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Employment Statements

University Mission Statement

�̾�����Ƶ provides to its undergraduates a powerful combination of knowledge in the professions, real-world experience, and a rigorous liberal arts curriculum, giving them the skills and habits of mind to realize their full potential.

We impart to our graduate students a deep knowledge of their discipline and connection to its community.

Firmly rooted in the University's founding identity and mission of Opportunitas, this unique approach will enable all �̾�����Ƶgraduates to realize their full potential as innovative thinkers and active problem solvers who are uniquely trained to make positive and enduring contributions to our future world.

Vision

�̾�����Ƶ will be recognized as the premier student-outcomes centered institution in the New York metropolitan region, preparing students for lifelong success in the future of work and to be tomorrow’s leaders and changemakers in solving challenges in our society.

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Purpose Of The Employee Handbook

The Employee Handbook has been prepared to acquaint you with the policies, procedures, and philosophy of �̾�����Ƶ.

This handbook is intended to provide you with information about some of the University’s employment policies, benefits, and other general information. Please understand that this handbook only highlights the University’s policies, practices, and benefits for your personal education.

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Statement Of At-Will Employment

Employment with �̾�����Ƶ is on an at-will basis. The employee may leave the job, and the University may terminate the employee at any time, for any non-discriminatory reason or for no reason. The provisions of the following Policies are not intended to create a contract of employment, and no agreement or promise regarding an employee’s terms or conditions of employment is binding on the University. The provisions of these Policies supersede any conflicting statements made by supervisors, and the University has the right to change the policies at any time without prior notice.

The Right To Change Policy

�̾�����Ƶ reserves the sole right to interpret, add, delete, or modify all provisions contained in this handbook.

Employees should refer any questions to their immediate or departmental supervisors and/or an authorized member of Human Resources for any assistance with the interpretation of such policies. The Employee Handbook is available online through the Human Resources website and the �̾�����Ƶ Policy Library.

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OSHA Statement

�̾�����Ƶ is committed to providing all employees with a safe and healthy working environment that is free of recognizable hazards. Furthermore, it is the policy of the University to comply with all applicable state and federal codes and regulations including those promulgated by the Occupational Safety and Health Administration (OSHA). OSHA requires employers to maintain a log that details workers’ job-related illnesses or injuries, and to provide employees with a working environment that is free from safety hazards. If you have emergency involving hazardous chemicals, or a question about anything you feel is creating an unsafe work environment, please contact your supervisor, campus Security, or campus Building and Grounds office. For the University Emergency Protocol policy regarding Hazardous chemicals, please refer to the Emergency Response Plan

The local Buildings and Grounds department, Safety and Security department, Mail Services, and Science departments maintain a binder with Material Safety Data Sheets (MSDS) for all products known to be in non- academic use (cleaning and maintenance) at each campus. Materials for instructional use are the responsibility of the academic department using them.

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Onboarding

Brief History

�̾�����Ƶis a University whose resources have played an essential role in the realization of individual dreams of achievement, and whose mission is voiced in the motto: Opportunitas.

Founded in 1906 by the �̾�����Ƶbrothers, �̾�����ƵInstitute was a business school for men and women who aspired to a better life. Homer and Charles �̾�����Ƶborrowed $600 to rent a classroom and office in the old tribune building in lower Manhattan to teach 10 men and three women the principles of accounting and business law. That building once stood where the �̾�����ƵPlaza building stands today.

Two years later, because of the overwhelming success of the �̾�����ƵSchool of Accountancy, the �̾�����Ƶbrothers had no choice but to relocate classes to the nearby Hudson Terminal complex. Another move to the Transportation Building at 225 Broadway took place in 1927 in response to continued growth.

In 1948, the Board of Regents approved �̾�����ƵInstitute for college status. At last, the Bachelor of Business Administration degree could be awarded! Academic expansion forced yet another move to 41 Park Row in 1951, and two years later �̾�����ƵCollege received authorization from the State Education Department to grant the Bachelor of Arts degree.

Classes began on the Pleasantville Campus in 1963. The year before the Marks Hall building was signed over to the College by �̾�����ƵTrustee Wayne Marks, President of General Foods, and his wife, Helen. Soon after, Dyson Hall was constructed, named in honor of alumnus, Trustee and benefactor, Charles Dyson. Willcox Hall was named for Trustee and benefactor Byron Willcox.

In 1965, the Undergraduate School of Business Administration, the School of Arts and Sciences and the School of Education were established. The year following, the School of Nursing was founded and was later named after alumnus, Trustee and benefactor Gustav Lienhard.

In December 1966, at the groundbreaking ceremony for the Civic Center building, Vice President Hubert Humphrey promised to teach at �̾�����Ƶand conducted a Scholar-in-Residence seminar at the New York City campus.

Finally in 1973, the State Education Department approved �̾�����ƵCollege petition for university status. Two years later, the College of White Plains consolidated with �̾�����Ƶ and the School of Law was established in 1976. The assets of Briarcliff College were acquired in 1977. In the years following, IBM Corporation opened an international education center, NYNEX opened a center and the Hastings Center moved its operations to the Briarcliff site.

In 1983, the School of Computer Science and Information Systems was established as its own entity.

In 1997, �̾�����Ƶpurchased the World Trade Institute, a leading-edge provider of international training programs located on the 55th floor of the World Trade Center in New York City.

�̾�����Ƶ today is a diverse institution with nearly 14,000 students. For over 100 years, bright, motivated and talented men and women have walked out of Pace’s many doors, degrees in hand and have ventured into the world prepared for the challenges of each passing decade. Every year curriculum offerings in the schools and colleges are modified to meet the changing needs of ambitious and knowledgeable students.

Throughout the years since 1906, �̾�����Ƶhas grown along with the talents of those who comprise what is affectionately known as the �̾�����ƵCommunity. The �̾�����Ƶtradition is something in which we can all take pride.

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Equal Opportunity

�̾�����Ƶ is committed to achieving full equal opportunity in all aspects of university life. Pursuant to this commitment, the University does not discriminate on the basis of sex, gender or gender identity; race; color; national origin; religion; creed; age; disability; citizenship; marital or domestic partnership status; sexual orientation or affectional status; genetic predisposition or carrier status; military or veteran status; status as a victim of domestic violence, sex offenses or stalking; or any other characteristic protected by law federal, state or local law, rule or regulation.

The Guardian Reporting Link can be used by any member of the �̾�����ƵCommunity to share information about suspected bias.

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Affirmative Action

In line with its commitment to equal opportunity, the University will take affirmative action to recruit, hire, promote, and educate minorities, women, persons with disabilities, and Vietnam-era veterans.

�̾�����Ƶ fully complies with all federal and state legislation and regulations regarding discrimination.

Office of Institutional Equity and Title IX compliance

Inquiries concerning the application of Title IX and implementing regulations, as well as inquiries concerning the application of the Americans with Disabilities Act, Section 504 of the Rehabilitation Act, and Title VI of the Civil Rights Act, may be referred to the Title IX Coordinator or Assistant Secretary for .

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Background Check Policy

Purpose

The University endeavors to provide a safe environment for all members of the University Community. An important part of those efforts is the University’s process for screening candidates for employment and when appropriate, for reviewing employees for continuation of employment. This process includes inquiring about an applicant’s conviction record and pending arrests (and performing criminal history and related background checks) after the otherwise qualified applicant has been given a conditional offer of employment; and also when conducting post-hire re-checks under appropriate circumstances.

Convictions and the existence of pending criminal proceedings (a “Criminal Record”) disclosed or discovered through these background checks may influence the hiring of an individual who has been conditionally offered employment (or the continuation of a current employee) when the facts related to the criminal activity reasonably bring into question whether the individual can be relied upon to safely and honestly perform their job duties. Likewise, the failure of an individual to be forthcoming about their Criminal Record or any misrepresentation of education or work history may also influence decisions regarding the hiring of an individual who has been conditionally offered employment or the continuation of an employee.

When performing Criminal Record background checks, the University (as a New York State and New York City employer) must comply with applicable law, including Article 23-A of the New York Correction Law (“Article 23-A”) and New York City Administrative Code, Chapter 1, § 8-107 Subdivisions 10 and 11. Article 23-A prohibits arbitrary and discriminatory treatment of persons with a Criminal Record. In compliance with Article 23-A, in each case the University will conduct an individualized review to determine whether: (1) there is a direct relationship (a direct bearing on the individual’s fitness or ability) between one or more of the previous criminal offenses and the employment sought or held by the individual; and/or (2) the granting or continuation of employment would involve an unreasonable risk to property or to the safety or welfare of one or more members of the University community or the general public. In compliance with the New York City Administrative Code in New York City, and voluntarily at its Westchester campuses, the University will not inquire about criminal convictions and pending arrests (or conduct a Criminal Record background check) until it has conditionally offered employment to a candidate.

This Policy is intended to establish the parameters for the University’s performance of Criminal Record and related inquiries and background checks.

Policy Provisions

Requirements for Background Checks

Background checks are required for all new prospective full and part-time University employees, trainees and volunteers.

Updated background checks may also be performed when an employee assumes a new staff or administrative position; or assumes new job responsibilities involving financial or fiduciary responsibility or supervision of minors; or when the University is required to certify that an employee providing contract or grant funded services on behalf of the University has no Criminal or other disqualifying Record.

Annual updates may be required as a condition of employment for certain positions (e.g., drivers of University vehicles who are required to have Commercial Driver’s Licenses).

Background checks will not be updated as part of the faculty post-employment tenure and promotion review process.

Background Checks for Rehires

Individuals who incur a break in service of twelve months or greater are required to undergo a new criminal background check. Those who are rehired within less than a year following the termination date for whom the University did not previously perform a criminal background check, will also be required to undergo a new background check. Sabbaticals and other leaves of absence granted to faculty members pursuant to the Faculty Handbook are not deemed breaks in service for the purposes of this Policy.

Information Obtained as Part of the Background Check

Each background check will, consist of:

• Social Security Number Trace Search
• Criminal Record Search (Federal and County Level – Felony and misdemeanor convictions and pending felony and misdemeanor criminal charges – but not violations.)
• Sexual Offender Database Search
• Education verification - All full-time staff employees at the Assistant Director level and above will be subject to an academic verification of the highest level of degree earned. Professional licensure and/or certification may also be requested. With respect to faculty, such requests will be coordinated with the appropriate College or School.

A Motor Vehicle Violation report may be requested for individuals being hired to drive University Vehicles and/or who are authorized to drive their own vehicles to transport students in connection with University activities. In accordance with applicable law, credit and other financial background checks may be requested for individuals being hired to positions involving the handling of University funds and\or finances. To maintain University compliance with regulations of the Office of Foreign Assets Control (OFAC) of the US Treasury Department, the University may request a search to confirm that individuals being hired are not listed in the OFAC/Terrorist Watch List. The University may request a FACIS® (Fraud and Abuse Control Information System) Report to identify whether a licensed professional being hired in the College of Health Professions, Health Care Unit, Center for Psychological Counseling, Student Counseling Centers and\or similar units has engaged in wrongful action in the health care field. Other background checks may be required by grant funding agencies, government agencies, vendors and University affiliates as a condition for University personnel to participate in particular programs, projects and\or activities.

Access and Privacy

Participants in the Review of the Background Check Result

Human Resources will receive and retain the results of completed background checks.

In connection with hiring: If there is no Criminal Record or other issues of concern revealed in the background check, Human Resources will notify the department to finalize the hiring process and proceed with the on-boarding process. If a Criminal Record or other issues of concern are revealed in the background check, Human Resources will notify the hiring manager, review the results with them, and collectively make a final determination regarding the suitability of the candidate for the offered position, in consultation with appropriate University administrators and University Counsel.

In connection with post-employment updates: If a Criminal Record or other issues of concern are revealed in the background check, Human Resources will notify the department manager and review the results with them. Collectively, Human Resources and the department manager will make a final determination regarding the suitability of continuing the employee in their position, in consultation with appropriate University administrators and University Counsel.

Both in connection with hiring and post-employment updates, the individual’s post-rejection response/explanation of extenuating circumstances will be reviewed before a final decision is made. In the case of a faculty search or post-employment update, if the candidate or faculty member is found to have a Criminal Record, Human Resources shall include respectively the chair of the search committee or the applicable Department Chair, among the University administrators to be consulted before a final decision is made.

Confidentiality: All persons reviewing records produced in connection with a background check will be required to keep confidential all information relating to the candidate’s or employee’s Criminal Record, the University’s consideration of such Record as part of the hiring process (or employment continuation review) and the final employment decision. If a candidate’s offer of employment is rescinded or a decision is made to terminate an individual’s employment as a result of consideration of information disclosed by the Criminal background check, Human Resources will notify the candidate or employee in writing in accordance with applicable law.

Protecting an Individual’s Privacy

�̾�����Ƶ conducts background checks through a third party vendor (“Vendor”). Human Resources will serve as the Office of Record for all background check results and will strive to maintain confidentiality. Departments will not receive any details of a background check, except as otherwise provided by this Policy. �̾�����Ƶ prohibits its employees, contractors, and agents from seeking out, using, or disclosing background check information except within the scope of assigned duties and this Policy, and/or as allowed or required by applicable laws.

Maintenance of Background Check Information

If the individual is hired as an employee, the background check results will be filed in and become a permanent part of the employee file in Human Resources. These are maintained in a secure electronic database, accessible only to authorized University representatives. Background check results will be maintained with the individual’s application in Human Resources. The background check results are also stored in the Vendor’s database. The initial background check information must be maintained for a period of seven years after the position has been filled. All background check results may be accessed only on a need-to-know basis or as allowed or required by applicable law. The Human Resources Division will provide an annual report to the Faculty Councils, by the end of February, indicating the total number of faculty background re-checks post-hire that were conducted during the preceding calendar year.

Issues in Hiring due to background check information

Completion of Background Check as Condition of Employment/New Responsibilities

A completed background report that has been reviewed and determined to be satisfactory is a condition of employment for prospective new hires. It is also a condition for appointment of current employees to new staff or administrative positions or current employees’ assumption of new job duties or assumption of new job responsibilities in accordance with Section 02 of this Policy. All offers of employment will be extended with the understanding that commencement of employment (or commencement of the new position or job responsibilities) is dependent upon acceptable results with respect to the background check.

Criminal Conviction’s Effect on Employment/Reclassification or Promotion

In compliance with Article 23-A, when a Criminal Record is revealed in the background check, Human Resources and the manager will review the results and make the final determination regarding the individual’s suitability for (or continuation of) employment in the position. In some instances, Human Resources may recommend additional controls that a department would need to implement before employing, promoting, or reclassifying a person with a Criminal Record. In accordance with Article 23-A consideration will be given only to relevant factors, including but not limited to:

• The public policy of New York State to encourage the employment of persons previously convicted of one or more criminal offenses.
• The specific duties and responsibilities necessarily related to the employment.
• The bearing, if any, the criminal offense(s) for which the person was previously convicted will have on his fitness or ability to perform one or more such duties or responsibilities.
• The time which has elapsed since the occurrence of the criminal offense(s).
• The age of the person at the time of occurrence of the criminal offense(s).
• The seriousness of the offense(s).
• Any information produced by the person, or produced on his behalf, in regard to his rehabilitation and good conduct.
• Whether a certificate of relief from disabilities or a certificate of good conduct has been issued to the individual, which creates a presumption of rehabilitation in regard to the specified offense(s).
• Whether the Criminal Record was disclosed during the application process.
• The legitimate interest of a private employer in protecting property, and the safety and welfare of one or more members of the University or the general public.

Convictions That Will Generally Preclude Hiring a Candidate

Consistent with Article 23-A, in each instance, a thorough analysis will be conducted by Human Resources and others specified in this Policy, in consultation with appropriate administrators and University Counsel.

Hiring Process and Forms

Hiring Procedure

Once the Hiring Manager identifies a finalist, the Manager will then notify the University Talent Acquisition department. This must take place prior to extending a conditional offer of employment. A Talent Acquisition representative (or an authorized designee) will then contact the finalist to extend a conditional offer of employment and inform them of the next steps in the process (which will include alerting the candidate that they will be receiving an invitation to complete a criminal background check from the University’s screening Vendor).

Forms and Documents

Candidates who have been conditionally offered employment must complete a Disclosure and Authorization Form that informs the candidate that �̾�����Ƶ will be utilizing the services of its Vendor to conduct the background check. This form requests specific biographical information necessary to complete a background screening. In addition, the candidate must be given a copy of A Summary of Your Rights under the Fair Credit Reporting Act. New York State residents will be given a copy of New York Correction Law Article 23-A. These documents will be sent to the candidate via email by the Vendor or by University Talent Acquisition.

Employee and Supervisor Self-Disclosure Requirements¹

Employees have an ongoing responsibility to disclose any post-employment criminal convictions and/or criminal charges filed against them. Employees shall disclose such information to their Supervisor and/or an Employee Relations Representative from the Human Resources department within three business days following the event. Supervisors notified of a post-employment criminal conviction and/or felony or misdemeanor criminal charges have an obligation to report it to Employee Relations. Supervisors who fail to report the information may be subject to disciplinary action, up to and including termination.

Employment Action Based on Discovered or Self-Disclosed Criminal Background Information

Upon discovery or receipt of criminal background information from any source, the University reserves the right to take any actions it deems appropriate regarding employment, up to and including termination. Before Taking any employment action based on criminal background information, the University will analyze the facts as required by Article 23-A of the New York Correction Law.²

1This section of the Policy is applicable to all officers, academic and non-academic administrators, and non-faculty staff.
2Any termination of a tenured faculty member or non-tenured full-time faculty member prior to the expiration of a contract of appointment shall be subject to the Academic Dismissal Policy set forth in the Faculty Handbook.

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Confidentiality Statement

As an employee of �̾�����Ƶ, you may encounter a variety of confidential matters regarding other employees, faculty, staff, students, clients, donors, and research. When this occurs, it is your responsibility to maintain the highest level of privacy for your fellow employees and other members of the �̾�����ƵCommunity.

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H-1B Sponsorship for Faculty and Staff Policy

When necessary, �̾�����Ƶ supports H-1B sponsorship for foreign full-time faculty and full-time staff members. Decisions on whether to proceed with H-1B sponsorship for a faculty or staff member are made by the individual’s area Vice President or Dean, in conjunction with Human Resources, and Pace’s Immigration Counsel. To view the H-1B Sponsorship for Faculty and Staff Policy, please visit the in the Faculty Home tab under Payroll and HR, and/or the Manager Resources section in the Staff Home tab, or the .

Permanent Residence Sponsorship Policy

This policy applies to all �̾�����Ƶemployees and prospective full-time tenure-track or tenured faculty and full-time staff seeking sponsorship for permanent residence (a.k.a. “green card”) by the University. �̾�����Ƶ does not permit sponsorship for pt faculty (adjuncts), clinical faculty or part-time staff. To view the Permanent Residence Sponsorship Policy, please visit the in the Faculty Home tab under Payroll and HR, and/or the Manager Resources section in the Staff Home tab, or the .

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Student Employment

The basis for student employment is to help meet the needs of the university, provide university students with financial support in pursuit of their academic goals, and provide opportunities for academic or business-related job experience. The job duties and responsibilities of students vary widely and may or may not be related to their field of study. A student employee is defined as an individual who is:

1. Enrolled in the university on a full-time or part-time basis
2. Appointed to a position designated as student employment, and
3. Associated with the university primarily in pursuit of an academic degree

The university maintains a distinction between student employment and regular staff employment. These distinctions may include but are not limited to nature of work, rate of pay, and benefit eligibility. Student employees are employed at will and serve at the discretion of the employing unit.

Definitions

There are three different kinds of �̾�����Ƶ Student Employment groups: Federal Work Study Student Employment, Non Work Study Student Employment and Graduate Assistantship.

Employment of International students is subject to federal regulations, and special restrictions may apply. Contact the Office of International Students and Scholars for more information.

Federal Work Study Student Employees

The Federal Work Study Program (FWS) is a need-based program which provides jobs for graduate and undergraduate students with financial need, allowing them to earn money to help pay educational expenses. The money earned by working will be paid directly to the student employee, and is not directed to their student account. Thus, the FWS listed in the financial aid package is not a grant going toward the student’s tuition. Instead it is a work assistance program.

Students are not “placed” into a job; rather, they must apply for a job based on their interests, skills and schedule. Applying for jobs is a fast and simple process. Visit the Student Employment website for instructions on how to apply for an on-campus student employment job.

Since most college students successfully carry a normal academic course load of 12 to 18 credit hours per term while working on a part-time basis, on-campus FWS is both necessary and desirable for many students. Students find they are better able to manage their time as they fit their part-time work schedule into classes, studying and personal commitments.

Eligible students are awarded FWS when they complete their Free Application for Federal Student Aid (FAFSA). FWS is only good for one academic year, beginning July 1 and ending June 30. It is important to know that the FWS earnings will not be counted against eligibility on next year’s FAFSA. When completing the FAFSA, indicate the FWS earnings on the appropriate line so it can be excluded from the earned income. FWS wages are, however, taxable by the Internal Revenue Service.

Non Work Study Student Employees

Student employment is a significant way for students to enhance their academic experience by applying practical learning on the job in a supportive and challenging setting. �̾�����Ƶ is committed to providing part-time, on-campus employment to benefit both the departments of the University and the students they employ. The number of available positions is limited and applicants are not guaranteed employment.

Graduate Assistants

Graduate Assistants (GA) are enrolled students whose primary association with �̾�����Ƶis directed toward advanced degree completion. Satisfactory progress is a condition of maintaining the assistantship. Graduate Assistants are paid a stipend and are exempt from overtime compensation. They are subject to the terms of their appointments, policies and eligible guidelines administered by the Graduate School.

Federal law prohibits the university from employing GAs with F-1 or J-1 visa status more than 20 hours per week (50%) during scheduled class periods and finals weeks. Exceptions exist for GA’s who have been authorized for “practical or academic training”.

New Employment Eligibility Information

The Immigration Reform and Control Act of 1986 created a national employment verification system that places responsibility for verification of the identity and employment eligibility of all employees on the employer. Effective June 1, 1987, the law requires employers to request and examine documentation of the identity and employment eligibility of all newly hired and rehired employees, including students. All United States citizens, permanent residents, and non-immigrant visa holders must submit documentation.

All student employees must present original unexpired documents such as a U.S. Passport or a driver’s license and social security card to a representative in Human Resources and complete Section 1 of the federal form I-9 on or before their first day of work. After an authorized representative of the Human Resources Division has reviewed the documentation and completeness of the form, the employees must sign the eligibility verification form I-9 in the presence of the authorized representative. All employees who accept an offer of employment with �̾�����Ƶmust complete the process within three days of their hire date.

Break Requirements/Hours per Week

Student employees are not permitted to work more than 20 hours per week during the academic year, and no more than 35 hours per week during the summer and semester breaks. These hourly restrictions must be followed regardless of the number of student employment jobs held by the student. Note: students cannot work as both a �̾�����Ƶ employee (classified or unclassified, full-time or part-time) and a student employee at the same time – concurrent employee status is prohibited.

Student employees are to have the following breaks and meal period based on hours of work:

Consecutive Hours Worked: 6 hours
Break Required: One 30 minute unpaid meal period

Consecutive Hours Worked: More than 8 hours
Break Required: Two 15 minute unpaid breaks and a 30 minute unpaid meal period

Employer Expectations

If a student employee accepts a job on campus, in most cases, they are making a commitment for at least a semester. The following is expected of all student employees:

• A discussion regarding a weekly schedule of work hours should take place between the hiring manager and student employee before the first day of work. Student employees should strive to work the hours they have committed to work. Departments requiring students to work over fall, winter or spring breaks must inform students of this at the time of the job offer.
• Arrive at work on time, and perform at highest level of ability. If a student cannot work because of illness or an emergency or will be late to work, they must notify their supervisor as soon as possible before the shift begins. Students should establish a record of their supervisor’s contact information for this purpose.
• Dress appropriately for the job. Individual departments may adhere to certain dress codes for health or safety reasons, or in situations where the employees are highly visible to the community. The supervisor should inform the student employee of any specific dress requirements at the time of the job offer.
• During work hours, student employees are required to perform their work assignments. Students should refrain from doing homework, reading, initiating/receiving personal phone calls, checking personal email/text messages or browsing the internet.
• Act in a professional manner concerning confidentiality of university and/or student records. All proprietary and other information concerning the business and affairs of the university and its clients should remain private and confidential and should not be repeated to others or used for personal gain. Some departments may require an employee to sign a statement of confidentiality during the hiring process.
• Exercise responsible, ethical behavior when using the university’s computing facilities.
• Keep in mind that student employment is a learning experience, not just a way to earn money. Use this opportunity to develop a strong work ethic, learn new skills, and prepare for the future.
• As a courtesy, student employees should provide their supervisor with at least two weeks’ notice prior to their last day of work.

Pay Schedule

It is imperative that the student employee accurately reports their hours in Pace's Timekeeping System. For a student to be paid, the timesheet must be completed, signed and electronically approved by the supervisor or proxy of the supervisor according to the payroll schedule. Deliberate falsification of a timesheet by any student employee is grounds for dismissal.

NOTE: If a student timesheet is approved after the deadline, payment will be delayed. It is important that the student employee logs their time before the due date and confirms that their supervisor has signed off on the timesheet.

Pay period dates, manager sign off deadlines, and check dates are listed on the Payroll Calendar website.

Workers' Compensation

Every student employee is covered during working hours by Workers’ Compensation insurance. The coverage provides medical care to a student employee who experiences a job-related injury or illness. It is essential that employees immediately report any job-related accident or illness to the hiring department, which needs to report the information to the Benefits Office and the Security Department.

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Benefits and Time Off

Bereavement

If someone dies in your family or in your spouse’s/domestic partner’s family, you may be paid for up to four days’ absence. Relationships that are included are parents, grandparents, siblings, children, and spouse/domestic partner.

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Blood Donation Leave

Employees who work an average of twenty (20) or more hours per week are entitled to three (3) hours of unpaid leave per twelve (12) month period for the purpose of donating blood. You are permitted to use accumulated paid time in order to receive pay for these hours. You must provide three (3) working days' notice of the need for blood donation leave, and you may be required to show sufficient proof of blood donations.

The University shall not retaliate against an employee for requesting or obtaining a leave of absence for the purpose of donating blood. Employees who believe they have been the victim of such retaliation must immediately report the incident to the Employee and Labor Relations Department of Human Resources.

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Family And Medical Leave Act

Employees who have worked for the University for at least twelve (12) months and at least one thousand two hundred and fifty (1250) hours during the twelve (12) month period preceding the commencement of leave are eligible for unpaid, job protected family or medical leave under the Family and Medical Leave Act of 1993 (“FMLA”) as amended, under the terms described in the following policy. Employees who are not eligible for FMLA or who have exhausted their FMLA entitlement may be eligible for non-FMLA leave needed for their own disability pursuant to the Disability Accommodations policy and procedure (see above).

Leave Entitlement

1. Eligible employees may take up to twelve (12) workweeks of unpaid, job-protected leave during a rolling twelve (12) month period measured backward from the date an employee uses any FMLA leave for one or more of the following reasons:

(i) the birth of a child;

(ii) the placement of a child for adoption or foster care;

(iii) to care for the employee’s spouse, child, or parent who has a serious health condition;

(iv) a serious health condition that makes the employee unable to work; or

(v) any qualifying exigency arising out of the fact that an immediate family member (spouse, child, or parent) is on active duty (or has been notified of an impending call or order to active duty) in the National Guard or Reserves in support of a contingency operation, or if the individual is called to active duty and is a retired member of the Regular Armed Forces or Reserves.

An employee whose immediate family member is on active duty or called to active duty status in support of a contingency operation as a member of the Regular Armed Forces is not eligible to take leave because of a qualifying exigency.

Leave for birth of a child, or placement of a child for adoption or foster care, must conclude within twelve (12) months of the birth or placement of the child.

In the event that both spouses are employed by the University and are eligible for FMLA leave, they are limited in the amount of leave they may take for the birth of a child, placement of a child for adoption or foster care, or to care for a parent who has a serious health condition to a combined total of twelve (12) weeks.

2. Eligible employees may take up to twenty-six (26) workweeks of unpaid, job protected leave to care for an immediate family member (spouse/domestic partner, child, parent, sibling, step-parent, step-grandparent, step-children and step-sibling) or next of kin (nearest blood relative) who is a covered service member. For purposes of this policy, a “covered service member” is a current member of the Armed Forces, including a member of the National Guard or Reserves, who is undergoing medical treatment, recuperation, or therapy, is otherwise in outpatient status, or is otherwise on the temporary disability retired list, for a serious injury or illness. As used in this paragraph only, a “serious injury or illness” is one suffered while on active duty that may render a member medically unfit to perform the duties of the member’s office, grade, rank or rating. The leave described in this paragraph shall only be available during a single twelve (12) month period.

3. During the single twelve (12) month period described in Paragraph 2 above, an eligible employee shall be entitled to a combined total of twenty-six (26) workweeks of leave under Paragraphs 1 and 2 above. Nothing in this paragraph shall be construed to limit the availability of leave under Paragraph 1 during any other twelve (12) month period.

In the event that both spouses are employed by the University and are eligible for FMLA leave, they are limited in the amount of leave to a combined total of twenty-six (26) weeks of leave during the single twelve (12) month period described in Paragraph 2 if:

A. the leave is taken to care for a covered service member with a serious injury or illness; or

B. if a combination of leave is taken to care for a covered service member and for the birth of a child, placement of a child for adoption or foster care or to care for a parent who has a serious health condition.

4. For purposes of this policy, “serious health condition” is an illness, injury, impairment or physical or mental condition that involves:

A. any period of incapacity or treatment in connection with or consequent to inpatient care (i.e., an overnight stay in a hospital, hospice or residential medical care facility);

B. any period of incapacity requiring absence from work, school or other regular daily activities of more than three (3) consecutive calendar days, and any subsequent treatment or period of incapacity relating to the same condition, that also involves:

(1) treatment two (2) or more times by a health care provider within thirty (30) days of the first day of incapacity (unless extenuating circumstances exist); or

(2) treatment by a health care provider on at least one (1) occasion which results in a regimen of continuing treatment under the supervision of the health care provider. The first treatment visit must take place within seven (7) days of the first day of incapacity.

C. any period of incapacity or treatment for such incapacity due to a chronic serious health condition that requires periodic visits for treatment by a health care provider (at least two (2) visits per year), continues over an extended period of time, and may cause episodic incapacity.

D. any period of incapacity due to pregnancy or prenatal care.

E. any period of permanent or long term incapacity due to a condition for which treatment may not be effective, and requiring the continuing supervision of a health care provider.

F. any period of absence to receive multiple treatments for:

(1) restorative surgery after an accident or injury; or

(2) an injury or condition which would result in incapacity of more than three (3) consecutive calendar days if left untreated.

Ordinarily, unless complications arise, the common cold, flu, ear aches, upset stomach, ulcers, headaches other than migraines, routine dental problems, etc. do not qualify as serious health conditions. In addition, routine medical examinations are not considered serious health conditions, and neither are voluntary cosmetic treatments, unless inpatient care is required or complications develop.

5. For purposes of this policy, a qualifying exigency may include:

• Short-notice deployment (of up to seven (7) days of leave) for a period of seven (7) calendar days from the date of notification;
• Attending certain military events and related activities;
• Arranging for alternative childcare and attending certain school meetings;
• Addressing certain financial and legal arrangements;
• Spending time with a covered service member who is on short-term rest and recuperation leave (up to five (5) days of leave);
• Attending certain counseling sessions;
• Attending post-deployment activities that occur up to ninety (90) days after the termination of the covered service member’s active duty status; and addressing issues arising from the death of a covered military member
• Other activities arising out of the service member’s active duty or call to active duty status which is agreed upon by the University and the employee.

Procedures

The University contracts with a third party, Reliance Matrix, to administer its FMLA program for all eligible employees.

Eligible employees may apply for FMLA and/or Short-Term Disability by calling Reliance Matrix at 1 (877) 202-0055 or by .

When an eligible employee contacts Reliance Matrix to apply for FMLA or Short-Term Disability, a Reliance Matrix representative will request the necessary information, instruct the employee on follow-up and grant provisional approval (in writing) of the FMLA leave. Reliance Matrix will also send the medical certification form to the employee for completion by their health care provider (please see Medical Certification below for additional details).

Advance Notice

For foreseeable FMLA leaves based on prearranged medical treatment, the employee must consult with their supervisor and make a reasonable effort to schedule the leave so as not to disrupt their department’s operations. Respectfully, the University requires the employee to give their supervisor at least 30 days written notice of the need for a leave unless emergency circumstances warrant shorter notice. The University recognizes that unexpected emergencies can arise where it is not possible to provide thirty (30) days’ notice of the intended leave. In such situations, employees are expected to provide as much advance notice as is practicable. If no advance notice is possible, notice is required as early as practicable. If an employee fails to give thirty (30) days’ notice for foreseeable leaves with no reasonable excuse for delay, the University may delay the taking of the FMLA leave until thirty (30) days after the date the employee provides notice to the University of the need for the leave.

Failure to provide the University with requested information and necessary paperwork may result in delay or denial of FMLA leave.

Medical Certification

In cases where an employee is requesting a medical leave because of the employee’s own serious health condition or that of a spouse, child or parent, appropriate medical certification as requested by the University must be provided to Reliance Matrix in a timely manner. The University, at its own expense, may require the employee to receive a second opinion from a health care provider designated and approved by the University. If this opinion conflicts with the first opinion, the University, again at its own expense, may request a third opinion from a health care provider mutually agreed upon by both the University and the employee. The third opinion will be binding on both parties.

When the employee requests leave, a Reliance Matrix representative will request the necessary information, instruct the employee on follow-up and grant provisional approval (in writing) of the FMLA leave. Reliance Matrix will also send the certification form to the employee for completion by their health care provider (please see Medical Certification below for additional details). The University will notify the employee of the requirement for certification which is due no later than five (5) business days after the employee requests leave. Failure to provide requested certification within fifteen (15) days, unless it is not practicable to do so despite the employee’s diligent, good faith efforts, may result in the delay of further leave until it is provided.

Failure to provide requested certification in a timely manner may result in denial of leave until it is provided.

It is the employee’s responsibility to provide complete, sufficient and timely certification when requested. In the event that the certification is deficient, the University shall advise the employee in writing what additional information is necessary to make the certification complete and sufficient and give the employee seven (7) calendar days (unless not practicable despite the employee’s diligent, good faith efforts) to cure any such deficiency. If the deficiencies are not cured in the resubmitted certification, the University may deny the taking of FMLA leave.

A. Employee’s Own Medical Condition:

For the employee’s own medical leave, the certification must include the following information from the employee’s attending physician:

1. the date on which the serious health condition began;
2. the probable duration of the serious health condition;
3. a description of the medical facts regarding and treatment of the serious health condition; and
4. a statement that the employee is unable to perform the essential functions of their position.

B. Medical Leave to Care for Family Member:

If the leave is being requested to care for a spouse, child, or parent with a serious health condition, the written certification must include the following information from the family member’s attending physician:

1. the date on which the serious health condition began;
2. the probable duration of the serious health condition;
3. the appropriate medical facts regarding the condition; and
4. a statement that the employee is needed to care for the spouse, child, or parent, with an estimate of the amount of time that the care will require.

Certification for Military Family Leave

If an employee is requesting leave because of a Qualifying Exigency or to care for a Covered Service Member, the employee must contact Reliance Matrix by calling their toll-free number at 1 (877) 202-0055 or by .

When an eligible employee contacts Reliance Matrix to apply for Military FMLA, a Reliance Matrix representative will request the necessary information, instruct the employee on follow-up and grant provisional approval (in writing) of the FMLA leave. Reliance Matrix will also send the necessary certification forms to the employee for completion by the designated military representative.

When the employee requests leave, the University will notify the employee of the requirement for certification and that it is due no later than five (5) business days after the employee requests leave. Failure to provide requested certification within fifteen (15) days, unless it is not practicable to do so despite the employee’s diligent, good faith efforts, may result in the delay of further leave until it is provided.

Failure to provide requested certification in a timely manner may result in denial of leave until it is provided.

It is the employee’s responsibility to provide complete, sufficient and timely certification when requested. In the event that the certification is deficient, the University shall advise the employee in writing what additional information is necessary to make the certification complete and sufficient and give the employee seven (7) calendar days (unless not practicable despite the employee’s diligent, good faith efforts) to cure any such deficiency. If the deficiencies are not cured in the resubmitted certification, the University may deny the taking of FMLA leave.

Medical Recertification

Employees who are on a leave because of their own serious health condition or to take care of a spouse, child or parent with a serious health condition may be required to submit to the University a medical recertification of the need to remain on the leave when the University, in its discretion, deems recertification is warranted and where permissible. The University may request medical re-certification as every 30 days, and sooner in connection with an employee’s absence when:

• Circumstances in the original certification have changed significantly (e.g. the employee is absent more frequently than certification indicated);
• The University receives information that casts doubt about the continuing validity of the certification; or
• An employee asks for an extension of their leave during the leave period that was expected to last a specific length of time.

The employee is financially responsible for the cost of all re-certifications not covered by the employee’s insurance. Failure to provide requested certification within fifteen (15) days, unless it is not practicable to do so despite the employee’s diligent, good faith efforts, may result in the delay of further leave until it is provided.

Substitution of Paid Leave

An employee taking leave pursuant to the FMLA for which they are not entitled to be paid by the University, shall be required to use any accrued paid leave (e.g., vacation days) as appropriate for the particular type of leave concurrently during the FMLA leave. Such paid leave time shall count toward the maximum of twelve (12) work weeks, or twenty-six (26) work weeks of leave as described in Paragraph 2 above under Leave Entitlement, of leave permitted by this Policy. The remainder of the leave, if any, will be unpaid. The employee will be notified in writing of any leave days that will be counted towards the maximum twelve (12) weeks (or twenty-six (26) work weeks of leave as described in Paragraph 2 above under Leave Entitlement) of FMLA leave.

Employees who are on a leave of absence that is covered by payments such as disability benefits or Workers’ Compensation benefits will not be required to substitute accrued paid leave while receiving these benefit payments. However, the University and the employee may agree to have accrued paid leave supplement the disability or Workers’ Compensation benefits, to the extent permitted by state law. Any leave of absence taken pursuant to an applicable disability law or Workers’ Compensation law shall run concurrently with FMLA leave.

Any unpaid leave available under other University policies must also be used concurrently and will be counted towards an employee’s FMLA entitlement.

Intermittent and Reduced Schedule Leave

FMLA leave time may be taken intermittently (or on a reduced schedule basis in one hour increments in conformance with University Time Off Policy) whenever the leave is medically necessary due to the serious health condition of a covered family member or the employee, or the serious injury or illness of a covered service member. FMLA leave time may also be taken intermittently (or on a reduced schedule basis) by an employee when necessary for a qualifying exigency. Leave may not be taken on an intermittent basis or on a reduced work schedule for the birth or placement of a child without the University’s approval.

If the need for intermittent leave is foreseeable, based on planned medical treatment, the employee is responsible for scheduling the treatment in a manner that does not unduly disrupt the University’s operations, subject only to the approval of the health care provider.

When an employee requests intermittent leave or reduced schedule leave, the University reserves the right to transfer the employee temporarily to an alternative position which better accommodates recurring periods of absence. The position to which the employee is transferred will be equivalent in pay and benefits to the one that the employee held prior to the transfer.

Status of Benefits While on Leave

While an employee is on medical or family leave pursuant to this Policy, they will continue to be covered under the University’s insurance plans in effect at the time and so chosen by the employee, so long as the employee continues to pay whatever employee portion of the premium costs is required under University policy. If paid leave is used for any portion of the family or medical leave, employee premiums will be deducted from the leave payments in accordance with the practice applicable to an employee not on leave. Therefore, those employees using vacation or other paid days toward their FMLA entitlement will maintain the benefit coverage in place for those employees using such days for a non-FMLA purpose.

At the time an employee begins unpaid family or medical leave, they shall receive written instructions detailing the time and manner in which the employee premiums, if any, are to be paid. Failure to pay any required premiums by the end of the grace period stated in the written instructions shall result in the loss of insurance coverage.

An employee who fails to return to work for at least thirty (30) calendar days following the expiration of the family or medical leave shall be required to reimburse the University for the portion of the health care premiums paid by the University during the leave unless the employee can establish that the failure to return was due to the continuation, recurrence or onset of a serious health condition, or a serious injury or illness of a covered service member, which meets the criteria for leave under this Policy or was due to other circumstances beyond the employee’s control.

Restoration of Position and Benefits

The employee on family or medical leave is not entitled to the accrual of any seniority or employment benefits during any period of unpaid FMLA leave except as expressly stated herein or by law. Prior to the exhaustion of FMLA leave, employees will be responsible for notifying the Human Resources Department, in writing, of their intention to return to work. At the conclusion of an employee’s medical or family leave, the employee will be returned to the position that the employee held prior to taking the leave. If that position is not available, the employee will be placed in a position that is equivalent in pay, conditions and other terms of employment to the employee’s prior position. When the employee returns to active work following the family or medical leave, any benefits that have lapsed during the leave shall be reinstated as if the employee had remained actively employed during the leave, except that the employee shall not accrue any additional benefits or seniority during the time of the unpaid FMLA leave.

Key Employees

Under certain circumstances the University may deny job restoration to key employees. A key employee is a salaried employee eligible to take leave under this Policy who is among the highest paid ten percent (10%) of all the employees (both salaried and non-salaried, eligible and ineligible under this Policy) who are employed by the University. Unless otherwise prohibited by applicable law, the University may refuse to reinstate key employees after using FMLA leave if it determines that substantial and grievous economic injury would result from reinstatement. If this determination is made, the employee will be notified in writing and given an opportunity to end the leave and return to work. If the employee remains on leave, they will not have a right to be restored to employment.

Reservation of Rights

The University will comply with all legal requirements for providing family and medical leave to eligible employees. To the extent the law permits employer discretion, the University hereby expressly reserves the right to modify, change or eliminate any provision of this policy subject to applicable law with respect to any employee or group of employees and does not intend to create a contractual commitment to any employee by issuing this policy.

FMLA Posting

In accordance with federal law, the University shall post a notice summarizing the main provisions of the FMLA (PDF), including enforcement of the law.

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Holidays

Up to 16 paid holidays, including the break from Christmas Eve through New Year’s Day, per calendar year. View University Holiday Calendar for the current year.

Jury Duty

Jury service is an important civic obligation. Employees are required to notify their supervisor if they receive a jury duty summons that will conflict with their assigned work schedule. If the scheduled jury duty date(s) falls within a peak period for the department, the immediate supervisor may deem it necessary for the employee to request a postponement.

In general, �̾�����Ƶemployees will be paid their regularly scheduled work hours for each day of jury service. Employees covered by a Collective Bargaining Agreement should consult the agreement for other applicable terms.

Employees should maintain daily contact with their supervisor while serving on jury duty. If excused before noon, they must work their scheduled hours for the rest of the day.

A receipt confirming the length of jury service should be obtained by the employee. A copy of this notice should be submitted to the supervisor and attached to the employee’s timesheet (where applicable) for record-keeping and payroll purposes.

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Leave Of Absence For Military Spouses

The University intends to comply with applicable law with respect to a leave of absence for a military spouse. State law currently provides for an unpaid leave of absence of up to ten (10) days for an employee who works an average of twenty (20) or more hours per week and who is the spouse of a member of the armed forces of the United States, or the National Guard or Reserves deployed during a period of military conflict to a combat theater or combat zone of operations. Such leave shall only be used when such person’s spouse is on leave from the armed forces of the United States, National Guard or Reserves while deployed during a period of military conflict to a combat theater or combat zone of operations.

The University will not retaliate against any employee who requests or obtains a leave of absence as a military spouse.

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Long Term Disability

The University also provides an insurance benefit to assist full-time employees who are disabled more than 26 weeks. New York Life also administers our Long-Term Disability benefit. As a result of a combined managed disability program with one carrier, the transition from short-term disability to long-term disability will be seamless to the employee.

If approved for long-term disability, employees are entitled to the following benefits covered by this insurance:

• Income of up to 60% of your current base salary, not to exceed $7,500.00 per month. This replacement income will be offset by income provided by Social Security Disability, Worker’s Compensation and/or any other income source available to you.
• Continued "employer" retirement contributions on your behalf, for the duration of your Long Term Disability.
• Continued life insurance coverage if approved by the life insurance carrier.

�̾�����Ƶ provides the following additional benefits to supplement this insurance:

• Continued medical coverage. (The individual premium remains the same as when you first became disabled. There is an additional premium to continue +1 or family coverage.)
• On-campus tuition remission for you, your spouse and dependent children up to age 30, if you have been employed full time for at least 5 years as of your date of disability;
• Ability to participate in the group dental plan for 24 months.

Eligibility

All active full-time faculty and staff, who have completed one year of continuous full-time service, are eligible for this benefit. You will be automatically enrolled after completing 1 year of full time continuous service. The University pays the premium for Long-Term Disability insurance.

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Maternity Leave

Maternity Disability shall be considered as falling within the category of leave for short-term disability and is deducted from an eligible employee’s total maximum allowance of 26 weeks of salary and benefits continuation within a 52-week period. The birthing parent shall receive paid leave subject to verification by a physician for a period distributed in accordance with need before and/or after childbirth or miscarriage. This period is usually six weeks for a vaginal delivery and eight weeks for a cesarean section.

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Military Reserve Leave

�̾�����Ƶ supports the rights and obligations of its employees to serve in the Armed Forces of the United States. The Uniform Services Employment and Reemployment Rights Act (USERRA) of 1994, provides for job and benefits protection for an individual who has left their job to enter service in the uniformed services of the United States. It also prohibits discrimination in the hiring, promotion, reemployment, termination and benefits of an individual on the basis of their membership in the uniformed services.

Eligibility

Full time and part time faculty and staff are eligible for military leave up to a maximum of 5 years.

Notice

To qualify for the benefits and rights governed under USERRA, employees should notify their supervisors and the University Benefits department, in writing, at least 4 weeks in advance of the leave, unless notice is precluded by military necessity or it is impossible or unreasonable to give such notice. Notice should be accompanied by the employee’s military orders for such leave.

Compensation

A full time staff employee may use vacation days accrued and unused prior to the commencement of military service. Effective January 1, 2003, for any leave taken for military service, an employee with more than one year of continued service at the University will be compensated for the difference between their regular University base pay and military pay while on military leave according to the following schedule:

• 1 to 2 years of continued University service: 2 weeks’ pay differential
• 2 to 4 years of continued University service: Up to 4 weeks of pay differential
• 4 to 7 years of continued University service: Up to 6 weeks of pay differential
• 7 to 10 years of continued University service: Up to 9 weeks of pay differential
• 10 or more years of continued University service: Up to 12 weeks of pay differential

In order to receive a pay differential, the employee must present a certified government accounting of compensation to their campus Human Resources Services department within 14 days of returning to work.

Benefits

Health and Dental (applicable to full time faculty and staff)

Full employee benefits will continue for a military leave that does not exceed thirty days. Employees are not required to pay more than the employee share, if any, for such coverage.

If the military leave time exceeds 30 days, your health and dental benefits will continue one month for every two years of continuous University service. The employee is not required to pay more than the employee share, if any, for such coverage.

Employees may then elect to continue coverage under Pace’s group medical and dental plan, at their own expense, for up to 24 months during a military leave. Employees on leave for more than 30 days will not pay more than 102% of the full premium under the plan if they wish to continue coverage under the group medical and dental plan.

Retirement

�̾�����Ƶ will not make any contributions to your retirement plan while you are on military leave. However, once your return from military duty and are re-employed, your period of military duty will be counted as covered service for eligibility, vesting and benefit accrual purposes. If employee contributions are required, the employee has a period equal to three times the period of military duty or 5 years, whichever ends first, to make up the contributions. �̾�����Ƶ will then make contributions that would have been made if you had been employed during the period of military duty.

On-Campus Tuition

Eligibility for on-campus tuition remission benefits for a spouse/domestic partner and dependent children will continue based upon the following schedule:

• Less than 2 years of continued University service: End of the current semester
• 2 to 5 years of continued University service: One additional academic year
• 5 to 10 years of continued University service: Two additional academic years
• 10 or more years of continued University service: Three additional academic years

Reinstatement

An employee is responsible for seeking reemployment upon returning from military leave by contacting the Office of Human Resources and the employee’s immediate supervisor.

If military leave is less than 31 days, reemployment must be sought within the “first scheduled work day” following the completion of service.

�̾�����Ƶ reserves the right to request that an employee who is absent for a period of military service in excess of 30 days provide documentation showing:

• Employee’s application for re-employment is timely as governed by USERRA;
• Employee’s cumulative period of absence from the University for military leave has not exceeded the five year service limitation; and
• Employee’s discharge from service was “honorable” as defined by USERRA

Upon satisfactory completion of the above conditions, �̾�����Ƶ will reinstate eligible employees according to the reemployment requirements governed by USERRA.

There are certain exceptions to the requirement to re-employ a returning service member which include:

• The University’s circumstances have so changed as to make such reemployment impossible or unreasonable;
• The individual has incurred a disability or aggravated a disability during such service, and after reasonable effort to accommodate the disability, is no longer qualified due to such disability and cannot be re-qualified and rehired without imposing an undue hardship upon the University; or
• The original employment was short term with no reasonable expectation of continued employment.

For further information, contact the University Benefits department at (914) 923-2828

For additional information about the Uniform Services Employment and Reemployment Rights Act (USERRA) of 1994, please .

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New York State Paid Family Leave

Starting January 1, 2018, provides New Yorkers with job-protected, paid leave to bond with a new child, care for a loved one with a serious health condition or to help relieve family pressures when someone is called to active military service abroad. �̾�����Ƶ's Policy on NYS Paid Family Leave (PDF).

Paid Leave For Bone Marrow Donors

Full-time employees, reduced load full-time employees, and part-time employees may take up to twenty-four (24) hours of paid leave without charge to their leave accruals to undergo a medical procedure to donate bone marrow.

You must give at least fourteen (14) days prior written notice to your supervisor of your intention to use this leave, unless there is a medical emergency attested to by a physician that requires you to undergo the medical procedure for which leave is sought within fourteen (14) days.

This leave is available each time an employee serves as a bone marrow donor and is in addition to any other leave allowed; can be used for either full or partial days while serving as a bone marrow donor or recovering from the medical procedures involved in such donation; includes any necessary travel time, as well as any medical testing or other procedures to determine bone marrow donation compatibility. You are not entitled to such leave if you undergo bone marrow donation outside of your regular work schedule. Leave time will not be applied in addition to any holiday pay you would otherwise be entitled to if a holiday falls during your leave time.

You are required to provide your physician’s verification regarding the purpose and length of each leave.

The University shall not retaliate against an employee for requesting or obtaining a leave of absence for the purpose of undergoing a medical procedure to donate bone marrow.

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Paid Sick Leave Policy

�̾�����Ƶ's Paid Sick Leave Policy (PDF).

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Personal Leave of Absence

Employees who have at least one year of service may request a personal leave without pay for a maximum of 6 months. Personal leave may be granted for reasons such as:

• Parental obligations
• Family matters
• Community service
• Education or training

For leaves due to serious health conditions or the birth or adoption of a child, or for other reasons that are covered by the Family Medical Leave Act and/or New York Paid Family Leave, employees are required to exhaust their leave time under the Family and Medical Leave Act and/or New York Paid Family Leave before requesting a personal leave of absence.

Requests for a personal leave must be made in writing to the supervisor at least 30 days in advance of the proposed leave date and should include the reasons for the request. When reviewing the request, supervisors will consider the department’s operating needs as well as the employee’s job performance and length of service.

For leaves of less than one calendar month, the University normally guarantees the individual a return to the same position. For leaves that extend beyond one calendar month, the University cannot guarantee that the employee will return to the same position. If it is necessary to fill the position permanently while the employee is on personal leave, the University will make a reasonable effort to assist the employee in locating another position at the University.

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Short Term Disability

Full-Time Staff Employees

The University provides a Short-Term Disability (STD) benefit, which offers salary and benefits continuation*, in the event that an eligible employee is unable to perform the duties of their job due to illness, injury or pregnancy, to a maximum of 26 weeks** within a 52-week period. Short-Term Disability leave begins on the eighth consecutive calendar day of absence, including weekends and holidays. The employee’s physician must provide medical documentation to the plan administrator (currently New York Life Leave Solutions) in a timely manner in order to prevent discontinuation of the employee’s salary and benefits.

If a Short-Term Disability claim is medically certified, it will also count as time taken under the Family and Medical Leave Act (if the employee is eligible).

*The University provides salary and benefits continuation to full time employees as indicated below:

• If length of full-time service on date of disability is less than 3 months: No salary or benefits continuation. Eligible for the NYS Disability benefit only.
• If length of full-time service on date of disability is 3-12 months: Eligible to a maximum of two (2) months at full base salary and up to four (4) additional months at one-half salary. This is the maximum benefit within a 52-week period.
• If length of full-time service on date of disability is 12 months or longer: Eligible to a maximum of 26 weeks at full base salary**. This is the maximum benefit within a 52-week period.

**26 weeks within a 52-week period is the combined maximum duration of the following leaves: Short-Term Disability, New York Paid Family Leave, Workers’ Compensation disability leave.

Part-Time Staff Employees (Not Covered by a Collective Bargaining Agreement)

�̾�����Ƶ offers part-time staff employees Short-Term Disability (STD) benefits through a New York State Mandated DBL plan that is currently administered by New York Life Leave Solutions. Employees are eligible for benefits after working for at least four (4) consecutive weeks. Benefits are payable for any non-work related injury or illness (including disability due to pregnancy) beginning on the 8th consecutive calendar day of absence (including weekends and holidays). Provided that the claim continues to be medically certified by New York Life Leave Solutions, benefits are payable for up to 26 weeks within a 52-week period**. Benefit payments (issued by New York Life Leave Solutions) are equal to 50% of the employee’s average weekly wage, not to exceed the current maximum payment of $170 per week.

**26 weeks within a 52-week period is the combined maximum duration of the following leaves: Short-Term Disability, New York Paid Family Leave, Workers’ Compensation disability leave.

Time Off

It is the policy of �̾�����Ƶ to provide a vacation allowance to regular full-time staff employees based on the employee’s FLSA exempt/nonexempt status, and length of continuous years of University service since the most recent date of regular employment. Part-time and temporary employees are not eligible to earn vacation benefits.

�̾�����Ƶ is committed to providing all full-time staff employees with vacation time each academic year. Vacation is intended to encourage and allow employees to engage in restful and recreational activities to renew physical and mental capabilities. It is desirable that employees make use of all available vacation time.

Vacation

Accruing Vacation Time

Pace’s vacation accrual year is July 1–June 30.

Vacation accrual for all staff employees will begin as of July 1 each year and employees will be fully accrued in their vacation allowance as of the following June 30.

Newly hired full-time employees will receive pro-rated vacation days based upon their initial full-time date of employment, as indicated in their offer letter. (NOTE: New employees must wait 3 months from their full-time date of hire to be paid for any absence (i.e. Vacation, Sick, Flexible Summer Days), as per the Attendance and Punctuality policy. Changes in employment, including any reduced work schedule may affect vacation entitlement. Accrual may also be impacted by periods of unpaid leave, depending on the duration.

Effective January 1, 2021, vacation days will be earned according to the following schedule:

[1]Exempt I – All exempt, full-time staff positions except those defined in Exempt II below.

[2]Exempt II – Full-time staff positions with the following position titles: Dean, Associate/Assistant Dean, Department Director, Librarian, Chief Engineer, Psychologist, Counselor (Academic, Admissions, Placement)

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Accrual Schedule (Vacation accrued by date:)

• July 15: 1/12
• August 15: 2/12
• September 15: 3/12
• October 15: 4/12
• November 15: 5/12
• December 15: 6/12
• January 15: 7/12
• February 15: 8/12
• March 15: 9/12
• April 15: 10/12
• May 15: 11/12
• June 15: 12/12 (Fully Accrued)

Scheduling of Vacation Days

Supervisors have the responsibility of coordinating and approving vacation schedules of their employees. The amount and timing of vacation to be taken in any one period of time should be discussed well in advance with your supervisor in order to allow maximum opportunity to accommodate your request and to adequately staff the workplace. Vacation time requests may be made for ½ day (3 ½ hours) or full day increments only. Your request must be in writing and approved by your supervisor prior to making definitive plans.

While vacation days may be taken in advance of when they are actually accrued, employees should plan their vacation days carefully throughout the year, and particularly at the start of the accrual cycle. In the event of termination of employment, the employee is expected to reimburse the University for any vacation time taken that has not been accrued.

If a recognized �̾�����Ƶ holiday falls on a regular workday during an employee’s vacation, the day is paid as a holiday and not counted as a vacation day. Other �̾�����Ƶ closings deemed necessary (i.e. - emergency and snow closings) that fall on a regular work day during an employee’s vacation will be considered vacation days.

Illness during vacation is not typically counted as sick leave. However, if a serious accident or extensive illness occurs that would place the employee on short-term disability leave, the supervisor should discuss the matter with a Human Resources Benefits Representative to consider whether all or part of the vacation could be rescheduled.

Vacation days must be used in the year accrued, on a July 1 through June 30th schedule. Vacation carryovers are not permitted beyond this date. Vacation not used as of June 30th each year is forfeited (use it or lose it). (Please see Amendment below for exceptions.)

Vacation Pay for Separating Employees

A separating employee will be paid in full for accrued and unused vacation days. Vacation pay is based upon an employee’s straight time earnings. Those separating from the University within three months of their initial employment date will not be paid for vacation days taken during that time period.

Responsibility

Employees: It is the employee’s responsibility to make vacation requests in writing in advance of finalizing plans.

Departments: Every supervisor is responsible for scheduling and documenting vacation time used by exempt and non-exempt employees in the Timekeeping System.

Human Resources Contact

For questions regarding this policy, please contact the Compensation and Benefits Department.

Vacation Policy – Amendment

(updated March 26, 2024)

FY2024 Vacation Carryover

• Full-time employees who have accrued, unused vacation days as of June 30, 2024 may carry over up to five unused, accrued vacation days from the 2023–2024 fiscal year into the fiscal year beginning July 1, 2024. Any vacation carryover must be used by October 31, 2024. If you leave the University in the new fiscal year, unused rollover vacation carryover days will not be paid out.

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Compensation and Payroll

Compensation

�̾�����Ƶ is committed to having compensation programs that will attract, reward, and retain the qualified staff it needs to be a premier educational institution. Furthermore, it is important to administer such programs in a fair and equitable manner for all employees. �̾�����Ƶreviews its compensation practices and ranges regularly to ensure that these goals are being met.

Your salary, as an employee at Pace, is determined by several factors, including salaries for similar positions in the educational field and local marketplace. At Pace, jobs with similar responsibilities, duties, or characteristics are grouped together and assigned a salary range that is externally competitive and that will allow the employee potential salary and career growth. As with other aspects of University salary programs, Human Resources reviews these ranges on an ongoing basis to determine that they remain externally competitive and internally equitable.

Salary Ranges (Salary Structure)

Salary ranges are used by many organizations to help distinguish among groups of jobs that share comparable criteria, duties, and responsibilities, and that are weighed relatively the same within a specific industry (such as higher education). Ranges help to cluster similar jobs within the same classification internally and within similar competitive salary structures externally so that comparable positions fall within equivalent salary ranges, from the minimum that can be offered to the maximum salary a position should be compensated.

The minimum of the salary range normally represents the salary that a person with required training, skills and experience would command in filling a designated position. The midpoint has a salary level that is generally considered the market average of the competitive survey group to which an institution compares itself. Finally, the maximum of a range represents the top salary that a particular function should be paid, and is reserved for the most experienced and/or top performing individuals within a function.

Administering salaries equitably is a shared responsibility between supervisors and the Human Resources Department.

Just as importantly, managers and supervisors have the responsibility to communicate to their employees’ decisions concerning their pay, performance, job responsibilities and career progression. This process begins when the staff member is hired, progresses through the training and orientation process, and continues throughout the employee’s service with the University.

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Employment Classifications

�̾�����Ƶ complies with all federal, state, and local laws governing the classification and payment of employees, including minimum wage, overtime, breaks and working conditions. The Fair Labor Standards Act (FLSA), sometimes referred to as the Wage and Hour Law, is the primary federal statute covering employee pay issues, and there are also statutes at the state and local level as well.

As part of the Wage and Hour Law, certain categories of jobs are covered by the regulations (those considered non-exempt from its provisions) while others are exempt from the overtime and other requirements of the Act.

It is important to note that, at Pace, positions are evaluated individually based on job duties and responsibilities to determine whether they are exempt or non-exempt from the requirements of the FLSA, regardless of the grade level assigned.

The FLSA mandates that non-exempt employees receive time and one-half their regular rate for all hours worked in excess of 40 hours per week.

At Pace, full-time employees who are in non-exempt positions, and who are authorized to work overtime, will receive 1½ their regular rate for all hours worked in excess of 35 hours per week. However, the employee’s supervisor should approve all such overtime, generally in advance. Part-time employees who are non-exempt will receive 1½ their regular rate for all hours worked in excess of 40 hours in a particular workweek.

Additional information on pay and hours worked can be obtained in the Time Reporting Policy and Procedure.

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Off Cycle Payroll Payment

The purpose of this policy is to establish the guidelines for requesting an off-cycle payroll payment for a �̾�����Ƶ employee.

Off-cycle payment requests are typically requested when an individual, paid through University payroll, was not paid on the regularly scheduled pay period due to a Payroll processing error. Off-cycle payments are not issued for late submission of HR or Payment Action changes, or unapproved time entries. Each off-cycle payment incurs a pay cycle processing cost to �̾�����Ƶ.

Required Documentation

Federal and state law requires that employees are paid on a “regular payday” designated in advance by the employer. This is accomplished through timely preparation and submission of complete authorized payroll and human resource documents.

In situations where a payment was not processed due to missing or incomplete department, payroll or human resource documentation, an off-cycle check request will not be considered for payment.

Processing Time and Distribution

An approved off-cycle payment will be processed for the employee as quickly as administratively possible and will be sent directly to the employees account via ACH deposit. �̾�����ƵPayroll cannot issue a manual check. If a direct deposit account is not available, the off-cycle payment will be further delayed as dictated by our payroll vendor’s processing and funding requirements.

Enforcement

The University requires all Time Approvers and/or Department Timekeepers to review and approve work time, leave time and overtime in accordance with the University’s semi-monthly Payroll Calendar.

The VP of Human Resources may request, at any time, an off-cycle payment report. This report will indicate all Employee Names and Department Names who have been issued an off-cycle payment in previous months. Off-cycle payments issued as a result of insufficient administrative processing may be subject to disciplinary action.

Contact

Payroll@pace.edu or (914) 923-2898

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Overpayment Recovery

Policy Statement

To establish University policy and procedures for identifying, correcting, and recovering salary overpayments to University employees.

Reason for Policy

Due to errors in processing an employee’s earnings, a �̾�����Ƶ employee may be paid more than is owed to them. Overpayments, as a legal debt, must be promptly repaid to the University regardless of the origin of error. This policy is intended to identify the appropriate procedure to seek collection of excess wage and salary payments.

Definitions

“Overpayment” is defined as compensation paid to an employee in excess of the amount owed to them. For the purposes of this policy, overpayments also include voluntary and involuntary deductions. “Repayment” is the process by which an employee or former employee returns the excess funds to the University.

Administration

Overpayments can result from inaccurate processing or delays in processing of pay-related information, inaccurate accrual payments upon termination, system failures, and human error. Regardless of the origin of error, there is a shared responsibility among the employee, Budget Representatives, Human Resources and Payroll to correct the errors and recover the funds in a timely manner.

Responsibilities

Employees are expected to review their salary payments each pay period for accuracy and promptly report any discrepancies to their supervisor. When overpayments have been identified, employees will work with their Manager and the Human Resources Information Systems/Shared Faculty Services Department to promptly identify the overpayment.

Budget Representatives are responsible for managing financial and related resources, including monitoring of salary matters for their respective departments. To that end, Budget Representatives are provided with a Payroll Report to assist in reconciliation and verification of salary payments. When a salary overpayment occurs, Budget Representatives are expected to fully cooperate with and assist Human Resources and HRIS/Shared Faculty Services Department in efforts to recover funds in a timely manner.

Human Resources Information Systems will manage the recovery process, including research the overpayment issue for accuracy, then provide the gross overpayment amount, pay cycle effected, and cost center effected to the Payroll Department.

Payroll is responsible for creating the letter of intent and repayment arrangement, correspondence to the employee, and initiation of the repayment processes when necessary, or making necessary adjustments to wages if a full repayment is received in lieu of reductions from payroll wages.

Stage 1: Discovery of Overpayment

All notifications of overpayments where the department is seeking recovery, must be communicated to the employee within eight (8) weeks of the overpayment. Any overpayment that proceeds 8 week from the notification date cannot be included in the repayment request. Notice should be sent to HRIS – this may include notifications from Budget Representatives, Faculty Load Representatives, Payroll or any other area of University on notice of the overpayment occurrence.

If the overpayment is less than or equal to 12.5% of employee’s gross wages, the overpayment may be recovered by payroll reduction in the next available pay period, in full. (This requires at least 3 days’ notice to employee). If the overpayment exceeds 12.5% of employee’s gross wages, it may be recovered by payroll reductions over a number of pay periods. (This requires at least 3 weeks’ notice to employee.)

In such cases where the entire overpayment is less than or equal to the net wages earned after other permissible deductions in the next wage payment, the employer may recover the entire amount of such overpayment in that next wage payment.

No overpayment may be sought if the deduction reduces the effective hourly wage below the statutory state minimum hourly wage.

Stage 2: Notice and communication with Employee/Former Employee – within 8 weeks of overpayment

For active employees where overpayment is to be recouped via payroll reduction(s):

• Payroll will send a notice to employee via email and or letter to the employee’s home address.

For separated/separating employees:

• A letter of notice will be sent to the former employee’s personal email and home address on record. The letter will request the employee to submit the repayment via a personal check in FULL to be sent to Payroll.

Repayment Options

An active employee may elect to repay the University in one of the following ways:

• Personal check made payable to �̾�����Ƶ. Once full repayment is received, the funds are returned to the department and updates are made to the employee’s gross pay, taxes, deductions, and benefit records. If required, Payroll will issue an amended W-2 (W-2C Form).
• Payment Plan agreed upon by �̾�����Ƶ – through a series of payroll reductions for a period not to exceed six (6) years from the original date of overpayment. When establishing a payment plan, keep in mind that the total deduction amount cannot bring the employee’s semi-monthly gross hourly wage amount below minimum wage. All employees who elect to repay the debt through payroll deductions must provide Payroll with written approval to deduct such amounts.

Positive relationships

Human Resources has established the above guidelines to ensure that a policy and process is in place for salary overpayments. The University is mindful that issues around monetary compensation can pose a hardship for employees and may be difficult to address. Notification and recovery of all overpayment funds should be undertaken with discretion and in a matter that preserves the employee’s dignity.

Enforcement

Violations of this policy by active employees may result in disciplinary action, up to and including termination. The University reserves the right to take additional steps to recover overpayments, including filing the claim with a collection agency.

In order for �̾�����Ƶ to successfully achieve its mission and strategic goals it must have an experienced, skillful, and cooperative staff. The University is committed to enhancing the learning process, increasing student retention, promoting a high performing work environment, and ensuring that systems and processes reinforce its mission.

The manner in which you do your job may well be the basis upon which others form their opinion of the University and may bear directly on efforts to strengthen our institutional reputation and compete successfully for talented students, faculty, and staff.

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Payroll Procedures

�̾�����Ƶ employees are compensated on a semi-monthly basis on the 15th and last workday of the month. If either fall on a weekend, pay day is the prior work day. Scheduled payroll dates are posted on the �̾�����ƵPortal at the beginning of the calendar year.

Employees who elect direct deposit will receive their funds on the scheduled pay date. If direct deposit is not elected, employee’s paychecks will be mailed to their address on file in the HR/Payroll system, currently UKG Ready. All paper checks are mailed from the payroll vendor via the US Postal Service. We recommend all employees elect direct deposit to ensure each payroll payment is received on pay date. All required federal, state, and local taxes and authorized voluntary deductions will be withheld from the employee’s paycheck.

Employees should review their paycheck to ensure its accuracy. In the event of an error, please notify your supervisor.

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Salary Reviews And Increases

Each year, a merit budget is considered for salary increases at the University. The total budget is based on the financial resources projected to be available and also what the University, based on information provided by Human Resources through market surveys, feels is necessary to keep employee salaries and the institution’s salary ranges competitive.

If a merit budget is approved, the Human Resources Department issues guidelines for such increases. Department managers may then proceed to make recommendations, based on employee performance ratings from the Performance Management Development Process (PMDP), on individual merit increases for their full and part-time employees. These distribution guidelines help insure comparability of merit increase amounts across the University for employees receiving similar performance ratings. All increases must be approved by the respective executive officer of the area.

Performance Reviews

As the University is on a performance-based merit system, the importance of accurate and objective performance appraisals cannot be overstated. Not only do such reviews inform the individual employee merit increases each academic year, but they also serve as an opportunity for an honest dialogue between supervisors and employees on their overall performance and opportunities for development.

A formal performance appraisal is required for all full and part-time employees eligible for merit increase consideration annually. Human Resources provides training each year on the Performance Management and Development Process (PMDP). In addition to the annual performance review and appraisal, managers are encouraged to hold frequent performance discussions with their employees throughout the year, including a formal mid-year discussion and sign off through the PMDP system. In this way, not only will the employee receive useful and immediate performance feedback, but the manager will be able to summarize the staff member’s overall performance more completely when the formal performance review is done.

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Time Reporting

It is the University’s policy to ensure: all employees are paid in an accurate and timely manner, in accordance with federal, state, and local laws, and the required reporting records and supporting documentation are managed and accessible for review as prescribed by the Fair Labor Standards Act (“FLSA”).

The purpose of this policy is to formalize existing time and record keeping practices to accurately account for all hours worked and leave time used, to ensure compliance with the overtime and recordkeeping requirements of the FLSA.

The “real-time” labor information captured in Pace's Timekeeping System allows employees, managers and administrators to review pay data on a daily basis to proactively monitor regulatory compliance and ensure consistent application of pay policies across the university. The integrity of the data in the system depends upon the extent to which employees, timekeepers and time approvers comply with the guidelines set forth in this policy as follows:

• Employees are expected to comply with the Semi-Monthly Payroll Time Reporting guidelines.
• Timekeepers/Time Approvers are responsible for assuring department compliance with both the university guidelines and the general provisions of the FLSA.

Payroll Time Reporting Policy

The University utilizes a Timekeeping Management System to:

• Collect, view, edit, calculate and approve employee time
• Create schedules
• Track accruals (leave time, example: vacation time)
• Maintain the required reporting documentation for compliance with all governmental regulations
• Generate reports

All �̾�����Ƶ full-time, part-time, staff and student employees are required to use the Timekeeping System regardless of their FLSA exempt/non-exempt status. .

Non-exempt Employees are required to record hours worked each scheduled workday. The system also records absences from work (paid and unpaid), pre-approved additional work time and any leave taken or accrued. It is the employee’s responsibility to ensure that individual time and attendance information is reported accurately and the electronic timecard is completed within the designated timeframe. Employees should not clock in early or stay beyond the end of their shift unless previously authorized by their supervisor. Time spent at work by the employee beyond normal shift assignment (that is, for the convenience of the employee) is not considered time worked, providing the employee did not perform any work.

Exempt Employees who are full time are typically paid for 75.83 hours per semi-monthly pay period, unless they move into an unpaid leave or disciplinary status in accordance with University Policy. Exempt employees must record any full or half-day absences, and leave usages per University Policy.

Student Employees are required to record hours worked each scheduled workday. Student employees are not permitted to work more than 20 hours in any given week.

*Note -All timesheet records require approval, including exempt employees.

All Timekeeping System Users

Employees are required to record individual time and attendance information by logging into the system using their “My �̾�����ƵPortal Credential” Log-in. The employee’s network identification or “My �̾�����ƵPortal Credential” Log-in is their “electronic signature”. By approving the time card with an electronic signature the employee certifies that the entries reported for the designated pay period are accurate and complete.

Employees are not to alter the time record (or, if applicable, punch the time-clock) of another employee or permit their own time record to be punched or altered by another employee. Such conduct is grounds for dismissal.

Important FLSA Considerations

In order to accurately record hours of work and approve compensation, Timekeepers/Time Approvers and Supervisors must have a working knowledge of the provisions of the federal and state regulations affecting pay and hours worked. Below is a brief summary of some key factors influencing time reporting and compensation:

Meal Periods:

New York State Labor Law entitles employees to a noon-hour break of at least 30 minutes after six hours of work. It is the policy of �̾�����Ƶ to provide most employees with a one-hour unpaid meal period for each 8-hour workday. Meal periods are unpaid time and as such, employees must be completely relieved of duty for the purpose of eating lunch. You and your supervisor must arrange these times to ensure adequate coverage throughout the day. Under the FLSA regulations, if the employee is engaged in any kind of work activity during the meal observance period, it is considered “time worked” and the employee must be paid for it. Employees may not forego the meal period in order to shorten the work day.

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Travel Time:

Generally, daily commute to and from work is not work time. However, the following situations are considered work time:

• Time spent traveling to and returning from a special assignment location (assignment in another city or assignment in another work location other than the normal work site) is considered time worked. Because such travel is performed for the employer’s benefit and at the employer’s request, the employer is required to compensate the employee. However, the employer may deduct the time the employee would normally spend commuting to and from the regular work site from the total off site commute time.
• Any work which an employee is required to perform while traveling is work time.
• Travel time on a day off during hours that are normal work hours during the week is work time.
• A break in travel for a meal period is not work time.

• Time at the destination when the employee is free to come and go as they wish is not work time.
  
  Note: An exempt staff employee is not subject to the travel provisions of the FLSA. Since an exempt staff employee is not paid per hour, the employee does not receive additional pay for travel time.

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Training Time:

All training time is work time if it occurs during an employee’s regular shift or if it is required by the employer. Training time need not be counted as work time only if all four of the following conditions are met:

• Occurs outside of the employee’s normal work schedule.
• Is truly voluntary.
• Not directly related to the employees current job (training is designated to qualify the employee for another job).
• The employee performs no work of any value to the employer during the training.

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Overtime:

Rate of Pay

The FLSA mandates that non-exempt employees receive time and one-half their regular rate for all hours worked in excess of 40 hours per week. At Pace, full-time employees who are in non-exempt positions, and who are authorized to work overtime, will receive 1½ their regular rate for all hours worked in excess of 35 hours per week (please note, sick hours are not considered to be hours worked for overtime determination). However, the employee’s supervisor should approve all such overtime, generally in advance (as there are strict rules concerning compensatory time off in lieu of overtime for non-exempt employees, Human Resources should be consulted before any such compensatory time is granted).

Part-time employees who are non-exempt will receive 1½ their regular rate for all hours worked in excess of 40 hours in a particular workweek.

Approval

Supervisors are responsible for scheduling staff and approving overtime based upon the operational needs of the University. Supervisors are encouraged to explore all options before approving overtime (changing work priorities, reassigning work, off-setting additional hours in one day with a reduction of hours in another day in the same workweek, etc).

All employees who work overtime, regardless of approval, will be compensated for the hours as stipulated by the Fair Labor Standards Act. Employees who work overtime without the appropriate approval from their supervisor are in violation of this policy and may be disciplined.

“Time Keepers and Time Approvers” Responsibilities

Timekeepers and Time Approvers are responsible for ensuring that work and leave time is reported accurately and reflects each employee’s work activity for the designated pay period. To accomplish this, Timekeepers/Time Approvers edit and review missing time records, employee sick leave, vacation and other absences on a daily basis. A Timekeeper Proxy is a person who has been designated by the Departmental Manager to assume payroll reporting responsibilities for a designated department or group prior to the processing of payroll. In all cases, Timekeepers/Time Approvers must be persons with knowledge of employee schedules and hours worked for those which they review. Approvers are responsible for approving and finalizing time in the Timekeeping System.

Enforcement

Falsification by an employee of any attendance and leave record may be grounds for dismissal.

Timekeepers/Time Approvers or payroll processors who intentionally or knowingly approve false records or who repeatedly fail to comply with their obligation to review, approve and correct time records in a timely and accurate manner are subject to disciplinary action, up to and including termination.

Contact

• For questions regarding payroll related questions, or the Timekeeping System, please contact payroll@pace.edu, or call (914) 923-2898.
• For FLSA related questions, please contact the Compensation Department at (914) 923-2765.

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Performance Management, Development, and Recognition

Career Development

�̾�����Ƶ supports your continued education and growth through our tuition remission program and a broad range of in-house training and development opportunities.

Talent Development

Talent Development promotes and support employee development and organizational effectiveness by providing high-quality training, career advice and leadership development programs. They provide staff opportunities to gain the knowledge, skills and experiences to enable their contribution to the Strategic Plan. They support staff in understanding and demonstrating �̾�����Ƶvalues and behaviors. They also support the Leadership Team in developing a culture of innovation and engagement, one that furthers Pace’s reputation as a great place to work and study. The Talent Development department is committed to supporting the continued growth and development of Pace’s most valuable resource, its people. The training calendar and registration can be accessed through the Human Resources web site. Requests for dedicated training or training not offered through the Talent Development department should be sent to talentdev@pace.edu.

Job Posting Procedure

In the spirit of continuing to provide Opportunitas, the university is committed to providing support for continuing education, training, and career advancement. Our Internal job posting program provides information about available positions throughout the University that offer opportunities for career development or career change.

Available Staff positions with brief descriptions of the basic function and minimum qualifications for each job are posted online and accessible via the university’s job posting system. After one year in your current position, you may be eligible to apply for a new �̾�����Ƶstaff position if you meet the minimum qualifications. An updated Application for Employment and resume should be submitted to the posting via the university’s online job posting system.

In the commitment to encourage open dialogue any employee that applies for an available position should discuss this with their supervisor. If the employee decides not to notify the supervisor and wishes to keep the application confidential, then Human Resources will honor this request until the point at which the employee becomes a final candidate. When an employee is notified that they are a final candidate, the employee is expected to inform their supervisor and member of the Talent Acquisition department will contact the supervisor to obtain a reference. The feedback obtained from this reference is shared with the hiring manager in order to make a fully informed decision about the internal candidate. If an offer of employment is extended the employee is expected to give a minimum of two weeks’ notice to their current supervisor. Requests for exceptions should be discussed with Talent Acquisition.

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Employee Recognition Programs

Special awards present an opportunity to link outstanding performance of faculty and staff to the achievement of the University’s Vision, Mission and Strategic Goals; the service awards are recognizing employees for their length of service to Pace. Full-time faculty and staff are recognized for their 5-year milestone anniversaries with a choice of gifts available through Tiffany & Co., for all honorees at each service level. Service milestone certificates and special performance awards are awarded at the Employee Recognition Ceremony campus events held each year.

YES I Make It Happen Recognition

The goal of the YES I Make It Happen Recognition is to provide special recognition to �̾�����Ƶstaff, faculty, and student employees for simple achievements in their everyday roles. This peer-to-peer recognition is intended to acknowledge and reward individuals exhibiting the core values of being Proactive, Respectful, Accountable, Professional, and Accessible. A random drawing takes place each month for four free movie tickets, both on the Westchester and New York City campuses. In addition, annual grand prize winners are selected and publicly recognized at the annual employee recognition events.

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Meeting University Standards and Performance Reviews

In order for �̾�����Ƶ to successfully achieve its mission and strategic goals, it must have an experienced, skillful, and cooperative staff. The University is committed to enhancing the learning process, increasing student retention, promoting a high performing work environment, and ensuring that systems and processes reinforce its mission.

The manner in which you do your job may well be the basis upon which others form their opinion of the University and may bear directly on efforts to strengthen our institutional reputation and compete successfully for talented students, faculty, and staff.

The formal and informal evaluation of your performance is an ongoing process. For new employees, an initial meeting with the supervisor to set individual performance goals should occur within the first month of employment. After 3 months, another meeting to provide performance feedback and to finalize performance objectives for the rest of the fiscal year should occur.

More informally, you should be meeting with your supervisor on a regular basis to discuss progress against your performance goals. These sessions are an opportunity to talk openly with your supervisor in order to get a clear understanding of what is expected of you.

The formal annual Performance Management and Development Process (PMDP) is scheduled towards the end of the fiscal year for the benefit of both the supervisor and the staff member. The primary purpose of such meetings is to review accomplishments from the previous fiscal year period and highlight areas in which performance can be strengthened. In addition, the PMDP goal setting serve as the vehicle for planning the following period’s performance objectives. These performance goals are based on your department’s goals and objectives as well as on your personal plans for development. If you do not receive a PMDP review, you should notify the Human Resources Department.

Your supervisor should also explore with you your potential for advancement and the developmental opportunities that are available to you at Pace. An important consideration will be how well you have exhibited the �̾�����Ƶcore competencies into your performance on the job.

When an experienced staff member does not maintain a satisfactory performance level (i.e. that which is required to fulfill the responsibilities of the position), the supervisor may schedule a meeting with the employee to discuss the situation and to make suggestions for improvement.

Although a supervisor is not required to follow any specific procedure and may bypass any or all the steps below, they may decide that corrective action is necessary. The following is one example of a procedure the supervisor may wish to follow:

1. The supervisor explains what aspect(s) of job performance is below standard, pointing out the improvements that must be made and the time in which the change must take place. At this time, the staff member may inform the supervisor of any extraordinary circumstances that may have contributed to their unsatisfactory performance.
2. Thereafter, if the supervisor decides that the employee has exhibited insufficient improvement, they may give the employee a Performance Improvement Plan indicating what must be done by the employee, within a specified period of time, to correct the situation. The employee can sign a copy of this plan to indicate that they have agreed with it. A copy of the Performance Improvement Plan can then be sent to the Employee Relations department.

3. If the employee has not made sustained satisfactory improvement by the end of the allotted time period, the supervisor will make the decision as to whether the deficiency warrants further action up to and including termination of employment.

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Policies and Procedures

The Americans With Disabilities Act (ADA)

In keeping with �̾�����Ƶ’s commitment to equal educational and employment opportunity, the University is in full compliance with the Americans with Disabilities Act (ADA) and section 504 of the Rehabilitation Act of 1973. �̾�����Ƶprovides reasonable accommodations to assure that no otherwise qualified individual will be excluded from employment or any program, service, or activity provided by the University on the basis of a mental or physical disability.

In order to assess the need for accommodation, the University requires either a detailed reference letter or a diagnostic report from a certified healthcare professional explaining the disability and providing recommendations for accommodations.

Questions regarding the ADA and its interpretation can be emailed to the Human Resources Department of Employee and Labor Relations, the Title IX Coordinator, or the Coordinator of Disability Services.

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Disability Accommodations

�̾�����Ƶ is committed to providing equal access and opportunities to job applicants, faculty and staff members with qualified disabilities, and prohibits discrimination on the basis of disability in the application process and the employment relationship. It is the policy and practice of the University to comply with the Rehabilitation Act, the Americans with Disabilities Act, as well as with applicable state and local laws prohibiting discrimination on the basis of a disability.

Applicants, faculty and staff members with a disability recognized by law are entitled to a reasonable accommodation if one is needed to enable the person to apply for a job, perform the essential elements of a job, or to enjoy the benefits offered to other applicants, faculty and staff members. In general, a disability is defined as a physical, mental, medical, or psychological impairment.

A reasonable accommodation includes, but is not limited to, adjustments such as providing an accessible workplace, acquiring or modifying equipment, job restructuring, modifying work schedules, modifying examinations and training materials, reassigning to a vacant position, and providing qualified readers or interpreters for the vision and hearing impaired. Reasonable accommodations do not include lower performance standards or items for personal use or convenience. The University is obligated to provide a “reasonable” accommodation, which may not be the one requested. The process of identifying and providing a reasonable accommodation is an interactive one. The University is not obligated to provide an accommodation if it would impose an undue hardship on it, or if the person requesting the accommodation poses a direct threat to the safety of self or to others.

Establishing Eligibility

An employee who has requested a reasonable accommodation must provide certain information to the University from an appropriate health care professional. In general, the information provided must be sufficient to substantiate that the employee has a disability and requires a reasonable accommodation. The information provided must describe, among other things, the nature, severity and duration of the impairment; the activity or activities the impairment limits; the extent to which the impairment limits the employee’s ability to perform the activity or activities; and, substantiate why the requested reasonable accommodation is needed. The cost of obtaining and providing this information to the University is the responsibility of the faculty or staff member.

If the individual provides incomplete or inadequate information to substantiate that the employee has a disability and/or needs the reasonable accommodation requested, the University may, at its discretion, require the employee to provide the additional information at the employee’s expense, or submit to an examination by an appropriate health care provider selected by the University and at the University’s expense.

The need for a reasonable accommodation may, and often does, change. Therefore, an employee who receives a reasonable accommodation may be required to establish their eligibility for an accommodation annually or more frequently as may be appropriate.

Standardized forms to assist an employee with establishing eligibility for consideration of a reasonable accommodation are available on the Human Resources Forms for Employees website.

• Disability Accommodations: Notice and Understanding Concerning Request for a Reasonable Accommodation (PDF)
• Disability Accommodations: Request and Authorization to Release Certain Health Information (PDF)

Reasonable Accommodation Process

Step 1 To request a reasonable accommodation, a faculty or staff member with a disability should first contact their campus Employee and Labor Relations Representative.

An applicant who is applying for a position at �̾�����Ƶcan seek a reasonable accommodation for the interview process by contacting an Employee and Labor Relations Representative.

Step 2 The faculty or staff member may be requested to provide certain information from an appropriate health care professional demonstrating that the employee is eligible for a reasonable accommodation. (See Establishing Eligibility above.)

Step 3 The request for a reasonable accommodation (including supporting documentation and information, if requested) will be reviewed by the campus Employee and Labor Relations Representative. In order to evaluate the information provided by the faculty or staff member and/or their health care provider, the University may, to the extent permitted by law, consult with the employee’s health care providers as well as the University’s own medical professionals and such other University personnel as may be necessary. At reasonable intervals, and in order to further the interactive process, the University will apprise the employee of the status of the review of their request for a reasonable accommodation.

Step 4 If more than one alternative accommodation would be reasonable and effective, the University will consider the employee's preference. The ultimate selection of the reasonable accommodation to be implemented, however, will be made by the University. The University will issue the employee a written determination identifying the accommodation(s) granted or denied.

Step 5 If the employee is not satisfied with the determination, they can appeal the decision with the Appeals Committee by emailing sasappeals@pace.edu.

Confidentiality

Confidential information obtained, reviewed and/or prepared in connection with a request for a reasonable accommodation will be maintained separately from the faculty or staff member’s other employment records. Information about such things as an individual’s impairment, disability, medical condition and status, request for a reasonable accommodation and the University’s response to the request shall be maintained as confidential information. Confidential information shall not be disclosed to any individual except on a need to know basis.

Complaint Procedure

A staff member who believes they has been discriminated against on the basis of a disability, should consult the discrimination complaint/grievance procedures set forth on the Office of Institutional Equity and Title IX Compliance website and in the �̾�����Ƶ Employee Handbook. The discrimination grievance procedure for faculty is set forth in the 2013 �̾�����Ƶ Faculty Handbook.

In addition, faculty and staff members who have questions or concerns about possible discrimination on the basis of a disability may contact the Title IX Coordinator.

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Communications

There are several ways in which you can find current �̾�����Ƶnews and more information about the University’s programs, special initiatives, resources and the people with whom you work.

Staff Councils

There are two councils for employees and they are located in Pleasantville and New York. The purpose of the Councils is to provide a forum in which administration and staff may discuss University issues and make recommendations concerning such issues to the President. The council also facilitates communications between members, faculty, students, and colleagues on other campuses and fosters and supports the personal and professional development of its members.

Email

Email is an important vehicle for sharing information throughout the University and the skilled use of this technology is crucial for good communications. For further information on using the �̾�����Ƶemail system contact, ITS for training in Outlook Exchange, Email and Calendar Overview, register for this course through the ITS registration system at Home/About Us/Administration/ITS/Getting Help/IT Training/Training Topics. For the University’s policy on the proper use of email, refer to �̾�����Ƶ’s Appropriate Use Policy for Information Technology.

Website

Pace’s website is managed by the Marketing and Communications Department in the Office of University Relations. The News page contains up-to-the-minute information on events and news at Pace. The Faculty and Staff site features information specific to �̾�����Ƶemployees. You can contact the online communications team at webhelp@pace.edu.

�̾�����ƵPortal

Accessible through the �̾�����Ƶhome page, is an integrated system which can be reached by faculty, staff, and students who are using this centralized system to access employee and student information and provides employees with the ability to view their pay advice online, check status of and follow up on purchase orders online, update benefits enrollment, and update personal status such as change of name, address, telephone number, or emergency contact.

Voice Mail System

�̾�����Ƶ’s Voice Mail System enhances voice communications with a backup for busy or unanswered calls. It allows the members of the �̾�����ƵCommunity to receive phone messages in their confidential mailboxes, each of which is passcode protected. Mailboxes can be created or customized to meet specific individual/departmental needs by contacting the Voice Mail Coordinator at ext. 22692. For the University’s policy on the proper use of the Voice Mail System, refer to �̾�����Ƶ’s Appropriate Use Policy for Information Technology.

Pace Magazine

Pace Magazine is published digitally by the Marketing and Communications Department in the Office of University Relations on a semi-annual basis and is emailed to all staff, faculty, students, �̾�����Ƶalumni and to parents and families of current students. You can read the latest issue of �̾�����ƵMagazine online and contact editorial staff.

�̾�����ƵNow

�̾�����ƵNow is the monthly digital publication for �̾�����Ƶ students, staff, faculty, and parents/families of currently enrolled students. It is produced by the Marketing and Communications Department in the Office of University Relations. Articles typically include a message from the President, success stories about students/faculty, research pieces, upcoming events, need-to-know info, and press/media hits. If you would like to suggest story ideas for this publication, please email universityrelations@pace.edu.

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Discrimination, Harassment And Retaliation - Policy And Procedure

The entire Policy can be found in full on the Office of Institutional Equity and Title IX Compliance website (PDF).

Drug And Alcohol

The University seeks to promote individual wellness in as many ways as possible. Accordingly, in summary, the Policy prohibits the unlawful use, possession, sale, distribution, or manufacture of controlled substances, and generally prohibits the consumption of alcohol, on University property or at University-sponsored programs and activities.

Problems with alcohol and drug abuse are addressed most effectively through the coordinated efforts of peers, family members, counselors, and the University. To these ends, the University has identified several University departments with highly trained staff to assist students and employees. These services are provided at no cost to faculty and staff. The contact numbers for these departments, as well as additional off-campus resources, can be found under the “Counseling and Treatment” portion of the policy. We encourage you to read the Drug and Alcohol Policy (PDF) and its appendices carefully and thoroughly.

Should you have any related questions, please contact the University’s Employee and Labor Relations office at (212) 346-1869 in New York or (914) 923-2786 in Westchester.

Links:

• �̾�����Ƶ's Full Drug and Alcohol Policy (PDF)
• .
• Appendix A – Substance Abuse Treatment Facilities (PDF) additional substance abuse treatment facilities are available at the

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Emergency Closing

In response to unusual conditions such as inclement weather or unanticipated occurrences, the University may officially close its operations in whole or in part or shift to remote operations. The authority to cancel classes and/or close operations, and/or shift to remote operations is vested and restricted to the Provost/Executive Vice President for Academic Affairs, and the Senior Vice President of Operations.

When an early morning decision is made to cancel, delay or switch to remote classes on a given campus due to emergency conditions, all offices will be subject to the same closure, delay or switch to remote operations. The time of such opening or closure will be specified in an announcement on the �̾�����Ƶ home page, via email, and via SMS messaging. Employees are encouraged to sign up for the to receive a phone call, text message and emails regarding emergency notifications, from the Emergency Procedures website.

When the University is open and a midday decision is made to cancel afternoon or evening classes, all offices will be notified on �̾�����Ƶwebsite’s homepage, via electronic mail and through Pace’s emergency alert system.

When a closing on a given campus is affected, all employees shall be released from reporting to work on that campus and full-time employees shall be compensated at their regular rate of pay for such a period.

Those individuals required to report to work during such emergency closings are designated as essential services personnel. Non-exempt essential services employees shall be compensated for the extra hours worked at a rate of time and one-half of their regular rates of pay.

As a general rule, essential services include, but are not necessarily limited to:

• Facilities
• Security
• Residential Life
• Transportation
• Food Services
• Other designees, as dictated by circumstances on a case by case basis (i.e. - Evening/Weekend Administration)

Staff employees who have taken paid time off or are not at work for any reason when the University is closed for an emergency are not entitled to additional paid time off. When the University is open, all staff employees are expected to report to work. If an employee does not report to work on such a day and does not charge the absence to vacation time, the employee will not be compensated.

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Employees with Disabilities and Service Animals

�̾�����Ƶ is committed to providing faculty and staff members with disabilities equal access to programs, services, and physical facilities.

�̾�����Ƶreserves the right to amend this policy as needed, with or without prior notice.

Employees who have questions about this policy may contact �̾�����ƵHuman Resources, Employee and Labor Relations Department.

Definitions

Service Animal: A dog (or any other animal permitted by applicable law or regulation) that a �̾�����Ƶfaculty or staff member with a disability requires for use on campus that is individually trained to do work or perform tasks for the benefit of that individual, due to a disability such as a physical, sensory, psychiatric, intellectual, or other mental disability.

• The work or tasks performed by a service animal must be directly related to the individual's disability. Examples of work or tasks include, but are not limited to, assisting individuals who are blind or have low vision with navigation and other tasks, alerting individuals who are deaf or hard of hearing to the presence of people or sounds, pulling a wheelchair, or assisting an individual during a seizure.
• The crime deterrent effects of an animal's presence and the provision of emotional support, well-being, comfort, or companionship do not constitute work or tasks for the purposes of this definition.

Pet. Animals owned by an employee for enjoyment are considered pets. Except as noted below with respect to employees living in �̾�����Ƶ-owned residences, pets are not permitted in �̾�����Ƶ buildings or other indoor facilities. Pets may be on �̾�����Ƶ outdoor grounds for short periods of time but must be properly restrained and cared for at all times, and their presence must not interfere with an employee’s performance of assigned work duties.

Access to the University’s Facilities

An employee with a disability who requires the use of a service animal must inform �̾�����ƵHuman Resources, Employee and Labor Relations Department. Depending on the circumstances, the employee may be asked for information concerning the request. Generally, these questions are limited ascertaining if the service animal is required because of a disability and what work or task the service animal has been trained to perform.

An employee with a disability who requires the use of a service animal is permitted to be accompanied by the service animal in all areas of the University where the employee is otherwise permitted to be. This includes outdoor and indoor spaces.

�̾�����Ƶ does not authorize employees to question each other about the use of service animals, including for the purpose of determining if an animal is appropriately considered a service animal. Any person with a question about whether an animal qualifies as a service animal and/or whether an animal is properly on campus must direct these concerns to �̾�����ƵHuman Resources, Employee Relations Department. Representatives of the Employee Relations department will handle the situation as confidentially as possible.

Any �̾�����Ƶ employee who misrepresents the need for a service animal and/or who misrepresents that an animal is a service animal when the animal is not a service animal as defined by applicable law commits an act of misconduct which may lead to discipline, up to and including termination.

Special Situations

Most work environments are accessible to service animals without the need for further accommodation or modification. However, an employee who experiences difficulties in a particular workspace should inform their immediate supervisor and �̾�����ƵHuman Resources, Employee Relations Department.

�̾�����Ƶreserves the right to restrict or condition access to workspaces where a service animal may pose a danger to health or safety. This may be the case in workspaces that are inherently hazardous, such as a chemical laboratory, or where the presence of an animal may alter the nature of the work or study being performed, such as an animal behavior research laboratory. �̾�����Ƶwill work with the employee to appropriately address these unique situations.

Issues with Service Animals

A �̾�����Ƶemployee using a service animal is required to keep the animal under control at all times, either by physical restraint (or, if that is not physically possible due to the employee’s work or the nature of the employee’s disability) , by signal or command. If the service animal is not appropriately controlled, or if the service animal causes damage to �̾�����Ƶproperty or other persons, the service animal will be prohibited from �̾�����Ƶ, and the employee will be responsible for any damages caused by the animal.

The employee using a service animal is responsible for the care and comfort of the animal. If the employee is unable to meet these needs, it is the employee’s responsibility to arrange for the appropriate care of the animal, including its grooming and waste. Service animals are to be in close proximity at all times to the employee who requires the service animal and may not be left outside, in an office, etc., for more than extremely brief periods.

It is the responsibility of the employee who requires the service animal to be in compliance with all vaccination, license and registration requirements.

It occasionally happens that other employees experience difficulties around a service animal, as may be the case for individuals with a fear of dogs or allergies. If this occurs, the employee experiencing the adverse reaction to the service animal should not confront the employee who uses the service animal but instead should direct any concerns to �̾�����ƵHuman Resources, Employee Relations Department. The situation will be addressed appropriately based on a consideration of all of the circumstances.

Employees Residing in University Housing

Service animals are permitted to live with employees in �̾�����Ƶ-owned housing.

Additionally, other options for living with animals that do not qualify as service animals are available to employees residing in �̾�����Ƶ-owned housing. An employee with questions about the right to live with an animal in University housing should contact the Residential Life Department for further information.

Even if an employee is permitted to have an animal in their assigned �̾�����Ƶ-owned housing, this is not necessarily permission to bring the animal with the employee to work. In order for an animal to be permissible at an employee’s work station or location, it must be a service animal or the employee must apply for and be granted special, express permission to have the animal at work by �̾�����ƵHuman Resources, Employee Relations Department.

Other Accommodations

An employee with a disability whose needs are not addressed in or met by this policy should contact �̾�����ƵHuman Resources, Employee Relations Department. �̾�����Ƶmakes reasonable accommodations for individuals with disabilities and will engage in an interactive process in a good-faith effort to meet the needs of individuals with disabilities.

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Ethics Reporting Hotline

Maintaining ethical standards is the responsibility of every member of the �̾�����ƵCommunity. Those ethical standards are embodied in the University’s Guiding Principles of Conduct and other policies as well as federal, state and local laws. �̾�����Ƶ employees are expected to adhere to high standards of professional and ethical conduct in carrying out their duties. This includes avoiding conflicts of interest and commitment, appropriately accounting for financial transactions, properly using University property and resources, adhering to internal control protocols, complying with internal and external audit requirements and complying with intercollegiate athletics rules. The University believes that early identification and timely investigation and resolution of possible violations of ethical standards are critical to maintaining a sound and ethical business and educational environment.

Members of the University community have many options within �̾�����Ƶfor reporting violations of University policies and federal, state or local laws. You are encouraged to discuss any concerns you may have about such violations with your supervisor and\or the University administrator who has authority over the area in which your concerns arise. Other alternatives include contacting Human Resources, the Title IX Officer, Safety and Security, or University Counsel (212) 346-1274. Also, please be advised that the University has an Official Grievance Process for employment related issues, including discriminatory harassment which is handled by the Title IX Officer.

The University has also created a toll-free hotline number to allow the University community to anonymously and confidentially report suspected violations of University policies and federal, state and local laws. The University’s toll free hotline phone number is 1 (800) 821-2456.

The hotline does not replace or supersede previously existing reporting options. Staff and other members of the �̾�����ƵCommunity may still report their concerns through the traditional reporting channels. Furthermore, the hotline is not designed to capture reports related to academic matters such as grading and academic integrity. Those reports should be directed to the appropriate Academic Department Chairperson, Dean and\or the Provost.

�̾�����Ƶ pledges to use its best reasonable efforts to promptly and discretely investigate all reports of suspected violations of University policies and federal, state and local laws and to take appropriate corrective action whenever it concludes that improper conduct has actually occurred. The University also pledges that it will neither take nor allow anyone acting on its behalf to engage in any retaliatory action against anyone for reporting in good faith actual or suspected violations of University policies or federal, state or local laws.

The University’s Whistleblowers Policy and Procedure policy is included herewith. Whistleblowers Policy and Procedure (PDF).

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Flexible Work Arrangements

Flexible Work Arrangements allow �̾�����Ƶ supervisors and employees to make temporary arrangements for working conditions that suit their academic and organizational needs along with helping employees maintain a work/life balance. For longer-term arrangements, please refer to the Remote and Hybrid Work Policy. The combined impact is to improve the productivity and efficiency of their work units, while increasing job satisfaction and engagement. Most typically, examples of allowable flexibility include changing schedules (earlier or later start and end times, for example) and where work is performed.

Deans and Vice Presidents must authorize whether a flexible work arrangement will be approved, provided all eligibility and guidelines are met.

Eligibility

All full-time and part-time individual staff members are eligible for consideration of flexible work arrangements when their supervisor has confirmed that the employee can, or has demonstrated the ability to, maintain the expected quantity and quality of work as well as the appropriate service support for the �̾�����ƵCommunity.

Requests for a flexible work arrangement should not be considered when:

• The nature of the job requires the employee's physical presence (e.g. remote work may not be appropriate where the employee is to be in a front-facing position, or supervising the work of other employees, or providing customer service to students and others), or efficiency is compromised when the employee is not physically present.
• The employee's productivity levels do not indicate sustained high performance, or are problematic, or the employee has received disciplinary action, or has a demonstrated attendance and punctuality problem.

Guidelines

The following guidelines apply to flexible work arrangements:

• A work schedule, including work days and hours, should be agreed upon in advance.
• Employees should be on-site as required by their supervisor to attend meetings, training sessions, or similar events as needed.
• Employees should maintain a workload consistent with their position description in order to satisfy job requirements.
• Employees who are unable to work due to illness should use sick leave (if applicable), and should report their absence to their supervisor.
• Employees who wish to be relieved of responsibility for work on a particular day or days should use vacation leave as approved.
• Employees are responsible for the safety and security of all University property and confidential and/or proprietary information, as stated in the Employee Handbook.
• The Benefits office must be notified if an employee’s status changes from part-time to full-time or full-time to part-time.

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Approval Period and Regular Reviews

All flexible work arrangements are granted on a revocable basis, and can be discontinued by a manager at any time, subject to periodic evaluation periods, during which the effectiveness of the arrangement will be evaluated. Either the employee or the University can decide to discontinue the work arrangement upon review if it is determined to be against the best interests of the University.

Periodic reviews of ongoing flexible work arrangements must be conducted to evaluate whether the arrangement continues to meet the needs of the unit. The schedule for periodic reviews is established by the supervisor and is recommended to occur at least on a quarterly basis.

In the event that the division/school/University’s goals and/or the position’s scope of duties and responsibilities change, it is at the discretion of the supervisor to modify or terminate the flexible work arrangement.

Legal Compliance

All flexible work arrangements must conform to the overtime, recordkeeping, and meal break provisions of the Federal Fair Labor Standards Act (FLSA) and New York State labor law for employees covered by those provisions, as seen in the Time Reporting Policy located in the Employee Handbook and Policies section of the HR website.

Request and Approval Process

Requests for flexible work arrangements are considered on a case-by-case basis and determinations are made in accordance with the needs, requirements, and constraints of both the department and employee. The arrangement should be in writing, and the parameters should be clear and documented (i.e., schedule, duration, work expectations) The supervisor and the employee have the option to use the Proposal Request (PDF) and Agreement Forms (PDF) or may utilize other written forms. It is recommended that the supervisor and employee keep a copy of the signed arrangement.

Contact

If there are any further questions and guidance needed regarding this policy, please consult with your supervisor or the Employee Relations Department at employeerelations@pace.edu.

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Appendix A

Flextime

Scope: This flexible scheduling arrangement permits variations in daily beginning and ending times, but does not alter the total number of hours worked in a day and in a work week. For example, an employee whose normal hours of work are from 9:00 a.m.–5:00 p.m. may request to work 9:30 a.m.–5:30 p.m.

Considerations: Flextime scheduling may be useful to improve coverage in a department, enhance recruitment, extend service hours, and enhance staff morale. However, not all jobs are well-suited for flextime, and the decision to accommodate a request lies with the University.

• The impact, if any, on the population being serviced should be considered.
• The needs of a department may require that employees be present or accessible during a core period of hours each workday, during peak workload periods, or on a particular day of the week.

Requirements: The work schedule that is agreed to should be put in writing so that both the University and the employee have a mutual understanding of the work arrangement. Any modifications to the schedule must be approved in writing by the supervisor. The timing for periodic reviews of the work arrangement should be established.

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Appendix B

Remote Work

Scope: This type of flexible work arrangement allows an employee to work at home or at another off-site location for a specified number of days or hours per week; in some cases, this arrangement may be full-time remote. Permission to remote work is dependent upon the employee having a suitable work location at the off-site premises, and in compliance with the requirements set forth below.

Considerations: When considering a remote work arrangement, supervisors should weigh the following:

1. How well-suited the job is for remote work, considering the impact on the population being serviced.
2. The employee’s demonstrated time-management skills, productivity, and independent work performance.
3. The needs of the unit or department, its available resources, and its ability to support remote work objectives:
   • What equipment the employee would require to perform the position off-site (i.e. computer, telephone, fax machine, file cabinet, etc.).
   • The department’s financial ability to support the equipment needs.

Requirements: To ensure that the employee and the University have a mutual understanding of the terms of the flexible work arrangement, clear expectations should be agreed to in writing in advance. Examples of criteria that should be addressed specifically include, but are not limited to:

• The work schedule, including the starting and ending dates (for temporary arrangements) of the remote work arrangement.
• The work setting (explain location of remote work site) and if conducive to productivity.
• Frequency and scheduling of onsite time at the University.
• Loaned University equipment and supplies accurately reflect the work needs in the employee’s primary facility.

Benefits: For full-time employees the status of benefits will not be affected by participation in a remote work arrangement, unless the hours per week are reduced. Working less than 28 hours puts the employee in a part-time status, and therefore, eliminates certain benefits. Please contact University Benefits for more information.

New York Tax Policy on Nonresident Employees: New York State and federal taxes will be withheld for all employees.

Employees may wish to consult their tax advisor and the University with respect to inter-state tax consequences. Depending on the state from which the employee is engaged in a remote work arrangement, taxes may be shared between New York State and the state of the employee’s remote work site.

Guidelines for a Safe Home Work Environment

Remote workers are responsible for maintaining a safe and functional home work environment and following common safety practices. Below are links to guidelines for maintaining a safe and productive work setting at home:

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University Property

The employee must refer to the ITS Appropriate Use Policy, which outlines the responsibility of the employee to maintain full confidentiality of University information and data during access to the University network.

Equipment provided on loan by the University, including a desktop or laptop computer, remain the property of the University while on loan, and must be returned upon termination of the remote work arrangement or employment.

Employees must return the equipment in the same condition in which it was originally received, less normal wear and tear and any defects acknowledged and recorded by the University prior to the actual loan of equipment. Employees are personally liable for missing or damaged University equipment, as well as any compromise of confidential University data and information.

Insurance

The University assumes no liability for injuries occurring in the employee's approved alternate worksite outside of work hours.

Employees should note that some homeowner policies do not automatically cover injuries arising out of, or relating to, the business use of the home. In addition to the University’s theft policy, for the employee's protection, employees are required to have their homeowners/tenants liability policy endorsed to cover bodily injury, property damage or theft, and the business use of University and personal equipment to all parties arising out of or relating to the business use of their approved alternate worksite.

Employees who live in rented property should be aware that their lease may not permit business use on the premises. The University is not responsible for business meetings conducted at the employee’s home or on non-university property.

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Hate/Bias-Related Crime Policy

The New York State Legislature found and determined that “criminal acts involving violence, intimidation, and destruction of property based upon bias and prejudice have become more prevalent in New York State in recent years. The intolerable truth is that in these crimes, commonly and justly referred to as “hate crimes,” victims are intentionally selected, in whole or in part, because of their race, color, national origin, ancestry, gender, religion, religious practice, age, disability, or sexual orientation. Hate crimes do more than threaten the safety and welfare of all citizens. They inflict on victims, incalculable, physical and emotional damage and tear at the very fabric of free society. Crimes motivated by invidious hatred toward particular groups not only harm individual victims but send a powerful message of intolerance and discrimination to all members of the group to which the victims belongs. Hate crimes can and do intimidate and disrupt entire communities and vitiate the civility that is essential to healthy democratic process. In a democratic society, citizens cannot be required to approve of the beliefs and practices of others, but must never commit criminal acts on account of them.

�̾�����Ƶ’s Guiding Principles of Conduct clearly and unequivocally states that “membership in the University community is accompanied by the responsibility to maintain and foster an environment characterized by freedom of expression, inquiry and exchange of ideas and respect for the dignity and uniqueness of each individual.” In addition, the University has established standards of behavior to ensure the safety of all members of the University community. For more information, view the Hate/Bias-Related Crime Policy (PDF).

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Nepotism Policy

This Nepotism Policy applies when members of the same family are employed by the University and assigned to positions in which a non-faculty employee ("Staff") has supervisory or managerial authority over the other family member. [1] In such cases, the supervision by one family member of another, including with respect to hiring, promotion, salary, performance evaluation and other staffing decisions may create an apparent, actual or potential conflict of interest (collectively, “Conflicts of Interest”).

For the purpose of this Policy, family member is defined as a spouse, domestic partner, romantic partner, children, parents, siblings, nieces, nephews, grandparents, grandchildren, aunts, uncles, first cousins, and corresponding in-law or step relationships (collectively, “Family Member”).

The University prohibits discrimination on the basis of family relationships, and such relationships shall not be used as a basis for denying rights, privileges, or benefits of employment. Concurrently, however, it is the intent of the University to minimize Conflicts of Interest, which may be created when Staff:

• Participate in hiring, salary, promotion and/or other staffing decisions affecting the status of a Family Member (whether in a faculty or staff position); and/or
• Supervises, or evaluates a Family Member (whether in a faculty or staff position).

In order to avoid Conflicts of Interests, Staff may not participate in the initial appointment, promotion and/or other staffing decisions affecting the status of a Family Member (whether in a faculty or staff position). Further, Staff may not be assigned or transferred to a position, where they would supervise or be supervised by a Family Member.

Exceptions to this Policy are expected to be very rare and shall be based on the need to hire and retain individuals who are most qualified for certain positions. Before an employee is assigned or transferred to a department where they would supervise or be supervised by a Family Member, the supervisor proposing the assignment or transfer shall send a written request to the Vice President for Human Resources (“Vice President”) for approval of the assignment or transfer. The Vice President or their designee, shall consult with the supervisor and other University administrators (including, without limitation, academic administrators) as may be appropriate in a particular case, to determine whether measures can be implemented to avoid a Conflict of Interest.

[1] A separate Nepotism Policy applies when a faculty member supervises a Family Member. That Policy may be found in the 2013 �̾�����Ƶ Faculty Handbook.

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Out of State- Primary Hiring/Work Radius Policy

�̾�����Ƶ’s primary location of operation is within the State of New York and is registered to do business in the State of New York. Work conducted remotely outside of the State of New York subjects the University to numerous other multi-state regulations.

�̾�����Ƶ has determined that all employees hired on or after July 1, 2024, must have a primary home address within the tri-state area of New York, New Jersey, and Connecticut, henceforth referred to as “Primary Hiring/Work Radius.” Please view the Out of State – Primary Hiring/Work Radius policy in its entirety (PDF).

Related documents:

• Out of State/Primary Hiring/Work Radius Approval Form (PDF)
• Primary Hiring/Work Radius Frequently Asked Questions (PDF)
• �̾�����Ƶ Remote and Hybrid Work Policy

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Remote and Hybrid Work Policy

�̾�����Ƶ is an active, residential university offering our students and faculty an on-campus experience. Collaboration and in-person interactions between students, faculty, and staff are crucial to our work.

Remote and hybrid work arrangements allow �̾�����Ƶ employees to fulfill some or all of their job responsibilities from an off-campus location. The University may assign remote and hybrid work arrangements when the strategic priorities and specific work requirements of a position are suited to such an arrangement. Remote and hybrid work arrangements must support business operations to ensure the success of each school/college, department and the University as a whole in meeting and exceeding its mission.

�̾�����Ƶ encourages the use of remote and hybrid work arrangements when appropriate and when in alignment with the needs of the teams within the business and work units. Designation of such arrangements are determined by and granted at the discretion of the business or work unit and subject to ongoing and periodic review. A supervisor may request an Employee Relations representative to review all remote and hybrid work arrangements prior to implementation. Termination of a remote or hybrid work arrangement can be made at any time, with reasonable notice provided to the employee.

Work Locations

When considering work locations, there are several types of work at the University, including:

• Fully On-Campus: Employees who have job responsibilities that require them to be fully on campus during their regular work schedule.
• Hybrid: Hybrid employees will work a mix of on-campus and remote days, coming into the office 1-3 days per week on average. On-campus workspace will be dependent upon the physical workspace of the Department, as defined below. Some hybrid employees may not have a dedicated workstation on campus and will need to utilize a shared space. Department leadership will plan common days for in-person connection, collaboration, and events.

• Fully Remote: Remote employees are regularly scheduled to work full-time off-campus. Occasional presence on campus may be required. Given that their primary work location is remote, employees will be eligible to utilize shared space when on campus. Employees with this arrangement will not have a dedicated campus, individual office or workstation on a specific campus.

  New York State and federal taxes will be withheld for all employees, regardless of the location of their permanent residence. Employees may wish to consult their tax advisor and the University with respect to inter-state tax consequences. Depending on the state from which the employee is engaged in a remote work arrangement, taxes may be shared between New York State and the state of the employee’s remote work site.

Change in Remote Work Location

Once a remote work assignment is made, it is the responsibility of the hybrid/remote employee to inform the University of any intended change in any of the information contained on the Hybrid/Remote Work Arrangement Form, to include a change in residency or remote work location, and to seek their supervisor’s advance approval by filing a new Hybrid/Remote Work Arrangement Form.

Workspaces

On-campus work can take place in several different types of workspaces including:

• Dedicated workspace: Workspace that is assigned to a specific employee(s).
• Shared workspace: Unassigned workspace that is shared by employees. Shared workspace will by supported by the University’s Facilities Department, with one daily cleaning at the end of the regular workday. Employees should leave any shared workspace clean and clear the desk of all personal and work items at the end of the day.
• Collaborative workspace: Workspace that is provided to teams for collaborative purposes.

Remote and Hybrid Work Arrangement Determination and Eligibility

The general expectation for a hybrid and/or remote work arrangement is that the employee will effectively accomplish their regular, assigned job duties, regardless of work location.

The designation of an employee’s primary work location (as defined above) will be determined by, but not limited to the employee’s divisional unit,position responsibilities, and on-campus workspace limitations.

When evaluating whether the duties of a particular position may be performed hybrid/remotely, the supervisor should consider the following:

• Whether the nature of the work and responsibilities to be performed are conducive to a hybrid/remote work location without causing disruption to performance or service;
• The needs of the department to advance its core mission, including: frequency of meetings, department goals and projects, and space constraints;
• Collaborating departments’ needs and schedules;
• The need for in-person interaction as a component of position success, including on-campus appointments/meetings with students, constituents or colleagues (i.e. student contact, faculty support, etc.);
• Whether the position requires supervision of on-site employees;
• The performance of the employee.

Employee Eligibility

Before considering a departmental assignment for a hybrid/remote work arrangement, the supervisor and department management, with the assistance of Employee Relations, will evaluate the role and the feasibility of such an arrangement. The eligibility of a newly hired �̾�����Ƶemployee for hybrid/remote will be determined by their role and the needs of the department.

The supervisor will assess the needs of their department and collaborating departments, employee’s work habits, demonstrated customer service skills, and overall employee performance to ensure:

• Employee has a clear understanding of the position and expectations;
• Employee has demonstrated ability to work independently;
• Employee demonstrates at least satisfactory performance in that they have met university workplace expectations in their last performance evaluation;
• Employee meets required punctuality and attendance standards, and does not require close supervision;
• Employee demonstrates an understanding of the knowledge and skills needed to complete tasks and assignments accurately and in a timely manner;
• Employee’s communication and collaboration skills meet the expectations required for effective work performance.

Approval of Hybrid/Remote Work Arrangement

When an employee is being considered for a hybrid/remote work arrangement, the employee and supervisor must complete the Hybrid/Remote Work Arrangement Form. (See instructions below in the Forms Procedure paragraph.) The final approval of the parameters outlined in this form will be given by the direct supervisor and the Divisional VP/Dean of School/College in consultation with an Employee Relations Representative.

Supervisors should assess all roles eligible for a hybrid/remote work arrangement with fairness across similarly situated positions and in a lawful and equitable manner.

Travel Expenses Reimbursement

All employees, regardless of designated work location, will not be reimbursed for travel to their home campus. Inter-campus travel will be reimbursed as documented in the Travel and Expense Reimbursement Policy on the Finance and Administration website. Fully remote employees will not be reimbursed for travel to any campus location.[1]

Policy Enforcement

All remote/hybrid work arrangements are subject to ongoing review on an annual basis or as appropriate by the employee’s supervisor and Human Resources and may be terminated or changed at any time. The University may terminate the remote/hybrid work arrangement at its discretion. Where possible, supervisors shall give employees advance notice of at least 30 days when a decision to modify or terminate an existing remote/hybrid arrangement is made. Refusal to return to campus will be considered a voluntary resignation from employment.

Remote Workspace and Equipment Requirements

�̾�����ƵIT employees are not available to assist with in-person workspace set-up or to resolve any technical issues onsite at an employee’s remote work location. Virtual technical support is available to employees working remotely.

• Standard Work Equipment: Departments will work with their remote and hybrid employees to provide a Pace-issued computer, monitor, headset, and other related equipment (i.e. keyboard, mouse), and office supplies where needed to perform the responsibilities of a position. The equipment, aside from disposable office supplies, is expected to be returned to �̾�����Ƶ in good condition within thirty days of employee’s separation from the University. Employees working remotely will continue to be in their department/unit’s computing equipment replacement cycle.
• IT Service Areas
• Internet: Internet connectivity is the responsibility of the employees working off-campus. Bandwidth requirements may vary depending on the job function and assignment.
• Other Equipment Requests: Other special equipment requests should be directed to an employee’s supervisor. Any such consideration and decision will be at the discretion and expense of the department, as appropriate.

Remote Workspace Arrangements

All remote and hybrid employees are responsible for having their own designated off-campus workspace. Employees are responsible for identifying a workspace that is conducive to performing their job duties, which may require a quiet and/or private environment. Employees are also responsible for maintaining safe conditions in the workspace and to practice the same safety habits as those followed on campus. �̾�����Ƶ assumes no responsibility for injuries that occur as a result of activities that arise primarily out of and in the course and scope of employment.

Consistent with Pace’s policies and expectations of information security for employees working on campus, employees working remotely will be expected to ensure the protection of University information accessible remotely. Remote workers will be expected to ensure the protection of proprietary University information, including confidential student and employee information accessible from their remote office. Recommended steps may include the use of locked file cabinets and desks, regular password maintenance, and any other measures appropriate for the job and the work environment, as outlined in the ITS security policies. The designated remote work location should ensure confidentiality and safety. The University reserves the right to inspect the designated work location, especially in cases that involve worker’s compensation claims.

Additional Considerations

• Flexible Work Schedules: Arrangements for flexible work schedule outside of the employee’s work location as designated by their supervisor, including timing of shifts and days worked should follow the University’s Flexible Work Policy.
• Working with Family Members at Home: The employee is responsible for controlling interruptions during their work hours and should make regular dependent care arrangements as needed during working hours as defined by the unit. Employees should not use hybrid and remote work as a substitute for dependent care.
• Sick/Medical Leave: Remote work is not intended to be used in place of sick leave, Family and Medical Leave, Worker’s Compensation Leave, or other types of leave. Employees requesting medical accommodations should follow the University’s Disability Accommodations request process.
• Job Abandonment: Employees are responsible for staying in contact with their supervisor and collaborating departments. It is understood that employees who are absent for three consecutive days without reporting in have voluntarily resigned from their position.
• Personal Data: Employees are responsible for ensuring that personal information on file with the University (i.e. address, contact phone number and emergency contact) is kept up to date via �̾�����ƵPortal.

Supervisor’s Resources

Supervisors may access additional resources on how to manage a virtual or hybrid team by reviewing the following:

• LinkedIn Learning Resource - (copy link in browser and login with your �̾�����Ƶcredentials)

Review and Termination

Hybrid/remote work arrangements will be implemented on a trial basis during the first ninety days. Following the successful completion of the trial period, the arrangement may be approved for up to one year, and may be renewed on an annual basis or as appropriate.

Notwithstanding the annual review, the University in its sole discretion may review the hybrid/remote work arrangement more frequently as needed to ensure that employee’s work quality, efficiency, and productivity meet expectations, and that the operational needs and obligations of the department have been met.

Exclusions and Special Situations

Faculty members are not covered under this Policy and should consult with the appropriate Chairperson or Dean for any applicable policies. Graduate Students and other student workers are not covered under this Policy.

This hybrid/remote work policy and any hybrid/remote work arrangements entered into pursuant to this Policy do not apply to hybrid/remote work arrangements made through the University’s reasonable accommodation policy or process based on an employee’s own

Forms Procedure

• Supervisor’s Checklist for Evaluating Position Eligibility for Remote/Hybrid Schedule (PDF)
• Access the
  • You will be prompted to enter your �̾�����Ƶcredentials.
  • Fill out the form by inserting all necessary information and answering all the questions.
  • Should your supervisor and VP/Dean be the same person, please indicate that at the beginning of the form. Sign the form using the space provided.
  • Submit the form by clicking the submit button at bottom of form. You will have the opportunity to save and/or print a PDF copy of your form at the time of completion.
  • You will subsequently receive an email confirmation of your submission.
  • Your supervisor and VP/Dean will also receive notification of your submission.
  • You will be notified of the final decision on your submitted request via email when your supervisor and/or VP/Dean complete their sections of the form.
  • You can access your completed form on . When logged in you will be able to see your form(s) either in the Pending Action queue or under the Forms History tab.

Employees who have questions about this policy may contact Human Resources Employee and Labor Relations Department.

[1] Exceptions may be made based upon the business needs of the unit.

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Rights Of Nursing Mothers

�̾�����Ƶ has adopted this policy in accordance with New York State Law and the Federal Fair Labor Standards Act, to ensure that nursing mothers in its employ are provided the opportunity to express milk at appropriate locations during reasonable break times during the workday. Additionally, it is the policy of �̾�����Ƶ that discrimination against and/or harassment of employees, who exercise their rights under this policy, is prohibited.

Upon return to work, any employee who is nursing is eligible for up to three (3) years following the birth of a child. Eligible employees wishing to express milk in the workplace must contact their supervisor and the Employee and Labor Relations team prior to returning to work following the birth of a child to discuss appropriate arrangements including, but not limited to location, and work scheduling. The Employee and Labor Relations team and the employee’s supervisor will work with the employee to help ensure that all appropriate needs are met while at the same time ensuring that the disruption to the University’s operations will be kept to a minimum. The University will make a reasonable effort to provide a private room or other location (other than a bathroom) that is shielded from view and free from intrusion from coworkers and the public; within a close proximity of the employee’s work station for the purpose of expression of milk.

Employees shall be provided sufficient unpaid break time to allow the employee to express milk. Generally, these breaks shall be twenty to thirty minutes in duration. If an employee believes they has not been provided sufficient time, they should immediately inform their Supervisor or the Employee and Labor Relations team. An employee is also permitted to use their normal meal period and/or scheduled break times to express milk. Under certain circumstances an employee may be permitted to work before or after their normal shift to make up the amount of time used during the unpaid break time(s). An employee may be required to postpone a scheduled break to express milk for a reasonable period of up to thirty (30) minutes if they cannot be spared her duties until appropriate coverage arrives.

The University will not discriminate in any way against an employee who chooses to express breast milk in the workplace. The University also strictly prohibits any form of discrimination, retaliation or harassment against an employee requesting or obtaining leave for expression of breast milk. Any employee who believes they have been the victim of such discrimination, retaliation or harassment must immediately report the incident to the Employee and Labor Relations team.

Please contact the Employee and Labor Relations team if you have questions about this policy or need location information for campus nursing locations.

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Safety And Security

The primary responsibility of Pace’s Safety and Security Department is to ensure the safety and security of students, faculty, staff, and visitors to the University. The �̾�����ƵSafety and Security Department audits the University safety program and ensures that the University is in compliance with all applicable codes and standards from regulatory agencies. All employees must comply with all policies and procedures that have been developed to ensure safety at the University. All employees should report safety hazards to the Safety and Security Department immediately. A procedure is in place with regards to safety hazards to take immediate precautionary steps and to notify Campus Planning and Facilities for corrective action. All accidents/incidents that occur on campus must be reported to your supervisor and the Safety and Security Department immediately. An investigation will be conducted and a report will be prepared.

Services Provided By the Safety and Security Department

The Safety and Security Department provides the following services to the University community:

• cuts and issues keys for doors and furniture
• provides an escort service between any two points on campus
• administers the University parking program, including issuing permits and enforcing regulations
• provides a battery pack for vehicles with dead batteries and provides general assistance to those who are locked out of their cars.

Crime Reporting

Consistent with legal requirements, members of the �̾�����ƵCommunity will be advised on a timely basis regarding crimes on campus. In the event that a crime is committed on campus, special security notices will be prepared and distributed throughout the University. These notices provide the facts related to the incident and alert members of the community in order to prevent future incidents from occurring. All incidents that occur on campus should be reported to the Security department immediately. For victims of sexual assault, �̾�����Ƶ offers emotional support and access to legal information. All University services and procedures provided to sexual assault victims are confidential. For a complete guide of what to do and who to call in the event of a sexual assault, refer to the Sexual Misconduct Policy (PDF).

Lost And Found

�̾�����Ƶassumes no responsibility for personal property missing from or lost on University premises. You should exercise care for all personal property including apparel, wallets, briefcases, books, and equipment. Missing property should be reported to the Security department, which will make every effort to recover it. Anyone finding unidentified property should bring it to the campus security office immediately.

Parking

All vehicles brought on campus must be registered with the University. To obtain an annual parking decal, current vehicle registration and a valid �̾�����ƵI.D. must be presented to Safety and Security Department. Special permits are available for individuals with unique needs or disabilities. Parking is permitted in designated areas only and prohibited in crosswalks, fire lanes, bus stops, unpaved areas, spaces reserved for the disabled and other areas designated as no parking areas. �̾�����Ƶ assumes no responsibility for theft or damage to any vehicle. Complete parking and traffic regulations are available in campus security offices.

Fire Safety

Employees should be aware of the emergency evacuation plans for their buildings. Elevators should not be used if a fire alarm sounds. You should close your door, walk to the nearest exit, and proceed immediately to the street. For the full fire emergency policy, refer to the Emergency Response Plan.

Identification Cards

All employees are issued University identification cards. These cards are issued at the time of hire and remain valid for the duration of employment. All students, faculty and staff members must have in their possession a �̾�����Ƶissued Identification Card while on �̾�����Ƶ property and be prepared to use the card for campus access or when requested by any Security Officer or other University official.

In addition to security purposes, I.D. cards also serve as University library cards and as proof of identity for a 10% bookstore discount on all merchandise except textbooks. The I.D. cards also allow employees to attend University sponsored events at reduced rates and offer access to University facilities, such as the art gallery and Goldstein Fitness Center if a member. Contact Auxiliary Services or the ID office on your campus for more information.

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Sex-Based Misconduct Policy And Procedure

�̾�����Ƶ is committed to providing a safe environment for every member of its community and to ensuring that no student, faculty or staff member is excluded from participation in or denied the benefits of any University program or activity on the basis of sex.

For information about how the University responds to concerns about sex-based misconduct that occur on or after August 1, 2024, please refer to the �̾�����Ƶ's Sex-Based Misconduct Policy and Procedure 2024 (PDF).

For information about how the University responds to concerns about sex-based misconduct that occurred on or before July 31, 2024, please refer to the �̾�����Ƶ’s Sex-Based Misconduct Policy 2020 (PDF).

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Smoking

�̾�����Ƶ is committed to the improvement of the health and safety of its students and employees. Consistent with applicable New York State law, smoking any ignited tobacco containing products and the use of electronic cigarettes (vaping) are not permitted in any building, shelter, indoor and outdoor athletic facility, indoor and outdoor seating area including and not limited to athletic fields, at open-air presentations or performances, outdoor dining areas, and University owned or operated transportation.

�̾�����Ƶ also prohibits smoking and vaping, within a 50-foot perimeter, to all facilities owned, operated or leased by �̾�����Ƶ, at any University- sponsored event or program, or in any vehicle owned, operated or leased by �̾�����Ƶ.

Anyone who exercises their rights, or attempts to exercise their rights, pursuant to this Smoke- Free Policy, shall not be retaliated against by �̾�����Ƶ.

For faculty and staff, complaints concerning violations of this policy should be directed to the Employee and Labor Relations department in Human Resources. For students, complaints concerning violation of this policy should be directed to the Dean for Students. Complaints about smoking in Residence Halls should be directed to the Resident Assistant or Residence Hall Director in that building. For visitors, complaints should be directed to a Safety and Security representative in the vicinity.

Compliance with the smoke-free workplace policy is mandated for all employees and persons visiting the University and is not negotiable. Anyone who violates this policy is subject to discipline in accordance with the applicable disciplinary procedure.

All deans, directors, chairs, and department heads are responsible to enforce this Smoke-Free Policy and apply existing disciplinary policies as appropriate.

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Employee Complaint Resolution Process

�̾�����Ƶ encourages direct communication between employees to resolve workplace concerns. The best and most lasting solutions and resolutions are those created by the people directly involved. While the university has a formal employee complaint procedure, you are encouraged to use informal means to resolve concerns prior to initiating the formal complaint process. �̾�����Ƶ is committed to fostering and preserving professional working relationships among all its employees. To support this goal, this process is designed to ensure the prompt and impartial resolution of disputes that have been escalated through supervisory channels but remain unresolved.

The information below outlines the employee complaint resolution process at �̾�����Ƶ and is applicable to full and part-time staff and full-time faculty across all �̾�����Ƶcampuses. The Employee Complaint Resolution process does not apply to adjunct faculty and staff instructors that are represented by an active Collective Bargaining Agreement (i.e., Union of Adjunct Faculty at �̾�����Ƶ- UAFP or IATSE Local 1). This policy is also not applicable to full-time faculty members filing a grievance under the terms and conditions of the faculty grievances procedure outlined in the Faculty Handbook (See Grievances: Policies and Procedure section).

All eligible University employees have the right to use the Complaint Procedure to address unresolved work-related issues. Employees are permitted to express opinions, discuss complaints, and seek information about matters that affect their employment. No employee shall be subject to retaliation or adverse treatment for participating in this Employee Complaint Resolution Process.

Management of the employee complaint resolution process is the responsibility of the Employee/Labor Relations and Engagement Unit. The Employee Complaint Resolution Process is subject to periodic review and modification at the discretion of the University’s Vice President of Human Resources/CHRO.

Purpose

To provide a fair, transparent and efficient process for employees to resolve complaints related to their employment.

Applicable Complaint Types

The employee complaint resolution process can help address the following issues, but is not limited to:

• Interpersonal conflicts, workplace conduct and communication issues.
• Hostile work environment, not based on protected categories.
• Performance-related issues.
• Disagreements over the rating or content of performance appraisal.
• Disagreements over the level or content of a corrective action document.
• Misapplication or violation of university policy or a department’s practice or procedure.
• Other general concerns related to employment status.

Processes

Informal Complaint

A cornerstone of any problem resolution process is discussion between the employee and their immediate supervisor. �̾�����Ƶemployees are encouraged to seek resolution of disputes through informal supervisory processes, whenever possible, in advance of filing a timely complaint. In most instances, this will include attempts to resolve the issue(s) with the participation of the individual’s immediate supervisor, (e.g., Chairperson, Manager, Director, Dean or equivalent). If the complaint involves their immediate supervisor, the Complainant may skip to Step 2 of the Informal process.

Note: Throughout this document, the employee who is bringing the complaint is referred to as the “Complainant,” and the person with whom the Complainant has the dispute is referred to as the “Respondent.”

Step One

The University encourages employees to first attempt to resolve the issue informally by discussing it directly with the involved parties in a timely manner. If it is not appropriate, discuss the complaint with your immediate supervisor. Employees should document the complaint details, including dates, involved parties, and a description of the issue. If the complaint is not resolved after this discussion, or such a discussion is not appropriate under the circumstances, proceed to Step Two.

Step Two

Discuss the complaint with your immediate supervisor or your next-level supervisor (if the complaint involves the immediate supervisor) in a timely manner. The immediate supervisor or next-level supervisor should arrange a meeting with the complainant to ensure a full and complete discussion of the complaint with all levels of management deemed appropriate within five business days of receiving the complaint. The supervisor(s) are encouraged to consult with their designated Employee/Labor Relations Advisor to fully explore the complaint where appropriate.

Note: If the immediate supervisor is a senior executive officer, including but not limited to, President, Provost, Vice-President or Dean, Step 1 and Step 2 shall be bypassed, and the complainant can directly submit their concerns to the Executive Director for Employee & Labor Relations. A meeting will be scheduled with the Complainant to discuss the allegations within five (5) business days of receiving the complaint.

Step Three

If the complaint is not resolved via Step 1 and Step 2, the Employee or the Employee’s supervisor or second level supervisor can submit a request to their designated Employee/Labor Relations Advisor for an informal review of the dispute. Outreach to their designated Advisor should occur within a reasonable timeframe, no more than ten (10) business days from the receipt of the original complaint. The Advisor will provide recommendations to support an informal resolution that is agreeable to both the complainant and the respondent.

Formal Complaint

If a matter brought forward through the informal resolution process remains unresolved, employees may submit a formal written complaint to the Employee/Labor Relations and Engagement unit. Employees are strongly encouraged to use the to complete this process. Complaint details should include the employee’s name, position, and assigned home campus; a detailed description of the issue to include all other involved parties and their information, steps taken to resolve the issue informally (if applicable), and the desired resolution or outcome. If the employee is unable to complete the submission process using the Guardian System, they can submit their written complaint via email at employeerelations@pace.edu. Employees are encouraged to submit their complaints in a timely manner.

Acknowledgement and Review

A representative from Employee/Labor Relations and Engagement unit will acknowledge receipt of the complaint within two (2) business of its submission. A preliminary review will be conducted to ensure the complaint falls within the scope of the employee complaint process and if not, the complaint will be forwarded to the responsible office within 10 business days.

Investigation

An Employee Relations Advisor will be assigned to the case. They will conduct interviews as appropriate, review submitted documentation and gather relevant facts. Confidentiality will be preserved to the extent possible, sharing information only on a need-to-know basis.

Resolution

The assigned Employee Relations Advisor will prepare a summary of findings along with recommended next steps that will be shared with the Executive Director for Employee & Labor Relations for approval. If the investigation is conducted by the Executive Director for Employee and Labor Relations, the summary of findings will be submitted to the Vice President of Human Resources/CHRO and other persons relevant to the investigation. The approved decision, including relevant action steps, will then be shared with the respondent in writing. The complainant and other relevant stakeholders may be provided with basic information about the outcome as deemed necessary. The outcomes may include applicable sanctions following disciplinary procedures and practices. The formal process will be completed within ninety (90) days of the receipt of the complaint unless factors beyond the control of the Employee/Labor Relations and Engagement unit prevent its completion within this timeframe. In that case, the complainant and respondent will be informed of the delay along with an estimated timeframe for completion.

Appeal Process

If the complainant and/or respondent is not satisfied with the resolution, they may file an appeal within ten (10) business days of the decision with the University’s Vice President for Human Resources/CHRO. The appeal will be reviewed by the CHRO and a final decision will be issued within 30 days of receipt of the appeal request.

Matters Not Covered Under This Policy

This Employee Complaint Policy and Procedure does not apply to claims relating to discrimination, non sex-based harassment and retaliation, which are subject to the University’s Policy and Procedure - Discrimination, Non Sex-Based Harassment and Retaliation (PDF); or to claims relating to Sex-Based Misconduct (including sexual assault sexual harassment, gender-based harassment, dating violence, domestic\intimate partner violence, sexual exploitation, and stalking, which are subject to the University’s Sex-Based Misconduct Policy and Procedure (PDF).

If an issue of discrimination or sex-based misconduct arises at any time during the Employee Complaint Procedure, the Employee Complaint Procedure shall be suspended pending resolution of the discrimination or sex-based misconduct issue(s) pursuant to the University’s Policy and Procedure - Discrimination, Non-Sex-Based Harassment and Retaliation or the Sex-Based Misconduct Policy and Procedure, as applicable. As soon as practicable after an issue of discrimination or sex-based misconduct arises, the respective Supervisor, Employee/Labor Relations and Engagement representative or University Administrator before whom the complaint is pending, shall refer the matter to the University’s Title IX Coordinator for processing pursuant to the University’s Policy and Procedure - Discrimination, Non-Sex Based Harassment and Retaliation or the Sex Based Misconduct Policy and Procedure.

Appendix

Retaliation

This policy was designed to provide for the fair and equitable resolution of concerns related to terms or conditions of employment that are not resolved to the employee’s satisfaction within the school or administrative unit. Retaliation against an eligible employee for utilizing the procedures outlined violates University policy and will result in appropriate disciplinary action, which may include termination of employment.

For purposes of this policy, adverse action constituting Retaliation, includes but is not limited to the following:

Adverse employment action, such as termination, reassignment, demotion, suspension, compensation decreases, poor work assignments, or other discrimination and threats of physical harm or harassment.

Any employee who believes that they have been retaliated against or treated unfairly for utilizing the complaint procedure should contact an Employee/Labor Relations and Engagement unit representative.

Reporting

As outlined in the informal and formal resolution processes, employees have several options available to submit their complaints. If the is used, a copy of the submitted report will be sent to the appropriate department within the University for review and appropriate action.

Making a false report or providing false information during the course of an investigation may be grounds for discipline in the absence of a good faith belief that the report or information is true.

Note: Reports may be created anonymously in Guardian, however anonymous reports may limit the University’s ability to respond to a submitted concern.

Record Keeping

All documentation related to the complaint will be maintained in a confidential file maintained by the Employee/Labor Relations and Engagement unit or in the Guardian system. Disciplinary sanctions imposed as part of this complaint resolution process are considered private and will only be shared with individuals who have a legitimate need to know.

Confidentiality

The Employee Complaint Resolution Process will be conducted in confidence, to the extent allowed by law. The University shall take all reasonable steps to ensure the confidentiality of all formal reports, proceedings, hearings, and the information produced therefrom. However, should any matter developed during the process become public knowledge, the University reserves the right to issue appropriate statements.

Timeliness

The time periods prescribed in the Employee Complaint Resolution Process are intended as guidelines to which all are expected to adhere diligently and in good faith. Officials responsible for the administration of this Process retain the prerogative to exercise reasonable discretion to extend or waive deadlines when necessary or appropriate.

Cooperation

All employees are expected to cooperate fully in the investigation of the complaint or suspected violation.

Additional Resources

In addition to this Employee Complaint Resolution Process, there are other avenues for employees to obtain assistance with work-related issues. See list of available resources below.

• Employee Handbook: The handbook is intended to provide employees with information about the University’s employment policies, benefits, and other general information.
• Guiding Principles of Conduct applies to students, staff and faculty, requires, but is not limited to respecting the dignity of others, acknowledges the right to express different opinions, and fosters free expression.
• Employee Assistance Program: This program offers services to all members of the University community 24/7 including confidential consultation, assessment, referrals, and counseling.
• LinkedIn Learning: The course offerings on this platform are available to all employees to help broaden their business, technology and creative skills.
• HR/Talent Development Program List: The Talent Development team creates programs and development opportunities that build knowledge, develop skills, and enrich employees at �̾�����Ƶ.

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Workplace Sex-Based Harassment Supplemental Policy

In compliance with New York State law, the University provides for the following notifications concerning workplace sexual harassment (PDF). The following does not replace -- and is instead in addition to -- the University’s Sex-Based Misconduct Policy and Procedure above.

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Standards of Conduct at �̾�����Ƶ

Appearance

A professional appearance suitable for conducting business in a university environment, and that provides a model for students to follow, is expected of all our employees. Both dress and demeanor must be maintained accordingly to meet these standards.

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Appropriate Use Policy For Information Technology

Information Technology (IT) at �̾�����Ƶ encompasses the use of all campuses’ computing, telecommunications, document services, educational media, and management information systems technologies. These IT resources support the instructional, research, and administrative activities of the University.

Users of these services and facilities have access to valuable University resources, sensitive data, and external networks. Consequently, it is important for all users to behave in a responsible, ethical, and legal manner. In general, appropriate use means understanding the intended use for �̾�����ƵIT (and making certain that one’s use complies), respecting the rights of other �̾�����Ƶinformation technology users, maintaining the integrity of the physical facilities, and obeying all pertinent license and contractual agreements.

It is the responsibility of each �̾�����Ƶemployee to read and abide by the terms of the Appropriate Use Policy for IT for a full explanation of the policy, refer to �̾�����Ƶ Appropriate Use Policy for Information Technology

Email

Email has become an important vehicle for sharing information throughout the University. For assistance with email, or any other IT Service, please contact the ITS Help Desk at Ext. 33333, , or send an email to itshelpdesk@pace.edu. ITS also provides online self-help guides on using Outlook. For the University’s policy on the proper use of email, refer to �̾�����Ƶ’s Appropriate Use Policy for Information Technology.

Voice Mail System

�̾�����Ƶ’s Voice Mail System enhances voice communications with a backup for busy or unanswered calls. It allows the members of the �̾�����ƵCommunity to receive phone messages in their confidential mailboxes, each of which is passcode protected. Mailboxes can be created or customized to meet specific individual/departmental needs. Contact the at Ext. 33333 or send an email to itshelpdesk@pace.edu for more information. For the University’s policy on the proper use of the Voice Mail System, refer to �̾�����Ƶ’s Appropriate Use Policy for Information Technology.

Emergency Notification System

PaceAlert is �̾�����Ƶ’s emergency notification system for �̾�����Ƶstudents, faculty, and staff. This system delivers time-sensitive emergency notifications via telephone (cellular or landline), email, and text messaging to all members of the �̾�����ƵCommunity who have signed up and provided their information. This system is used when there is a campus closing, severe, uncontained threat to public safety and health of the campus community, and when immediate action is required on the part of the recipient group (e.g.; chemical spills, tornado warnings, etc.) To register, .

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As A �̾�����ƵEmployee

The people of �̾�����Ƶare the institution’s most valuable resource. The University is committed to being a leading comprehensive institution in the greater New York area. Commitments to ongoing improvement and to the fostering of an environment of trust and respect will enable the University to be a viable, versatile institution in the 21 century. There are many qualities and competencies that identify the �̾�����Ƶemployee. Each employee must demonstrate these attributes.

Each employee is required:

• To work to further the University’s mission and Strategic Plan.
• To be well-informed and educated in performing their jobs.
• To promote an inclusive environment that is accepting and respectful of all people regardless of their sex, gender or gender identity; race; color; national origin; religion; creed; age; disability; citizenship; marital or domestic partnership status; sexual orientation or affectional status; genetic predisposition or carrier status; military or veteran status; status as a victim of domestic violence, sex offenses or stalking; or any other characteristic protected by law federal, state or local law, rule or regulation.
• To provide accurate, thorough, and professional work consistent with University and department expectations and goals.
• To assume responsibility for their actions and decisions.
• To be present and punctual for their job and to meet required deadlines.
• To maintain a high standard of business and personal ethics, including discretion and confidentiality.
• To understand their role in determining the needs of the workplace.
• To be student-centered.
• To be a team player.
• To communicate accurately, clearly, and positively, both verbally and in writing.
• To listen attentively and respond responsibly.
• To demonstrate trust and respect for all people and ideas.
• To pursue opportunities for personal growth and development.
• To be informed and understand University and department policies and procedures.
• To continuously strive for excellence.
• To serve as an ambassador and steward of the University.

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Attendance and Punctuality

�̾�����Ƶdepends upon the regular attendance of its employees and hence does not allot a fixed number of days to be taken for illness. Your supervisor will be as helpful as possible when illness occurs. If you are absent for more than three consecutive days, a statement from your physician may be required. If you are out for eight consecutive days (including the weekend) you will be considered as having a temporary disability. In that event, your supervisor will arrange to have Human Resources supply you and your physician with the appropriate forms to complete. Restoration of your position will be provided upon your return from a medically verified period of temporary disability.

A pattern of sporadic absences will result in an inquiry from your supervisor, who may require substantiation of the illness in each case.

Excessive tardiness and unexcused or sporadic absences may lead to disciplinary action up to and including termination of employment.

Employees are not paid for absences during their first three months of employment.

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Conflict Of Interest

Employees of �̾�����Ƶ have an obligation to avoid activities or situations that may result in a conflict of interest or the appearance of a conflict of interest. Employees must not use their University positions to influence outside organizations or individuals for the direct financial, personal, or professional benefit of themselves, members of their families, or others with whom there is a personal relationship.

Current employees should not accept employment outside the University or additional assignments within the University if it interferes with satisfactory job performance in their primary University position, or if there is a conflict of interest or the appearance of a conflict of interest as a result of the employment opportunity.

The potential for conflict of interest exists across a wide range of activities in all areas of the University. Circumstances surrounding actions and decisions may be complex, and judgments on whether a conflict exists may be difficult to make.

All employees have an affirmative obligation to examine carefully any situation where there is potential for conflict of interest or the appearance of conflict of interest. Employees, who are concerned that a conflict may exist, or who are uncertain as to the effect or appearance of their activities, should always consult with their supervisor or Human Resources prior to engaging in the activity. Failure to do so may result in disciplinary action.

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Employee Files

The Human Resources Department maintains confidential personnel information for each employee. It is your responsibility to notify Human Resources immediately via the �̾�����ƵPortal (select Staff/Faculty tab, then select UKG Ready Employee Dashboard). Any changes including change of lived name, address, telephone number, emergency contact, marital status, gender and/or pronoun update must be submitted through the UKG Ready system. Please log in to the UKG Ready system and click on the HR Actions icon and select the "Employee Self-Service" option for a list of all HR Actions available to update your information. For detailed instructions, please refer to the UKG Training Library tab. Some of these changes may also affect your benefits. Please email benefits@pace.edu to identify how these changes will affect you.

An employee’s personnel file and its contents are the sole property of �̾�����Ƶ. �̾�����Ƶ is not obligated to provide copies of a personnel file or its contents to separated employees. Information regarding dates of employment or employment history will be provided to subsequent employers upon receipt of an appropriate written request and an information release waiver signed by the separated employee. Notwithstanding the foregoing, a separated employee may be entitled to receive their personnel file or its contents by making a written request to the Human Resources Division and demonstrating a compelling need for the records. Granting such requests will be determined by the Human Resources Division on a case-by-case basis. Active employees who wish to review their personnel file may contact the Human Resources Division to schedule an appointment with a Human Resources representative. Except as indicated above, separated employees are not permitted to review their personnel file.

�̾�����Ƶ is required to provide job-related information upon receipt of a subpoena, warrant or court order.

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Gifts And Gratuities

Employees are prohibited from soliciting or accepting gifts from a vendor or contractor. Gifts valued in excess of $25 or of an undetermined value should be returned immediately. Gifts of promotional items without significant value that are routinely distributed by vendors to clients are acceptable. Ordinary business courtesies, such as payment for a modest lunch or dinner, are also acceptable. Gratuities or gifts of money, whatever the amount, cannot be accepted at any time, and should be returned immediately.

Gifts And Gratuities Policy For Officers And Deans

University employees are prohibited from soliciting or accepting cash gifts or gratuities of any amount from any person or entity doing (or proposing to do) business with the University. Furthermore, unless specifically excepted by this policy, University employees are also prohibited from accepting non-cash gifts of any type, including materials, services, travel, and attendance at a charitable or similar event as a guest and entertainment at no cost or at unreasonably discounted prices from persons or entities doing (or proposing to do) business with the University. Excepted from this prohibition are usual and customary:

All unpermitted gifts must be immediately declined, returned or discarded. Employees must report to their supervisors and the Vice President for Human Resources at the end of each month regarding all gifts received during the month (including those permitted by this policy). Notice of this Gifts and Gratuities Policy will be given to all University vendors and prospective vendors (Form to be developed). Any proposed exceptions from this policy must be approved in advance, with respect to the President, by the Chairman of the Board of Trustees, with respect to other University Officers, by the President, with respect to Deans, by the Provost and the President, with respect to Department Chairs and faculty, by the School’s Dean and the Provost, and with respect to other employees, by the Dean or Vice President who is in charge of the employee’s administrative unit. If you have any question concerning this policy, consult with the University Counsel.

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Guidance on Political Activities and Public Advocacy

The “guidance” states that as private individuals, we have the prerogative and constitutional right to engage in partisan political activity. Nothing in these guidelines prohibits university faculty or staff from participating in political activity in their individual capacity separate from their relationship to �̾�����Ƶ. However, as employees of �̾�����Ƶ we are prohibited from engaging in political activities while on the job or using university resources for political or partisan purposes.

If members of the �̾�����Ƶcommunity believe that they might engage in any potential campaign-related activities on campus or affiliated with �̾�����Ƶ in the future, they are required to communicate with the Office of Public Affairs before any meetings and/or activities are undertaken on behalf of �̾�����Ƶ which includes inviting speakers to campus. For further information, please review the entire document: Guidance on Political Activities and Public Advocacy.

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Guiding Principles Of Conduct

The primary functions of an institution of higher learning are teaching, learning, scholarship, and service. Each member of the University community is required to cooperate with the University in its endeavors to foster and maintain the freedom of expression and exchange of ideas necessary to achieve excellence in teaching, learning, scholarship, and service. The University strives to protect the rights of its students and employees (including faculty members) to publicize opinions through written and oral communications; to organize and join political associations; to convene and conduct meetings; and to advocate, demonstrate and picket in an orderly fashion. Further, members of the University community are responsible for fostering and maintaining respect for the dignity and uniqueness of one another.

In order to preserve an atmosphere in which a free exchange of ideas may flourish, and to ensure the dignity and safety of all members of the University community as well as the unimpeded operation of the University (and as required by federal, state and local laws including, without limitation, N.Y. Educ. Law § 6430), the University has adopted the Guiding Principles of Conduct.

The University Guiding Principles of Conduct applies to all members of the University community including, among others, employees, faculty members, students, applicants for academic admission and employment, visitors, guests, vendors, contractors, and other third parties while they are on University premises or at University-sponsored activities. References to “University premises” in these Guiding Principles of Conduct apply to premises either owned or leased by the University.

The Guiding Principles of Conduct are not exhaustive and include, but are not limited to, the following:

1. Civility, Responsibility and Respect

Faculty, staff, and students are to respect the dignity of others, acknowledge their right to express differing opinions, and to foster and defend intellectual honesty, inquiry and instruction, and free expression on and off campus. These freedoms of expression extend as far as the expression does not infringe on the rights of other members of the community or the orderly and essential operations of the University.

A. Compliance: Members of the University community must comply with the directions and expectations of Faculty and Staff regarding reasonable standards of behavior in classes, University Offices, and/or at University events and programs.

B. Compliance with University Administrators: Members of the University community are required to comply with the instructions of a University administrator, or other duly authorized agent of the University, too, for example, display or present identification. Members of the University community are also required to evacuate University premises and University Sponsored events when directed to do so by authorized personnel or mechanical device (such as a fire alarm).

C. Academic Freedom: Interference with academic freedom, including speech in the classroom and by University approved guest speakers, is prohibited.

D. Lewd Conduct: While on University premises or at University-sponsored events, members of the University community must not dress or conduct themselves in a manner that would be considered lewd or indecent.

E. Demonstration and Rallies: Strict compliance with the University’s policies and procedures concerning demonstrations and rallies is required.

F. Information Technology: Strict compliance with the University’s policies and procedures concerning the appropriate use of information technology is required.

G. Postings: Prior approval from the appropriate University administrator must be obtained before any materials or documents may be posted or distributed on University premises or at University-sponsored events.

H. Recordings: Video recording/audio recording, including, but not limited to, cell phones, tape recorders or any other devices may not be used without appropriate prior authorization.

I. University Operations: Obstruction of or interference with the normal operations and processes essential to the University is prohibited.

J. Unfavorable Conduct: Conduct on or off campus in a manner that reflects harmfully or unfavorably on the University’s good name and reputation is prohibited.

K. Financial Obligations: Members of the University community are required to timely satisfy their financial obligations to the University, including, but not limited to, amounts due to the Office of Student Accounts, the University bookstore, the University library, University housing, the Student Development Office, and Safety and Security.

2. Theft, Vandalism or Property Damage

A. Theft: The taking of another person’s property and /or University property or services without permission or consent is prohibited.

B. Willful destruction/damage: Willful destruction, misuse of, and/or damage to another person’s property and/or University property and/or property utilized by the University shall be prohibited.

3. Weapons

A. Weapons: The sale, purchase, possession or use of incendiary devices, explosives, or dangerous weapons (including any item or material which could be used to inflict injury or harm or to intimidate) on university premises or at university-sponsored events is prohibited.

B. Toy and Imitation Weapons: Toy weapons, explosives, and firearms meant for recreational use and realistic-looking imitation weapons are prohibited in residence halls and on campus grounds, unless they are part of an event approved by the Office of the Dean for Students.

4. Alcohol and Other Drugs

A. Alcohol

• A1. Underage Alcohol Use: Consumption of alcohol by any member of the University community who is under the age of twenty-one is illegal and prohibited on University premises and at university-sponsored events. Supplying alcohol in any quantity to a member of the University community who is under the age of twenty-one is illegal and prohibited. (Further information may be found in the University’s Drug and Alcohol Policy.)
• A2. Intoxication: Members of the University community are not permitted to be intoxicated, or to become intoxicated, while on university premises or at a University-sponsored event.
• A3. Alcohol at University Events: Even though its possession or consumption may otherwise be lawful, alcohol, except in limited circumstances, is not permitted on University premises or at University-sponsored events unless approved by the Dean for Students Office.
• A4. In the Presence of Alcohol: Students under the age of twenty-one should not be in the presence of Alcohol.

B. Drugs

• B1. Sale of Drugs: The unlawful sale, distribution and/or manufacture of controlled substance and/or drug paraphernalia on University premises or at University sponsored events is prohibited. (Further information may be found in the University’s Drug and Alcohol Policy (PDF).)
• B2. Possession of Drugs: The unlawful possession of controlled substances and/or drug paraphernalia on University premises or at University sponsored events is prohibited. (Further information may be found in the University’s Drug and Alcohol Policy.)
• B3. Use of Drugs: The use of controlled substances and drug paraphernalia on University premises or at University sponsored events is prohibited. (Further information may be found in the University’s Drug and Alcohol Policy.)
• B4. In the Presence of Drugs: Persons not using or possessing controlled substances and/or drug paraphernalia, should not be in the presence of those who are.

5. Physical and/or Mental Harm

A. Cause Injury: Deliberate actions that cause, or might reasonably be expected to cause, injury, either physical or mental, to any member of the University community are prohibited.

B. Violence: Engaging in any act of physical force that causes or is intended to cause harm is prohibited on or off campus. This may include physical restraint, assault, or psychological harm.

C. Intimidation: Intentional behavior by a student or group of students that puts another student or group of students in fear of harm of person or property is prohibited on or off campus.

D. Bias: Engaging in violence or intimidation against another person or destroying property because of bias or prejudice, whether on or off-campus, or at a University-sponsored event.

E. Hazing: Any action or situation which recklessly or intentionally endangers the safety or mental or physical health of any member of the University community or involves the forced consumption of alcohol or drugs for the purpose of initiation into or affiliation with any organization is prohibited on University premises and at University-sponsored events. In addition, such conduct by students and employees (including faculty), whether on or off University premises or at University-sponsored events, also is prohibited.

6. Solicitation and Gambling

A. Solicitation

• A1. Solicitation by Student: Solicitation by students, student clubs and student organizations including, but not limited to, fundraising, on University premises or in connection with a University-sponsored event is prohibited without the prior approval of the Director of Student Engagement and/or Dean for students Office.
• A2. Selling of Goods: The solicitation of goods or services by one staff member to another during regularly scheduled work time is prohibited. Selling commercial goods and distributing promotional information and handbills in regular work areas is also prohibited. (A copy of the Solicitation and Distribution policy may be found in the �̾�����Ƶ Employee Handbook.)
• A3. 3rd Party Solicitation: All people who are not �̾�����Ƶ community members such as applicants for academic admission and employment, visitors, guests, vendors, contractors and other third parties, are prohibited from soliciting and/or distributing on University premises or in connection with University- sponsored events without prior approval from the Office of Safety and Security.

B. Gambling: Gambling is not permitted on University premises or at any event sponsored by a student group or organization, unless approved by the Director of Student Engagement and/ or the Dean for Students Office.

7. Falsified Documents

A student may not knowingly provide false information or engage in misrepresentation to any University office/official. In addition, forgery, alteration, or unauthorized possession or use of University documents, records, or instruments of identification, forged or fraudulent communications (paper or electronic mail) are prohibited.

8. State/Local/Federal Law

Conduct by a student, faculty or staff member that violates local, state, or federal laws may also constitute a basis for disciplinary action by the University.

9. Overall Compliance

Strict compliance with all rules, policies and practices promulgated and/or adopted by the University is required.

Any member of the University community who violates the University’s rules, policies, or practices, including, among others, the Guiding Principles of Conduct, may be subject to disciplinary action (including without limitation immediate ejection from University premises and/or University-sponsored events) and/or to legal actions. Similarly, any recognized club or organization that violates its constitution and/or by-laws, or authorizes conduct prohibited by the University’s rules, policies or practices may be subject to disciplinary action (including without limitation rescission of approval for that club or organization to operate on University premises or at University-sponsored events, whether on or off University premises). As may be necessary, the University may request the assistance of law enforcement agencies to maintain order and/or may seek injunctive relief.

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Reporting Absences

If you are going to be out all day or will be late, you must notify your supervisor or designee within one hour of your scheduled start time. If you experience difficulty reaching your supervisor or a designee, contact Human Resources for assistance. If you are absent for three consecutive days without reporting, it will be understood that you have voluntarily resigned. Your supervisor will make their best effort to contact you by available means. If they are unsuccessful, they will notify Human Resources who will attempt to contact you or your listed emergency contact.

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Solicitation And Distribution

The solicitation of goods or services by one staff member to another during regularly scheduled work time is prohibited. Selling commercial goods and distributing promotional information and handbills in regular work areas are also prohibited. Exceptions to this policy are made for University-sponsored activities and, at the discretion of the supervisor, for charitable sales in the workplace.

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University Property

All employees are expected to exercise due care in their use of University property and to utilize such property only for authorized purposes. The removal of University property from the premises or its conversion for personal use is prohibited.

The name, insignia, seal, and address of the University are considered University Property, and may only be used for legitimate University purposes.

University property issued to an employee must be returned to the University at the time the employee terminates employment or when requested by the supervisor.

The University assumes no responsibility for loss or damage to the personal property of an employee.

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Offboarding and Rehiring

Crediting Of University Service

University service is the length of time that an individual has been continuously employed by the University on a full-time or part-time basis, including authorized leaves of absence. However, when a former employee is rehired or recalled crediting of prior service may occur.

If an individual separates from the University after at least one year of service, and is rehired within 6 months, there will be no break in continuous service and no loss in fringe benefits.

If an individual separates from the University after at least one year of service, and is rehired within 7 to 12 months, after having been employed by the University for at least one year and works at least one year after the date of rehire, service dates will be bridged, and there will be no break in continuous service

An individual rehired after 12 months of separation will be treated as a newly hired employee. However, after the fifth year of re-employment, the previous service will be added to current continuous service for determination of future benefits.

For purposes of determining years of service, 2 years of part-time service is the equivalent of 1 year of full-time service. Excluded from this calculation is an employee’s eligibility to join certain benefit plans. Different rules may apply, according to an employee’s date of hire. For more information, please contact Human Resources.

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Rehire

Rehire occurs when an individual who has separated from the University applies and is selected for the same or a different position. The individual must have been an employee in good standing at the time of separation, must meet the requirements of the position for which they are applying, and must participate in the normal employment process in order to be considered for vacancies at the University. Employees who are rehired may be eligible for the crediting of prior University service.

Release Of Employment Information

It is the policy of �̾�����Ƶ to secure the right to confidentiality and privacy of its current and former employees. Responsibility for maintaining information about current and former employees rests with Human Resources. Requests for employment information initiated by federal, state, and local agencies will be provided by Human Resources via , as required by law, without the use of a release form.

Employment verification requests are completed by an authorized vendor which will provide current (or last) position title, dates of employment, and status (active or inactive).

For more information on how to obtain employment verification or income verification, please visit the Human Resources Employment and Income Verifications webpage.

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Separation From Employment

The University defines a separation date as the last day an employee reports to work. A vacation day cannot be used as a separation date.

Supervisor’s Responsibilities

An employee’s immediate supervisor (or a department designee) is required to submit a termination action via the University’s human capital management system at least one pay period in advance of the separation date, or as soon as the last day of active work is confirmed. This step must be completed for all employee types terminating employment with the University (i.e., FT Staff, FT Faculty, Adjunct Faculty, PT Staff and Student Assistants/Interns), whether voluntary or involuntary. It is imperative that termination actions are submitted in a timely manner to ensure that all the departments involved in the workflow are notified and overpayment does not occur. The timesheet for full-time staff must be reviewed to ensure that it accurately reflects all the vacation time taken prior to the employee’s last day of work. Repeated failure to complete these processes within the timeline stated above may result in disciplinary action.

Supervisors are also responsible for ensuring that all University property (e.g., cell phones, computer equipment, etc.) is returned on or before their separating employee’s last day of work. An Employee Relations representative should be notified immediately if University property is not returned in that timeframe to advise on next steps.

Employee’s Responsibilities

Employees terminating employment with the University are responsible for returning library materials to the Library, settling any outstanding loans with the University, and for returning all the University property in their possession, custody or control including but not limited to: keys, computer equipment, �̾�����Ƶidentification cards and credit cards. It is the employee’s responsibility to return all of the University property in their possession on or before their last day of employment.

Access to I.T. Resources

In general, terminated employees will not retain access to any I.T. resources provided to University employees, including email, voicemail and files stored on university computing resources (desktops, file shares, etc.). With limited exception, access to these accounts is disabled on the employee’s last day of employment.

Qualified Retirees and individuals on long-term disability should refer to the University’s Appropriate Use Policy for Information Technology policy for information about applicable exceptions.

Exit Survey

Upon receipt of the termination action, Employee Relations may contact the terminating employee to complete an electronic Exit Survey. The link to the Exit Survey will be sent directly to the employee via email. If the employee is interested in meeting with an Employee Relation’s representative, they may submit their request via email to the Employee Relations inbox, at employeerelations@pace.edu.

Benefits Information

A letter explaining the employee’s rights to continue certain insurances and other relevant Benefits information will be sent to separating full-time employees by a Human Resources representative.

Separation Pay

Please refer to the time off policy in the employee handbook for further information about separation pay.

Dependent upon applicable State law, an employee’s final paycheck will be available within thirty (30) days of their separation. Per the University’s time off policy, accrued and unused vacation days will be paid out separately in a subsequent paycheck. Unused vacation carryover days and summer flex days will not be paid out.

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