919-962-2296 Workforce Strategy, Equity and Engagement Cheryl Gerringer 919-962-3554
School of Medicine Main HR Office: 919-962-6556Harvey Lineberry 919-962-6559
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 EHRA faculty/non-faculty and EHRA/SHRA 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.
Roles & Responsibilities
Training & Systems Access
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: 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 eevquestions@listserv.unc.edu. 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.
University Reference Guides
The following documents were developed by OHR to assist UNC-Chapel Hill departments in complying with Form I-9 and E-Verify procedures:
Form I-9 and E-Verify Compliance Manual Instructions for Employees Reporting to I-9 Office
Form I-9 Desk References (for HR Representatives)
How to Initiate a Form I-9 in Lawlogix GuardianHow to Initiate a Form I-9 for a Remote HireHow to Process Tentative and Final Non-Confirmations How to Re-Verify an Expiring Work Authorization
•
••••
•
Federal Reference Guides
The following documents were published by the Department of Homeland Security and United States Citizenship and Immigration Services, and provide general information on Form I-9 procedures. These publications do not provide specific business procedures for UNC-Chapel Hill: I-9 Employer’s Handbook M-274 (rev. 7/14/2017) How Do I Complete Form I-9, Employment Eligibility Verification? What is E-Verify? I-9 Central
••••
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.
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 100-105% market rate for
positions 100% SHRA Salary Pool Up to 105% using
department funds forthe difference
o GA Salary restrictions for over19% increases
Probationo 12 month probationary periodo Probationary employees must
have quarterly performancediscussions
Employee Management Performance Management
o Performance Plan Due within 30 days of
hire or annually byApril 1
o Performance Review Due annually by April 30
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
Helpful Links:
Office of Human Resources site http://hr.unc.edu College Intranet http://casbo.web.unc.edu/
Lachonya Williams, Associate Dean for Human Resources - 919.843.9201, Lachonya@unc.edu Ashante Diallo, Senior Director of Human Resources Shared Services - 919.843.9689, Ashante@unc.edu Karl Pfister, HR Consultant – Social Sciences, Fine Arts & Humanities - 919.962.6211, pfister@email.unc.edu Adrienne Jeffries, HR Consultant – Natural Sciences, Undergrad Ed, Dean's Office - 919.445.0197, adrienn@email.unc.edu
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
12/18/14
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.
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.
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.
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.
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
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)
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
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:
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
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.
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:
Career Banding Action Type
Performance Management and
Competency Assessment Form
Salary Administration
Worksheet
Position Description
Form Org Charts
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.
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.
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.
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
SHRA Performance Management
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 emr@unc.edu or (919) 843-3444.
This message is sponsored by: Office of Human Resources | Workforce Strategy, Equity and Engagement Division
Employee / Management Relations
Our Purpose
Our 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 Goals
To 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 Partners
Employee & 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 & Resources
Workplace 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 poor performance, 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 and guidance 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 campusdepartment. For additional assistance, contact us at 919-843-3444.
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.
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.
Finance
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 Source and Fund Authority 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, each having its own office for Source establishment and accounting responsibility:
State FundsState fund Sources (the chartfield in ConnectCarolina) 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:
Fund/Source combination 201XX/12XXX corresponds to State Budget Code 16020(Academic Affairs)
Fund/Source combination 211XX/13XXX corresponds to State Budget Code 16021(Health Affairs)
Fund/Source combination 221XX/140XX corresponds to State Budget Code 16022 (AreaHealth Education Centers)
Contract and Grant FundsContracts and grants are by definition, part of the Institutional Trust Funds category, and are 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 or creative 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 FundsThese 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 Sources are established and maintained by Accounting Services in accordance with the North Carolina State General Statutes that govern the type of Source.
Chapter 116, Article 1of the General Statues, General ProvisionsProvides legal requirements, corporate powers, rights and duties of the University ofNorth Carolina System.
General Statute 116-36.1, Regulation of Institutional Trust Funds.Provides the legal authority for the University to establish institutional trust funds.
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, orbequests to the endowment fund of the institution;
Moneys received by an institution pursuant to grants from, or contracts with, the UnitedStates Government or any agency or instrumentality thereof;
Moneys received by an institution pursuant to grants from, or contracts with, any Stateagencies, any political subdivision of the State, any other states or nations or politicalsubdivisions thereof, or any private entities whereby the institution undertakes, subjectto terms and conditions specified by the entity providing the moneys, to conductresearch, training or public service programs, or to provide financial aid to students;
Moneys collected by an institution to support extracurricular activities of students of theinstitution;
Moneys received from or for the operation by an institution of activities established forthe benefit of scholarship funds or student activity programs;
Moneys received from or for the operation by an institution of any of its self-supportingauxiliary enterprises, including institutional student auxiliary enterprise funds for theoperation of housing, food, health and laundry services. See Auxiliary Funds.
Moneys received by an institution in respect to fees and other payments for servicesrendered by medical, dental or other health care professionals under an organizedpractice plan approved by the institution or under a contractual agreement between theinstitution and a hospital or other health care provider.
Moneys received from the disposition effected pursuant to Chapter 146, Article 7, ofany interest in real property owned by or under the supervision and control of aninstitution if the interest in real property had first been acquired by gift, devise orbequest 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 InstitutionProvides the legal authority for the Chancellor of each institution to have custody andmanage the institution’s special funds. It provides that the Board of Governors shalladopt uniform policies and procedures applicable to the administration of these funds,which shall assure that the receipt and expenditure of such funds is properly authorizedand that the funds are appropriately accounted for. The special funds of an individualinstitution include:
o Moneys received from or for the operation by an institution of its program ofintercollegiate athletics;
o Moneys held by an institution as fiscal agent for individual students, faculty, staffmembers, and organizations.
General Statue 116-36, Endowment FundProvides the legal authority to the board of trustees of each constituent institution toestablish and maintain, pursuant to such terms and conditions, uniformly applicable toall constituent institutions, as the Board of Governors of the University of North Carolinamay from time to time prescribe an endowment fund and shall establish an investmentboard known as “the Board of Trustees of the Endowment Fund of (name of theUniversity)”. The Board of Trustees shall be responsible for the prudent investment ofthe fund.
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 funds are comprised of principal and income elements. Endowment income 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.
For different types of Endowment Funds refer to the UNC Development Office.
Plant FundsFor accounting purposes, the University has classified the following as plant funds:
Capital improvement funds, institutional trust funds, and bond proceeds for capitalprojects
Debt retirement funds as required by the debt the University has incurred for capitalprojects
Investment in plant funds reflects assets and liabilities of the University.
General Statute 116-41.7, Proceeds of Bonds, Revenues, etc., deemed trust funds Provides 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.
Facilities and Administrative (F&A) Funds, also known as Overhead ReceiptsThese 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 FundsFunds are classified as agency funds when the University is acting as an agent for these funds 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 the university 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 funds that are used primarily by one professor or primary investigator for their research. Are these funds “owned” by that professor? A: All monies received by the University as gifts funds or residing in residual funds are considered University property. These funds 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 204.1rd - Quick Reference Grid for Selected Expenses by Fund Group 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 a Source, 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.
To: MOU Financial Leads University Business Managers
From: Brian Smith, Senior Asst. Vice Chancellor and Treasurer, Finance Department
Re: Updated Basic Spending Guidelines
The Division of Finance and Operations is charged with ensuring that our University financial transactions comply with applicable state, federal and UNC System rules and regulations. In an effort to clarify fund source restrictions and to increase transparency in the use of funding sources, Finance and Operations has updated the Basic Spending Guidelines.
These guidelines are provided to ensure that faculty/staff can carry out the University’s mission effectively, while ensuring fiscally responsible and legally correct transaction processing.
These guidelines replace any prior guidelines issued in the past. Please review these guidelines with your faculty and staff. The document is linked from the Procurement Services web page and the Accounts Payable and Travel web page.
Date: November 7, 2018
Major Organizational Unit (MOU) Financial Leads and ConnectCarolina Liaisons
July 2017
Area MOU Financial Lead ConnectCarolina Finance Liaison
General Administration Robert Vickery Scott Ganas Chancellor’s Office Chancellor Carly Perin Beatrice Muganda VC Innovation, Entrepreneurship and Economic Development
Tonya Watkins Tonya Watkins
VC Fin & Admin Carly Perin Beatrice Muganda Assistant VC Finance Carly Perin Beatrice Muganda Assoc. VC Admin & Business Services
Carly Perin Beatrice Muganda
Assoc. VC for Energy, Environment, Health, and Campus Safety
Carly Perin Beatrice Muganda
Assoc. VC Facilities Services Carly Perin Beatrice Muganda VC Advancement Susie Sanford Susie Sanford VC Public Affairs Carly Perin Beatrice Muganda VC Communications Tim Sabo Tim Sabo
VC Workforce Strategy, Equity and Engagement
Cheryl Gerringer Cheryl Gerringer
Athletics Mike Perkins Mike Perkins Central Accounts (budget committee, clearing, etc.)
Carly Perin/Henry Price Beatrice Muganda
Exec. VC & Provost College of Arts & Sciences James (Jim) Klinger Laura Yurco Kenan-Flagler Business School
Christy Dodson Shannon Taylor
School of Education David Churchill Judy Perry School of Media and Journalism
Kathi Wimmer Kathi Wimmer
School of Law Jen Clark Jen Clark School of Info & Library Science
Tammy Cox/Michelle Taylor Michelle Taylor
School of Government Susan Williams Susan Williams School of Social Work Kelly Smith Kelly Smith Graduate School Beverly Wyrick Beverly Wyrick Summer School Michael Smith Michael Smith School of Medicine Patsy Oliver/Jennifer Blair Lauren Gardner School of Dentistry Jackie Schroeders/Jim Beck Jackie Schroeders School of Nursing Lisa Miller Lisa Miller School of Pharmacy Rick Wernoski/ Matt
Rivenbark Matt Rivenbark
School of Public Health Katie Thornsvard Katie Thornsvard Provost Office Wendy Andrews Wendy Andrews Libraries Catherine Gerdes Catherine Gerdes VC ITS & CIO Steve Haring Dana Ward VC Research Tonya Watkins Tonya Watkins VC Student Affairs Audra Slavin/Christopher
Payne Audra Slavin
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
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.
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.
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
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 th y 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 oSponsored Research
maintains this box
Chartfields on which you may budget
Fund Type Budget Definition For use by Bus Unit Fund Source Account DeptPC Bus
UnitProject ID Activity Program CC1 CC2 CC3
FAST PARENT (EXPENSE) All Schools/Divisions with State funds UNCCH Rollup Rollup Rollup Rollup -- -- -- -- -- -- --FAST CHILD (EXPENSE) All Schools/Divisions with State funds UNCCH Detail Detail Rollup Detail -- -- -- Optional -- -- --FAST (REVENUE) All Schools/Divisions with State funds UNCCH Detail Detail Detail Detail -- -- -- Optional -- -- --FAST PARENT (EXPENSE) All Schools/Divisions with F&A funds UNCCH Rollup Rollup -- Rollup -- -- -- -- -- -- --
FAST CHILD (EXPENSE) All Schools/Divisions with F&A funds UNCCH Rollup Detail510000500100 Detail -- -- -- Optional -- -- --
FAST (REVENUE) Budget Office only UNCCH Rollup Detail Detail Detail -- -- -- Optional -- -- --
OSR PARENT (EXPENSE)All Schools/Divisions with Contracts & Grants funds UNCCH Detail Rollup Rollup -- -- Detail -- -- -- -- --
OSR CHILD (EXPENSE)All Schools/Divisions with Contracts & Grants funds UNCCH Detail Rollup Rollup Detail CHOSR Detail 1 -- -- -- --
FAST (EXPENSE) All Schools/Divisions with Trust funds UNCCHFAST (REVENUE) All Schools/Divisions with Trust funds UNCCH
PROGRAMAvailable to all schools, divisions, and departments in the UNCCH business unit UNCCH -- -- -- -- -- -- -- Detail -- -- --
COST CODE 1Available to all schools, divisions, and departments in the UNCCH business unit UNCCH -- -- -- -- -- -- -- -- Detail -- --
COST CODE 2Available to all schools, divisions, and departments in the UNCCH business unit UNCCH -- -- -- -- -- -- -- -- -- Detail --
COST CODE 3Available to all schools, divisions, and departments in the UNCCH business unit UNCCH -- -- -- -- -- -- -- -- -- -- Detail
DETAIL For reporting purposes only UNCCH Optional Optional Detail Optional Optional Optional Optional Optional Optional Optional Optional
Chartfields on which you may budget
Fund Type Ruleset For use byBus Unit Fund Source Account Dept
PC Bus Unit
Project ID Activity Program CC1 CC2 CC3
Trust Default Expense All Schools/Divisions with Trust funds UNCCH Rollup Detail510000500100 Detail -- -- -- Optional -- -- --
Trust Default 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 Affairs Expense Vice Chancellor for Student Affairs only UNCCH Rollup Detail Rollup Detail -- -- -- Optional -- -- --Trust Student Affairs Revenue Vice Chancellor for Student Affairs only UNCCH Rollup Detail Detail Detail -- -- -- Optional -- -- --
All Funds
See ruleset information belowSee ruleset information below
State
F&A
OSR
Trust
UNCCH Ledger Group Matrix Effective 7/1/2017
UNCCH Rulesets Effective with FY2018
510000 - Earnings Only | 500100 - All Other Expenses | 400100 - Revenues-Operating Allotment Detail or Rollup Indicates a Required Field
Detail or Rollup Indicates a Required Field510000 - Earnings Only | 500100 - All Other Expenses | 400100 - Revenues-Operating Allotment
Accounts for State Child Budgeting
Account Rollup
Account Detail Values 511100 - EPA Non Teach Budget
511120 - 511910 512100 - SPA Regular Salaries Budget
512120 - 512210 512410 - 512610 512810
512300 - SPA Premium Budget 512310 - 512320
512700 - SPA Longevity Payment Budget 512710
512900 - LEO Salary Budget 512910
513100 - EPA Teach Budget 513110 - 513910
514000 - Other Temp Wages Budget 514120 - 514820
514900 - Bonus Incentive Wages 514910
515000 - Fringe Benefits Budget 515610 - 515930 516110 - 516120
516310 - 516320
515100 - Social Security Budget 515110 - 515130
515200 - State Retirement Budget 515210 - 515220
Effective 7/1/2017
Accounts for Budgeting on State Funds, cont.
515300 - LEO Retirement Budget 515310 - 515320
515400 - Optional Retirement Budget 515410 - 515450
515500 - Medical Insurance Budget 515510 - 515540
516200 - Short Term Disability Budget 516201 - 516210
519000 - Worker's Comp Claims Budget 519110 - 519180
520000 - Purchased Services Budget 517110 - 517210 521110 - 521210 522100 - 523140 524100 - 524981 526110 - 526780 527110 - 527710 528110 - 528440 531100 - 545491 547110 - 551410 553110 - 559610
529000 - Utilities Budget 529210 - 529470
546000 - Library Materials Budget 546110 - 546370
552320 - LEO Separation Allowance 552320A - 552320B
568000 - Educ Award-Scholarship Budget 568110 - 568940
569000 - Other Educational Award Budget 569110 - 569630
580000 - Transfer out Budget 581110 - 584920
Building Reserves 570301 - 570999 are budgeted at the detail level. 07/01/2017 p. 2 of 2
Account Code Account Description
EHRA
511100 EHRA Non Teach Budget
511120 EHRA Non Teach On Campus511140 EHRA Non Teach Supplement511160 EHRA Non Teach Leave511170 EHRA Non Teach Student Monthly511190 Suspense/Default Payroll Clear
513100 EHRA Teach Budget
513110 EHRA Distinguished Professor513120 EHRA Teach On Campus513140 EHRA Teach Supplemental Payment513170 EHRA Teach Student MonthlySPA
512100 SHRA Regular Salaries Budget
512120 SHRA On Campus512130 SHRA Off Campus512210 SHRA Overtime512510 SHRA Severance Wages Reserve512520 SHRA Severance Wages512710 SHRA Longevity Payment
514100 Non Student Temp Budget
514120 Non Student Temp Wages514150 Non Student Temp Wages UTS514210 Non Student Temp OT Wages
514500 Student Temp Wages Budget
514510 Student Temp Wages514590 Graduate Assistants514610 Student Temp Wages Overtime
GOOD TO KNOW:
**Benefit Account Codes 515XXX & 516XXX**Transit Fees (521110) & Core Data (521210)
These codes do NOT apply to STATE funds.*The benefits are covered by the Universities
Benefit Pool* Transit & Data Fees are covered by the College's
Benefit Pool
COMMONLY USED PERSONNEL ACCOUNT CODES
UNC Wide Program Codes
10000 Operating & Administrative
10004 Summer School Operating
10005 Professorship Salary
10006 Leave of Absence Salary
10007 Visiting Scholars
10008 Visiting Scholars - Expenses
College Specific Program Codes
C1302 Instructional Budget
C1303 Instructional Budget - No Carryover
C1304 Admin Stipends - Coming Soon!
C1305 DO Salary Allocation - Coming Soon!
C1306 DO Allocation (Commitment Allocations)
C1307 Communications
C1308 Travel - DO Allocation Only
C1310 Provost Allocation
C1312 IAH Allocation
C1313 Professorship Special Programs
C1315 Development
C1316 Honors Carolina Allocation
C1317 Department Allocation
C2XXX Unique Special Program Allocations
C3XXX Unique Faculty Identifier (from hire to departure)
Fund Current SL
State Allocation 2-32xx1 Operating & Administrative 10000
201xx 2-32xx1 Admin Stipends C1304
2-32xx1 DO Salary Allocations C1305
2-32xx2 Summer School Operating 10004
2-32xxx DO Allocation C1306
2-32xxx Allocation Specific Codes C2xxx or C3xxx
2-32xx8 Instructional Budget - No Carryover C1303
2-32xx9 Instructional Budget C1302
F&A 3-32xx1 Operating & Administrative 10000
271xx 3-32xxx not 3-1 or 3-8 DO Allocation C1306
3-32xxx not 3-1 or 3-8 Allocation Specific Codes C2xxx or C3xxx
Aux Fd 3-1xxxx Operating & Administrative 10000
295xx or 241xx
State Receipts 1-xxxx with 2-xxxxx Operating & Administrative 10000
201xx 3-8xxxx Operating & Administrative 10000
Trust 6-xxxxx Operating & Administrative 10000
292xx or 282xx 6-xxxxx DO Allocation C1306
6-xxxxx Allocation Specific Codes C2xxx or C3xxx
One or other depending on department/unit type
Many different numbers
Program Code
Pairing Fund Codes with Program Codes
CAS CONNECT CAROLINA Program Code List
Campus GL Journals
Ver. 12082016
Transaction Type Source and Attachment Requirements
Transaction Groups Transaction Types Source Attachment Requirements
Billing Billing JBL Memo stating what goods or services the billed department is being charged for, beginning and ending billing date, Invoice # and if the Invoice was sent to the department.
Billing State Receipts JBS Same as above.Cash Advance Settlement
Cash Advance Settlement JCA • Cover Sheet – Cash Advance Settlement Form• Screenshot of the original cash advance voucher• Screenshot of the settlement journal Screenshot
of the deposit, it applicable Scanned receipts (OSR also requires hard copies)
• Reconciliation of Cash Advance for Study Subjects form
Correcting JE Correcting JE JCR Attach justification*Deposits & Accounts Receivable
Departmental One Card Deposit
JDO On a spreadsheet, specify the Card name and Number, and amount added to the card.
Departmental One Card Purchase
JDO On a spreadsheet, specify the Card name and Number, and amount added to the card.
Print Plan Deposit JDP Spreadsheet listing individual’s PID, first andlast name, amount to add to the One Card.
FP (Faculty Practice) Revenue Distribution
FP Charges & Write Offs JPA Attach justification*
Office of SponsoredResearch
Residual Transfer JSR Attach justification and any approvals required
Other Campus JE Other Campus JE -Interunit
JOT Attach justification*
Other Campus JE -Intraunit
JOT Attach justification*
Trusts & Special Funds Transfer
Univ Endowment Income to Principal Account
JUP Attach justification*
Univ Endowment Income to Univ Endowment Income Account
JUI Attach justification*
Agency Endowment Income to Agency Endowment Principal Account
JAP Attach justification*
Foundation Allocation to University Restricted/ Unrestricted Gift
JAF Attach justification*
Gift to Gift JGG Attach justification*
* The 30-character description field may be used for justification. An attachment is optional, but do attach a document if fuller justification is needed.
Journal Header and Budget Header Status
Journal Header Status Description
N No Status - Needs to be edited
E Journal Has Errors
V Valid Journal - Edit Complete
P Posted to Ledger
Budget Header Status DescriptionN Not Budget Checked
E Error in Budget Check
V Valid
Approval Requirements
* Departments have the options of requiring departmental approvals, or not. The Basic and Complex schemes are approval options, should departments choose to have departmental approvals.
Dept* OSR Acctg ServicesBilling Basic Yes If $1,000 or greater
Billing State Receipts Basic Yes Yes
Cash Advance Settlement Basic Yes Yes
Correcting JE Basic Yes No
Departmental One Card Deposit Basic Yes If $1,000 or greater
Departmental One Card Purchase Basic Yes If $1,000 or greater
Print Plan Deposit Basic Yes If $1,000 or greater
FP Charges & Write Offs (FP Administration) Basic No No
Residual Transfer Basic Yes No
Gift to Gift Complex No Yes
Other Campus JE - Interunit Complex Yes Yes
Other Campus JE - Intraunit Complex Yes Yes
Univ Endowment Income to Principal Account Complex No Yes
Univ Endowment to Univ Endowment Income Account
Complex No Yes
Agency Endowment Income to Agency Endowment Principal Account
Complex No Yes
Foundation Allocation to Univ Restricted/ Unrestricted Gift
Complex No Yes
Budget Status
Journal Status
When is a PO required?• For goods and services costing in excess of $5,000
from a vendoro Excludes, services from an individual.
This is an Independent Contractor.• For services where there is a legal contract
(with terms and conditions). o Excludes agreements over what types of
food will be served at an event or where the event will be due to inclement weather
Types of Payments That Do Not Require a PO• Goods and services costing less
than $5,000 from a vendor –Note: ePro should be used if item is available from a vendor on the ePro platform. State term-contracts should always be checked prior to purchasing any goods or services costing less than $5,000. https://ncadmin.nc.gov/statewide-term-contractso Exceptions:
Software Licenses Vehicle Tags and
Title Fee Radioisotopes
(if ordered from a non-ePro vendor)
• Advance paymentso Deposits
• For goods and services costing less than $5,000 from a vendoro Software Licenseso Vehicle Tags and Title Feeo Radioisotopes (if ordered from
a non-ePro vendor)
• Accreditation Fees • Advertising• Awards/Fellowships
to Students or Employees
• Bank Fees• Cash Advances• Cable Fees• Court Judgements• Employee Education• Governmental
Agency Payments, including the UNC Health Care System
• Honorariums• Independent
Contractor Payments
• Insurance• Legal Settlements
• License Fees (other than software)
• Membership Dues• Payments to units within UNC at
Chapel Hillo Rizzo Center, Carolina
Inn, Friday Center, Carolina Club
• Petty Cash• Postage and Postage Meter
replenishment• Refunds
o Examples: Dental patients, Athletic tickets, etc.
• Reimbursements• Rent Payments• Royalties• Stipends• Study Subjects• Subscription Renewals• Taxes• Tuition to another University• Utilities
Procurement Overview
Ver 03282017
What document should I complete to place an order?
*Goods only
Is the order greater than
$ 5,000?
Does the vendorrequire a purchase
order?
Is the vendor in the vendor catalog?
Order goods or services using a:
No --- Yes ePro vendor catalog order*
No No No • PCard• Campus voucher
No Yes No Purchase RequisitionYes --- --- Purchase Requisiton
ePro Vendor Catalog Order Process Highlights
Departmental Requester
1. From the ePro page, punches out to the vendor’s website.
2. Puts items in the shopping cart, submits them back to ePro.
3. If necessary, performs limited edits or adds order details.
4. Saves and submits the order.
Departmental Approver
Reviews the order.• If the order is approved, the
systems sends the order to the vendor.
• If the order is denied, the system sends the order back to the Departmental Requester.
Vendor
Receives and fulfills the order.
If Departmental Approvals
are required
If the order is approved
If Departmental Approvals
are not required
Purchase Requisition Process Highlights
Departmental Requester
If > $5,000, contacts the appropriate purchasing agent to receive guidance and manage costs. Go to finance.unc.edu and search for Purchasing Category Managersto find your purchasing agent.
Departmental Approver
Reviews the requisition.• If the requisition is approved,
the system sends the requisition to the purchasing agent.
• If the requisition is denied, it’s sent back to the Departmental Requester.
Vendor
Receives and fulfills the order.
If the order is valued less than
$ 100,000
Creates a requisition and submits it for approval.
Purchasing Agent
Based on the items requested and purchasing rules, does one of the following:• Creates a purchase order (PO)
which references a State/UTC contract
• Creates a PO which references the purchase requisition
• Sends a noncompetitive bid to a vendor, enters the response, and sends the PO to the vendor
• Creates a competitive bid document, evaluates responses, and awards the order to the winning vendor
Departmental Requester
Creates a receipt for goods sent to the department.
Purchasing Director
Reviews the purchase order.
Central Receiving
Creates a receipt for goods sent to the warehouse.
Inspector or Buyer
Inspects goods, if inspection is required, and records results.
If the order is valued greater
than $ 100,000
ver 11292017
Key Fields by Transaction in InfoPorte
Trans Type Transaction Description Trans ID Reference 1 Reference 2 For More Information
AP Voucher Campus Voucher Vendor ID Vendor
Name
Voucher ID Invoice
ID
Payment Reference
ID Payment Date
Not Used Viewing Voucher Statuses
quick reference card
Travel Voucher Vendor ID Vendor
Name
Voucher ID Travel
ID Invoice #
Payment Reference
ID Payment Date
Not Used Travel Vouchers student
guide
Purchase Req after
Expensed
Vendor ID Vendor
Name
Voucher ID Invoice
ID
Payment Reference
ID Payment Date
PO
ID_Requisition
ID
Purchase Order Inquiry
quick reference card
Purchase Order
after Expensed
Vendor ID Vendor
Name
Voucher ID Payment Reference
ID Payment Date
Requisition ID Purchase Order Inquiry
quick reference card
Campus Journal Journal Line
Description (if
there is one)
Journal ID Journal
Data
Ref from Journal
Line (if there is
one)
Not Used Campus Journals student
guide (“Journal Inquiry”
Chapter)
GL Journal
File Uploads (EX:
CBM)
See Billing
Expenses Table
See Billing
Expenses Table
See Billing
Expenses Table
Not Used Bill Presentation quick
reference card
HR_Payroll Payroll Expenses Emp Last Name
First Name
Run Date Seq PID Journal
ID_Journal
Line Number
Guide to HR/Payroll Re-
porting webpage
PO_ENC Purchase Order
Before Expensed
Vendor ID Vendor
Name
PO ID Not Used Requisition ID Purchase Order Inquiry
quick reference card
REQ_PREENC Purchase
Requisition
Not Used Requisition ID Not Used Not Used Purchase Order Inquiry
quick reference card
Expense Ledger Transactions
Key Fields by Transaction in InfoPorte Trans Type Transaction Description Trans ID Reference 1 Reference 2 For More Information
GL_BD_JRNL Budget Journals
& Budget
Transfers
Long Descrip-
tion (if there is
one)
Journal
ID_Journal Date
Ref Line
From Budget
Journal (if
there is one)
Journal Line
Description
From Budget
Journal
Campus Budgets
student guide (“Running
a Budgets Overview
Inquiry” Chapter)
Budget Ledger Transactions
Trans Type Transaction Description Trans ID Reference 1 Reference 2 For More Information
AR_MISCPAY Deposits Not Used Deposit
Unit_Dep ID
Not Used Not Used University Deposits
student guide (“Viewing
a University Deposit &
Attachments” Chapter)
GL_JOURNAL Revenue (Ex:
Gift or Money
Market
Allocation)
Description of
the Income
Source
Journal
ID_Journal Date
Journal Ref-
erence
Not Used Campus Journals
student guide (“Journal
Inquiry” Chapter)
Recognized Revenue Ledger Transactions
Trans Type Transaction Description Trans ID Reference 1 Reference 2 For More Information
HR_PROJECTIONS Payroll
Projections
Employee Last
Name, First
Name
Not Used PID Combo
Code_Pay End
Date
Understanding Salary
Projections document
Payroll Transactions
Documents can be found on ccinfo.unc.edu and may
reference screens that require additional access.
Expe
ndab
le G
ifts
*
Expendable 29930 C5xxx
Expendable 29200 C5xxx
Expendable Accounts
292xx 5xxxx
Expendable 29200 5xxxx
Expendable Accounts
292xx C5xxx
Transferred to UNC for Spending in August
Endo
wm
ent G
ifts
Foundation Accounts (CHASF)
To Foundation (CHASF)
University Accounts (UNCCH)
Endowment Expendable
29200 C0xxx
Principal (Invested)
29910 C0xxx
Endowment Income 29920 C0xxx
Expendable Accounts
292xx C0xxx
Expenditure Transac ons
To University (UNCCH)
Endowment Income 28200 7xxxx
Principal (Invested)
29800 7xxxx
Expendable Accounts
282xx 7xxxx
Reinvest Here Earnings automa cally allocated in June
Transferred to UNC for Spending in August with
the op on to reinvest
Reinvest Here
Expenditure Transac ons
To Foundation (CHASF)
To University (UNCCH)
* No op ons to reinvest, there is no endowment principle.
Earnings automa cally allocated in June
UNC Finance ResourcesHow 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)
College of Arts & Sciences Finance ResourcesHow To: SAS College Financial Reports (PDF)
CAS Did You Know? How To Guides
How-To Guides
1263.1.1rd - Appropriate Accounts for Business Entertainment Expenses by Allowable Fund Types
Account Account Description Category State Funds F&A Funds OSR Funds Trust Funds - Gifts, Endowment and Investment Income
Account Definition
522923 Non Instructional Services ExpOfficial Guest of the University- including room rate, parking, etc.- excluding food & beverage (use account 558921)
No State funds allowed. See Finance Policy 1263 - University-Related Business Entertainment Expenses
No F&A funds allowed. See Finance Policy 1263 - University-Related Business Entertainment Expenses
No OSR Funds allowed, unless specified in contract or grant award.
YesNon-Instructional Service Expense: Reimbursement of travel and out-of-pocket subsistence business expense to individuals who are prospective non-instructional faculty whose fee, if any, is recorded to Account 522922, Non-Instruct Services.
523120 Consultant Exp-Academic/ResReimbursement of consultant expense- including room rate, parking, etc.- excluding food & beverage (use account 558921)
No State funds allowed. See Finance Policy 1263 - University-Related Business Entertainment Expenses
No F&A funds allowed. See Finance Policy 1263 - University-Related Business Entertainment Expenses
No OSR Funds allowed, unless specified in contract or grant award.
YesConsultant Expense-Academic/Research: Reimbursement of travel and out-of-pocket subsistence business expense of professional specialist whose fees, if any, would be identified in Account 523110.
558921 Meetings and Amenities Food & BeverageNo State funds allowed, with limited exceptions.See Finance Policy 1263 - University-Related Business Entertainment Expenses
No F&A funds allowed, with limited exceptions.See Finance Policy 1263 - University-Related Business Entertainment Expenses
No OSR Funds allowed, unless specified in contract or grant award. Yes
Meetings and Amenities: Contracted food services, meals, catering, receptions, outside dining, beverages, flowers, music expenses, and linen rental. May be valid for contract and grant accounts if approved by the sponsor and specifically budgeted.
526780 Travel Recruit-Trans-Subsist
Interview of prospective graduate student, postdoctoral trainee, or an employee.- including room rate, Parking, etc.- excluding food & beverage (use account 558921)
No State Funds allowed, with limited exceptions See Finance Policy 1263 - University-Related Business Entertainment Expenses
No F&A Funds allowed, with limited exceptions See Finance Policy 1263 - University-Related Business Entertainment Expenses
No OSR Funds allowed, unless specified in contract or grant award.
Yes Travel expenses for transportation, lodging and meals when a department is recruiting for a prospective graduate student, postdoctoral trainee or an employee.
526790 Travel Recruit-Prospt Stu AthInterview of prospective student athletes- including room rate, Parking, etc.- excluding food & beverage (use account 558921)
No State funds allowed. See Finance Policy 1263 - University-Related Business Entertainment Expenses
No F&A funds allowed. See Finance Policy 1263 - University-Related Business Entertainment Expenses
No OSR Funds allowed, unless specified in contract or grant award. Yes
Travel expenses for transportation, lodging and meals when a department is recruiting for a prospective student athlete.
558951 Departmental Parking ExpenseParking Expense for Departments- excluding employee parking Yes Yes
No OSR Funds allowed, unless specified in contract or grant award. Yes
524730 Rent/Lease-Building Short TermFacility rental for departmental meetings- excluding food & beverage Yes Yes
No OSR Funds allowed, unless specified in contract or grant award. Yes
1263.1.1rd - Appropriate Accounts for Business Entertainment Expenses by Allowable Fund Types
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.
Business Expenses
Understanding Salary Projections
August 2017
ConnectCarolina Financial ConceptsA series of documents to help you understand the
financial information in ConnectCarolina and InfoPorte
1
ConnectCarolina updates projected amounts every weeknight except on holidays. For example, if you use a Fund Swap ePAR to move an employee’s funding to a different grant, the projection for the employee is updated the night the ePAR is fully approved and executed.
After each paycheck is paid and distributed to the chartfield strings that fund the employee’s pay, the system recalculates the salary projection (since that paycheck is now an actual expense).
What Are Salary Projections?
Salary projections are estimates of the amount of salary and fringe expenses you can expect to pay for an employee in the future, for a specific time period. You can see the salary projections on InfoPorte reports, and they help you determine how much budget is available on a grant or other funding source after you’ve covered employee pay.
Salary projections are calculated in ConnectCarolina based on these factors:
How Often Projections Are Updated
The system calculates salary projections for all employees except:
• EHRA student employees who are on short work break
• SHRA temporary employees, which includes these groups: SHRA Student, SHRA Student (Work-Study), SHRA Temporary, and SHRA Temporary – Retiree
For the employees the system calculates projections for, the system looks up the employee group the employee belongs to (such as EHRA Non-Faculty or SHRA Permanent) so that it can calculate the correct fringe benefit rate.
Employee Group(for example, SHRA Permanent or EHRA Non-Faculty)1
2
When hired, each employee is assigned one or more chartfield strings that specify what sources will fund the employee’s pay. The sources can be State, F & A, Trust, or project (contract or grant) funds, and the employee can be funded by a single source or multiple sources. If more than one, then the person entering the funding sources specifies what percent of the total salary each funding source will cover.
The system uses the funding sources and the percent each source covers to calculate a salary and fringe projection for the employee.
The system calculates projections for a time period that starts with the first day of the current pay period and ends on a date that varies depending on whether:• the employee’s job has an end date,• the funding source (chartfield string) has an end date (funding end date or budget
end date), and• the type of fund it is (State, F&A, Trust, or OSR).
End Dates3
Funding Sources2
End Dates for State, F&A, and Trust fundsFor State, F&A, and Trust funds, the system calculates projections through whichever of the following dates is the EARLIEST:
•Date the job ends, if it is set to end.•Most permanent EHRA Non-Faculty and SHRA employees don’t have an end date.•Entered or changed using an ePAR form.•Find the job end date using the UNC Employee Info option in ConnectCarolina.
Job End Date
•Date the funding source (chartfield string) ends, if it is set to end.•Entered or changed for the chartfield string on an employee’s funding grid, which is entered or changed using an ePAR form.
•If changed, the new date must be before the end of the fiscal year.•Find the funding end date on the Salary Funding Report in InfoPorte.
Funding End Date
•Date of last paycheck before July 1 (the “budget end date” for non-OSR funds).•The date is different for monthly and biweekly employees.•Find last check dates for the fiscal year on the OHR payroll calendar.
Budget End Date
3
End Dates for Contract & Grant funding (except post-docs on NIH training grants)For Contract & Grant funding (except post-docs on NIH training grants), the system calculates projections through whichever of the following dates is the EARLIEST, for up to three calendar years in the future. In other words, if the date is more than three calendar years in the future, the projection stops at the end of the third calendar year.:
•Date the job ends, if it is set to end.•Most permanent EHRA Non-Faculty and SHRA employees don’t have an end date.•It is entered or changed using an ePAR form.•Find the job end date using the UNC Employee Info option in ConnectCarolina.
Job End Date
•The project end date or an earlier date (if entered).•It is entered per chartfield string for an employee using an ePAR form.•Find the date on the Salary Funding Report in InfoPorte.
Funding End Date
•Specific to the project and based on the start date defined by the project’s sponsor.•Projects are typically budgeted year by year, but the year does not necessarily coincide with the fiscal year.
•Find the date for the project on the Grants Detail page in InfoPorte.
Budget End Date
4
A Note About Funding End Dates and Project End DatesIf someone enters a funding end date that is earlier than the project end date, it’s usually because he or she needs to reduce the salary projection against that project. But if the funding source ends and no new funding source is there to cover that salary, all or part of the employee’s salary will go to suspense.
The system tries to avoid sending payroll to suspense, so when distributing payroll, it:
1. Checks each chartfield string on the employee’s funding grid to see if it has a funding end date that falls during the pay period being processed.
2. If it does, the system checks to see if another funding source picks up where this funding source ends or if the amount after the funding end date will go to suspense.
3. If part of the salary will go to suspense, the system checks to see if the project’s end date is later than the funding end date.
4. If it is, the system extends the funding end date to match the project end date.continued on the next page
A Note About Funding End Dates and Project End Dates (continued)
The system then recalculates the salary projections using the newly-extended project end date. This prevents the employee’s current and future payroll from going to suspense, but the salary projection is now larger than you may have planned. If it is larger than you intended, you’ll need to do a Fund Swap ePAR form to change the funding end date. Once the ePAR is fully approved and executed, the system recalculates the projection based on the new date.
5
End Dates for Post-docs on NIH training grantsFor Post-docs on NIH training grants, the system calculates projections through whichever of the following dates is the EARLIEST:
•Date the job ends, if it is set to end.•Entered or changed using an ePAR form.•Find the job end date using the UNC Employee Info option in ConnectCarolina.
Job End Date
•Date that specifies the date the trainee’s appointment to a National Institute of Health (NIH) training grant ends.
•Is specific to the trainee’s appointment approved by the NIH and can be any date (for example, it isn’t tied to the first or end of the month or to a fiscal year).
•Entered by creating a help request once the Hire ePAR form is fully approved. In the help request, ask for the funding end date to be changed to match the appointment end date.
•Find the date on the Employee Profile in InfoPorte or in the NIH ERA Commons website used by grant managers.
NIH Statement of Appointment End Date
ConnectCarolina calculates salary projections based on the fund, not on the presence of a project ID. For example, if a project is cost sharing with State funds, the projections are tied to the State funds, not the project ID that is cost sharing. What this means is that, in this example, the projection ends at the end of the fiscal year, when the State funds end.
If you need to see projections past the fiscal year end, you can create a soft encumbrance in InfoPorte. You can set an end date for the soft encumbrance when you create it or just remember to remove the soft encumbrance when the new fiscal year starts, so that your salary projection isn’t too high. That’s because when the new fiscal year starts, the system recalculates the salary projections based on the new budget end date (whichcontinued
A Note About Cost Sharing & Salary Projections
would be the end of the new fiscal year in our previous example), the funding end date (which is the project end date or an earlier date if an earlier date was set), or the job end date—whichever is earliest.
If someone entered a funding end date for the chartfield string, that date does stay with the chartfield string into the new fiscal year. For cost sharing, there will always be a funding end date because when someone enters a project ID for cost sharing on an ePAR form, he or she is required to enter a funding end date for that chartfield string. So even if the projection ends at the end of the fiscal year, when the new fiscal year starts, the projection is recalculated using that funding end date (if the funding end date is the earliest date).
A Note About Cost Sharing & Salary Projections (continued)
6
The salary projection for an employee is made up of the employee’s salary and the fringe benefits, and as explained earlier, is calculated using the employee’s employee group, information about funding sources, and the ending dates that apply. Here is the calculation the system uses:
How Are the Projections Calculated?
If the salary projection for an employee looks too large or too small, here are some things to try:Note: Remember, changes won’t show in InfoPorte until the next day, since salary projections are recalculated overnight (every weeknight except for holidays).
What if an Employee’s Projection Isn’t Correct?
If you notice … This could be the problem …
When you search for employees funded by a particular grant, Joe Smith is not listed.
Looking at the grant on the Grant Detail page in InfoPorte, you see that the grant’s budget end date has passed. If the budget end date isn’t correct, contact OSRHelp@unc.edu to have it changed. After the budget end date is updated, projections will be calculated for the grant. If the budget end date is correct, that means it was the earliest of the three dates used to calculate projections.
Half of an employee’s funding is provided by a grant. The grant continues for two years, but you submitted a Fund Swap ePAR last week to move the employee to a different grant at the end of this fiscal year. The employee’s projection is higher than expected.
On the Salary Funding Report in InfoPorte, you see that the employee’s funding end date for the project is still the same as the project end date. Double-check that the ePAR you submitted has been fully approved and executed.
A post-doc’s NIH training grant ends on September 30 of this year, but his salary projection appears to go through July of this year.
Looking at the Salary Funding Report in InfoPorte, the post-doc’s job ends July 31. That’s earlier than the post-doc’s appointment end date, so the system used that date to calculate the salary projection. Ask your HR representative to use the Edit Existing Job ePAR form to change the job end date to match the NIH appointment end date.
The grant funding a graduate student in your department does not end for two more years, but the salary projection for the employee only goes through May.
Looking at the UNC Employee Info option in ConnectCarolina, you see that the graduate student’s job end date is May 31. Graduate students can only be appointed for a max of one year at a time. The salary projection will be updated when the job end date is updated.
If you know for sure the graduate student will be working on this grant in the fall, you can create a soft encumbrance in InfoPorte to account for the additional amount in your budget. You can set an end date for the soft encumbrance or just remember to remove or reduce the soft encumbrance later when the graduate student is hired into another appointment.
7
2018 EHRA (Monthly) Lockout and Confirm Schedule
Monthly Cycle
Pay Period School / Division
ePAR
Approvals deadline
Noon
TIM Admin
Deadline
Payout Deadline
5 pm
Central Office ePAR
Approvals deadline
End of day
Payroll Lockout
Noon
Payroll Confirm
date/ Lockout
Ends
Noon
Payday Manual Check
Request Date**
5 pm
Manual Check
Pick Up Date
M07 Jan 1 - Jan 31 Jan 17 Jan 18 Jan 19 Jan 22 Jan 25 Jan 31 Jan 5 Jan 17
M08 Feb 1 - Feb 28 Feb 14 Feb 15 Feb 16 Feb 19 Feb 22 Feb 28 Feb 5 Feb 14
M09 Mar 1 - Mar 31 Mar 15 Mar 19 Mar 19 Mar 20 Mar 26 Mar 29 Mar 5 Mar 14
M10 Apr 1 - Apr 30 Apr 17 Apr 19 Apr 19 Apr 20 Apr 25 Apr 30 Apr 6 Apr 16
M11 May 1 - May 31 May 17 May 21 May 21 May 22 May 25 May 31 May 3 May 14
M12 Jun 1 - Jun 30 Jun 18 Jun 20 Jun 20 Jun 21 Jun 26 Jun 29 Jun 5 Jun 14
M01 Jul 1 - Jul 31 Jul 18 Jul 19 Jul 20 Jul 23 Jul 26 Jul 31 Jul 6 Jul 17
M02 Aug 1 - Aug 31 Aug 16 Aug 20 Aug 20 Aug 21 Aug 28 Aug 31 Aug 3 Aug 14
M03 Sep 1 - Sep 30 Sep 13 Sep 17 Sep 17 Sep 18 Sep 25 Sep 28 Sep 6 Sep 17
M04 Oct 1 - Oct 31 Oct 18 Oct 22 Oct 22 Oct 23 Oct 26 Oct 31 Oct 4 Oct 15
M05 Nov 1 - Nov 30 Nov 15 Nov 19 Nov 19 Nov 20 Nov 27 Nov 30 Nov 5 Nov 14
M06 Dec 1 - Dec 31 Dec 6 Dec 10 Dec 10 Dec 11 Dec 18 Dec 21 Dec 5 Dec 14
Yellow Rows indicate a double-lockout period. Double lockout occurs when both pay cycles align on the same payday and affect how the payroll is processed. On these days specified, biweekly paychecks will be processed first and will remain in lockout until monthly paychecks are also processed. Dates in red indicate the date has been moved from a regular cycle to accommodate a holiday.
2018 SHRA (Biweekly) Lockout and Confirm SchedulePay Period Number
Pay Period TIM Admin DeadlinePayout
Deadline: 5 pm
Central Office ePAR
Approvals deadline: End of day
Payroll Lockout
All actions due:Noon
Payroll Confirm Date/ Lockout
EndsNoon
Payday Manual Check Request Date**
Manual Check Pick Up Date
B13 Dec 11 ‐ Dec 24 Dec 26 Dec 21 Dec 22 Jan 2 Jan 5 Jan 8 Jan 12
B14 Dec 25 ‐ Jan 7 Jan 9 Jan 10 Jan 11 Jan 16 Jan 19 Jan 22 Jan 26
B15 Jan 8 ‐ Jan 21 Jan 23 Jan 25 Jan 26 Jan 30 Feb 2 Feb 5 Feb 9
B16 Jan 22 ‐ Feb 4 Feb 6 Feb 8 Feb 9 Feb 13 Feb 16 Feb 19 Feb 23
B17 Feb 5 ‐ Feb 18 Feb 20 Feb 22 Feb 23 Feb 27 Mar 2 Mar 5 Mar 9
B18 Feb 19 ‐ Mar 4 Mar 6 Mar 8 Mar 9 Mar 13 Mar 16 Mar 19 Mar 23
B19 Mar 5 ‐ Mar 18 Mar 20 Mar 19 Mar 20 Mar 22/26 Mar 29 Apr 2 Apr 6
B20 Mar 19 ‐ Apr 1 Apr 3 Apr 5 Apr 6 Apr 10 Apr 13 Apr 16 Apr 20
B21 Apr 2 ‐ Apr 15 Apr 17 Apr 17 Apr 18 Apr 20 Apr 27 Apr 30 May 4
B22 Apr 16 ‐ Apr 29 May 1 May 3 May 4 May 8 May 11 May 14 May 18
B23 Apr 30 ‐ May 13 May 15 May 17 May 18 May 22 May 25 May 29 Jun 1
B24 May 14 ‐ May 27 May 29 May 31 Jun 1 Jun 5 Jun 8 Jun 11 Jun 15
B25 May 28 ‐ Jun 10 Jun 12 Jun 14 Jun 15 Jun 19 Jun 22 Jun 25 Jun 29
B26 Jun 11 ‐ Jun 24 Jun 26 Jun 27 Jun 28 Jul 2 Jul 6 Jul 9 Jul 13
B01 Jun 25 ‐ Jul 8 Jul 10 Jul 12 Jul 13 Jul 17 Jul 20 Jul 23 Jul 27
B02 Jul 9 ‐ Jul 22 Jul 24 Jul 26 Jul 27 Jul 31 Aug 3 Aug 6 Aug 10
B03 Jul 23 ‐ Aug 5 Aug 7 Aug 9 Aug 10 Aug 14 Aug 17 Aug 20 Aug 24
B04 Aug 6 ‐ Aug 19 Aug 21 Aug 20 Aug 21 Aug 23/28 Aug 31 Sep 4 Sep 7
B05 Aug 20 ‐ Sep 2 Sep 4 Sep 6 Sep 7 Sep 11 Sep 14 Sep 17 Sep 21
B06 Sep 3 ‐ Sep 16 Sep 18 Sep 17 Sep 18 Sep 20/25 Sep 28 Oct 1 Oct 5
B07 Sep 17 ‐ Sep 30 Oct 2 Oct 4 Oct 5 Oct 9 Oct 12 Oct 15 Oct 19
B08 Oct 1 ‐ Oct 14 Oct 16 Oct 18 Oct 19 Oct 23 Oct 26 Oct 29 Nov 2
B09 Oct 15 ‐ Oct 28 Oct 30 Nov 1 Nov 2 Nov 6 Nov 9 Nov 12 Nov 16
B10 Oct 29 ‐ Nov 11 Nov 13 Nov 13 Nov 14 Nov 16 Nov 21 Nov 26 Nov 30
B11 Nov 12 ‐ Nov 25 Nov 27 Nov 29 Nov 30 Dec 4 Dec 7 Dec 10 Dec 14
B12 Nov 26 ‐ Dec 9 Dec 11 Dec 10 Dec 11 Dec 13/18 Dec 21 N/A N/A
Double lockout occurs when both pay cycles align on the same payday and affect how the payroll is processed. On these daysspecified, biweekly paychecks will be processed first and will remain in lockout until monthly paychecks are also processed. Dates in red indicate the date has been moved from a regular cycle to accommodate 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.
Nov 27
Dec 6
Yellow Rows indicate a double‐lockout period.
Sep 13
Oct 2
Oct 16
Oct 30
Nov 9
Jul 10
Jul 24
Aug 7
Aug 16
Sep 4
May 1
May 15
May 29
Jun 12
Jun 25
Feb 20
Mar 6
Mar 15
Apr 3
Apr 13
School / Division ePAR
Approvals Deadline: Noon
Dec 19
Jan 8
Jan 23
Feb 6
Academic Services
August 14, 2018 Memo: Deans, Directors, Department Chairs; All University Employees From: The Office of the University Registrar RE: Academic Calendars 2018-2019, 2019-2020, and 2020-2021 The Chancellor approved the following 2018-2019, 2019-2020, and 2020-2021 calendars proposed by the University’s Academic Calendar Committee. These and all official class registration, add/drop, and exam schedules are posted online at https://registrar.unc.edu/academic-calendar/. Faculty are encouraged to make reasonable accommodations for students requesting to miss class for appropriate reasons, such as the observance of religious holidays. Information on excused absences is provided in the University Catalog at http://catalog.unc.edu/policies-procedures/attendance-grading-examination/. Other important service dates are published in the University Events calendar and by responsible offices. For example, critical housing dates are published by the Carolina Housing Office at https://housing.unc.edu.
Academic Calendar – The University of North Carolina at Chapel Hill Approved August 10, 2018
Fall Semester 2018 2019 2020
New Student Convocation Sun. Aug 19 Sun. Aug. 18 Sun. Aug. 16
Classes Begin for All Students Tue. Aug. 21 Tue. Aug. 20 Tue. Aug. 18
Last Day for Late Registration Mon. Aug 27 Mon. Aug. 26 Mon. Aug. 24
Labor Day Mon. Sep. 3 No Classes Held, Holiday
Mon. Sep. 2 No Classes Held, Holiday
Mon. Sep. 7 No Classes Held, Holiday
University Day Fri. Oct. 12Classes canceled during ceremony 9:30 A.M. until
12:30 P.M.
Sat. Oct. 12 Mon. Oct. 12Classes canceled during ceremony 9:30 A.M. until
12:30 P.M.
Fall Break Oct. 18, 19 No Classes Held Oct. 17, 18 No Classes Held Oct. 15, 16 No Classes Held
Thanksgiving Recess Nov. 21, 22, 23(T, Th)
No Classes Held, Holiday
Nov. 27, 28, 29 No Classes Held, Holiday
Nov. 25, 26, 27 No Classes Held, Holiday
Classes End Wed. Dec. 5 Wed. Dec. 4 Wed. Dec. 2
Reading Days Thu. Dec. 6, Wed. Dec. 12 Thu. Dec. 5 Wed. Dec. 11 Thu. Dec. 3 Wed. Dec. 9
Exam Days Dec. 7, 8, 10, 11, 13, 14 (F, Sa, M, T, Th, F)
Dec. 6, 7, 9, 10, 12, 13 (F, Sa, M, T, Th, F)
Dec. 4, 5, 7, 8, 10, 11 (F, Sa, M, T, Th, F)
Fall Commencement Sun. Dec. 16 Sun. Dec. 15 Sun. Dec. 13
Spring Semester 2019 2020 2021
Classes Begin for All Students Wed. Jan. 9 Wed. Jan. 8 Wed. Jan. 6
Last Day for Late Registration Tue. Jan. 15 Tue. Jan. 14 Tue. Jan. 12
Dr. Martin Luther King, Jr. Day Mon. Jan 21 No Classes Held, Holiday
Mon. Jan. 20 No Classes Held, Holiday
Mon. Jan. 18 No Classes Held, Holiday
Spring Break Begins 5:00 P.M. Fri. Mar. 8 Fri. Mar. 6 Fri. Mar. 5
Classes resume Mon. Mar. 18 Mon. Mar. 16 Mon. Mar. 15
Holiday Fri. Apr. 19 No Classes Held, Holiday
Fri. Apr. 10 No Classes Held, Holiday
Fri. Apr. 2 No Classes Held, Holiday
Classes End Fri. April 26 Fri. Apr. 24 Fri. Apr. 23
Reading Days Wed. May 1, Sat. May 4 Wed. Apr. 29, Sat. May 2 Wed. Apr. 28, Sat. May 1
Exam Days April 29, 30, May 2, 3, 6, 7 (M, T, Th, F, M, T)
Apr. 27, 28, 30, May 1, 4,5
(M, T, Th, F, M, T)
Apr. 26, 27, 29, 30, May 3, 4 (M, T, Th, F, M, T)
Spring Commencement Sun. May 12 Sun. May 10 Sun. May 9
Summer Session I (SSI) Maymester (MM)
2019 2020 2021
Classes Begin SSI and MM Wed. May 15 Wed. May 13 Wed. May 12
Last Day for Late Registration MM Wed. May 15 Wed. May 13 Wed. May 12
Last Day for Late Registration SSI Thu. May 16 Thu. May 14 Thu. May 13
Memorial Day Mon. May 27 No Classes Held, Holiday
Mon. May 25 No Classes Held, Holiday
Mon. May 31 No Classes Held, Holiday
Classes End/Exams MM Thu. May 30/Fri. May 31 Thu. May 28/Fri. May 29 Thu. May 27/Fri. May 28
Classes End SSI Mon. June 17 Mon. June 15 Mon. June 14
Reading Day SSI Tue. June 18 Tue. June 16 Tue. June 15
Exam Days SSI June 19, 20 (W, Th) June 17, 18 (W, Th) June 16, 17 (W, Th)
Summer Session II (SSII) 2019 2020 2021
Classes Begin SSII Mon. June 24 Mon. June 22 Mon. June 21
Last Day for Late Registration SSII Tue. June 25 Tue. June 23 Tue. June 22
Fourth of July Thu. July 4 No Classes Held, Holiday
Fri. July 3 No Classes Held, Holiday
Mon. July 5 No Classes Held, Holiday
Classes End SSII Thu. July 25 Thu. July 23 Thu. July 22
Reading Day SSII Fri. July 26 Fri. July 24 Fri. July 23
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 3504Chapel Hill, NC 27599-3504
Phone: (919) 843-7773 • Fax: (919) 962-6888 Website: http://curricula.unc.edu/
The Graduate School is the point of contact for all those engaging in graduate study and development.
The Graduate School The University of North Carolina at Chapel Hill
200 Bynum Hall, Campus Box #4010Chapel Hill NC, 27599-4010
Phone: (919) 966-2611Email: gradinfo@unc.edu
Website: http://gradschool.unc.edu/
Student Services
Updated July 27, 2018
Dear Student Services Coordinator, Greetings from the Office of Undergraduate Curricula! To help you adjust to your new position, we would like to highlight a few things related to the undergraduate curriculum, central offices across campus, ConnectCarolina, and important deadlines. There is also a checklist of important trainings and to-do items to get you started at the bottom of this document. Please note that this is not a comprehensive list or manual, so 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.
FERPA training. To receive access to student records in ConnectCarolina, you will need to complete the FERPA online training module.
Getting Access
1. Access Request through ARC: To receive access to areas within ConnectCarolina (Curriculum Management, Records and Enrollment, etc.), InfoPorte, and other useful student administration systems, you must complete the access form with your manager and turn it in to your designated Access Request Coordinator (ARC). Training is also required to access certain areas in ConnectCarolina and elsewhere (e.g., Curriculum Management, Records and Enrollment, Astra). Click on the following link for additional information: https://ccinfo.unc.edu/home/access/.
2. Terms of Use: Everyone who has an administrative role in ConnectCarolina, or who uses InfoPorte, needs to agree to the “Terms of Use”. You can click the Terms of Use link under Self Service, or, if you are getting administrative access in ConnectCarolina, you can wait for that access to be granted. Once you have access, log in and you will see a message regarding Terms of Use. Read and agree to the Terms of Use.
ConnectCarolina. ConnectCarolina is the Student Information System (SIS) used by staff to schedule classes, look up student records, register students for classes, access InfoPorte reporting, run queries about courses, etc. To access these areas in ConnectCarolina, you will need fill out the access form/s with your supervisor and, if necessary, complete the required trainings.
Office of the Registrar. The Registrar’s Office provides services in classroom scheduling, registration, grades, academic data support, and much more. They maintain several listservs to communicate information about scheduling, registration, degree audit, and graduation. This office also conducts training on a variety of topics, including classroom assignment software and student records. A complete list of classes/workshops is available on their website. For more information, please contact the Training Coordinator at registrartraining@unc.edu.
Student Services Staff Meetings. Mark your calendar! The College of Arts and Sciences holds a meeting for student services coordinators three times per year on the second Wednesday of August, December, and April, at 10:30am in Toy Lounge. An agenda is sent to the manager’s listserv approximately one week before the meeting, with a request that it be forwarded to student services coordinators. The Office of Undergraduate Curricula posts meeting agendas and minutes on the Student Services Staff page of their website.
ConnectCarolina queries. 1. NC_SR_ACT_CROSS_LIST_CRSES: Active cross-listed courses 2. NC_SR_CROSS_LIST_BY_TERM_CS: Active cross-listed class sections scheduled 3. NC_SR_ACT_CRSES_GE_ATTRS: Active courses with GE attributes 4. NC_SR_WAITLIST_BY_SUBJECT: Class sections with waitlist by subject 5. NC_SR_ACT_CRSES_LST_ENRL_TRM: Last term active courses had enrollment 6. NC_SR_CLASS_WO_APPROVERS: All scheduled sections without grade approver
Updated July 27, 2018
7. NC_SR_GRADE_ROSTER_STATUS: Grade status for classes during the grading period
InfoPorte. InfoPorte is a hub for displaying, analyzing, and working with ConnectCarolina information. You may find this helpful for gathering information about courses, scheduling, instructors, and students, depending on your access. For more information, please visit this site.
Graduation Ceremony. Most departments/units organize a graduation ceremony during the May commencement weekend. For more information, please visit this site.
Undergraduate Curriculum, Revisions, and Maintenance
General Education – “Making Connections”. The Making Connections Overview Flyer describes the undergraduate curriculum in two pages, and is an excellent reference for faculty and staff. Please note, 1) final examinations (or a final evaluation) are mandatory for all undergraduate courses and 2) courses fulfilling General Education requirements must include at least 10 pages of written work, excluding in-class examinations. The Criteria Document is a comprehensive guide to the Making Connections curriculum. More information can be found in the Catalog, including a list of approved courses.
Curriculum Changes. The Office of Undergraduate Curricula manages the process for reviewing undergraduate course proposals and curriculum changes for undergraduate programs (majors, concentrations, and minors). Most curriculum changes are reviewed by the Administrative Boards of the General College and the College of Arts and Sciences and its Course Committee and Program Committee. The process and timeline vary depending on the type of curriculum change. For additional details, see the Office of Undergraduate Curricula website.
1. Course Proposals. The University will soon be using the Curriculum Inventory Management (CIM)
system to submit, review, approve, and process all course requests. This includes new courses, changes to existing/active courses, and requests to delete courses from the activity inventory. All materials for undergraduate course proposals (numbered 50 – 699) must be submitted by October 15 to be approved, effective with the following fall semester (to align with the beginning of the academic year), and included in the next Undergraduate Catalog.
2. Program Proposals (majors, concentrations, minors). For additional details, see the Office of Undergraduate Curricula website.
Online Syllabus Manager (OSM). Departments are required to collect course syllabi every semester and archive them for at least four years. To help with this process, the OSM was developed to allow instructors to upload syllabi each semester. The deadline for syllabi upload is the first day of classes.
1. To access the OSM click here. 2. All department managers are given the OSM Manager Role. This role grants capabilities to upload
and download syllabi for courses owned by your unit. If your job functions require you to manage syllabi for your department, please ask your department manager to grant you the OSM Manager Role.
University Catalog. Departments/units edit their sections of the University Catalog (both Undergraduate and Graduate) every year. This includes department and program (majors/minors) information. Campus units will make updates using the online Catalog Management System (or “CAT” for short). User roles (e.g., UGRD Editor, UGRD Approver, GRAD Editor, GRAD Approver) and access to CAT are managed by the Registrar’s Office. Additional information about Catalog editing resources can be found on the Registrar’s Web site. The production schedule for departments/units begins February 1 and ends March 15.
Updated July 27, 2018
Please note, departments/units cannot make changes to their course inventory when editing the catalog, these must be submitted through CIM (see item above). In addition, departments/units cannot make curriculum changes when editing the Catalog, these must be submitted to the Administrative Boards (see item above).
Carolina Course Evaluations. End of course evaluations for the entire College of Arts and Sciences are managed by Heather Thompson (heather_thompson@unc.edu; 919-445-8859), our office’s Course Evaluation Coordinator. Departments are responsible for selecting courses to be included, and verifying instructor and course data is accurate prior to each semester’s evaluation cycle. This process is managed through the Blue course evaluation software. Professional schools manage their own evaluations using the same system. For further details on the course evaluation process and to find contact information for professional schools, visit this page on the Office of Undergraduate Curricula website.
Other Undergraduate Programs
First-Year Seminars (FYS). Our office puts together an online schedule of FYS in fall and spring. If you need to make changes to a first-year seminar after the Course Maintenance period ends (early January for the fall semester and the end of June for the spring semester), please let Ben Haven know by e-mail (bhaven@email.unc.edu). This includes adding/cancelling an FYS class section or making changes to the meeting pattern or instructor. If an instructor wants to offer a new topics FYS section, you can schedule XXXX 89: Special Topics (e.g., COMM 89, POLI 89, etc.). The instructor is required to submit an FYS Prospectus Form and syllabus no later than March 1 (for the upcoming fall term) or no later than October 1 (for the upcoming spring term). For more information, visit the FYS website: http://fys.unc.edu/for-faculty/fys-policies-procedures/.
Honors Carolina. Honors Carolina sponsors more than 200 small, seminar-style courses each year, in addition to study abroad programs and research fellowships. The Honors Carolina Faculty & Staff Handbook provides information about the policies, procedures, and important dates associated with honors course scheduling and registration, and the Senior Honors Thesis process.
Study Abroad: The Study Abroad Office directly supports UNC students who take courses internationally for academic credit during the fall, spring, summer, and/or year-long terms. To learn more about study abroad registration (YAP and ISP placeholders), academic credit (Faculty-Led Graded Credit and TREQ Credit), and department course approvals (Major/Minor/Language/Gen Ed Credit) please visit the Study Abroad Website: Faculty & Staff. Please feel free to Request a Study Abroad Presentation, reach out to anyone listed on the Study Abroad Staff Directory, or email general questions to abroad@unc.edu. For questions regarding Study Abroad programs with Honors Carolina or Kenan-Flagler Business School, please reach out to Honors Study Abroad or Kenan-Flagler Business School Undergraduate Global Programs directly.
Summer School: Students can enroll in up to 8 hours per summer term in Summer School. To register for 9 hours requires an academic dean’s approval. Two five-week sessions, first session and second session, and one three-week Maymester session are available. First session and Maymester run concurrently. Students can take only one Maymester course, and it is strongly recommended that students in a Maymester course not enroll in a summer session 1 course because of the hefty time commitment. Course descriptions by department are available on the Summer School website (summer.unc.edu) in mid-December to help students in refining their spring schedules. For any questions, please email summer_school@unc.edu or call 919-966-4364.
Important Listservs
Updated July 27, 2018
Course Scheduling – important course scheduling activities, updates, and deadlines. Contact Renee Sherman (renees@unc.edu) in Classroom Scheduling to be added to this listserv.
Degree with Honors – important information about senior honors thesis process. Contact Jenn Marshburn (jenn.marshburn@unc.edu) in the Honors Carolina office to be added to this listserv.
Course Evaluation Coordinator (units in the College only) – important course evaluation activities,
updates and deadlines. Contact Heather Thompson (heather_thompson@unc.edu) in the Office of Undergraduate Curricula to be added to this listserv.
Best wishes, The Office of Undergraduate Curricula
Getting Started Checklist You may need to complete some or all of the following trainings and activities.
Suggested Order
Training or Action Required Purpose Access Point Date Completed
1 FERPA training Allows you to see to protected student records in student admin systems
http://registrar.unc.edu/training/ferpa/
2 Submit access form to your unit’s ARC
Initiates access requests for all student admin systems
https://ccinfo.unc.edu/home/access/access-request-forms/a
3 Complete ConnectCarolina Terms of Use
You must agree to terms before you can access data in ConnectCarolina
ConnectCarolina > SelfService > Terms of Use Policy
4 Student Records: Registration and Enrollment Trainingb
Gives access to student records and allows you to register students for classes
https://registrar.unc.edu/training/classes/c
5 ConnectCarolina Course Management Accessb
Gives access to the schedule of classes for your academic unit; allows you to schedule classes
https://registrar.unc.edu/training/classes/c
6 Ad Astra trainingb Gives access to classroom scheduling and allows you to request classrooms for your classes
https://registrar.unc.edu/training/classes/c
7 Schedule meeting with Office of Undergraduate Curricula (OUC)
Discuss OUC Office, staff introductions, go over academic calendar and welcome letter, and discuss areas where SSM and OUC work together
8 Schedule meeting with Jason Clemmons from Honors Carolina
Discuss Honors Carolina program and your role as liaison to Honors Carolina office
9 Student Records: Block Enrollment Training
how to use Block Enrollment to add or drop a group of students
https://registrar.unc.edu/training/classes/c
a There are two access request forms: 1) student administration access and 2) InfoPorte student reporting access. b You may find it useful to take these classes again after a few months, as a refresher. c Refer to Office of the Registrar’s Training Calendar for upcoming trainings.
Month Date ActivityPertaining
ToProcess Details
Early August Important Date Fall registration New incoming First Year Undergraduates allowed back in to Add/Drop classes
Early August Deadline Fall registration Last Day for Students to Add Themselves to a Waitlist.
Early August Important Date Fall registrationOpen Enrollment Begins. Undergraduate maximum Course Load increases to 18
credits.
Second Wednesday Meeting Student Services Managers Meeting #1
Third week Deadline Fall OSM Classes begin; course syllabi uploaded to OSM by first day of classes.
Third week Message Fall HonorsFrom Honors Carolina: Request for preliminary list of Fall Honors Thesis students
sent to departments (1st day of classes)
Late August Deadline Fall registrationLast day for all students to add a course or late register using the web registration
system (fifth day of classes).
September 1 Message Fall HonorsFrom Honors Carolina: Fall senior Honors Thesis reporting forms & instructions
sent to departments.
September 1 Message Fall HonorsFrom Honors Carolina: Fall call for Senior Honors Thesis Research Awards
Proposals sent to departments (due: September 30)
Early September Deadline Fall registrationLast day for all Undergraduate students to drop a course using the web
registration system with no grade recorded (tenth day of classes).
Early September Deadline Fall registrationLast day for schools/departments to add or drop a course for all students using the
web registration system (tenth day of classes).
Early September Deadline Falllearning
contracts
Independent study learning contracts for Fall finalized (approved and registered)
by tenth day of classes.
Early September Important Date Fall census Official University Enrollment Reporting Date (Census Date).
Early September Message Spring FYSFrom FYS Office: Reminder that a Prospectus Form for new first-year seminars is
due October 1 for spring semester classes.
September 18 Important Date Spring scheduling Open ConnectCarolina (limited access)
September 23 Important Date Spring scheduling Class listing available to students
September 30 Deadline Fall Honors Senior Honors Thesis Research Awards proposal deadline
October 1 Important Date Fall scheduling Open ConnectCarolina
October 1 Deadline Spring FYS Deadline for First Year Seminar Prospectus Form
October 1 Message Spring HonorsFrom Honors Carolina: Spring Honors Course registration information sent to
departments
October 1 Important Date Summer scheduling Open ConnectCarolina and Astra
Early October Message Summer Summer School From Summer School: Request for proposed Summer session offerings.
Student Services Academic CalendarTerm Key: Fall = Green; Spring = Purple; Summer = Orange
October
August
September
Updated 7/23/2018
Month Date ActivityPertaining
ToProcess Details
August
Early October Message Fallcourse
evaluations
From Undergraduate Curricula: Reminder about course selection process and
deadlines for Fall evaluations. Sent to the College’s course evaluation chairs and
coordinators listserv.
Early October Message Spring commencement
From Director of Ceremonies and Media Events: Notification about reserving a
venue for departmental Spring commencement ceremonies; sent to
commencement listserv.
Early October Message Spring FYS
From FYS Office: preliminary Spring FYS schedule sent to SSM for review and edits
to put together FYS Online Course List. Updates/edits to Online Course List due
back to FYS in mid-October.
October 15 Deadlinecourse/program
requests
Undergraduate curriculum deadline (all proposals for new and revised courses and
programs)
October 15 Message Fall HonorsFrom Honors Carolina: Initial request for Fall honors course planning forms. Due
December 15.
Mid October Deadline Fallcourse
evaluationsCourse selection closes.
Mid October Deadline Spring FYS Scheduling deadline for Spring FYS classes. Online FYS Course List goes live.
November 1 Important Date Fall scheduling Astra opens (room preferences)
Early November Important Date Spring registration Begins for students
November 15 Deadline Summer scheduling Close ConnectCarolina and Astra. Room assignments begin.
Mid November Deadline Fall HonorsReporting deadline for students completing Honors Thesis (2nd Monday of
November)
Mid November Important Date Fallcourse
evaluationsCourse evaluations open for students.
December 1 Important Date Summer scheduling Open ConnectCarolina (limited access)
December 5 Important Date Summer scheduling Class listing available to students
Early December Important Date Fall Classes end
Early December Deadline Fallcourse
evaluationsCourse evaluations close for students (last day of classes)
Early December Important Date Fall grading Official Fall Class and Grade Rosters available online (day after last day of classes)
Second Wednesday Meeting Student Services Managers Meeting #2
December 15 Deadline Fall Honors Deadline to fill out the honors course planning forms for Fall classes
Mid December Important Date Fall Commencement ceremony
January 2 Deadline Fall scheduling ConnectCarolina and Astra close. Room assignments begin.
Second week Deadline Spring OSM Classes begin; course syllabi uploaded to OSM by first day of classes.
October
November
December
January
Updated 7/23/2018
Month Date ActivityPertaining
ToProcess Details
August
Mid January Deadline Spring registrationLast day for all students to add a course or late register using the web registration
system (fifth day of classes).
Late January Deadline Spring registrationLast day for all Undergraduate students to drop a course using the web
registration system with no grade recorded (tenth day of classes).
Late January Deadline Spring registrationLast day for schools/departments to add or drop a course for all students using the
web registration system (tenth day of classes).
Late January Deadline Springlearning
contracts
Independent study learning contracts for Spring finalized (approved and
registered) by tenth day of classes.
Late January Important Date Spring census Official University Enrollment Reporting Date (Census Date).
February 1 Important Date UNC Catalog University Catalog editing cycle begins; deadline March 15.
February 1 Message Spring HonorsFrom Honors Carolina: Reporting forms and instructions for students completing
Honors Thesis in Spring. Deadline Mid-April.
February 1 Message Spring HonorsFrom Honors Carolina: Spring call for Senior Honors Thesis Research Awards
Proposals (due: February 28)
Mid February Message Fall FYSFrom FYS Office: Reminder for Fall semester: a Prospectus Form for new 89 topics
first year seminars is due March 1 and FYS class scheduling deadline is early-March
Late February Message Springcourse
evaluations
From Undergraduate Curricula: Reminder about course selection process and
deadlines for Spring evaluations. Sent to course evaluation coordinators and
chairs.
February 28 Important Date Fall scheduling Open ConnectCarolina with limited access
February 28 Deadline Spring Honors Senior Honors Thesis Research Awards proposal deadline
March 1 Deadline Fall FYS Deadline for First Year Seminar Prospectus Form
March 4 Important Date Fall scheduling Class listing available to students
Early March Message FallAcademic
Advising
From Academic Advising: Review Fall list of classes reserved for first-year and
transfer student registration (during summer orientation).
Early March Deadline Fall FYSclass scheduling deadline; FYS Office creates Online Course List draft and sends to
SSM and instructors for edits and review
Mid March Important Date Summer registration Begins for students
Mid March Deadline Springcourse
evaluationsCourse selection closes.
March 15 Deadline UNC Catalog University Catalog editing cycle ends
March 15 Message Fall HonorsFrom Honors Carolina: Fall Honors Course registration information sent to
departments
April 1 Important Date Spring scheduling Open ConnectCarolina
Early April Important Date Fall registration Begins for students
January
February
March
April
Updated 7/23/2018
Month Date ActivityPertaining
ToProcess Details
August
Early April Deadline Fall FYS Deadline for Online FYS Course List edits from instructors and SSM
Second Monday Deadline Spring Honors Reporting deadline for students completing Honors Thesis.
Second Wednesday Meeting Student Services Managers Meeting #3
Mid April Important Date Springcourse
evaluationsCourse evaluations open for students.
Mid April Message Summercourse
evaluations
From Undergraduate Curricula: Reminder about course selection process and
deadlines for Summer evaluations. Sent to course evaluation coordinators and
chairs.
Mid April Message Spring HonorsFrom Honors Carolina: Initial request for Spring honors course planning forms.
Due June 15.
Late April Important Date Spring Classes end
Late April Deadline Springcourse
evaluationsCourse evaluations close (last day of classes).
Late April Important Date Spring gradingOfficial Spring Class and Grade Rosters available online (day after last day of
classes)
Late April Deadline Summercourse
evaluationsSummer I/Maymester course evaluations: Course selection closes.
Mid May Important Date Spring commencement Spring Commencement
Mid May Important Date Fall registration
Fall registration: Academic Advising and Records and Enrollment Services begins
pre-registering first-year students in two classes (six credit hours) based on
responses given by incoming first-year students taking a first-year interest survey.
This lasts until the end of June.
Mid May Deadline Summer OSMSummer I/Maymester classes begin; syllabi uploaded to OSM by first day of
classes.
Mid May Deadline Summer registrationMaymester registration: First day of classes is the last day for students to add a
Maymester course using the web registration system.
Mid May Deadline Summer registrationSummer I registration: Second day of classes is the last day for students to add a
Summer I term course using the web registration system
Mid May Deadline Summer registration
Summer I/Maymester: Third day of classes is the last day for all students to drop a
Summer I or Maymester course using the web registration system, and the last day
for schools/departments to add or drop a course for students.
Mid May Deadline Summerlearning
contracts
Independent study learning contracts for Summer I/Maymester finalized
(approved and registered) by third day of classes.
Mid May Important Date Summer censusSummer I/Maymester: Third day of classes is the Official University Enrollment
Reporting Date Summer I term (Census Date)
May
April
Updated 7/23/2018
Month Date ActivityPertaining
ToProcess Details
August
Late May Important Date Summercourse
evaluationsMaymester: Course evaluations open for students
Late May Important Date Summer Maymester classes end.
Late May Deadline Summercourse
evaluationsMaymester course evaluations: Course evaluations close (last day of classes).
Late May Important Date Summer grading Official Maymester Class and Grade Rosters available online (last day of classes).
June 1 Important Date UNC Catalog University Catalog published (next academic year)
June 1 Important Date Spring scheduling Astra Opens (room preferences)
Early June Important Date Fall orientation New student orientation begins for Fall
Early June Important Date Summercourse
evaluationsSummer I: Course evaluations open for students.
Early June Important Date Summercourse
evaluationsSummer II: Course selection opens.
June 15 Deadline Spring Honors Deadline to fill out the honors course planning forms for Spring classes.
Mid June Important Date Summer Summer I classes end
Mid June Deadline Summercourse
evaluationsSummer I: Course evaluations close for students (last day of classes).
Mid June Important Date Summer gradingOfficial Summer I Class and Grade Rosters available online (day after last day of
classes)
Mid June Deadline Summercourse
evaluationsSummer II: Course selection closes.
June 30 Deadline Spring scheduling Close ConnectCarolina and Astra. Room assignments begin.
Late June Deadline Summer OSM Summer II classes begin; syllabi uploaded to OSM by first day of classes.
Late June Deadline Summer registrationSummer II: second day of classes is the last day for all students to add a course or
register using the web registration system
Late June Deadline Summer registration
Summer II: Second day of classes is the last day for all students to drop a course
using the web registration system, and the last day for schools/departments to
add or drop a course for students.
Late June Deadline Summerlearning
contracts
Independent study learning contracts for Summer II finalized (approved and
registered) by the second day of classes.
Late June Important Date Summer censusSummer II: Second day of classes is the Official University Enrollment Reporting
Date Summer II term (Census Date)
Mid July Important Date Summercourse
evaluationsSummer II: Course evaluations open for students.
May
June
July Updated 7/23/2018
Month Date ActivityPertaining
ToProcess Details
August
Mid July Important Date Fall registrationIncoming first-year students begin to register for classes (during summer
orientation)
Late July Important Date Summer Summer II classes end
Late July Deadline Summercourse
evaluationsSummer II: Course evaluations close for students (last day of classes).
Late July Important Date Summer gradingOfficial Summer II Class and Grade Rosters available online (day after last day of
classes; on occasion, SSII exams could be in early Aug)
July
Updated 7/23/2018
Graduate Student Health Insurance Plan (GSHIP) Contacts
GSHIP Process Acctg. Srvs. – Cash ManagementGSHIP Policy Dwayne Pinkney Campus Health Services Mary Covington, M.D. Office of Sponsored Research
Director, Award Management
919-962-7793 Cash_management@unc.edu 919-962-1091 dpinkney@email.unc.edu919-966-9176 mary_covington@unc.edu919-962-4676 resadminosr@unc.edu
Online Process (Technical)
Jeroen Soeurt 919-962-6036 jeroen@email.unc.edu
Disbursements Services General Number, option 3 919-962-0213 disbursements_team@unc.edu
University Cashier cashier@unc.edu
BCBSNC Customer Service 800-579-8022 email@studentbluenc.com
SUBJECT CONTACT PHONE EMAIL
TypeOld Dept
Number
New Dept
NumberDepartment Name
A&S 3201 300100 Dean's Office - Arts & Sciences
A&S 3201 300101 Arts & Sciences Foundation
A&S 3201 300102 CAS Business Center
A&S 3231 301000 OASIS
UE 3120 302100 Academic Advising
UE 3203 302200 Honors Carolina
UE 3203 302201 Distinguished Scholarships
UE 3203 302202 Winston House
UE 3203 302203 Honors Study Abroad Burch Program
UE 3224 302300 Robertson Scholars
UE 3214 302400 Student Success & Academic Counseling, Center for
UE 3235 302401 The Writing & Learning Center
UE 3234 302402 Summer Bridge
UE 3219 302500 Undergraduate Education
UE 3219 302501 Undergraduate Curricula
UE 3219 302502 First Year Seminars
UE 3219 302503 Student Retention
UE N/A 302504 Instructional Innovation, Office of
UE 3236 302600 Undergraduate Research, Office for
Dept 3204 310100 Art and Art History
Dept 3207 310200 Dramatic Art
Prog 8915 310201 PlayMakers
Dept 3212 310300 Music
Dept 3226 311100 American Studies
Prog 3211 311200 Arts & Humanities, Institute of
Dept 3220 311300 Classics
Fine Arts (310001)
3100-00 to 3109-00
Humanities (311000)
3110-00 to 3129-00
Fine Arts & Humanities (310000)
College of Arts & Sciences Department Numbers
Dean's Office (300000)
3000-00 to 3019-00
Undergraduate Education (302000)
3020-00 to 3039-00
Dept 3215 311400 Communication Studies
Prog 3215 311401 Writing for the Screen and Stage
Dept 3225 311500 English & Comparative Literature
Dept 3229 311600 Germanic & Slavic Languages & Literatures
Prog 3229 311601 Jewish Studies
Prog 3221 311700 Carolina Public Humanities
Dept 3228 311800 Linguistics
Dept 3238 311900 Philosophy
Dept 3241 312000 Religious Studies
Dept 3244 312100 Romance Studies
Prog 3145 312200 Study of the American South, Center for the
Dept 3283 312300 Women's & Gender Studies
Prog 3291 312301 Sexuality Studies
Prog 3239 313100 African Studies Center
Prog 3237 313200 Carolina Asia Center
Crlm 3216 313300 European Studies Center
Prog 3261 313400 Global Education
Crlm 3135 313500 Global Studies
Prog 3240 313600 Middle East & Muslim Civilizations Center
Prog 3249 313700 Slavic, Eurasian & East European Studies Center
Prog 3266 313800 Study Abroad
Crlm 3251 313900 Study of the Americas, Institute for the
Dept 3297 315100 Aerospace Studies
Dept 3287 315200 African, African American & Diaspora Studies
Dept 3284 315300 Anthropology
Crlm 3286 315400 Archaeology
Dept 3252 315500 Asian Studies
Dept 3288 315600 City & Regional Planning
Dept 3289 315700 Economics
Prog 3289 315701 Minor in Entrepreneurship
Dept 3290 315800 Geography
Dept 3291 315900 History
Social Sciences (315000)
3150-00 to 3179-00
Social Sciences & Global Programs (313000)
Global Programs (313001)
3130-00 to 3149-00
TypeOld Dept
Number
New Dept
NumberDepartment Name
Prog 3291 315901 Medieval & Early Modern Studies
Dept 3256 316000 Military Science
Dept 3298 316100 Naval Science
Crlm 3206 316200 Peace, War & Defense
Dept 3294 316300 Political Science
Dept 3279 316400 Public Policy
Dept 3296 316500 Sociology
Prog 5215 316600 Urban & Regional Studies
Prog 5215 316601 Community Capital, Center for
Dept 3232 318100 Applied Physical Sciences
Dept 3267 318200 Biology
Dept 3265 318300 Chemistry
Dept 3276 318400 Computer Science
Crlm 3264 318500 Environment & Ecology
Dept 3292 318600 Exercise & Sport Sciences
Prog 3293 318601 Student Recreation Center
Dept 3268 318700 Geological Sciences
Dept 3262 318800 Marine Sciences
Dept 3282 318900 Mathematics
Dept 3270 319000 Physics & Astronomy
Dept 3258 319100 Psychology and Neuroscience
Dept 3278 319200 Statistics & Operations Research
Dept 3275 319300 Biomedical Engineering - Undergrad
Dept N/A 319400 Chancellor's Science Scholars
Natural Sciences (318000)
3180-00 to 3199-00
TypeOld Dept
Number
New Dept
NumberDepartment Name
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