• OCM is responsible for analyzing and pursuing potential avenues for CON-related advertising.
• OCM is also responsible for creating and updating advertisements (in both print and electronic formats) for multiple departments within the college (e.g., Academics and HR).
• Ads must accurately reflect current UI/CON design and content standards for brand consistency.
• To be considered, ad placements must be targeted, cost-effective and qualitative.

Process

• OCM staff will routinely communicate with faculty & staff (academics and HR personnel in particular) to ensure specific marketing needs are met.
• Contact OCM if you have a request for ad creation and/or placement.
• Requests to OCM should be submitted via a thorough, clearly articulated email (to formally document the request) as soon as details are finalized and approved by your supervisor (if applicable).
• OCM staff will review your ad request and contact you if additional information is needed.
• OCM will provide you and/or your supervisor with a proof of the ad and await formal approval (formal approval should be acknowledged via email to document authorization).

• Please allow at least four weeks for the creation of a new ad*

*if the ad already exists and only requires content and/or design changes, please allow at least 10 business days (as always, turnaround times may vary depending on workflow volume at the time of your request)

• UI email accounts should only be used for university or college of nursing business.
• Any email that is sent from your UI account should always be respectful, courteous, and professional.
• Responses from your UI account—particularly to group/listserv email—should be respectful, courteous, and professional at all times—even if you disagree with the subject matter.
• Email distribution via a CON listserv should be solely for college-related matters.
• Any CON listserv should only be used if absolutely necessary (persistently determine if the information contained in the email is indeed something that needs to be shared with ALL faculty, staff and/or students).
• Internal CON promotions distributed via listserv should be coordinated through OCM to avoid redundancy and eliminate duplicate emails from multiple sources.
• The “reply all” feature should not be used on any emails received from a listserv (responses should be directed specifically to the sender and/or additional recipients as necessary).
• UI emails are a matter of public record; as a general rule of thumb, don’t write anything that you wouldn’t feel comfortable reading on the front page of the Daily Iowan.
• For additional email policies, the College of Nursing will defer to UI’s IT Policy: http://cio.uiowa.edu/policy [1]

5. Process

• Report inappropriate or offensive UI email usage to your supervisor.
• Email exchanges/responses can sometimes be misinterpreted; when in doubt, pick up the phone, or make an appointment for some face-to-face dialog.
• Contact OCM if you would like assistance in drafting an email for a CON or UI listserv.

• To ensure brand consistency, OCM is responsible for developing and distributing College of Nursing logos and templates (e.g., PowerPoint), unless otherwise specified by University Creative Services, University Communication and Marketing (UCM), UI Health Care Marketing and Communications, or the dean.
• Logos and templates created by OCM staff will retain a professional appearance and are developed in accordance with UI design standards.
• If the desired outcome cannot be achieved in-house, OCM will pursue external contract opportunities.  

Process

• Contact OCM if you have any graphics-related requests, including logo or template creation or revision.
• Requests to OCM should be submitted via a thorough, clearly articulated email (to formally document the request) as soon as details are finalized and approved by your supervisor (if applicable).
• OCM staff will review your graphics-related request and contact you if additional information is needed.
• OCM will provide you and/or your supervisor with a proof of the logo or template and await formal approval (formal approval should be acknowledged via email to document authorization).

• Please allow at least two weeks for the creation of a new logo or template*

*Please allow at least two weeks for the creation (design) of any new logo or template. This timeframe will likely increase if external vendors are required. If changes to an existing or previously used logo or template are required, please allow at least five business days (turnaround times may vary depending on workflow volume at the time of your request).

• OCM is responsible for coordinating external and internal CON communication, including arranging for and assisting with media coverage of college events and initiatives.
• OCM will serve as the primary media contact for inquiries from all outlets, including University Communication and Marketing (UCM; formerly UI News Services) as well as local and national media.
• OCM must sustain a collaborative and productive relationship with UCM and UI Health Care Media Relations.
• Any CON faculty, staff or student contacted for an interview or for a general media inquiry of any kind—by local (including UI), state or national media—should notify OCM as promptly as possible.
• OCM should also be notified about any CON faculty, staff or students contributing to media productions in any capacity (e.g., radio/TV interviews, webcasts, or written contributions of any kind).
• OCM staff should also be alerted to any upcoming CON news, initiatives and/or college-related events that could generate media interest/inquiries.
• When it comes to interactions with the media, when in doubt, please notify OCM (even if redundancy or irrelevancy is a concern).

Process

• Email or phone OCM regarding any recent or impending interactions with the media (e.g., if you were contacted by the media to contribute to features of any kind, no matter how big or small your role may have been.)
• Email or phone OCM, particularly if you are informed that your interaction/involvement with the media will be published or broadcast.
• Email or phone OCM if you have news, events or initiatives that you would like the media to be aware of and potentially cover (also see policy & procedure for “Press Releases”). OCM staff has direct media contact info to expedite the request and increase the probability of coverage.

• OCM is responsible for maintaining a list of current, high-quality, professional photographers and videographers available for contract work.
• OCM is responsible for coordinating photography and videography coverage of CON events and initiatives.
• OCM is responsible for continuously building and maintaining the college’s photo archives and video library.
• A consent form must be signed prior to photographing or videoing any College of Nursing students.
• Any faculty or staff members who do not wish to be featured in any college-related photography or video footage should notify OCM.

Process

• Contact OCM if you have a request for photographer/videographer coverage.
• Requests to OCM should be submitted via a thorough, clearly articulated email (to formally document the request) as soon as details are finalized and approved by your supervisor (if applicable).
• If photography/videography will involve CON students, please contact OCM in advance to obtain copies of our Photography Consent Form.
• Upon receipt of your formal request, OCM will begin contacting preferred vendors to determine availability and solidify services.
• To book a photographer or videographer, please contact OCM at least four weeks in advance of your event.*

*photographer/videographer availability fluctuates throughout the year; the sooner the request can be sent to OCM the better

• A formal CON press release can be created to help promote college-related news, events, and initiatives.
• Once created, CON press releases should be distributed to UCM, UI Health Care Media Relations, local and national media outlets (when applicable) as well as to other key audiences as necessary (e.g., Alumni or State Legislature).
• OCM is responsible for the creation and distribution of all press releases.
• The primary means of PR distribution will be electronic (via Web, email, social media, etc.).
• For grammatical composition, all College of Nursing press releases will follow The Associated Press (AP) Stylebook.
• In the event that a style issue is not addressed by the Associated Press, OCM will adhere to the “Unique University of Iowa Style [2]” guide.
• In the event that a style issue is not addressed by the Unique University of Iowa Style guide, OCM will adhere to a proprietary College of Nursing style guide (currently under development).

Process

• Contact OCM if you have news, events or initiatives for which you would like to have a press release created.
• A detailed, clearly articulated request should be emailed to OCM as soon as content details are finalized (to formally document the request).
• OCM staff will review your request and contact you if additional information is needed.
• To create a press release, please allow at least five business days.*

*turnaround times may vary depending on workflow volume at the time of your request

• OCM is responsible for researching and pursuing potential CON-related promotional items (banners, pens, flash drives, note pads, etc.).
• To ensure brand consistency, design features and/or content for any promotional item (print or electronic), must be provided by OCM (unless otherwise specified by UI Communication & Marketing, UI Health Care Media Relations, or the dean).
• To ensure bulk and/or university discount pricing is utilized, OCM is responsible for placing orders for CON promotional items.
• Only official College of Nursing, OCM-approved logos can be used (these logos are accessible on the college’s shared drive in the “Identity” folder).
• Additional design considerations will follow graphic standards provided under the University of Iowa’s Brand Manual [3].
• For grammatical composition, any CON promotional item will follow The Associated Press (AP) Stylebook (also see “Press Releases”).
• In the event that a style issue is not addressed by the Associated Press, OCM will adhere to the “Unique University of Iowa Style [2]” guide.

Process

• OCM staff will routinely communicate with CON faculty & staff (e.g., Student Services) to ensure promotional needs are being met.
• Contact OCM if you have a request for ordering a promotional item.
• Requests to OCM should be submitted via a thorough, clearly articulated email (to formally document the request) as soon as details are finalized and approved by your supervisor (if applicable).
• OCM staff will review your request and contact you if additional information is required.
• OCM will provide you and/or your supervisor with a proof of the promotional item and await formal approval (formal approval should be acknowledged via email to document authorization).
• Please allow at least three weeks for the creation (design and content) of any new promotional item*

*if only content and/or design changes to an existing or previously ordered promotional item are needed, please allow at least 10 business days (as always, turnaround times may vary depending on workflow volume at the time of your request)

• Once the design and/or content have been approved, please allow at least 10 business days to receive your promotional item from the vendor.

*turnaround times may vary depending on the vendor’s volume of business at the time of your request

Traditional Signage

• Only signs/flyers/posters directly pertaining to UI, the College of Nursing, health care, other health science colleges, or the nursing profession in general should be posted on the college’s bulletin boards and dedicated  CNB signage areas (unless otherwise approved by the dean).
• Only clearly articulated signs/flyers/posters that have a professional appearance should be posted (OCM can assist with the creation of CNB flyers; see Traditional Signage “Process”).
• Any signage that does not meet the above criteria may be removed at any time.

Process for Traditional Signage

• Contact Jill Hartz or Bill Donahue in F&O to inform staff of your intent to post signage.
• F&O staff will discuss availability and potential placement considerations within CNB.
• Contact OCM if you would like assistance in creating a flyer for display in the College of Nursing Building.
• Requests to OCM should be submitted via a thorough, clearly articulated email (to formally document the request).
• OCM staff will review your request and contact you if additional information is needed.
• OCM will provide you and/or your supervisor with a proof of signage and await formal approval (formal approval should be acknowledged via email to document authorization).
• Please allow at least five business days for the creation of any new flyers*

*turnaround times may vary depending on workflow volume at the time of your request; if printing needs cannot be met in-house, please allow an additional nine business days to receive your order from UI Printing Services

Digital Signage

• Only information (text, photography and videos) pertaining to UI, the College of Nursing, health care, other health science colleges, or the nursing profession in general should be displayed on the college’s digital signage system: AxisTV (unless otherwise approved by the dean).
• AxisTV digital signage should be used to share information and to promote programs and initiatives involving the university and the College of Nursing.
• OCM is responsible for editing and posting content on AxisTV (OCM can also assist with creating content; see Digital Signage “Process”).
• For the complete CON Digital Signage Policy, including content guidelines, recommended text formats, processes (including requests for posting information) as well as the types of graphics and audiovisual files compatible with AxisTV click here [4]

Process for Digital Signage

• OCM staff will routinely communicate with CON faculty and staff (e.g., Research) to ensure digital signage needs are being met.
• In terms of system compatibility, PowerPoint should be used to create content for display in AxisTV.
• Only official College of Nursing, OCM-approved PowerPoint templates should be used (these templates are accessible on the college’s shared drive in the “Identity” folder).
• Once the design is finalized, the PowerPoint slide should be saved as a JPG (this will alleviate load time on the server).
• Email the JPG to OCM for placement into AxisTV.
• Contact OCM if you need assistance with creating a slide for AxisTV.
• Requests to OCM should be submitted via a thorough, clearly articulated email (to formally document the request) as soon as details for the slide are finalized.
• OCM staff will review your request and contact you if additional information is required.
• Please allow at least three business days for the creation (design and content) of any new slide*

*if only content and/or design changes to an existing or previously used slide are needed, less time may be needed (as always, turnaround times may vary depending on workflow volume at the time of your request)

• Only content directly pertaining to UI, the College of Nursing, health care, other health science colleges, or the nursing profession in general should be posted on the college’s social media accounts (unless otherwise approved by the dean).
• Only timely, relevant content that encourages two-way communication and open dialog should be considered.
• Response rates (e.g., number of “likes” or volume of comments) on a post should be constantly evaluated to determine what content is useful and of interest and value to those individuals following college’s social media accounts (and should thus dictate the type of information that should be routinely posted).
• New content (including articles, photography and videos) should be posted daily
• Social media users are welcome to comment (like or dislike; agree or disagree) on any content posted on the college’s accounts. The intent behind the content posted is to create an intelligent dialog among audience members & followers; however, comments will be monitored and should always be respectful, courteous, and professional. Comments deemed offensive by CON administrators will be removed immediately and the individual(s) responsible for posting the offensive commentary may be blocked from future CON social media interactions.
• The College of Nursing and its Office of Communications & Marketing is not responsible for the creation or maintenance of unofficial yet CON-related social media accounts.

Process

• For initial notification, email or phone OCM if you have content that you would like posted on CON’s social media accounts.
• A detailed, clearly articulated request should be emailed to OCM as soon as content details are finalized.
• OCM staff will review your request and contact you if additional information is needed.
• Please allow at least two hours for content (including photography and videos) to be posted.*

*if content already exists; if new content needs to be created, please allow at least three business days (turnaround times may vary depending on workflow volume at the time of your request)

• Only College of Nursing-related information (text, photography and videos) should be displayed on the college’s website (unless otherwise approved by the dean).
• The Office of Communications & Marketing (OCM) is responsible for working within the content management system (Drupal) to create/edit/post content on the college’s website.
• Technical issues or requests for architectural changes should be directed to CON IT or the college webmaster.
• Content changes should be requested through OCM.
• Content cannot be posted without permission from the owner (when applicable).

• Additional Web policies, including ADA compliance, can be found under UI’s IT Policy: http://cio.uiowa.edu/policy [1]

Process

• To revise, add or remove content from the Web (text, photography, or videos), please contact OCM or the college webmaster.
• Smaller, department-specific content changes can be submitted accordingly:

• For Academic Programs, Apply Now, Prospective Students, and Current Students – Jan Zinkula or Lin Pierce               
• For Research – Linda Liu Hand or Linda Curran
• For Alumni & Friends and Diversity – Leslie Gannon or Jill Hartz
• For Hartford Center – Jane Russell   
• For CNC, including NIC/NOC – Sharon Sweeney

• For more comprehensive revisions/additions, a detailed, clearly articulated request should be emailed to OCM as soon as the specifics of the request have been finalized.
• OCM and/or IT will review your request; determine the feasibility; and contact you if additional information is needed or once the change has been completed.

*staff will be unable to honor any requests that affect the architecture or design of the CON website

• For content changes (including photography and videos), please allow at least two days for updates to be implemented; for architectural changes, please allow at least two weeks.*

*turnaround times may vary depending on workflow volume at the time of your request

Expectations: The College of Nursing, in accordance with UI Accounting Services policy, requires that all financial accounts be reviewed and reconciled each month. This procedure will allow the CON administration to make an affirmative answer to Financial Sub-Certification question # 8 “Does the college perform a review of transactions appearing in its general ledger reports to internal source documents on a monthly basis?” The Account Owner is responsible for the account and will designate a Reviewer. For grant accounts, the PI of the grant is required to be the Account Owner. Other specific duties are required and are listed on the Accounting Services website (see link below.) In the College of Nursing, the Owner is generally regarded as the “decision maker” of the account and takes ultimate responsibility for transactions within the account. The Account Reviewer looks at each transaction each month and verifies that charges are reasonable and accurate and that proper documentation exists for each item. Other specific duties are required and are listed on the Accounting Services website (see link below.) In the College of Nursing, we expect the Reviewer check the transactions and make corrections as needed. The Account Owner and the Account Reviewer may be the same person. The specific duties for the Account Owner and the Account Reviewer may be found at the UI Accounting Services website: http://www.uiowa.edu/~fuscntrl/reviewoftransactionspolicy.pdf [5] The Account Owner and the Account Reviewer (or, if they are the same person, that person plus one other person) must sign off via email message each month that the accounts have been reconciled, errors have been corrected, documentation has been provided, and that the account is within budget. CON administrators will conduct surprise audits of selected accounts each month, and it is expected that proper documentation will be readily available for review by the administrator. Procedure: The Account Reviewer will perform a reconciliation each month for each account they have responsibility for, and notify the Account Owner of any unresolved discrepancies. Both the Owner and the Reviewer will sign off on the reconciliation via an email statement to CON administration.

1. Account Reviewer receives monthly statement from Accounting Services on or about the 10th of each month.
2. Reviewer verifies that each transaction is an appropriate expense for that account, and that documentation is available for each expense.
3. Inaccurate transactions are researched and corrected.
4. Discrepancies that are unresolved are brought to the attention of the Owner, who researches and resolves.
5. Discrepancies that remain unresolved are forwarded to the Assistant Dean for Finance & Operations.
6. The statement is initialed and dated by the Reviewer, documentation is attached and it is filed in the Area or budgetary unit’s office.
7. On or about the 10th of the following month, CON administration will send an email to Account Reviewers asking for verification that accounts have been reconciled.
8. Account Reviewer replies, forwards the email to the Account Owner (or another person), and the Account Owner replies back to CON administration. The email serves as documentation that two persons have reviewed the reconciliation and all transactions are correct.
9. The emailed reply is kept as proof of compliance.
10. In the event of a CON or UI audit, reconciliations and supporting documents must be produced by the Account Reviewer and/or Account Owner.

Initiating an appointment The grant PI or Project Coordinator is responsible for contacting the CON HR staff (usually Linda Spence) to initiate a faculty or staff appointment to a grant. It is imperative that appointments are made as soon as possible after the award notification is received. It is not appropriate, and causes extra work, to wait for several months after a grant is received before initiating appointments. On the other hand, it is not always possible because some staff may not be hired yet. We will assume you’ll do the best you can to get this information to us quickly. Note – you may request an mfk, and appoint faculty and to a grant, as soon as the Award Notice is received. You do NOT need to wait until the money is received. Give the following information to our HR staff:

1. The mfk or grant/program number to be used
2. The name of the faculty or staff member
3. The amount to be paid
4. Whether or not that amount includes fringe benefits
5. The “to” and “from” dates that the amount should be paid between. Usually this is the same as your grant year, but may need to be shortened if the grant began several months ago
6. Whether or not the salary should be paid as “summer salary” (only available for academic year appointments - see below)

PI’s or Grant Coordinators should create an ‘internal’ grant budget, to be used to determine the exact amount that will be spent on salaries by the end of the project period. This exact amount, and not a % of effort, is the information that we need to make the appointment. Translating “% of Effort” into “Amount to be paid” Grant budgets are usually prepared using a “percentage of effort” that relates to the time and money that a faculty or staff spends working on the grant. A faculty member who is being paid for 10% effort, and who earns $60,000 per year, should expect to spend 4 hours per week (10% of 40 hours) and have $6,000 paid from the grant (10% of $60,000). The actual percentage and/or the actual dollar amount often change slightly, due to various reasons. These include but are not limited to:

1. The original grant proposal used an estimated salary amount, and now you want to use the exact salary amount 
2. The yearly salary increase was not available when the grant was written, so it was estimated
3. The fringe benefit amount has changed
4. The grant itself could have been funded at less than 100%, with the PI left to determine where the cuts would be made

The PI or Project Coordinator should create an internal grant budget, use it to determine the exact dollar amount they want to pay in salary from the grant, and report that amount to Shirley for the appointment. This may make the “% of effort” slightly more or less than shown in the grant budget. Coordination with other grants Grant money replaces General Education Fund 050 money which is normally used to pay a faculty member their salary for the month. Each month, our faculty and staff may earn no more than their regular monthly salary amount, no matter whether the money comes from the General Fund 050 or from grant(s). A faculty member may be appointed to more than one grant during the year. The grant years may be different from each other, and they may be different from the University’s fiscal year. If a faculty is not appointed on a grant until halfway through a year, the grant salary amount might be “bunched up” in the last six months of the grant year in order to make sure the salary is paid before the grant expires. This could be a problem if other grants also need to pay the same faculty person during those months, and the regular monthly salary amount is exceeded. PI’s who have several grants need to coordinate the salary amounts, so that the regular monthly salary amount is not exceeded in any one month. This may necessitate a spreadsheet to determine the month-by-month salary that is paid from all grant and non-grant sources. Please ask Carol Haack to assist with this analysis if needed. Summer salary Faculty members who are on an academic year (9 month) appointment may be paid up to 3 additional months’ worth of salary in the summer. Usually this is paid as follows:

1. ½ month for the last 2 weeks of May
2. 1 month for June
3. 1 month for July
4. ½ month for the first 2 weeks of August

This time frame can be modified to fit the grant year, as long as we don’t exceed the regular monthly salary amount in any one month. Remember that other grants may be paying the same faculty person for the summer months, and you will have to coordinate with them. Appointment information should be given to CON HR (usually Shirley) as soon as the grant is awarded. Buyouts Buyouts may be allowed if a faculty member has enough grant money to replace a large % of their salary each month. The grant money replaces the General Education Fund 050 money; therefore, the General Education Fund 050 money is freed, and will be used to pay the salary of someone who will fulfill the teaching obligation of the faculty who is buying out. Buyout requests may not always be approved as they are contingent upon finding replacement faculty. If the buyout request comes too late to find replacement faculty, the faculty member requesting a buyout may be asked to defer for a semester. There may be other considerations for approval of a buyout. Buyouts are arranged with and approved by Associate Dean Kathy Hanson. The PI should initiate a meeting with her as soon as the award notice has been received.

CON uses the same cash handling procedure in compliance with the UI policy

http://www.bo.uiowa.edu/cashhandling/cash_handle_policy.pdf [6]

External Funding Sources.    The College does not deposit honoraria or other funds from external entities, paid for services provided by faculty/staff outside of their regular assigned duties, into fund 240 professional development accounts.  The funds are considered taxable income to the individual performing the service and that individual should accept payment directly from the external entity.  Professional development accounts that are already in existence as of July 1, 2009, may be used to fund professional development activities of the faculty member whose work generated the funds, following the regular approval process for expenditures of College funds.  Allowable professional development expenses include travel to professional conferences, professional memberships, and subscriptions.  These funds may not be used to purchase equipment.  The funds remain the property of the College and if the faculty member for whose benefit the funds were designated leaves the College, the funds remain with the College.

Internal Funding Sources.    The College of Nursing may designate College funds as professional development funds for use by a particular faculty member.  Examples of such situations include awards given by the College and incentive payments based on practice revenue.  In those instances, the funds may be used for professional development expenses including travel to professional conferences, professional memberships, and subscriptions, following the regular approval process for expenditures of College funds.  These funds may not be used to purchase equipment.  The funds remain the property of the College and if the faculty member for whose benefit the funds were designated leaves the College, the funds remain with the College.

College of Nursing process.    The College of Nursing Dean and Assistant Dean for Operations and Finance complete the Financial Sub-certification document on behalf of the College.  To ensure that the College is in compliance with the many financial management policies, the Operations and Finance division of the College continually monitors and reviews the College’s practices, procedures, and business transactions and works with College faculty and staff to make process improvements as necessary.  The Business Manager and HR Administrator meet regularly with Area and department administrative staff to review best practices and share information.  In addition, the Business Manager meets regularly with grant administrative staff to provide similar information and guidance.  Information about University policies and procedures is also shared with all staff during the monthly College Staff Meetings.

Eligibility for Special Compensation The UI “HR Appointments, Special Compensation and Purchasing" policy states "Occasionally, a grant or contract is budgeted to include special compensation for consultants for a specific purpose and period of time within the greater project. In these cases, the consultant must be from outside the PI's college and must be named in the grant or contract budget in order to receive compensation beyond salary". The UI Operations manual states "The federal government and the University do not allow grant funds to be used to reimburse faculty members of the grantee institution for consulting or other time in addition to a regular full-time institutional salary covering the same general period of employment. Special exceptions may be made when the work to be performed is in addition to the individual's normal full-time duties and the additional compensation payment is commensurate with institutional policy." There are three basic guidelines to determine if extra compensation is allowed:

1. the person in question is from outside the PI's college
2. the person is named in the budget
3. the duties were in addition to his/her regular duties.

Documentation for Special Compensation If the above points are true, documentation must be provided. The operations manual continues to state that "When the faculty member serves on a strictly limited basis as a consultant on a research or training project for which another faculty member in another college... has principle responsibility, the work involves a separate or remote operation, and the work is in addition to the consultant's regular departmental load. In such instances the project director who arranges the consulting fee must obtain written approval through the proposed consultant's departmental executive and dean, and the Executive Vice President and Provost." In other words, you must provide documentation of the following:

1. The services to be provided are essential and cannot be provided by persons receiving salary support under the grant, or otherwise compensated for their services;
2. The charge is appropriate considering the qualifications and normal charges of the consultant
3. The nature of the services to be provided
4. Written approval from the Dean, Executive Vice President and Provost, accomplished by the correct routing of the Special Compensation Prior Approval Form though Workflow.

Consultant payments transferred to Faculty Development account If the consultant is outside the PI’s college, and is named in the budget, and the work was done within normal working hours, the consultant fee should be transferred to a Departmental Faculty Development account, instead of being paid out as salary. In effect, the grant is reimbursing the department for the time spent by the consultant during their regular scheduled work hours. If the work was done within regular scheduled work hours, the faculty either must be appointed to the grant, or the money should be transferred to the department. The funds remain under the control of the department Chair, and would stay in the department in the event of a faculty member leaving the University of Iowa. The following documentation is required:

1. A spreadsheet showing the dates, services and hours that were worked. Also the hourly consultant fee and the total owed.
2. A signed & dated memo from the faculty member, stating that they acknowledge the work was performed within normal working hours, and that the contribution should be recognized with a transfer of funds to a Faculty Development account within their home department.

In order to plan the fiscal budget and teaching schedule, it is critical that we know about possible grant support as far in advance as possible.

If it looks like your grant will be funded (e.g. report of score in fundable range; receipt of request to complete ‘just in time’ materials or other communication from funding agency)

• Contact the Business Manager in the College of Nursing to let her know when the grant might be awarded, and the amount of salary/fringe which will be paid from the grant.  The Business Manager will share the information with the Associate Dean for Academic Affairs.
• If salary support will be included for you on a grant outside the College of Nursing, contact the Business Manager and provide the name of the PI, the PI’s department and college, the administrative support contact person, dates of funding period and level of support for your role in the grant.

When you receive an Award Activation Notice

• Make an appointment to meet with the Business Manager in the College of Nursing to discuss your grant budget and prospects for “buying out” of teaching a course.
  • Your comprehensive budget for the new grant, combined with the budgets for any existing grants, will be reviewed to determine the level of buyout available to you.  This information will be forwarded to the Associate Dean for Academic Affairs.
  • Faculty and staff appointments to the grant based on the comprehensive budget will be forwarded to Human Resources for processing.
  • A grant management plan will be discussed with you to provide a clear expectation of the financial responsibilities for managing the grant.  College staff and other resources will be identified to assist you with the financial procedures.
• If you qualify for teaching buyout, you will meet with the Associate Dean for Academic Affairs to discuss the details of the teaching release.

Criteria for teaching buyout

• The final decision to allow a teaching buyout rests with the Associate Dean for Academic Affairs. 
• Teaching buyout must occur in the same fiscal year as the grant salary support.
• Every effort will be made to accommodate a teaching buyout request.  However, once a semester begins the faculty is obligated to complete instruction of the course.
• Support from more than one grant may be combined to reach the buyout level, provided the salary support is in the same fiscal year.
• There will be no “carryover” of teaching release outside of the specific grant funding year.
• If teaching buyout is not possible due to the academic needs of the college, compensation for overload teaching may be considered.

Salary Match, Donated and In-Kind effort

• Salary matched by the college as a requirement of the funding agency may qualify for teaching buyout if approval is given by the Dean early in the budget planning process, prior to the budget being finalized.
• Donated (in kind) work on an institutional research training grant (T32) may qualify for teaching buyout if approval is given by the Dean early in the budget planning process, prior to the budget being finalized.
• Effort on a teaching grant will not qualify for teaching buyout unless specifically approved by the Dean early in the budget planning process, and prior to the budget being finalized.
• Other donated (in kind) work on a grant does not qualify for buyout.

Level of support needed for teaching buyout

• 20% salary/fringe support for one semester = release for one course during that semester.
• 20% salary/fringe support for two semesters = release for two courses during that academic year.
• 10% salary/fringe support for two semesters = release for one course during that academic year.
• Support of less than 10% for two semesters will not qualify for teaching buyout.

Understanding effort

• Tenure Track faculty (Research Active)
  • Each semester:
    • Teach 2 courses @ 20% each                               40%
    • Research                                                                     40%
    • Service                                                                         20%

• Clinical Track faculty
  • Each semester:
    • Teach 3 courses @ 20% each                               60%
    • Scholarship/Practice                                               20%
    • Service                                                                         20%

Summer grant support

• Fiscal year (12 month) faculty are required to teach in the summer session.  20% salary support during the summer is needed to qualify for teaching buyout of one summer course.
• Note:  there is no summer course buyout available to Academic year (9 month) appointments because they do not teach in the summer. 
• Academic year (9 month) faculty who expect to have grant support during the summer must specify the salary amount in the grant budget, and it must be approved by the funding agency.  Summer grant support is in addition to, and does not replace, academic year grant support.

Academic year (9 month) faculty who are approved for the “9 + 2” summer support from the CON must first use all sources of grant funding that are available.  If approved, CON funding may supplement the grant money to ensure two full months of s

The College of Nursing encourages the growth and development of its staff as well as faculty and students. To this end, staff may register for and participate in professional conferences that are directly relevant to the performance of their job responsibilities. The judgment of relevance will be made by the staff member’s supervisor.

College of Nursing funds can be used to support the costs of conference registration in the following cases:

• Membership in the professional organization is a requirement to register for and attend the conference registration
• Membership is not required, but the total cost of membership and registration is less than the cost to register as a non-member

Payment or reimbursement in all cases will be subject to the policies of the University of Iowa Accounting Code Manual http://www.bo.uiowa.edu/~glaccman/index.cfm [8]

Staff who attend a conference will be expected to make a brief presentation of what they learned at a College of Nursing staff meeting or other appropriate venue.

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The Office of the General Counsel has advised the College that honoraria payments from outside entities are taxable to the faculty member if the faculty member has control over where the funds are paid. In other words, if the faculty member has the option of receiving the payment directly or having the payment directed to the College, the payment is considered taxable income to the faculty member regardless of which payment option the faculty member selects. Because nearly all payors in this situation give the faculty member that option to select the payment recipient, there is no benefit to the faculty member to have the payment deposited at the College of Nursing. The faculty member is still subject to tax on that income and the faculty member’s use of the funds is then restricted to University business purposes. Effective July 1, 2009, the College of Nursing will no longer accept honoraria or other payments from non-University entities for services performed by faculty members outside of their regular faculty appointment. Faculty members must accept such payments personally, and faculty members are encouraged to consult with their tax advisor about proper reporting of such payments as income. The College may still designate College funds as professional development funds for use by a particular faculty member. Examples of such situations include awards given by the College and incentive payments based on practice revenue. In those instances, the funds may be used for professional development expenses such as travel to professional conferences, professional memberships, and subscriptions. These funds may not be used to purchase equipment. The funds remain the property of the College and if the faculty member for whose benefit the funds were designated leaves the College, the funds remain with the College. Those funds that are already in College of Nursing 240 accounts and designated as professional development accounts are still available for use by the designated faculty/staff member with the same parameters explained above.

The Provost has primary responsibility for matters related to faculty, including academic promotion and tenure decisions. He or she delegates some of these responsibilities to the Associate Provost for Faculty. The Provost is also responsible for communicating with the Board of Regents, State of Iowa, regarding all academic matters--a responsibility that includes coordinating the submission of several annual governance reports related to faculty. Use http://provost.uiowa.edu/faculty/index.html#info [9] for links to:

• Faculty Development
• Faculty Organizations
• Faculty-Related Policies and Procedures
• Faculty Handbook
• Faculty Human Resources Administration http://provost.uiowa.edu/faculty/facappt/index.html [10]
• Recruitment Process- Procedures, forms, and documentation.
• New Faculty Programs, Guides, and Resources - Tools to welcome and orient faculty members to their new campus and careers.
•  Classification Descriptions - Faculty rank and status codes.
• HR Transaction System Guidelines and Form Basics - Instructions for completing Human Resources transactions.
• Annual Reviews, Promotion, and Tenure - Information about annual reviews of probationary, clinical track faculty and tenured faculty.
• Institutional Data and Reports - Institutional data related to faculty appointments, faculty salaries, peer comparisons, etc.
• Faculty and Departmental Reporting - Departmental and individual faculty reporting requirements.
• Other HR Policies- Links to relevent Faculty Human Resource polices found in the UI Operations Manual. http://provost.uiowa.edu/faculty/facappt/policy/index.html [11]

 Recruitment

• Credential Check at Point of Hire
• Criminal Background Check at Point of Hire
• Conflict of Interest in Employment

 Tenure and Non-Tenure Appointments (e.g. criteria for promotions, qualifications for academic rank, clinical track policy, research track policy.)

 Compensation

• Salary Computation for Academic Year Faculty
• Definition of the Academic Year • Summer/Winter Session Salaries
• Extra Compensation for Faculty

 Termination and Retirement

• Non-Renewal of Probationary Appointments
• Phased and Early Retirement
• Emeritus Status for Retirees

 Miscellaneous

• Leave of Absence
• Professional Ethics and Academic Responsibility
• Access to Faculty Personnel Files
• Faculty Dispute Procedures
• Conflict of Commitment and Interest
• Post-Tenure Effort Allocation
• Key Contacts and Resources - Who to contact in the Office of the Provost about issues related to faculty appointments.
• Information and Reference Pages

Written: 11/11 Revised: MM/YY, MM/YY… Reviewed: MM/YY, MM/YY, MM/YY … Review Frequency: Every 12 months Responsible Unit: F&O

College of Nursing faculty employment and human resources practice is guided by those policies and procedures available at the Office of the Provost http://provost.uiowa.edu/faculty/index.html#info [9]  and the U of I Operations Manual  http://www.uiowa.edu/~our/opmanual/index.html [12] websites. 

The Provost has primary responsibility for matters related to faculty, including academic promotion and tenure decisions.  He or she delegates some of these responsibilities to the Associate Provost for Faculty.  

Use http://provost.uiowa.edu/faculty/index.html#info [9]  for links to:

• Faculty Development
• Faculty Organizations
• Faculty-Related Policies and Procedures
• Faculty Handbook
• Faculty Human Resources Administration http://provost.uiowa.edu/faculty/facappt/index.html [10]

• Recruitment Process- Procedures, forms, and documentation.
• New Faculty Programs, Guides, and Resources - Tools to welcome and orient faculty members to their new campus and careers.
• Classification Descriptions - Faculty rank and status codes.
• HR Transaction System Guidelines and Form Basics - Instructions for completing Human Resources transactions.
• Annual Reviews, Promotion, and Tenure - Information about annual reviews of probationary, clinical track faculty and tenured faculty.
• Institutional Data and Reports - Institutional data related to faculty appointments, faculty salaries, peer comparisons, etc. 
• Faculty and Departmental Reporting - Departmental and individual faculty reporting requirements.
• Other HR Policies- Links to relevant Faculty Human Resource polices found in the UI Operations Manual. http://provost.uiowa.edu/faculty/facappt/policy/index.html [11]
  • Recruitment
    • Credential Check at Point of Hire
    • Criminal Background Check at Point of Hire
    • Conflict of Interest in Employment
  • Tenure and Non-Tenure Appointments (e.g. criteria for promotions, qualifications for academic rank, clinical track policy, research track policy.)
  • Compensation
    • Salary Computation for Academic Year Faculty
    • Definition of the Academic Year
    • Summer/Winter Session Salaries
    • Extra Compensation for Faculty
  • Termination and Retirement
    • Non-Renewal of Probationary Appointments
    • Phased and Early Retirement
    • Emeritus Status for Retirees
  • Miscellaneous
    • Leave of Absence
    • Professional Ethics and Academic Responsibility
    • Access to Faculty Personnel Files
    • Faculty Dispute Procedures
    • Conflict of Commitment and Interest
    • Post-Tenure Effort Allocation
• Key Contacts and Resources - Who to contact in the Office of the Provost about issues related to faculty appointments.

• Information and Reference Pages

University Operations Manual: http://www.uiowa.edu/~our/opmanual/ [13]

Policy Statement

The Flexible Pay Program is a program that allows the College of Nursing flexibility in compensating non-organized Professional & Scientific (P&S) staff for extra meritorious performance that may include rewarding a variety of outcomes and behaviors e.g., project completion, sustained above average performance and revenue generation, etc.  There are two types of awards: (1) Exceptional Performance Award and (2) SPOT Performance Award (on the spot).  Flexible pay should not be used as a substitute for providing ongoing base adjustments that assure equitable and competitive salaries.

A copy of the College of Nursing policy and the forms are available at L:HR/Flex Pay Procedure folder

Although coaching and recognition should happen throughout the year, the performance evaluation process is an excellent time for managers & supervisors to give employees feedback on their performance and accomplishments of the previous year. The Iowa Promise Strategic Plan incorporates an indicator that requires 100% participation. Thanks for your assistance in attaining this goal! Appraisal Reports There are several reports available in Employee Self Service (with Level 1 access) that can assist departments in completing the 100% participation mark. On the HR Applications page, select 'reports' and then choose Human Resources Reports. From here, you can select any of the following reports listed below:

1. Appraisals - All: This is a list of all employees (by Department) eligible for appraisals. HR encourages evaluation of all employees. However, this report will not include staff who were hired, reclassified or transferred in the past year, as evaluation of these employees is not mandatory.
2. Appraisals - Completed: List of Employees by Department who have had appraisals completed during the fiscal year of the date entered.
3. Appraisals - Not Yet Completed: List of Employees by Department who have not yet had appraisals completed during the fiscal year of the date entered.

Position Expectations

Staff evaluations should incorporate the four position expectations listed below. Detailed descriptions of the expectations can be found at:

Merit performance expectations

P&S performance expectations

• Civil and Respectful Interactions
• Diversity and Inclusion
• Leadership Accountability
• Learning and Professional Development Conflict Management at Iowa is a new website that has been developed by a number of offices on campus to help staff, faculty and students manage conflict more effectively. Many other resources are available at the U of I Performance Management website.

Policy Statement

College of Nursing grant employment and human resources practice is guided by those policies and procedures available at the UI Principal Investigator and Research Administrator Human Resources website above as well as the UI Central Human Resources website http://www.uiowa.edu/hr/ [18]. 

Managing a research program is similar to running a complex business. The demands made on a Principal Investigator and staff seems overwhelming at times. The Principal Investigator (PI), Research Administrator and Clinical Research Coordinator must have not only the research expertise to conduct the research, but must understand complex funding agency regulations, employment laws and policies, and manage staff as well. This site is designed to assist the PI and Research Administrator with the management of staff, budgeting and other related responsibilities of grant or contract projects. It provides,

• guidance to create a staff structure for research projects
• direction in budgeting and fiscal management of grant or contract funds
• management practices to orient, develop, provide performance feedback, and retain productive employees
• resources available when problems arise

Please refer to the main page web portal which follows and select topics of interest as your orient to this role and/or need just-in-time information for research human resources management guidelines.

College of Nursing employment and human resources practice is guided by those policies and procedures available at the UI Central Human Resources website. 

Administrative Services: http://www.uiowa.edu/hr/administration/ [19]

Administrative Services provides expertise and leadership to the campus community in administering human resources.

• A-Z Policies & Guidelines: http://www.uiowa.edu/hr/administration/policies_a_z.html [20]
• Staff Communications
• UI Employment Profile
• Annual Policy Notification
• Information regarding HR Advisory Groups, HR Working Groups, HR Unit Reps, HR Senior Leadership Council, Collegiate Faculty HR Contacts
• Annual Policies and Staff Communications
• HR Strategic Record
• Staff Language and Culture Services-assists English language learning employees and those they work with at all stages of employment
• Staff Handbook

Benefits: http://www.uiowa.edu/hr/benefits/ [21]

The University Benefits Office designs and administers the benefits programs for all active and retired faculty, staff, and students at The University of Iowa.

Compensation and Classification: http://www.uiowa.edu/hr/classcomp/ [22]

Administers the University Compensation and Classification program for all Professional and Scientific Employees and Merit system.

• Compensation & Classification Consulting
• Classification Descriptions
• Pay Plans Directory
• Pay Practices
• Career Development
• Furlough Program
• Merit to P&S Reclassifications

Employee and Labor Relations (ELR): http://www.uiowa.edu/hr/relations/ [23]

ELR is responsible for labor relations (blue collar, technical, security, clerical, graduate assistants, and staff employed in tertiary health care bargaining units), contract and policy administration, disciplinary procedures, staff grievance and dispute resolution procedures, Family Medical Leave Act administration, Faculty and Staff Disability Services, Faculty and Staff Immigration Services, and unemployment benefit administration.

• Access current copies of collective bargaining contracts from this site
• Ethics and Responsibilities
• Faculty and Staff Disability Services-Family Medical Leave Act; Americans with Disabilities Act
• Faculty and Staff Immigration Services- Employment-based immigration services to UI faculty and staff
• Reductions in Force Information

Employment Services:  http://www.uiowa.edu/hr/employment/ [24]

• Jobs@UIOWA [25]-employment opportunities
• Recruitment Ambassadors
• Career development
• Hiring assistance for employees and departments
• Regents Merit positions

Organizational Effectiveness: http://www.uiowa.edu/hr/oe/ [26]

• Workforce and Workload Planning Toolbox - Tools to assist departments with the myriad of workforce challenges and changes facing us today.
• Behavior Risk Management-Comprehensive response to behaviors of hostility or violence in the workplace
• Continuous Quality Improvement-University employee discount program, departmental unit reviews, and the UI SMART Suggestion Program
• Faculty and Staff Services/Employee Assistance Program-brief counseling and assessment, Supervisory consultation
• Family Services Office-Child care, elder care, flexible work hours
• Organization, Development and Consultation-Learning and Development, UI LEAD, Reward and Recognition and Workplace Consultation
• UI Wellness-liveWELL, Well On Our Way, Wellness Ambassadors, UI Health Fair
• Threat Assessment Team (TAT)- Identifying risk and addressing safety concerns in The University of Iowa community

Payroll: http://www.uiowa.edu/hr/payroll/ [27]

• Paychecks
• Time Reporting
• Taxes

• Withholding
•  

University Operations Manual: http://www.uiowa.edu/~our/opmanual/ [13]

Technology Covered By This Policy

This policy applies to technology hardware and software owned by the University of Iowa, maintained by the

College of Nursing and meeting the following criteria:

•   Computing devices (servers, computers, laptops, tablets, network connected devices)

•   Printers, scanners, copiers, and similar multi-function devices

•   Digital displays, monitors, and projection equipment

•   Digital storage devices (hard drives, flash drives, disk arrays, backup media, etc.)

•   All software and licenses, of any dollar amount

This policy does not apply to consumables or peripheral devices such as keyboards, mice, speakers, headphones, etc.  Specialized scientific devices are also excluded from this policy. Questions about whether a specific technology device is covered by this policy should be directed to the

Director of Information Technology.

Procurement and Acquisition

Technology meeting the above criteria must be acquired with the assistance of the Office of Information Technology. This includes hardware and software purchased from college funding sources, including grant funding, and any gifts to the College. Technology Services works with University Purchasing, ITS and other central departments to ensure proper procedures and technology best practices are followed in the acquisition.

Disposal and Reallocation

All technology meeting the above criteria should be delivered to the Technology Services for proper disposal, transfer, or reallocation.