Rev 10/3/2017

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