A.  DSU Application Form

2. Offer Letter
3. Authorization for a deduction or withholdings of pay
4. Employment history – including salary information
5. Performance Development documents, including orientation/probationary period and annual appraisals.
6. Required Job Related Certifications
7. Continuing Education Records
8. Open Enrollment/Fringe Benefit Information
9. Retirement Application

1. Documents relating to violations or disciplinary actions of University policy.
2. Letters of reference.
3. Medical information
4. I-9 Documentation
5. Any documents that DSU considers to be confidential, proprietary, or privileged. 

1. A request is made by completing the Request To Review HR File form. The purpose of the written request is to identify the individual in order to avoid disclosure to ineligible persons.
2. A faculty/staff member may review his/her HR file in the presence of a Human Resources Department staff member during regular business hours.
3. Records may not be removed from the HR file.
4. Records may not be copied, but the faculty/staff member may make notes from the information contained in the file.
5. A faculty/staff member may submit a rebuttal if he/she disagrees with material found in his/her file.
6. A former staff member does not have access to his/her personnel file after employment ends. However, he/she may request a copy upon receipt of a signed release of information.

• Employee Request to Review HR File Form
• Public Records Request Policy 

Active

Policy Effective Date: 

• Recipient(s) should submit an official written request indicating the specific information wanted to the Office of Human Resources at Kent Wyatt Hall 249. Any inquiries from the media concerning public records request will be directed to the Office of the Vice President for University Relations. Should a department within the University receive an official public records request, the document should be forwarded to Human Resources immediately upon receipt. The Director of Human Resources will review the request and will respond within seven working days from the receipt of such request.
• Upon receipt of a written public records request signed by an individual requester, personally delivered or by mail, the Director of Human Resources will forward a copy of the request to the IHL Board's office legal staff or the Attorney General's Office.
• Upon receipt, the IHL Board's office legal staff or the Attorney General's Office will review the request for compliance with the law.
• If the request constitutes an appropriate request requiring a response, in the opinion of the IHL Board's office legal staff or the Attorney General's Office, then the offices listed above will communicate with the Director of Human Resources. The Director of Human Resources will contact the office where the are maintained (i.e., Custodian) to determine whether DSU does have any records identified in the request within its possession and/or control. If parts of the requested record fall under on of the exemptions listed below, the custodian must separate the information and release that part which is a public record.
• Recipient(s) will be assisted by a staff member at a charge not to exceed actual costs and will be charged $.15 per page for making copies. Records will be available for inspection and copying by appointment during regular working hours (8:00 a.m. - 5:00 p.m.), Monday through Friday, holidays excluded.
• Recipient(s) will deposit a certified check, money order, or cash in escrow with the staff accountant prior to receiving materials. This estimated amount must be sufficient to cover the estimated cost of the staff member's assistance, copying fees, mailing fees, and/or mechanical reproduction fees.
• Recipient(s) will be provided adequate space to work at not cost, if available. 
• Recipient(s) wil be provided requested documents by a staff member. In the case of academic program documents, recipient(s) will be allowed to look at documents from no more than two programs at a time. In the case of all other DSU documents, recipient(s) will be allowed to examine documents in a systematic manner to be determined by a DSU staff member.
• No more than two recipient(s) per organization will be assisted at a time.
• Recipient(s) desiring information by mail will be charged for copying costs and staff time at the rates given in number five. An additional charge will be added for mailing costs.
   

• personnel records of employees and applications for employment;
• test questions or answers which are used in examinations for employment;
• letters of recommendation on applicants for employment;
• records which are the work product of an attorney;
• records which would give information about any individual's tax payments or status;
• records developed among judges, or among judges and their aides;
• records of juries concerning their decisions;
• appraisal information which concerns the sale of purchase of property for public purposes before the announcement of the purchase or sale, if the release of the information would affect the transaction;
• test questions or answers which are to be used in future academic examinations;
• letters of recommendations concerning applicants for admission to any educational agency or institution;
• records which would give information about the location of any specific archaeological site if the agency thinks that releasing them could create a substantial risk of damage or destruction to the site or to any private property around it;
• investigative records of any law enforcement agency;
• records maintained by public hospitals, except the minutes of meetings of the hospital board and required financial reports filed with the court, board of supervisors or the city council or board;
• records held by the Bureau of vital statistics (but must be given to anyone with a "legitimate and tangible interest" in the record);
• Worker's Compensation Commission records consisting of medical reports, rehabilitation counselor reports and psychological reports referring to accident, inquiries and settlements;
• applications for licenses and test questions that are to be used in examinations for licenses;
• financial and commercial information that an individual or business is required by law to submit to a governmental agency, with the exception of information that a public utility is required to submit related to a change in utility rates; public utilities also have the right to protect trade secrets or confidential information; and,
• trade secrets or confidential information which is included in records forwarded to a public agency by another party (until the other party is given notice; once notice is provided the records will be released within a reasonable period of time unless the other party receives a court order protecting them from release).

• IHL Board Policy 301.0804

• reorganization of department, division, or unit;
• changes in departmental organization or services; or
• elimination or reduction in funding.

• reorganization of department, division, or unit;
• changes in departmental organization or services; or
• elimination or reduction in funding.

1. The President shall determine those areas of the University whose budgets must be reduced. This determination shall be based upon a systematic allocation of budget reductions and shall be rationally related to the essential needs and priorities of the University, both academic and non-academic.

2. Each Administrative Officer will review all non-faculty positions within his or her area of responsibility and provide a list of persons recommended for termination and the basis for the personnel decisions, cost savings, and effect of such terminations on the unit. Temporary and probationary employees will be terminated before non-probationary full-time employees.

3. Criteria to be used by the Administrative Officer in determining which employees will be recommended for termination are as follows:

• None

1. All tenured faculty who have served at least ten consecutive years at Delta State University shall be eligible for emeritus status in their final year of service.
   
   
2. Nominations for emeritus status may be submitted by faculty, staff, or students. Nomination letters should be submitted to the department/division chair by February 15 of each year.
   
   
3. It is the responsibility of the nominee’s colleagues within the department/division, upon receipt of a nomination, to assess in a timely manner the merits of the nomination and to forward a written recommendation for awarding emeritus status or a written reason for not awarding it to the college/school dean by March 1. The standards associated with each academic rank shall be used in the assessment process.
   
   
4. The recommendation for or reasons for not awarding emeritus status should be forwarded by the dean of the college/school to the Provost/Vice President for Academic Affairs no later than March 15. Justification for not recommending a faculty member should accompany the written response to the next level.
   
   
5. The Provost/Vice President for Academic Affairs will forward recommendations for emeritus status to the President’s office. Justification for not recommending a faculty member will also be provided to the President.
   
   
6. The candidate will receive notification by May 1 from the President’s office on the final determination of emeritus status. In the event the nominee is denied emeritus status, he/she may request a review of the recommendations or justification.
   
   
7. In the event of a faculty member deciding to retire after May Commencement, he/she will be considered the following year.
   
   
8. If any special circumstances occur, special requests should be made through the division/department to the dean and the Provost/Vice President for Academic Affairs.

• Academic Council Meeting Minutes: 11/3/99, 2/27/02, 2/10/04, 2/24/04, 2/13/07, 4/24/07, 2/26/08

POLICY STATEMENT

Delta State University may recognize the outstanding service of staff through the award of the Staff Emeritus status as set forth in this policy.

DEFINITIONS

None

PROCEDURES and RESPONSIBILITIES

Criteria

A Staff Emeritus appointment is based upon meritorious performance at Delta State University, consistent with performance expected of a staff employee with a minimum of fifteen (15) years of total service to the University.

Procedure for Appointment

A staff employee becomes eligible for appointment to emeritus status once the date of their retirement has been formally established. Appointment to emeritus status is not automatic. An appointment to emeritus status can be initiated by:

1.      Submission of an updated resume and/or written record of service by the head of the department from which the staff employee is retiring with approval from the reporting Vice President or

2.      Submission of a formal request with an updated resume and/or written record of service by an active full-time, regular staff employee to the Chair of Staff Council.

All requests for appointment will be forwarded to the Staff Council Executive Committee for review. A favorable recommendation from the Staff Council Executive Committee will be based on a review of submitted materials and any additional documentation or evidence required by the members. The conclusions made by the members of the Staff Council Executive Committee will serve as recommendations to the President’s Cabinet. The President will make the final decision regarding appointment to Staff Emeritus status.

Benefits of Emeritus Status

Staff Emeritus recipients will receive all privileges provided to a retiree of Delta State University. In addition, the University is encouraged to include holders of the emeritus status in all appropriate activities and functions. Staff Emeritus recipients will be recognized at the end of each fiscal year.

RELATED DOCUMENTS

POLICY STATEMENT

It is the intent of this University to clarify the definitions of employment classifications so that employees understand their employment status and benefit eligibility. These classifications do not guarantee employment for any specified period of time. Accordingly, the right to terminate the employment relationship at will at any time is retained by both the employee and Delta State University.

The employment status of DSU employees is normally defined in one of the following categories:

·        Regular Full-Time

·        Regular Part-Time

·        Temporary

DEFINITIONS

Regular Full-Time: Employees who are regularly scheduled to work one-half time or more (50% time or greater) and whose positions are expected to be active for more than four and one-half months.

Regular Part-Time: Employees who are regularly scheduled for less than one-half time (49% time or less) and whose positions are expected to be active for more than four and one-half months.

Temporary: Employees who are regularly scheduled to work full-time or part-time and whose positions are expected to be active for a period up to, but less than, four and one-half months.

PROCEDURES and RESPONSIBILITIES

Employees may be hired on a seasonal basis or on an emergency basis to meet unexpected needs. These employees may be hired in any of the categories listed above.

RELATED DOCUMENTS

• None

• Obtain information (Social Security name/number, mailing address) from individual performing services
• Complete Determination Form
• Attach completed form to purchase requisition

• Determine whether purchase requisition should be routed to payroll or accounts payable

• Determination Form
• Independent Contractor Form

POLICY STATEMENT

Delta State University employees hold positions that are designated in the identified occupational categories.

DEFINITIONS

Occupational Category: An occupational category is used by the University to classify workers for the purpose of collecting, calculating, or disseminating data. All workers are classified into one of eight categories according to their occupational definition. Each broad occupational category includes detailed occupation(s) requiring similar job duties, skills, education, or experience.

PROCEDURES and RESPONSIBILITIES

Job classification is the formal assignment of a classification title and salary grade to a job or a group of jobs that are so similar in duties and responsibilities that they justify common treatment in selection, compensation, and other employment processes. Positions at the University are classified according to designated occupational categories. The following are examples of occupational categories used at Delta State University.

Executive, Administrative, Managerial

Includes all employees whose assignments require primary and major responsibility for management of the University or a recognized department or subunit thereof.

Faculty

Includes all employees whose assignments are made for the purpose of conducting instruction as a principal activity and who hold academic-rank titles of professor, associate professor, assistant professor, instructor, lecturer, or the equivalent of any one of these ranks.

Other Professionals

Includes all employees whose assignments require relatively long and specialized preparation at the higher education level or experience of such kind and amount as to provide comparable background.

Clerical/Secretarial

Includes all employees whose assignments are associated with clerical activities or are specifically of a secretarial nature.

Technical/Paraprofessional

Includes all employees whose assignments require specialized knowledge or skills that may be acquired through experience or academic work such as that offered at vocational, technical, or other post-secondary schools.

Skilled Crafts

Includes all employees whose assignments require special manual skills and a thorough and comprehensive knowledge of the processes involved in the work. Preparation for these positions is normally acquired through on-the-job training and experience.

Service/Maintenance

Includes all employees whose assignments require limited degrees of previously acquired skills and knowledge and in which workers perform duties which result in, or contribute to, the comfort, convenience, and hygiene of personnel, or which contribute to the upkeep and care of buildings, facilities, or grounds.

Student (Undergraduate/Graduate)

Includes all employees whose work assignments are secondary to their pursuit of academic goals or objectives and who are enrolled as either undergraduate or graduate students.

RELATED DOCUMENTS

• None

• Academic Council Meeting Minutes: November 18, 1982; April 11, 1985; February 3, 2003; May 3, 2005

• Administrative/Managerial
• Faculty
• Professional Non Faculty
• Clerical/Secretarial
• Technical/Paraprofessional
• Skilled Craft
• Service Maintenance

1. Service to the University Award
   • exhibiting initiative and creativity, resulting in improved operating efficiency or innovative processes
   • promoting positive collaborative relationships with other institutions or organizations
   • providing outstanding service and commitment to Delta State University above and beyond regular job requirements
   • volunteering time, expertise, or personal resources to a special project which may fall outside of the scheduled work day
   • participating on university committees
   • attending/supporting University events
   • developing standards or guidelines to make a process more efficient or user friendly
   • improving upon departmental or university-wide operations
   • receiving awards or special recognition
   • feedback from various constituency groups
   • assisting campus visitors

• contributing to departmental collegiality, morale, and a supportive learning/working environment
• promoting positive collaborative relationships with other university departments/colleagues
• encouraging and supporting staff to attend workshops to improve their skills or develop additional ones
• developing information sharing avenues such as creating specialized bulletin board, e-mail groups, or setting specific times for departments to gather to discuss upcoming events or projects
• developing a system to keep information flowing between employees
• assisting other departments, especially on a volunteer basis
• supporting other departmental projects by attending their events
• creating staff development programs for co-workers

3.  Service to the University’s Relationship with Communities in the Region Award
   • exhibiting initiative and creativity, resulting in improved operating efficiency or innovative processes
   • promoting positive collaborative relationships with other institutions or organizations
   • developing outreach avenues to assist individuals or groups gain access to the variety of resources available on the Delta State campus
   • exhibiting exemplary leadership through positive relationships with off-campus communities
   •  encouraging a positive relationship with off-campus entities
   • offering workshops or other services to the community
   • volunteering on community committees
   • community service
   • assisting campus visitors

• “DSU Foundation Awards for Staff Excellence in Service” policy
• University policy on Staff Awards

The process of awarding promotion signifies excellence in the various roles of the professoriate that are central to the role and mission of the university. In recognition of their accomplishments, the base salary of each person will be adjusted to reflect the following:

Promotion to the rank of Professor................................. base salary increase of $6,000
Promotion to the rank of Associate Professor................... base salary increase of $4,000

• Appointment in a tenure track position at the rank of Assistant Professor effective upon receipt of appropriate documentation from the awarding institution
• Negotiation of a base salary consistent with that of other entering Assistant Professors with like credentials and qualifications
  • Negotiated salary increase will become effective with the next budget year following the award of the degree. If degree requirements are met between July 1st and September 1st of the current fiscal year, then the salary increase will be effective September 1st. Faculty who expect to complete the degree requirements between July 1st and September 1st, must notify their respective department head(s) so funds can be budgeted.
  • If funding for a salary increase is to be provided by:
    • the University, the College/School Dean must request those funds through the budget request cycle for the year in which the funds will be awarded to the faculty member.
    • the College/School, the funds must be reallocated to the appropriate line during the budget development process.    

• None

• None

None 

One—That all future merit-based salary increases for faculty be determined apart from and in addition to increases based on promotion, equity, or market considerations.

Two—That faculty performance, upon which any merit-based salary increase is based, encompass the entire period since the most recent previous merit-based salary increase for faculty.

Three—That all salary increases based on merit be defined by a benchmark level of performance and a corresponding benchmark level of salary increase.

Four—That benchmark be defined as the level of performance that reflects sustainedsatisfactory achievement in the rigorous professional criteria required for promotion andtenure; that evaluation of such achievement, unless otherwise specified as a condition of a faculty member’s appointment, be guided by the following general formulas:

A. for full-time tenure track faculty members who hold the rank of Assistant Professor or above

   B. for full-time instructors and non-tenure track faculty

(Specific percentages shall be determined on an ad hoc basis by department chairs. Together these percentages must equal 100 percent.)

 C. for chairs

(Specific percentages shall be determined on an ad hoc basis by deans. Together these percentages must equal 100 percent.)

Five—That all ratings of meritorious performance be based on the following: (1) A Meritorious Achievement Document (hereinafter designated as the Document) prepared by each faculty member; (2) Other pertinent information available to the chair and dean such as annual evaluations in the areas of teaching, scholarship, and service. The Document should be guided by ongoing consultation (beginning at the time of the most recent previous merit-based salary increase or, for faculty appointed since that time, at the time of appointment) between the faculty member and appropriate chair regarding performance expectations and progress. The Document shall be regarded as the individual faculty member’s assessment of the value of his or her own actual meritorious accomplishments (listed in descending order of meritorious value according to the faculty member’s own judgment) in each of the categories: teaching, scholarship, and service (and leadership and administration in the case of chairs). The Document should be limited to no more than five pages in length. Any faculty member who fails to produce a Document in accordance with the deadlines will become ineligible for a merit pay increase.

Six—That administrative rating of individual faculty performance, based on evaluation of each Document and other pertinent information, proceed as follows:

After thoroughly reviewing all Documents and pertinent information in the appropriate department or division, chairs shall rate each faculty member in that department according to the following scale:

Benchmark shall be set at a specific percentage of current (at the time of rating) salary, and levels in the scale shall increase or decrease by equal incremental dollar amounts.

When merited in extraordinary cases, salary increases for faculty with Document ratings of 2.0 may be supplemented. 

Chairs’ ratings of faculty members in their respective departments and divisions shall be forwarded to the appropriate dean. 

If the dean does not concur with the rating of the chair, then the dean shall meet with the chair and they shall reach a consensus and assign a rating. If the two cannot agree, the responsibility for a rating shall default to the provost.

Chairs shall then meet individually with faculty members to inform them of their specific rating. After individual consultation with the chair, faculty members shall be asked by the chair to sign the Merit Pay Rating Form (Appendix A) indicating that they have been informed of their rating. All signed faculty merit rating forms are to be submitted to the dean. All documents shall be forwarded by the dean to the Vice President for Academic Affairs. Faculty members shall have fifteen days to submit a written appeal to the chair of the Merit Pay Appeals Committee should they decide to contest their rating. Documents of faculty members who choose to contest their rating shall be referred by the faculty member to the Merit Pay Appeals Committee.

The Merit Pay Appeals Committee shall gather the necessary documentation to review the appeal and shall either sustain or raise the rating of the faculty member. The judgment of the Merit Pay Appeals Committee shall be forwarded to the President whose decision shall be final.

The President, in consultation with the Vice President for Academic Affairs and the Vice President for Finance, shall establish the specific level of the benchmark raise, along with the dollar amounts to be applied to the scale for ratings above and below benchmark.

Seven—That Documents and other pertinent information of chairs shall be rated by the appropriate dean in consultation with the Vice President for Academic Affairs, applying the scale from Section Six, above. At that time, chairs shall be asked by the dean to sign the Merit Pay Rating Form (Appendix B) indicating that they have been informed of their rating. Chairs shall have fifteen days to submit a written appeal to the Merit Pay Appeals Committee should they decide to contest their rating. Documents of chairs who choose to contest their rating shall be referred to the Merit Pay Appeals Committee.

The Merit Pay Appeals Committee shall gather the necessary documentation to review the appeal and shall either sustain or raise the rating of the chair. The judgment of the Merit Pay Appeals Committee shall be forwarded to the President whose decision shall be final.

Eight—That the benchmark raise always be set as high as possible without depriving those rated above benchmark of reasonable reward for extraordinary achievement.

Nine—That the Merit Pay Appeals Committee shall include three faculty members from the College of Arts and Sciences, three faculty members from the College of Business, three faculty members from the College of Education, one faculty member from the School of Nursing, and one faculty member from Library Services. No two members shall be from the same department/division. Members shall be elected by the faculty in the college or school they represent and shall serve staggered three-year terms. The Committee Chair shall be elected by the Committee. Six committee members must agree to resolve an appeal.

The Faculty Senate shall conduct the Merit Pay Appeals Committee elections, and appoint a convener who shall convene a meeting by December 1 of each academic year and at that meeting a chair shall be elected. The Merit Pay Appeals Committee shall conduct their business according to Robert’s Rules of Order.

Ten—That deadlines for the merit pay process for the academic year shall be no later than:

Elections for the Merit Pay Appeals Committee shall be completed by the Faculty Senate by October 1; 

The Merit Pay Appeals Committee shall elect its chair by December 1; 

The Vice President for Academic Affairs shall notify faculty by February 1 that Documents are due to the chair by March 1;

All Documents shall be submitted to the appropriate chair or Dean by March 1;

Faculty and Chairs shall be informed of their ratings by March 15;

All signed faculty merit rating forms are to be submitted to dean by March 16;

Deans submit rating documents to Provost by March 22;

Faculty members shall file an appeal by March 30;

Provost submits rating documents to Human Resources by April 1;

Final ratings by the Merit Pay Appeals Committee shall be reported to the President by April 15. The final decision by the President shall be reported by the President to the faculty member by May 1.

• None

Active

Policy Effective Date: March 5, 2007
Deans, February 9, 2009
02-24-2009 (Revised, Academic Council)
04-28-2009 (Revised, Academic Council)
 

Non-exempt (those eligible for overtime) and Exempt (those not eligible for overtime) status is designated on all job descriptions. Non-exempt employees are those in clerical/secretarial, technical/paraprofessional, skilled craft, and service/maintenance job classes. To comply with the Fair Labor Standards Act, University employees, including temporary, intermittent and student employees, who hold non-exempt positions must be granted overtime pay at a rate of not less than one and one-half (1.5) times their regular hourly rate of pay or compensatory time off at a rate of not less than one and one-half (1.5) hours for each hour of overtime worked in excess of 40 hours in a workweek.

• Pick up payroll forms from Human Resources
• Return completed forms to HR as soon as possible

• Initiate recommendation and authorization forms in a timely manner

• Process payroll information
• Distribute payroll checks

• None

POLICY STATEMENT

The University's Wage and Salary Administration Plan is designed to attract, motivate, and retain employees. It is our further intent to allocate funds for wages and salaries in a fair and equitable manner based on evaluations of work responsibility.

DEFINITIONS

Employee: This generally includes faculty and staff employees who are working on paid appointments by the University. It generally excludes students or temporary employees. For specific information on who is considered an employee, contact the Human Resources Department. 

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.

PROCEDURES and RESPONSIBILITIES

In accordance with specific factors, positions have been classified into salary grades and salary ranges for each grade. We have a pay schedule for all grades, and these grades are periodically revised in order to remain competitive with the pay practices of local employers and comparable benchmark universities. Actual adjustment amounts will be based on availability of funds. DSU will pay employees within the range of salaries of their job's salary grade. These policies are available in the Salary Administration Policies and Procedures Manual available in the Human Resources Office and offices of all managers and supervisors.  

Salary and Wage Scale

Each salary grade of the classification system is structured to provide a minimum rate and a maximum rate of pay. New employees generally are to be hired at the minimum of their job grade. Recommendations for beginning salaries above the minimum of the job grade must be reviewed and approved by the Director of Human Resources before such offers are made to the applicants. The maximum rate in a grade is the highest rate that shall be paid to an employee in that grade.

Salary and Wage Increases

Annual increases in salaries and wages when available and approved by the Board of Trustees are effective July 1. Increases may be granted to all non-student employees who have completed the initial six months appraisal period and who are not on an extended appraisal, provided the performance evaluation indicates satisfactory job performance. If wage and salary scale adjustments are made effective July 1, employees in their probationary period will receive those scale adjustments.

Promotions, Demotions and Transfers

A promotion occurs when an employee is moved to a job in a higher salary grade. Employees going from one grade level to the next should receive an adjustment of a minimum of five percent (5%) per grade increase in pay or receive the entry-level wage for the new position, whichever is greater, but not greater than the maximum rate of pay for the new grade. 

A demotion occurs when an individual is moved to a job evaluated at a lower salary grade. Demotions may be due to poor performance, necessity of organization change, or developmental assignment. If an employee is put into a lower skill job due to poor performance in the higher level job, he or she will be paid at either the current pay level or, prior wage rate reduced five percent (5%) per grade, or at the maximum of the lower grade, whichever is less. If an employee is put into a lower level job due to a reduction in force or a developmental assignment, the employee should be kept at his or her current salary. 

A transfer occurs when an individual is moved to a job in the same salary grade as the one vacated. In the case of a transfer, no salary adjustments shall be made. 

Job Evaluation

All classified jobs are evaluated according to a formal, standardized plan. The Job Evaluation Committee with the assistance of the Director of Human Resources will periodically review all evaluations to ensure they accurately reflect each job's current duties and responsibilities.

Job Reclassification

A job reclassification occurs when a job is moved to a different grade because the accountabilities have changed. Supervisory requests concerning job reclassification will be considered once a year; new positions will be evaluated on a need basis. If upon evaluation of the job, it is determined that the job is still within the same salary grade, no salary adjustment will be made. Reclassification of a job to a higher salary grade may be considered as a promotion for an employee and increase may be granted according to the guidelines discussed above. In the instance where an employee's job is reclassified at a lower salary range, the salary will not be reduced; however, future increases and opportunity will be limited by the range resulting from the reclassification. Employees have the right to request a review of the evaluation of their job.

Beginning Pay – Initial Employment of Staff Employees

Upon initial employment, support staff employees shall be paid the pay level minimum of the position for which they are employed if only the minimum qualifications specified in the job description are met. Newly employed support staff employees with related and relevant experience surpassing the minimum qualifications shall be paid above the entry-level rate based upon the amount and quality of previous experience. Two and one half (2.5) percent will be added to the pay level minimum for each year of related and relevant experience up to a maximum of five (5) years or not to exceed ninety-three (93) percent of the midpoint of the pay grade level. Prior to making a formal job offer to an applicant, the employing department shall contact the Human Resources Department for assistance in verifying beginning pay rates. Exceptions to this policy must be submitted through the chain of command to the appropriate Vice President and approved by the Director of Human Resources.

RELATED DOCUMENTS

• None

• None

• determining staff merit pay increases.
• identifying staff for promotion.
• justifying disciplinary actions.
• identifying and informing staff of deficiencies, training needs and improvement needed.

1. Schedule a Performance Evaluation– The supervisor must schedule the performance evaluation. Adequate time should be allowed for preparation, performance review, and the feedback session. The supervisor must present a draft of his/her proposed ratings to the reviewer prior to conducting the performance appraisal process with the employee. 

2. Discuss and complete the performance appraisal process for the current evaluation year using the performance evaluation criteria on the Performance Appraisal Form, which are:
   
   Fails To Meet                                      (0)
   Performance or work-related behavior relative to standards (or requirements) is clearly unacceptable. Work performance/behavior is inadequate and definitely inferior to the standards for the position. Performance is consistently deficient. The employee shows either an unwillingness or inability to improve. The employee's performance or behavior adversely impacts the effectiveness of the academic/administrative department. Definite and immediate improvement must occur.
   
   

   Below Expectations                           (1)

   Performance or work-related behavior compared to standards (or requirements) is less than that expected of a proven, competent employee. Performance or behavior is distinctly limited due to lack of interest, inadequate motivation, or insufficient knowledge of the job. Performance is below that expected of someone in his or her grade level. Work falls short of acceptable level for time in job and requirements of job. Job performance or behavior is inconsistent or inadequate. Can usually be expected to perform his or her duties, although effectiveness is below standards. Improvement is needed.

   Meets Expectations                            (2)

   Performance or work-related behavior relative to standards (or requirements) is of the quality that is expected of a competent employee. Meets the expectations or standards of the job. Performance or behavior is adequate. Usually demonstrates a willingness and ability to meet an acceptable level of performance or behavior. Does that which is expected. Although work is satisfactory, there is room for improvement. Improvement would enhance the academic/administrative department’s effectiveness.

   Exceeds Expectations                       (3)

   Performance or work-related behavior exceeds standards (or requirements) and is noticeably better than average performance. Demonstrates a desire to exceed an acceptable level of performance. Does more than expected. Performance or behavior is of a high quality.  Commendable performance or behavior. Displays a level of performance or behavior which enhances the effectiveness of the academic/administrative department.

   Outstanding                                         (4)

   Performance or work-related behavior relative to standards (or requirements) is of a quality that is achieved only by the most exceptional employee. Performance or behavior far exceeds requirements. Thorough knowledge of the position. Performance or behavior is easily recognizable as being far superior to other employees. Consistently demonstrates exceptional desire and ability to excel. Sets an example for others to follow. Does far more than what is expected. This individual is among the very few worthy of special notice. Extraordinary level of performance or behavior that is seldom found.

3. Conduct Performance Development Program Evaluation – The supervisor should review the employee’s current job description, and other data pertinent to performance and training. These items may be reviewed and discussed with the employee during the performance evaluation:

• Review with the employee performance standards.
• Review with the employee developmental activities that have occurred since the previous performance evaluation.
• Plan for the next evaluation period by discussing with the employee the goals and expected performance standards to achieve those goals. When new, revised, or additional goals are established, the supervisor must ensure the employee is aware of the new standards.

4. Obtain the Appropriate Signatures – Upon completion of the performance review for the appraisal process, the appraisal document will be signed and dated by the employee, the supervisor, and the appropriate Vice President, or the President. The supervisor will then forward the appraisal forms to the Human Resources Office. (The employee’s signature may not indicate agreement with the evaluation. It acknowledges that the individual has been given an evaluation). Any disagreements with ratings received by the employee should be noted in the Employee Comments section. These comments will be become a permanent part of the employee’s evaluation. 

5. File the Paperwork – Copies of the documents will be retained by the supervisor.

6. Records for the Human Resource Office – Originals of the performance appraisal forms will be maintained in the employee’s official file located in the Personnel Office. 

• Annually in March, April, and May.
• As deemed appropriate by the supervisor for below-standard job performance or superior performance.

• None

POLICY STATEMENT

Delta State University is an at will employer and as such reserves the right to terminate employment from any position at any time and for any reason. It is the policy of Delta State University to assist employees in improving job performance or correcting improper conduct to avoid termination when possible.

DEFINITIONS

Employee: This generally includes faculty and staff employees who are working on paid appointments by the University. It generally excludes students or temporary employees. For specific information on who is considered an employee, contact the Human Resources Department. 

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.

PROCEDURES and RESPONSIBILITIES

General

Delta State University is committed to maintaining an environment conducive to the conduct of business and one in which the rights of others are respected. The University expects of its employees behavior consistent with the expectations of an institution of higher education. Part of the intent of this section is to identify typical offenses or behavior patterns for which disciplinary actions are taken. This is necessary in order to provide consistent treatment of all employees and so that the rights of some employees will not be violated by other employees.

Employees are expected to abide by departmental, University and Board of Trustees policies and procedures. It is the responsibility of the supervisor/department head to establish and communicate policies to employees, to administer policies fairly, and to investigate employee violations of policy when necessary before disciplinary action is taken. Disciplinary action will bear a reasonable relationship to the violation and will usually, but not always, be progressive.

The University reserves the right, at its sole discretion, to utilize forms of discipline less severe than termination in differing circumstances in order to correct employees' performance problems or unacceptable behavior. Although one or more of the following procedures may be taken, no formal order or system is necessary, and the University may terminate employment at any time.

If any employee is performing unsatisfactorily or exhibiting improper conduct, the supervisor will work with the employee in an attempt to improve conduct or performance. If disciplinary measures are imposed, it is essential that:

• Each problem be investigated so that the facts of the situation are known;
• Any action taken be primarily corrective and appropriate to the offense and applied without discrimination;
• Employees be given forewarning of the possible consequences of their actions, except in cases of misconduct so serious that employee could be expected to know that such conduct may result in discharge; and
• A record of the incident in which disciplinary action may result must be made.

If corrective action is necessary, the progressive disciplinary steps outlined below will normally be followed. The nature or severity of the offense will determine the first step.

Step I. Documented Oral Warning. Once an employee performance/conduct problem has been identified, and where informal actions such as counseling, training, and assistance have not brought about acceptable performance/conduct, then a formal discussion should take place. The employee will be informed of his/her deficiencies and acceptable performance/conduct will be discussed. The discussion will be documented and the employee will be given a copy. A documented oral warning should normally be given in private by the supervisor to an employee as a first step in correcting minor deficiencies. (Some first offenses of a more serious nature may require stronger action.)

Step II. Formal Warning. Formal warnings are to be used for recurring or more serious deficiencies or where there is future possibility of more severe action including termination or after an oral warning notice has been unsuccessful. Formal warnings are to be written to the employee and must indicate the date and specific nature of the deficiency and that more severe action may result if the employee does not correct the deficiency. The employee must be provided a copy of the warning and a copy sent to the Director of Human Resources.

Step III. Suspension. If the employee's misconduct or poor work performance continues, the next progressive disciplinary step is a suspension without pay. The suspension will be for three (3) working days and is the final disciplinary step prior to discharge. This action is taken where previous progressive disciplinary steps have not corrected the deficiency or where the offense is of such serious nature that it may warrant discharge, pending review of the facts. Very serious offenses may be cause for immediate suspension without the steps outlined above. Notices of suspension are placed in the employee's personnel file. The supervisor and/or department head must have written approval from his/her reporting Vice-President before initiating a suspension. The employee must be provided a copy of the suspension warning and a copy sent to the Director of Human Resources.

Step IV. Dismissal. Termination of the employee is a last resort after all other progressive disciplinary measures have failed or if the misconduct is of such a serious nature that immediate discharge is warranted. Recommendation for dismissal should be reasonably related to the seriousness of the employee's performance/conduct in view of length of service and prior record. Human Resources will review the case to verify that there is just cause for termination of employment and that the employee has been afforded due process. After consultation with the Director of Human Resources, recommendations for dismissal of employees are initiated by the supervisor and/or department head and approved by the reporting Vice-President and Human Resources before any action can be taken. Employees are to be advised in writing by their supervisor and/or department head, stating the reasons for recommending dismissal, effective date of action, notice of the employee's right to appeal, and the procedure and deadline for filing an appeal. A copy of the recommendation is to be sent to the Director of Human Resources.

The University recognizes that dismissal for any reason is a serious matter. All decisions regarding dismissal are made by the reporting Vice President and Human Resources, after consultation with the immediate supervisor and discussion with the affected employee. In cases of termination of any employee because of lack of funds or reorganization, the employee is to be notified at least four weeks in advance if circumstances and advance knowledge permit.

Before a non-probationary regular full-time classified employee may be terminated for cause, the immediate supervisor must notify the employee with a written notice of intent to terminate, in which the reasons for the intent are cited. The immediate supervisor must present the intent to terminate in person, if at all possible; if not, by certified or registered mail at the employee's last known residence. The immediate supervisor shall simultaneously inform the employee of the right to a hearing as outlined below. Moreover, the supervisor has the option in any such instance to suspend with pay any employee who requests a hearing.       

Hearing
A classified employee entitled to a hearing by virtue of a notice of intent to terminate shall have two working days from the date of receipt of the notice of intent to request a hearing before a Personnel Advisory Committee. The President will appoint a panel of five members outside of the employee's work division. One of the panel members will be appointed as Chair by the President. 

A different committee shall be appointed for each hearing. If the employee does not request a hearing, the employee's salary ceases at the end of the second working day following the receipt of the notice of intent to terminate. If the employee requests a hearing, the hearing shall occur within five working days of the receipt of the request for a hearing.

The committee will not be bound by strict rules of evidence, but may admit any evidence that is of probative value in determining the issues involved. The staff member will be permitted an adviser of his own choice, at his own expense, and will be afforded an opportunity to present witnesses and documentary evidence bearing on the issue involved. 

Hearings will be private. Public statements are to be avoided by all parties concerned, so that the atmosphere conducive to a fair and impartial hearing may be maintained. Based upon the evidence presented, the committee will then make such recommendation to the President as it deems appropriate. If the President affirms the dismissal, then termination becomes final as of the fifth working day of the receipt of the request for a hearing.

• Work Performance and Code of Conduct policy

1. Standards: No information concerning AIDS-related conditions or diagnosis will be provided to faculty, administrators, or parents without the expressed written consent of the student or employee. Medical information cannot be released to any person, group, agency, insurer, employer, or institution without specific written consent of the student or employee, except as required by law.   Any disclosure of diagnoses of AIDS or AIDS-related conditions to individuals functioning in supervisory roles shall be treated as confidential information.
2. Legal Liability: According to present law, DSU physicians are mandated to protect the confidentiality of medical information with exceptions being made only if the need arises to protect others in very specific, life threatening circumstances. Also, disclosure by persons other than physicians that an individual has AIDS or an AIDS-related condition may be considered an invasion of that individual's privacy. Situations in which disclosure will be made will be determined on a case-by-case basis in consultation with the University Physicians, the Director of Student Health Services and appropriate University Counsel, if needed.
3. Public Health Reporting Requirements: DSU physicians will observe the public health reporting requirements of the Mississippi State Department of Health. Individuals diagnosed by DSU physicians will be reported to the State Department of Health.
4. "Need to Know":   According to the American College Health Association, current medical information concerning AIDS neither justifies nor requires warning others of the presence of someone with AIDS, an AIDS-related complex (ARC) or a positive HIV antibody test. Given the absence of any evidence of transmission of HIV by casual interpersonal contact, there is no need or justification for warning roommates or others in a residence hall, individuals in the academic workplace, administrative officers, or instructors of the presence of such an individual. Therefore, the number of people at DSU who will be aware of the existence and/or the identity of students or employees who have HIV infections will be kept to an absolute minimum, both to protect the confidentiality and the privacy of the infected persons and to avoid the generation of unnecessary fear and anxiety among faculty, students, and staff.

• None

POLICY STATEMENT

In compliance with the Drug-Free Schools and Communities Act Amendments of 1989, Delta State University is committed to maintaining a drug-free environment.

DEFINITIONS

Student: includes all persons enrolled at the University whether full-time or part-time.

Employee: includes all faculty and staff employed whether full-time or part-time.

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.

Illicit drugs: are defined in Section 202 of the Controlled Substance Act; and the Mississippi Uniform Controlled Substance Law, Mississippi Code Supplement (1989).

Alcoholic beverages: are defined in Sections 41-29-139, 142, 67-1-5, and97-29-7 of the Mississippi Code Annotated.

POLICIES and RESPONSIBILITIES

Standards of Conduct

The unlawful possession, use or distribution of illicit drugs and alcohol by its students and employees on university premises is strictly prohibited and in violation of University policy. It shall be the personal responsibility of each student, faculty and staff employee to adhere to this policy as stated. Failure to do so will result in sanctions as stipulated in this policy.

Legal Sanctions

As specified in Section, 37-105-9, 41-29-139, 41-29-142, and 97-29-47 of the Mississippi Code Annotated legal sanctions are applied to the following actions: possession of alcohol on University property; public drunk on University property; utilization of false ID to obtain alcohol; driving under the influence of alcohol; possession of illicit drugs; sale of illicit drugs; sale of illicit drugs near schools; possession of paraphernalia; and sale of paraphernalia. Sanctions range from fines of $25 to $1 million and jail sentences of 30 days in the county jail to 30 years in the state penitentiary.

Sanctions

Sanctions may be imposed upon employees and/or students who violate the University's alcohol and drug abuse policy as follows: 

Employees

Suspension pending further investigation (with pay); satisfactory participation in a drug or alcohol abuse assistance or rehabilitation program; issuance of a formal warning; or termination. For termination, the applicable termination procedure from the Faculty and Staff Handbook will apply, based upon the status of the employee.  

Students

Probation for a minimum of six months up to the remainder of their tenure, and/or a fine of up to $100 and/or work of 10 hours up to 50 hours, and/or specified number of hours of counseling in the Counseling Center; and/or suspension for a specified period of time or with sentence suspended, expulsion from the University or one of its residential units, or any combination of the above listed sanctions or other forms of creative sanctions which might be imposed. Further disciplinary procedures can be found in the Delta State University Student Handbook, a copy of which can be obtained in the Office of the Vice President for Student Affairs.

Health Risks

Delta State University recognizes that illicit drug use and alcohol abuse are both wrong and harmful. Medical research reveals that such behavior is a causative factor in heart, liver, and gastrointestinal diseases as well as in various cancers and brain damage. The abuse of alcohol and other drugs is not only destructive to the physical health, but it also erodes the self-discipline and motivation necessary for learning. Pervasive drug use and alcohol abuse create an environment that is destructive to learning and working. Closely tied to being truant and dropping out of school, they are associated with crime and misconduct that disrupt the maintenance of an orderly and safe university atmosphere conducive to learning and working.

Counseling Programs

The University makes available to all its students and employees the services of the Counseling Center (O.W. Reily Health Center, 846-4690). In addition to offering direct services to students and employees experiencing problems with alcohol or substance abuse, the Counseling Center provides referral services to several centers for alcohol and drug treatment and rehabilitation in the area.

In addition, substance abuse programs are offered in the residence hall by the Counseling Center, the Student Task Force Against Alcohol and Drug Abuse, the Delta Community Mental Health Center, DSU Police Department, and the City Police Department.

RELATED DOCUMENTS

• Faculty Staff Handbook

• Student Handbook

• Americans With Disabilities Act

• None

• Uniform Controlled Substance Law of the State of Mississippi and the Drug-Free Workplace Act of 1988.

POLICY STATEMENT

It is the policy of Delta State University that all employees, students, customers, contractors, and visitors to our campus enjoy a positive, respectful and productive work environment free from behavior, actions or language constituting workplace harassment.

DEFINITIONS

Harassment: Delta State University follows the Equal Employment Opportunity Commission’s definition of harassment as its guideline for defining harassment.

Harassment based upon race, color, religion, sex, national origin, age, or disability is a form of discrimination and is prohibited by federal laws. Harassment based on sexual orientation or group affiliation is prohibited by DSU policy. The University, in its efforts to foster an environment of respect for the dignity and worth of all members of the university community, is committed to maintaining a work-learning environment free of harassment. Supervisors have a responsibility to ensure compliance with all applicable laws and regulations and to create a safe and pleasant workplace environment for their employees. Therefore, supervisors must be familiar with anti harassment laws and regulations and possible consequences of violations.

Hostile Environment: A hostile environment is determined by looking at all of the circumstances including:

• the nature of the alleged hostility
• the frequency of the allegedly harassing conduct,
• its severity,
• whether it is physically threatening or humiliating, and
• whether it unreasonably interferes with an employee’s work or student’s academic performance

Quid Pro Quo: Unwelcome sexual advances, requests for sexual favors, and other verbal and physical conduct of a sexual nature by one in a position of power or influence constitutes “quid pro quo sexual harassment” when:

• submission by an individual is made either an explicit or implicit term or condition of employment or of academic standing, or
• submission to or rejection of such conduct is used as the basis for academic or employment decisions affecting that employee or student

As defined, “quid pro quo” normally arises in the context of an authority relationship. This relationship may be direct as in the case of a supervisor and subordinate or teacher and student or it may be indirect when the harasser has the power to influence others who have authority over the victim. Same sex sexual harassment is included in the definition of this policy and the offender and victim can be either male or female.

Student: Any individual enrolled either full-time or part-time in Delta State University on or off-campus courses.

Employee: This generally includes faculty and staff employees on University paid appointments. It generally excludes students or temporary employees. For specific information on who is considered an employee, contact the Human Resources Department.

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.

PROCEDURES and RESPONSIBILITIES

Delta State University is committed to providing and promoting an atmosphere in which faculty and staff can realize their maximum potential in the workplace and students can engage fully in the learning process. Toward this end, all members of the university community (including faculty, staff and students) must understand that harassment will not be tolerated, and that they are required to abide by university policy. Harassment violates federal civil rights laws and the university’s nondiscrimination policy. 

The purpose of this policy includes:

1. to serve as notice of the types of behavior which are unacceptable and will not be tolerated by DSU and
2. to advise those who feel they have been the object of harassment of the recourses available to them. 

It is incumbent upon anyone who feels he or she has been harassed to avail themselves of this policy and procedure. 

Engaging in harassment is unacceptable conduct which will not be tolerated. Any student found to have engaged in harassment will be subject to discipinary action up to an including suspension. Any employee found to have engaged in harassment will be subject to disciplinary action up to and including termination. Managers and supervisors who know or should have known of harassment and fail to report such behavior, or fail to take immediate, appropriate action, will be subject to disciplinary action up to and including termination.

In determining whether alleged harassing conduct warrants corrective action, all relevant circumstances, including the context in which the conduct occurred, will be considered. Facts will be judged on the basis of what is reasonable to persons of ordinary sensitivity and not on the particular sensitivity or reaction of an individual.

Assurance / Protection Against Retaliation

This policy seeks to encourage students, faculty, and other employees to express freely, responsibly, and in an orderly way opinions and feelings about any problem or complaint of harassment. Retaliation against persons who report or provide information about harassment or behavior that might constitute harassment is also strictly prohibited. Any act of reprisal, including internal interference, coercion, and restraint, by a University employee or by one acting on behalf of the University, violates this policy and will result in appropriate disciplinary action.

DSU also recognizes that false accusations of harassment can have serious effects on innocent persons. If the investigation results in finding that the complainant has acted maliciously or has recklessly made false accusations, the accuser will be subject to appropriate disciplinary actions. Retaliation is a serious violation of this policy and should be reported immediately. 

Confidentiality

Delta State University will do everything consistent with enforcement of this policy and with the law to protect the privacy of the individuals involved and to ensure that the complainant and the accused are treated fairly. Information about individual complaints and their disposition is considered confidential and will be shared only on a “need to know” basis. All reasonable steps will be taken to assure that the complainant and the alleged offender are protected by the highest degree of confidentiality possible. Both parties are advised, however, that once an inquiry or an investigation has begun, anonymity may be impossible. 

Prompt Reporting of Allegations

Persons who believe they have been victims of harassment should report the incident(s) immediately to appropriate administrative personnel as set forth below. Delay in reporting makes it more difficult to establish the facts of a case and may contribute to the repetition of offensive behavior.

If a complainant is able and feels safe, he or she should clearly explain to the respondent that the behavior is objectionable and request that it cease. The complainant should do so as soon as possible after the incident occurs. Communication with the respondent may be in person, on the telephone, or in writing. If the behavior does not stop, or if the complainant believes some adverse employment or educational consequences may result from the discussion, he or she may utilize a documented grievance process. There are two modes for resolving complaints, the informal grievance report and the formal grievance procedure.

Informal Report

Informal means are encouraged as the beginning point, but the choice of where to begin normally rests with the complainant. The informal complaint seeks resolution through discussion and mediation facilitated by the mediator, either the Vice President for Student Services or the Director of Human Resources.

Students:

The informal complaint seeks resolution through discussion and mediation facilitated by the Vice President of Student Services. Students who believe for any reason that they cannot effectively submit their informal complaint to the Vice President of Student Affairs should direct their complaint to the Provost/Vice President for Academic Affairs.

Faculty and Staff:
The informal complaint seeks resolution through discussion and mediation facilitated by the Director of Human Resources. Faculty and staff who believe for any reason that they cannot effectively submit their informal complaint to the Director of Human Resources should direct their complaint to either the Provost/Vice President for Academic Affairs or the Vice President for Finance & Administration.
 

The informal complaint does not involve, at any stage, a "finding" of guilt, nor does it mandate disciplinary action. The focus of the investigation in the informal report is to stop inappropriate behavior, investigate, and facilitate resolutions, if possible.

If a grievance is pursued through this informal complaint procedure, the complainant must initiate the request. The complaint should be brought as soon as possible after the most recent incident.

The role of the Vice President of Student Affairs and the Director of Human Resources will be to investigate the complaint, act as a neutral third party (mediator) and facilitate resolution. If the informal report procedure does not resolve the complaint, the complainant may initiate a formal grievance procedure. However, if the mediator(s) believe that the matter is sufficiently grave because it seems to be part of a persistent pattern, because of the nature of the alleged offense, or because the complainant seeks to have a sanction imposed, then the mediator(s) can initiate either a formal procedure or take other appropriate action. 
 

Process

1. The mediator(s) will hold a discussion with the complainant to determine the nature of the complaint and provide the complainant with an explanation of all provisions of the policy.
2. The mediator(s) will the meet with the respondent, assist him or her in interpreting the complaint, and request information regarding their position. The mediator(s) will facilitate communication between the parties of their respective positions. If desirable and agreeable to both parties, the mediator(s) may bring together the complainant and respondent and/or others who may be able to contribute to the resolution of the complaint. 
3. If a resolution satisfactory to both complainant and respondent is reached, DSU may consider the complaint concluded. DSU may, however, deem further investigation necessary in order to address any disciplinary issues. 

If a complaint is resolved informally, no record of the complaint will be entered into either employment files or student records. However, the mediator(s) will, in the form of a confidential file memorandum, record the fact of the complaint and the resolution achieved. A copy of the memorandum will be retained in confidential files for a period of three years.

Formal Complaint

Any individual who believes that he or she has been the object of harassment may bring a formal complaint. The following sections identify appropriate reporting channels that students and employees should contact regarding harassment.

Student Complaints

1. If the formal complaint is against a faculty member, graduate assistant, or staff member in an academic or administrative department, it should be directed to the Vice President for Student Affairs. This also applies to students participating in internships, field placements, student teaching, and off campus academic settings.

2. If the formal complaint is against a student, not acting in an instructional or other employment capacity, it should be directed to the Vice President for Student Affairs.

3. Students who believe for any reason that they cannot effectively submit their formal complaint through the above channels can direct their complaint to either the Provost/Vice President of Academic Affairs.

Faculty and Staff Complaints

1. If the formal complaint is against a faculty member, other instructional personnel, or staff employed in a college or school, it should be directed to the Director of Human Resources.

2. If the formal complaint is against a staff member in a department other than a college or school, it should be directed to the Director of Human Resources.

3. If the formal complaint is against a student, not acting in an instructional or other employment capacity, it should be directed to the Vice President for Student Affairs.

4. Faculty and staff who believe for any reason they cannot effectively submit their formal complaint through the above channels can direct their complaint to either the Provost/Vice President of Academic Affairs or the Vice President for Finance & Administration.

Faculty, staff, and students who are victims of assault or harassment may seek advice and referral from the University’s Counseling Services. This office, which keeps all information confidential, neither receives complaints nor conducts investigations.

Filing the Formal Complaint

The process is initiated when a written, signed complaint is submitted. When a written complaint is received, it will be treated as a formal complaint unless it specifically states that complainant desires to use the informal process. (However, any apparently legitimate complaint, regardless of its form, will be investigated and resolved to the extent deemed appropriate under the circumstances). The signed complaint should include the names of the individuals involved, a description of what occurred, and the time(s), place(s), and date(s) of the event(s). 

Notice to Parties

After a formal complaint has been received, the investigator(s) will promptly notify all parties in writing of: the charge, including the names of all parties; DSU’s policy and procedure on harassment, and the name(s) of the individual(s) who will conduct the formal investigation on behalf of DSU. 

Formal Investigation

The investigator(s) will ask the respondent to submit a detailed statement describing what occurred at the time of the alleged incident and listing the names of any witnesses with a brief description of what each may have seen or been told. The investigator(s) will then furnish each party with a copy of the other party’s statement. Within five (5) working days after receipt of the statement, each party will prepare and submit a detailed written response to the other party’s statement.

The investigator(s) may conduct interviews with witnesses. If possible, statements of witnesses will be in writing and signed; however, the investigator(s) may prepare written summaries of oral statements made by the witnesses. The investigator(s) must inform each witness that his or her statement will be furnished to each of the respective parties. When the investigation is complete, the investigator(s) will prepare a written preliminary report. The report should describe the evidence in detail, have attached summaries, and other relevant documents, and contain recommendations. The complainant and respondent will have two (2) working days in which to share their response to this report with the investigator(s). The investigator(s) will consider responses and prepare a final report to be sent to the complainant, respondent, and the President. 

Appeal Process / Final Decision

Either party may respond to the final report of the investigator(s) by written letter to the President. This letter should contain arguments as to why the recommendation(s) of the investigator(s) should be modified, accepted, or rejected. The President shall consider both the report of the investigator(s) and the letters of the respective parties. The decision of the President is final. The complainant and the respondent will be notified of the outcome of the investigation.

False Allegations

DSU recognizes that the question of whether a particular course of conduct constitutes harassment requires a factual determination. DSU also recognizes that false accusations of harassment can have serious effects on innocent persons. If the investigation results in finding that the complainant has acted maliciously or has recklessly made false accusations, the accuser will be subject to appropriate disciplinary actions.

Record Keeping

All written records generated through the use of the formal complaint procedure shall be kept for a period of three years in respective student’s records or the employee’s records in the Human Resources Department.  

Responsibilities of Delta State University Supervisors

All members of the university community have a general responsibility to contribute in a positive way to a university environment that is free of harassment. Supervisory personnel, however, have additional responsibilities. Supervisory personnel are not only responsible for educating and sensitizing employees in their units about harassment issues, but they are also directed to take all appropriate steps to prevent and stop harassment in their areas of responsibility. Supervisory personnel who are contacted by an individual seeking to file a complaint about harassment in their department or area of responsibility shall assist the complainant in contacting the appropriate personnel.

Rights and Responsibilities of the Respondent 

1. The right to have an opportunity to fully respond to the complaint. 
2. The right to have the complaint investigated and resolved in a timely manner. 
3. The responsibility not to take any actions against the complainant that could be considered retaliation. There should be no contact between the supervisor and complainant during the course of action.
4. The right to know the steps taken to resolve the complaint. Investigators will fully inform the individual on the status of the investigation.
5. The responsibility of providing as much information as possible as requested by the investigator(s) in order to provide a fair and just resolution to the complaint. 
6. The responsibility of maintaining confidentiality. The nature of the complaint should not be disclosed to persons not involved.

RELATED DOCUMENTS

• Applicable Federal Law

• None

• Academic freedom - All members of the faculty, whether tenured or not, are entitled to academic freedom as set forth in the 1940 Statement of Principles on Academic Freedom and Tenure, formulated by the Association of American Colleges and the American Association of University Professors.
• Academic Council Meeting Minutes: 8/27/02

• Credit Card Information: credit card number (in part or whole), expiration date, cardholder name and/or address and security code
• Tax Identification Numbers: social security number, insurance card number and business/employer identification number
• Payroll Information: paychecks, pay stubs and pay rates
• Cafeteria plan check requests and associated paperwork
• Medical information for any employees or customers including but not limited to: doctor names and claims, insurance claims, prescriptions and any related personal medical information
• Other personal information belonging to customers, employees and contractors: Examples include name, date of birth, address, phone number, maiden name and customer name.

2. University Information

• Employee, customer, vendor, supplier confidential information, proprietary information or trade secrets.
• Proprietary and/or confidential information, among other things, includes: business methods, customer utilization information, retention information, sales information, marketing and other University strategy, computer codes, screens, forms, information about or received from, University’s current, former and prospective students, sales associates or suppliers or any other non-public information. Proprietary and/or confidential information also includes the name and identity of any customer or vendor and the specifics of any relationship between and among them and the University.
  

• File cabinets, desk drawers, overhead cabinets, and any other storage space containing documents with sensitive information will be locked when not in use.
• Storage rooms containing documents with sensitive information and record retention areas will be locked at the end of each workday.
• Desks, workstations, work areas, printers and fax machines, and common shared work areas will be cleared of all documents containing sensitive information when not in use.
• Whiteboards, dry-erase boards, writing tablets, etc. in common shared work areas will be erased, removed, or shredded when not in use.
• When documents containing sensitive information are discarded they should be immediately shredded using a mechanical shredder.

• Any sensitive information submitted internally is encrypted and may be transmitted using approved company e-mail.
• Any sensitive information submitted externally by e-mail may be transmitted using approved company e-mail and should contain a statement such as:

The University’s personnel are encouraged to use common sense judgement in securing the University’s Confidential Information to the proper extent. If an employee is uncertain of the sensitivity of a particular piece of information, the employee should contact their supervisor, manager and/or the Security Information Officer.

Any employee found to have violated this policy may be subject to disciplinary action, up to and including termination of employment.

POLICY STATEMENT

Delta State University is committed to providing an environment in which all persons may pursue their education, careers, duties, and activities in an atmosphere free of all threats of unwelcome and unwanted sexual actions. The university strongly condemns sexual offenses and will not tolerate sexual offenders. 

Sexual assaults are serious violations of university regulations and are crimes under state law, punishable by imprisonment.

DEFINITIONS

Mentally defective person: one who suffers from a mental disease, defect, or condition which renders that person temporarily or permanently incapable of knowing the nature and quality of his or her conduct.

Mentally incapacitated person: one rendered incapable of knowing or controlling his or her conduct, or incapable of resisting an act due to the influence of any drug, narcotic, anesthetic, or alcohol.

Physically helpless person: one who is unconscious or one who for any reason is physically incapable of communicating an unwillingness to engage in an act.

Sexual assault: any sexual physical contact, including intentional touching or fondling, performed without the consent of the victim. Also, sexual assault occurs when any person is threatened, coerced, or forced into complying with any type sexual act against his/her will or without his/her consent, regardless of whether or not the assailant is an acquaintance of or stranger to the victim.

Victim of sexual assault: includes, but is not limited, to persons who are incapable of consenting to sexual interactions with another due to such persons being mentally defective, mentally incapacitated, and/or physically helpless.

PROCEDURES and RESPONSIBILITIES

General

The university will respond promptly and fairly to all reports or allegations of sexual assault. Any member of the university community who violates this policy is subject to disciplinary action when the incident has occurred on campus or when the incident has occurred off campus and affects the learning environment or operations of the university.

Judicial Process for Sexual Assaults

Delta State University will respond to reports of sexual assault in a manner that will seek to provide relief for the victim, due process for the accused, and a safe environment for the university community.

Charges for sexual assault against a DSU student will be handled by the Office of the Vice President for Student Affairs under normal judicial/disciplinary process. The Vice President for Student Affairs (VPSA) has the discretion to suspend a student accused of sexual assault, pending a hearing. Once an investigation has been completed, the VPSA will notify the accused student of the charge and set a hearing within five working days.

Both the complainant and the person accused of the sexual assault have certain rights in the university judicial/disciplinary process.

The complainant has the right to be present whenever the accused student is present in the judicial process, to be accompanied by another person for support, to be present when a verdict is announced, to make a formal statement in writing or orally prior to consideration of any penalty to be imposed on the offender, to be notified at the same time as the offender of any penalty, to be notified of any appeals filed by the offender and to respond to any new evidence presented as basis for an appeal; and the right to be notified, at the same time as the accused, of the result of any appeals.

The person accused of the sexual assault has all rights of due process as outlined in the Student Handbook.

Guidelines for Reporting a Sexual Assault

1. Get to a safe place as soon as possible. Go to Health Services, which is open 24 hours a day.

2. Try to preserve all physical evidence. If the offense occurred within the past 72 hours, it may be possible to collect trace evidence of the offense. This is important especially if a decision is made to prosecute the offender. Do not wash, use the toilet, or change clothing if possible. If you do change clothes, put the clothing you were wearing at the time of the attack in a paper, not plastic bag (such as a paper grocery bag).

3. Seek medical attention. A medical examination will provide necessary treatment to ensure that you are physically well and collect important evidence. DSU Police officers are available to transport you to Health Services of the Bolivar Medical Center.

4. Call the DSU Police Department. To report an incident that has just occurred or to report an incident at a later date, call the DSU Police at 846-4155. Police Officers are on duty 24 hours a day. Victims are encouraged to bring a friend for support. Reporting an incident is separate from choosing to prosecute. The Department’s primary concern is for the victim’s welfare. The Department strives to ensure that appropriate treatment and support is provided. When a person files a report with the DSU Police Department, they are not obligated to continue with legal proceedings or university disciplinary action. Reporting the incident to the University Police will help:

a.       Identify and apprehend the alleged assailant,

b.      Provide future options regarding criminal prosecution, university disciplinary action, and/or civil action against the assailant, and

c.       Protect others from future assaults by the same assailant.

5. Once an incident has been reported, an investigator will be assigned to investigate the offense. This process is important if the victim wishes to make criminal charges at this time or at a later date. The victim will be asked questions about the details of the incident and asked to identify any witnesses. The University Police will work to safeguard the identity of the victim and will work in cooperation with the Office of the Vice President for Student Affairs to change academic and living situations if requested by the victim and such changes are reasonably available. It is the victim’s decision whether or not to involve law enforcement.

6. Seek counseling or other support. A victim can contact the University Counseling Center at 846-4690 or contact the Rape Crisis Center at 1-800-898-0834 and speak to a trained counselor that will maintain confidentiality, help explain your options, give you information, and provide emotional support.

Resources for Assistance

Anyone who has been a victim of sexual assault, domestic violence, stalking or any other form of violence should know the many sources of support services and counseling, both on campus and off campus.

Delta State University

Campus Services

Police Department............................................................. 846-4155

Health Services................................................................. 846-4630

Housing & Residence Life..................................................... 846-4151

Counseling........................................................................ 846-4690

Student Development......................................................... 846-4666

Vice President for Student Affairs......................................... 846-4150

Community Services

Our House, Inc.

Rape Crisis and Domestic Violence

Services (24 hr.)............................... 662-332-5683 or 1-888-884-5683

RELATED DOCUMENTS

• None

POLICY STATEMENT

Sexual harassment is illegal under both state and federal law. It is the policy of Delta State University to insure that the University community remains free from sexual harassment. Any faculty, staff, and/or student who violates this policy is subject to disciplinary action.

DEFINITIONS

None

PROCEDURES and RESPONSIBILITIES

Procedure for reporting

For specifics regarding the procedures and responsibilities related to reporting harassment, refer to the "Harassment" located in Section II - Employment for faculty and staff. Students should refer to the "Grievance Policy - Non Academic Issues" located in Section IV - Student Affairs.

RELATED DOCUMENTS

• None

• Policy approved by University Cabinet and effective on September 7, 2010.
• Work Performance and Code of Conduct policy, Tobacco Free Environment, Faculty Handbook

• Section 97-37-17-2 of the Mississippi Code
• IHL Policy

POLICY STATEMENT

Delta State University is committed to maintaining an environment conducive to the conduct of business and one in which the rights of others are respected. The University expects of its employees behavior consistent with the expectations of an institution of higher education. 

DEFINITIONS

Employee: This generally includes faculty and staff employees who are working on paid appointments by the University. It generally excludes students or temporary employees. For specific information on who is considered an employee, contact the Human Resources Department. 

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.

PROCEDURES and RESPONSIBILITIES

Part of the intent of this section is to identify typical offenses or behavior patterns for which disciplinary actions are taken. This is necessary in order to provide consistent treatment of all employees and so that the rights of some employees will not be violated by other employees.

Although this list is not an all-inclusive, the following are examples of deficiencies or offenses for which progressive disciplinary actions may be appropriate and which may result in discharge.  

Examples of offenses that generally require discipline and may result in discharge:

1.      Absenteeism

2.      Failure to record work time accurately

3.      Failure to report an accident or injury to a student, employee, visitor or self.

4.      Failure to report to work on time.

5.      Leaving University premises or work area without permission during work hours; unexcused absences.

6.      Malicious mischief

7.      Misuse of sick leave privileges and benefits

8.      Neglect of duty or inattention to duty; negligence in wearing safety equipment. 

9.      Negligence in the performance of duty or productivity not up to standards

10. Sleeping during work hours

11. Violation of common safety practices

12. Failure to cooperate in an investigation

13. Gambling on University premises

14. Inappropriate behavior in the workplace, including, but not limited to, horseplay and threatening, intimidating, coercing, or interfering with fellow employees on University property.

15. Inappropriate behavior toward, or discourteous treatment of students, visitors, co-workers including use of profanity and other harassing statements.

16. Negligence or abuse in the use of University property or equipment.

17. Reporting to work when suffering from alcoholic or drug-related hangover

18. Misconduct in the workplace

19. Inappropriate behavior in the workplace

20. Sexual harassment

21. Violation of University policies or procedures

The following occurrences are cause for immediate discharge without notice or without pay in lieu of notice. Since a complete list of specific offenses is impossible, discharge is not limited to the situations described below. 

1.      Absence without notification or reasonable cause for failure to notify. Such absences for three consecutive workdays or shifts require no further follow-up prior to termination.

2.      Any act of fighting on University property

3.      Conviction of a felony

4.      Falsifying personnel or pay records, including application for employment, clocking the time record or signing the time sheet for another employee.

5.      Falsifying official records and documents of the University.

6.      Fraudulent worker's compensation claims.

7.      Immoral or indecent conduct on University property.

8.      Stealing from fellow employees, students, the University or others on University property.

9.      Theft, misappropriation of funds, and/or unauthorized use or removal of University property.

10. Unauthorized possession of firearms, knives, or other weapons.

11. Unauthorized release of confidential or official information.

12. Reporting to work under the influence of intoxicants, including alcohol, non-prescribed drugs, or illicit drugs. 

13. Unlawful possession, use, manufacture, distribution or dispensing of illicit drugs, controlled substances, or alcoholic beverages during the employee's work period, whether on the premises of DSU or at any other site where the employee is carrying out DSU duties. 

14. Violating the Ethics in Government Law (i.e., conflict of interest).

15. Behavior of any nature that discredits the University, including but not limited to, a willful misrepresentation to or on behalf of the University.

16. Behavior that interferes with the operation of the University or any part thereof.

17. Any other action, behavior, or communication that, as perceived by University officials, adversely affects the University or any sub-unit thereof.

Attendance and Absence

Employee attendance is of vital concern to the University. An employee is expected to report to work on time daily and to remain on the job throughout his/her regular work hours. Excessive tardiness or unscheduled absences can result in disciplinary action. If an employee has to be absent from work or has an urgent reason for leaving, he/she should seek prior approval from his/her supervisor or administrative head.

As close to the regular starting time as possible, an employee must call his/her supervisor or department head if he/she is going to be absent without prior approval. An employee is expected to explain the reason for his/her absence and indicate the date he/she expects to return to work. Employees with poor attendance records may be asked to provide a doctor's certificate to justify an absence due to illness or injury. Any employee who does not report to work for three (3) consecutive days and does not provide proper notification to Delta State University is considered to have resigned voluntarily. An employee is expected to report to work on time daily and to remain on the job throughout your regular work hours. If you have to be absent from work or have an urgent reason for leaving, you must have prior permission from your supervisor or administrative head.

Responsibility of All Employees

University employees are expected to serve the University as they would any other efficient and progressive organization. The image of the University is presented by the words and deeds of the individual employees who deal with students, colleagues, or guests. Employees are expected to deal with the public and co-workers in a courteous, tactful, and cooperative manner.

Termination for Non-Instructional Personnel

Delta State University is an at will employer and as such reserves the right to terminate employment from any position at any time and for any reason. However, it is the policy of Delta State University to assist employees in improving job performance or correcting improper conduct to avoid termination when possible. If any employee is performing unsatisfactorily or exhibiting improper conduct, the supervisor will work with the employee in an attempt to improve conduct or performance. If disciplinary measures are imposed, it is essential that:

If corrective action is necessary, the progressive disciplinary steps outlined below will normally be followed. The nature or severity of the offense will determine the first step.

Step I. Documented Oral Warning: Once an employee Performance/conduct problem has been identified, and where informal actions such as counseling, training, and assistance have not brought about acceptable performance/conduct, then a formal discussion should take place. The employee will be informed of his/her deficiencies and acceptable performance/conduct will be discussed. The discussion will be documented and the employee will be given a copy. A documented oral warning should normally be given in private by the supervisor to an employee as a first step in correcting minor deficiencies. (Some first offenses of a more serious nature may require stronger action.)

Step II. Formal Warning: Formal warnings are to be used for recurring or more serious deficiencies or where there is future possibility of more severe action including termination or after an oral warning notice has been unsuccessful. Formal warnings are to be written to the employee and must indicate the date and specific nature of the deficiency and that more severe action may result if the employee does not correct the deficiency. The employee must be provided a copy of the warning and a copy sent to the Director of Human Resources.

Step III. Suspension: If the employee's misconduct or poor work performance continues, the next progressive disciplinary step is a suspension without pay. The suspension will be for three (3) working days and is the final disciplinary step prior to discharge. This action is taken where previous progressive disciplinary steps have not corrected the deficiency or where the offense is of such serious nature that it may warrant discharge, pending review of the facts. Very serious offenses may be cause for immediate suspension without the steps outlined above. Notices of suspension are placed in the employee's personnel file. The supervisor and/or department head must have written approval from his/her reporting Vice-President before initiating a suspension. The employee must be provided a copy of the suspension warning and a copy sent to the Director of Human Resources.

Step IV. Dismissal: Termination of the employee is a last resort after all other progressive disciplinary measures have failed or if the misconduct is of such a serious nature that immediate discharge is warranted. Recommendation for dismissal should be reasonably related to the seriousness of the employee's performance / conduct in view of length of service and prior record. Recommendations for dismissal of employees are initiated by the supervisor and /or department head and approved by the reporting Vice-President. Employees are to be advised in writing by their supervisor and /or department head, stating the reasons for recommending dismissal. A copy of the recommendation is to be sent to the Director of Human Resources.

The University recognizes that dismissal for any reason is a serious matter. All decisions regarding dismissal are made at the Vice Presidential level, after consultation with the immediate supervisor and discussion with the affected employee. In cases of termination of any employee because of lack of funds or reorganization, the employee is to be notified at least four weeks in advance if circumstances and advance knowledge permit.

Before a non-probationary regular full-time classified employee may be terminated for cause, the immediate supervisor must notify the employee with a written notice of intent to terminate, in which the reasons for the intent are cited. The immediate supervisor must present the intent to terminate in person, if at all possible; if not, by certified or registered mail at the employee's last known residence. The immediate supervisor shall simultaneously inform the employee of the right to a hearing as outlined below. Moreover, the supervisor has the option in any such instance to suspend with pay any employee who requests a hearing. 

Hearing  

A classified employee entitled to a hearing by virtue of a notice of intent to terminate shall have two working days from the date of receipt of the notice of intent to request a hearing before a Personnel Advisory Committee which consists of five employees selected by the President and mutually agreed upon by the Director of Human Resources and the affected staff member. 

A different committee shall be appointed for each hearing. If the employee does not request a hearing, the employee's salary ceases at the end of the second working day following the receipt of the notice of intent to terminate. If the employee requests a hearing, the hearing shall occur within five working days of the receipt of the request for a hearing.

The committee will not be bound by strict rules of evidence, but may admit any evidence that is of probative value in determining the issues involved. The staff member will be permitted an adviser of his own choice, at his own expense, and will be afforded an opportunity to present witnesses and documentary evidence bearing on the issue involved. 

Hearings will be private. Public statements are to be avoided by all parties concerned, so that the atmosphere conducive to a fair and impartial hearing may be maintained. Based upon the evidence presented, the committee will then make such recommendation to the President as it deems appropriate. If the President affirms the dismissal, then termination becomes final as of the fifth working day of the receipt of the request for a hearing.

RELATED DOCUMENTS

• Termination/Dismissal - Non Faculty policy

POLICY STATEMENT

It is the University's policy to employ only those individuals eligible for work in the United States. Therefore, to ensure the identity and the employment eligibility of all persons employed, hiring departments shall be responsible for documentation and verification requirements. These requirements are met through proper completion of the Employment Eligibility Verification Form I-9 designated by the Immigration and Naturalization Service (INS).

DEFINITIONS

Employee: This generally includes faculty and staff employees who are working on paid appointments by the University. It generally excludes students or temporary employees. For specific information on who is considered an employee, contact the Human Resources Department. 

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.

PROCEDURES and RESPONSBILITIES

On or before their first day of work, all new employees shall be required to present to the hiring department original documentation of their true identity and employment eligibility. Some documents (Group A documents identified below) establish both employment authorization and identity, and any one document is acceptable. If an employee does not have a Group A document, he/she must present one document that establishes identity, a Group B document, and one document that establishes employment eligibility, a Group C document.

The choice of which document(s) to present is the employee's. However, a document(s) that is not an original and/or which does not appear to be genuine may be denied.

Group A Documents

1.      United States Passport

2.      Certificate of United States Citizenship

3.      Certificate of Naturalization

4.      Unexpired Foreign Passport (containing authorization to work stamp)

5.      Alien Registration Receipt Card, INS Form E-151 or I-152, if it contains a photograph

6.      Temporary Resident Card, INS Form I-688

7.      Employment Authorization Card, INS Form I-688A

Group B Documents

1. A state-issued driver's license or state-issued identification card containing a photograph. If the driver's license or identification card does not contain a photograph, identifying information should be included such as: name, date of birth, sex, height, color of eyes and address.
2. School identification card with photograph
3. Voter's registration card
4. U.S. military card or draft record
5. Identification card issued by federal, state, or local government agencies or entities
6. Military dependent's identification card
7. Native American tribal documents
8. United States Coast Guard Merchant Mariner Card
9. Driver's license issued by a Canadian government authority  

Group C Documents

1.      A social security number card other than one which has printed on its face "not valid for employment purposes"

2.      An unexpired re-entry permit, INS Form I-327

3.      An unexpired Refugee Travel document, INS Form I-571

4.      A Certificate of Birth issued by the Department of State, Form FS-545

5.      A Certificate of Birth Abroad issued by the Department of State, Form DS-1350

6.      An original or certified copy of a birth certificate issued by a state, county, or municipal authority bearing a seal

7.      An employment authorization document issued by the Immigration and Naturalization Service

8.      Native American tribal document

9.      United States Citizen Identification Card, INS Form I-197

10. Identification card for use by a resident citizen in the United States, INS Form I-179

RELATED DOCUMENTS

• None

POLICY STATEMENT

Delta State University has certain restrictions regarding the employment of a family member of a present employee and/or the appointment of a present employee to a new/different position where one family member would be in a supervisory position over the other family member.

DEFINITIONS

Employee: This generally includes faculty and staff employees who are working on paid appointments by the University. It generally excludes students or temporary employees. For specific information on who is considered an employee, contact the Human Resources Department.   

Family Member: Family member is defined as spouse, parent, step-parent, sibling, child, step-child, grandchild, grandparents, son- or daughter- in-law, mother- or father-in-law or brother- or sister-in-law. Child means a biological, adopted or foster child, or a child for whom the employee stands or stood in loco parentis.

PROCEDURES and RESPONSIBILITIES

The employment of a family member of a present employee or the appointment of a present employee to a new/different position is prohibited when such employment/ appointment would create a situation where one family member would be in a supervisory position over the other family member and/or influencing progress, performance, or welfare. An exception may be made to this policy, if the exception is approved in writing, through the chain of command to the appropriate Vice President, provided the subordinate employee's supervision is formally transferred to a supervisory authority one or more levels above the supervisory family member employee, and, if all matters dealing with the subordinate employee's progress, performance, welfare, assignment, salary, tenure, and promotion are in fact unaffected by the other family member's employment or position.

RELATED DOCUMENTS

• Board of Trustees Policies and Bylaws, Miss. Code Ann., Sec. 25-1-53 and 25-4-105

POLICY STATEMENT

Individuals who have retired from the University (or other State of Mississippi service) may be re-employed in accordance with policies outlined by the Public Employees’ Retirement System of Mississippi.

DEFINITIONS

None

PROCEDURES and RESPONSIBILITIES

Individuals who have retired from the Delta State University (or other State of Mississippi service) may be re-employed for a period of time in each fiscal year not to exceed the following:

1. For a period of time not to exceed one-half (1/2) of the normal working days for the position in any fiscal year during which the retiree will receive no more than one-half (1/2) of the salary in effect for the position at the time of employment, or
2. For a period of time in any fiscal year sufficient in length to permit a retiree to earn not in excess of twenty-five (25%) of the retiree’s average compensation.

State retirement benefits are subject to suspension for retirees re-employed under conditions other than those specified above. The provisions allowing emergency limited re-employment of retirees are designed to assist in meeting critical short-term staffing needs only. All retirees re-employed under these provisions are reported to the Public Employees' Retirement System as required.

The following procedures should be followed when employment of a retiree is proposed:

1.      Obtain written approval through the chain of command from the appropriate Vice President. The employment request should describe the emergency situation on which the request is based, the proposed period of employment, and the proposed compensation;

2.      Submit the request to the Human Resources Department to verify that the proposed work period and compensation are within the provisions of state law;

3.      Submit a Recommendation and Authorization Form to complete the re-employment process.

RELATED DOCUMENTS

• Mississippi Code Section 25-11-127
• Public Employees’ Retirement System of Mississippi - PERS Regulation 34

POLICY STATEMENT

Persons who have reached their eighteenth birthday may be employed as regular or temporary employees on a full or part-time basis in a position for which they meet the minimum qualifications and other employment requirements of the University.

DEFINITIONS

None

PROCEDURES and RESPONSIBILITIES

None

RELATED DOCUMENTS

• None

• The Consumer Credit Reporting Reform Act of 1996

  Section 601 - §1681b. - Permissible Purposes of Reports

None 

• Academic Council Minutes
• Cabinet Minutes (April 16, 2012)
• DSU Tenure Policy, DSU Promotion Policy, DSU Library Tenure Policy, DSU Library Promotion Policy
• IHL Policy 201.0508; IHL Policy 403.03
• Table I (Substantive Change list)

Active

Policy Effective Date: 
04-16-2012 (Approved, Cabinet)
 

Active 

Policy Effective Date:  December 13, 2011

Approval Date: December 13, 2011

• Academic Council Meeting Minutes November 18, 1982
• Academic Council Meeing Minutes April 11, 1985
• Revised by Academic Council May 10, 2000
• Revised by Academic Council September 26, 2001
• Revised by Academic Council April 16, 2002
• Revised by Academic Council February 25, 2003
• Revised by Academic Council May 4, 2004
• Revised by Academic Council June 10, 2004
• Revised by Academic Council May 3, 2005
• Revised by Academic Council May 10, 2005
• Revised by Academic Council (email) December 13, 2005
• Revised by Academic Council May 2, 2006
• Revised by Academic Council November 30, 2006
• Revised by Academic Council July 22, 2008
• Revised (via email) by Academic Council November 20, 2008
• Cabinet Approval February 1, 2010
• Revised by Academic Council July 30, 2010
• Cabinet Approval August 9, 2010

Professional Competency: Delta State University is primarily a teaching institution. However, most individuals who hold appointments as Library Services faculty do not engage in teaching semester-length formal courses. Thus, for Library Services faculty, professional competency is essential for promotion consideration. Effective Library Services faculty demonstrate qualities which may include, but are not limited to, the following: high academic standards, concern for learning, a thorough knowledge of the subject, excellent organizational skills, excellent communication skills, service ethic, respect for Library Services patrons, innovation in professional practice, and continuing professional development and education.  Contributions to Library Services include, but are not limited to, instruction in accessing information and technology, collection development, reference and user services, access and control of information and equipment, leadership and supervision of personnel, providing instructional support services, development of instructional aids and research sources, and preservation or conservation activities. 

Scholarship: Delta State University recognizes the important contributions that scholarship makes in the advancement of Library Services. Scholarly inquiry and learning in Library Services are reflected in, but not limited to, the following: dissemination of research and scholarly findings through books, journal articles, monographs, abstracts, reviews, indexes, and presentations at professional meetings, workshops, and training sessions; presentation of creative achievements through exhibitions, performances, and publications; development of new research methodologies, studies, and surveys; compilation of bibliographies, collection research guides, and pathfinders; identification and evaluation of scholarly resources that are appropriate for the educational mission; production of instructional multimedia materials; obtainment of grants or contracts that support scholarly and creative activity; achievement of honors and awards for significant scholarly and creative activity, and participation as an editor and/or referee in support of scholarly and creative publications.  

Service: Delta State recognizes the importance of service as a part of its mission. The service component is based on performance in three areas: service to the Library Services faculty member’s profession, service to the University, and public service to the community that is related to the nature of the Library Services faculty member’s assignment. Efforts to advance accreditation-related initiatives, such as the Quality Enhancement Plan, shall be considered as service to the University. 

Criteria for Awarding Promotion: Decisions in favor of awarding promotion are made in recognition of accomplishments in response to the following criteria: professional competency, scholarship, and service, as well as the appropriate academic background for a tenure appointment. Evaluation shall be based on all three areas, although it is realized that differences in emphasis may exist depending on the nature of the individual’s assignment. Each of the criteria is defined below.

Professional Competency: Delta State University is primarily a teaching institution. However, most individuals who hold appointments as Library Services faculty do not engage in teaching semester-length formal courses. Thus, for Library Services faculty, professional competency is essential for promotion consideration. Effective Library Services faculty demonstrate qualities which may include, but are not limited to, the following: high academic standards, concern for learning, a thorough knowledge of the subject, excellent organizational skills, excellent communication skills, service ethic, respect for Library Services patrons, innovation in professional practice, and continuing professional development and education.  Contributions to Library Services include, but are not limited to, instruction in accessing information and technology, collection development, reference and user services, access and control of information and equipment, leadership and supervision of personnel, providing instructional support services, development of instructional aids and research sources, and preservation or conservation activities.                             

Scholarship: Delta State University recognizes the important contributions that scholarship makes in the advancement of Library Services. Scholarly inquiry and learning in Library Services are reflected in, but not limited to, the following: dissemination of research and scholarly findings through books, journal articles, monographs, abstracts, reviews, indexes, and presentations at professional meetings, workshops, and training sessions; presentation of creative achievements through exhibitions, performances, and publications; development of new research methodologies, studies, and surveys; compilation of bibliographies, collection research guides, and pathfinders; identification and evaluation of scholarly resources that are appropriate for the educational mission; production of instructional multimedia materials; obtainment of grants or contracts that support scholarly and creative activity; achievement of honors and awards for significant scholarly and creative activity, and participation as an editor and/or referee in support of scholarly and creative publications.  

Service: Delta State recognizes the importance of service as a part of its mission. The service component is based on performance in three areas: service to the Library Services faculty member’s profession, service to the University, and public service to the community that is related to the nature of the Library Services faculty member’s assignment. Efforts to advance accreditation-related initiatives, such as the Quality Enhancement Plan, shall be considered as service to the University.

• Academic Council Minutes: approved on August 27, 2002
• Revised by Academic Council May 4, 2004
• Revised by Academic Council June 22, 2004
• Revised by Academic Council November 30, 2006
• Revised by Academic Council July 22, 2008
• Approved by Cabinet February 1, 2010
• Revised by Academic Council July 30, 2010 (virtual)
• Approved by Cabinet August 9, 2010

   

   

• Academic Council Meeting Minutes November 18, 1982
• Academic Council Meeting Minutes April 11, 1985
• Approved by Academic Council May 10, 2000
• Revised by Academic Council September 26, 2001
• Revised by Academic Council April 16, 2002
• Revised by Academic Council February 25, 2003
• Revised by Academic Council May 4, 2004
• Revised by Academic Council June 10, 2004
• Revised by Academic Council May 3, 2005
• Revised by Academic Council May 10, 2005
• Revised by Academic Council (email) December 13, 2005
• Revised by Academic Council May 2, 2006
• Revised by Academic Council November 30, 2006
• Revised by Academic Council April 24, 2007
• Revised by Academic Council July 22, 2008
• Revised (via email) by Academic Council November 20, 2008
• Revised by Academic Council August 11, 2009
• Cabinet Approval August 31, 2009
• Revised by Academic Council July 30, 2010
• Cabinet Approval August 9, 2010

• Academic Council Minutes: approved on September 13, 2000
• Academic Council Minutes: revised on April 16, 2002
• Academic Council Minutes: August 27, 2002
• Revised by Academic Council May 4, 2004
• Revised by Academic Council June 22, 2004
• Revised by Academic Council November 30, 2006
• Revised by Academic Council July 22, 2008
• Approved by Cabinet February 1, 2010
• Revised by Academic Council July 30, 2010 (virtual)
• Approved by Cabinet August 9, 2010

• Academic Council Meeting Minutes: 2/27/02, 4/16/02, 10/29/02

POLICY STATEMENT

The selection of candidates for employment at the University shall be approved by the President and the Board of Trustees of State Institutions of Higher Learning, as appropriate. The Board of Trustees of State Institutions of Higher Learning has the sole power and authority to select the president of the University and to contract with deans, members of the faculty, and executive, administrative, managerial, and other professional employees of the University who receive contracts. The president of the University has the sole power and authority to authorize the employment of the administrative, managerial, and other professional staff who do not receive contracts. Deans/directors of the various divisions/departments have the power and authority to employ support staff.

DEFINITIONS

Employee: This generally includes faculty and staff employees who are working on paid appointments by the University. It generally excludes students or temporary employees. For specific information on who is considered an employee, contact the Human Resources Department. 

Supervisor: An employee designated by management who exercises major supervisory functions over another employee or employees. These functions include hiring, evaluating, assigning work, and disciplining employees.

PROCEDURES and RESPONSIBILITIES

Notification of Offer

Prospective employees shall be provided written letters of offer. Specific items to be included in the letter of offer are listed below.

Faculty, Executive, Administrative, Managerial and Other Professional Staff Receiving Contracts

Terms shall include rank/title (if appropriate), salary rate, date employment begins, contract period (either 9 or 12 months), and policies of contract renewal and tenure (if appropriate). Faculty members who are offered administrative positions shall retain rights of tenure in the academic department where tenure was granted. The additional salary, if any, for the administrative positions shall be stated in the letter of offer and the employment contract and shall not be paid to faculty members when they cease to hold the administrative position. A statement shall also be made that employment is contingent upon Board approval and upon proof that the employee is a U.S. citizen or has lawful authorization to work in the United States. (See sample letter).

Administrative, Managerial and Other Professional Employees Not Receiving Contracts

Terms shall include title, salary rate, date employment begins, payment terms and a statement that the letter of offer is not a contract or offer of a contract. A statement shall be made that employment is contingent upon the president's approval, proof that the employee is a U.S. citizen or has lawful authorization to work in the United States, and continued availability of funding (See sample letter.)

Support Staff Employees

Terms shall include position title and level, rate of pay, date employment begins, work hours, a statement about whether the department/unit requires overtime work and how the overtime work is compensated, whether with compensatory time or overtime pay, and a statement that the letter of offer is not a contract or offer of a contract. A statement shall be made that employment is contingent upon proof that the employee is a U.S. citizen or has lawful authorization to work in the United States, and continued availability of funding.

Externally Funded Positions

Terms include any special conditions of employment such as a statement of funding availability for time-limited positions or ending date of employment, if temporary, must be noted in the letter of offer. Sample statements of special conditions are:

1.      Funding for this position is through a grant/contract from (name of funding agency) for the period (date) to (date). Continued employment is contingent upon additional external funding.

2.      This position is for the period (date) to (date) and is contingent upon continued availability of external funding.

RELATED DOCUMENTS

• Sample Letter of Offer – Contract Employee
• Sample Letter of Offer - Non-Contract Employee  
• Sample Letter of Offer - Support Staff

• None

• Title VII of the Civil Rights Act, As Amended
• Age Discrimination in Employment Act of 1967 As Amended
• The Rehabilitation Act of 1973, Sections 503 and 504
• Americans with Disabilities Act of 1990