Reference Guide To The Employment Process

At Temple University (Grant Based)

Temple University

TABLE OF CONTENTS

I. INTRODUCTION

II. IDENTIFY A NEED FOR EMPLOYMENT Grant Proposal Stage Grant Funding Evident Stage Grant Acquisition Stage

III. IDENTIFY CATEGORY OF EMPLOYEE NEEDED

IV. COMPLETE THE ELECTRONIC EMPLOYMENT REQUISITION

V. PROCESSING THE EMPLOYEE REQUISITION

VI. POSITIONS ANNOUNCEMENT

VII. ADVERTISING FOR OPEN POSITIONS (OUTSIDE VENDOR)

VIII. ADVERTISING FOR OPEN POSITIONS (DIRECT CONTRACTS)

IX. DEPARTMENT INTERVIEW

X. POST INTERVIEW CANDIDATE ASSESSMENT Reference Checking Human Resources Action Authorization

XI. OFFER OF EMPLOYMENT

XII. ACCEPTANCE

XIII. REJECTED OFFER

XIV. GRANT EXPIRATION

XV. APPENDIX A Salary Scales

Administrative / AFSCME Clerical (1199C) TUHNA PTEA

TABLE OF CONTENTS

XVI. APPENDIX B Fringe Benefit Rates

XVII. APPENDIX C Policy on Postdoctoral Fellows

XVIII. APPENDIX D iHiring Manager Tips

XIX. APPENDIX E Advertising

Pricing Information Local Publications Pricing Information Hispanic Outlook in Higher Education Pricing Information Black Issues in Higher Education Advertising Sample Dong­A Daily News Advertising Sample La Actualidad Advertising Sample Philadelphia Inquirer Advertising Sample Philadelphia Tribune

XX. APPENDIX F Interview Evaluation Report Do’s and Don’ts of Interviewing Interviewer Biases Group/Team Interviews

XXI. APPENDIX G Benefit Synopses

Non­Bargaining Administration (03) 1199C (50) / PTEA (95) AFSCME (45) TUHNA (15)

XXII. APPENDIX H Employment Reference Check

XXIII. APPENDIX I I­9 List of Acceptable Documentation

XXIV. APPENDIX J Drug Free Workplace Act of 1988

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INTRODUCTION

This Sponsored Project employment guide is intended for the Principal Investigator, departmental or other designated person who serves as liaison between the Human Resources Generalist and the department. This guide will assist with hiring Non­Faculty employees specifically into Grant­Funded/ Sponsored Project positions. It is designed to supplement your relationship with the Human Resources Department by helping you navigate through the employment process. It is not intended to replace our assistance to you, our customer. The Human Resources Generalist will continue to work with you to coordinate all aspects of recruitment.

A Temple employee whose salary, all or in part, is supported through grant funding or a contract is considered an employee of the university and is not an employee of the supporting grant or contract. Regardless of the funding source, employees of Temple University need to be treated comparably and fairly in regards to policies, procedures and benefits. Although grant­funded or contract employees are hired to perform work specifically for the benefit of the grant or contract, legal concerns such as “negligent” hiring or improper recruitment practices are the responsibility of Temple University. Therefore we have considered federal and local laws as well as university procedures and practices to help you in requesting, selecting, hiring and terminating employees in Grant­Funded positions at Temple University.

This guide supports the Human Resources Mission to “Sustain and advance the University’s goals through the attraction and retention of a quality workforce. We accomplish our mission by providing exceptional core services that are integrated and strategically aligned to the teaching, research and social mission of the University. Our benefits, payroll, compensation, employment, employee relations, organizational development, training and labor relations services support organizational effectiveness and individual achievement. We are committed to attracting, hiring, supporting, developing and recognizing Temple University’s most valuable resource, its PEOPLE.”

We are available to assist you not only with topics discussed in this manual but with any Human Resources issue that may arise. Call 215­204­7174 to speak with the generalist assigned to your area.

IDENTIFY A NEED FOR EMPLOYMENT

To help you determine the departmental employment needs in the sponsored project areas, we have divided employment planning into three stages: Grant Proposal Stage, Grant Funding Evident Stage and Grant Acquisition Stage.

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I. Grant Proposal Stage

When creating your grant proposal, you should budget appropriately so that adequate funding is incorporated into your grant. Enough money should be allocated for salary, potential increases and benefits. We recommend that budgets for full­time positions be based on a forty­hour work week.

When developing budget proposals for grants please refer to sample position descriptions and salary scales. The salary structure for those with “T” ­graded positions are available in Appendix A and on the Web. You may navigate there by selecting Human Resources under the Forms menu or by using the link: http://webserv.adminsvc.temple.edu/employeeforms/Forms/HumanResources/HR JobClass/2004­2005%20T%20Salary%20Structure.pdf

Salary scales for bargaining positions represented by PTEA, TUHNA and 1199C are available in Appendix A. Please be cognizant of the timelines of this information. When revised salary information is needed and/or for rates not at your disposal make contact with the Human Resources Generalist for your department. The anticipated salary and fringe benefit cost to the grant, and alternative means of attracting qualified candidates, i.e., advertising and related costs, should be incorporated into the budget.

If you intend to hire Postdoctoral Fellows, please refer to the Postdoctoral Fellows Policy for established minimum salaries. This policy may be found in Appendix C of this employment guide or you can view it within the online Policy and Procedures Manual at http://policies.temple.edu/search_keyword.asp . When navigating online use the keyword search and find ”Postdoctoral Fellows, Policy On” in the drop down menu. For further clarification, contact the Postdoctoral Fellow Coordinator in the Office of the Vice President for Research and Graduate Studies at 1­6587.

The fringe benefit rate is determined by the Controller’s Office and is applied automatically to compensation accounts depending upon the funding source of the Center. The chart in Appendix B illustrates the Fringe Benefit Rates for multiple categories as negotiated with the Department of Health and Human Services for the current fiscal year, and these rates are subject to change every subsequent year. Contact the grant accounting office for additional information or visit their Web site at: http://www.temple.edu/controller/grant_accounting/grantrates.htm

The scope and duties of a job description determine its classification, not the availability of funds. To help classify the position and develop a description that accurately outlines its responsibilities; you may use either the role inventories on the Web, the semi­generic descriptions on the Web, or the descriptions maintained by the department.

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To assist you with identifying your employment needs, the Administrative “T” ­ Salary Structure and role inventories for non­bargaining positions categorized by family are located at: http://webserv.adminsvc.temple.edu/employeeforms/JobClassification.htm , and semi ­generic position descriptions can be found online at: http://webserv.adminsvc.temple.edu/JobDescriptions/Index.asp. The Position Questionnaire and instructions for completion can also be found on­ line at: http://www.temple.edu\personnel , then select “Human Resources Forms”.

II. Grant Funding Evident Stage

When the contract seems likely, you should meet with the Human Resources Generalist to discuss the focus of the grant, address the immediate and long­term staffing needs for the grant or contract, and develop a recruitment strategy. During this meeting, you and the Human Resources Generalist will assess which positions need to be filled and determine a time­line for filling the positions that are contingent on the approval of grant funding.

The office of the Vice President for Research and Graduate Studies can help make the determination of the likelihood of the grant. If the determination is that grant funding is evident, then the employment requisition should be created to begin the recruitment process.

III. Grant Acquisition Stage

If the grant is actually received and the requisition has not been generated, proceed with identifying the position, determining the category of employee needed, and creating the requisition. Once approved, the position needs to be posted and advertised, and candidates screened. The Generalist may extend offers of employment only when the Human Resources Affirmative Action Authorization form is signed, approved, and the required monetary amounts are in position control. It is best to assure funding for the salary, fringe benefits, and advertising costs prior to submitting the required employment requisition.

IDENTIFY CATEGORY OF EMPLOYEE NEEDED

The following categories describe individuals working at Temple University.

Regular Employee A Regular Employee is defined as a non­faculty employee of Temple University whose assignment either has no foreseeable termination date or whose work span is projected to be greater than permitted by a temporary candidate. Regular employees may be exempt, non­exempt, part­time or full­time. Regardless of the origination of funding, all regular positions need to be posted for the duration of seven calendar days. Appropriate applicants should be considered and an

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appropriately signed and completed Human Resources Affirmative Action Authorization form needs to precede any offers of employment. This category should be the most commonly filled position at the University and may be covered by Bargaining Unit contracts.

Independent Contactor Consultant An Independent Contractor Consultant is a non­university employee who possesses the appropriate skills and expertise to fulfill a department’s needs that cannot be provided by regular employees. This individual must meet the IRS tests for Independent Contractors as outlined in the Consultant/Independent Contractor Policies and Procedures issued by Financial Affairs. The Contractual Agreement­Consulting Services/Independent Contractor form must be completed and forwarded to Accounts Payable along with an IRS W­9 form. If the individual is a resident alien, an Alien Information Collection form and IRS form 8233 must also be completed. An Independent Contractor/Consultant is not an employee of the University and is paid through the Accounts Payable System without any taxes being withheld. Annual payments will be reported to the IRS and other taxing authorities on form 1099. For more information on Independent Contractor’s visit the Web site: http://www.temple.edu/controller/accounts_payable/PARTH.htm or contact Accounts Payable.

Temporary Employee (Temple University) A temporary employee compensated directly by Temple University is a non­ faculty position (less than six months), which is to be filled by a non­University Employee who does not meet the IRS Independent Contractor/Consultant Definition, where the duties and tasks can be practicably classified within the context of an existing position classification. An Employment Requisition and Position Description (Questionnaire if a Position Description is not available) must be completed, approved by the individual with level­one signature authorization (for more information on signature authorization visit the controller’s Web site: http://www.temple.edu/controller/ ), forwarded to Human Resources for review, approval and processing prior to work being performed. The position does not have to be “posted” internally and a Human Resources Affirmative Action Authorization form is not required. The individual is an employee of the University and paid through our Payroll/Human Resources System with the appropriate Federal, State, and Local Taxes withheld.

Temporary Employee ( Employment Agency) Several staffing agencies are under agreement with Temple University to provide the University with temporary personnel, at contracted rates. Although requests to add an agency will be considered, only authorized agencies may be used. Requests should be forwarded to the Department of Human Resources. Temporary personnel may be used for a variety of reasons; however, if the staffing need is due to a vacancy, the department must contact Human Resources at 215­204­7174 to initiate the placement. For any other reason, the department may contact an approved agency directly. Please visit our Web site below for a directory of contracted agencies, placement procedures, forms and scheduled

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rates. Assignments should not exceed three months in length, unless it is an initial, pre­approved special project. Personnel placed through a staffing agency are not Temple University employees and are paid through the staffing agency facilitating the placement. All invoices will be billed directly to your cost center through a standing purchase order issued to the vendor. http://webserv.adminsvc.temple.edu/employeeforms/Staffing.htm

Employee Consultant An Employee Consultant fulfills a temporary, non­faculty assignment (less than six months) by a non­University Employee who does not meet IRS Independent Contractor/Consultant Definition, WHERE THE DUTIES AND TASKS CANNOT BE PRACTICALLY CLASSIFIED WITHIN THE CONTEXT OF AN EXISTING POSITION CLASSIFICATION (i.e., Administrative, Clerical, Technical type positions). These individuals are utilized when the necessary expertise cannot be provided adequately by regular employees. An employee consultant is generally considered an expert in his or her field and requires little or no supervision to complete assigned tasks or projects. An Employment Requisition and Employee Consultant form must be appropriately completed and approved by an individual with level one signature authority and forwarded to Human Resources for review and processing prior to work being performed. Since this is a temporary assignment, it is not necessary to “post” the position internally nor is a Human Resources Authorization form required. The individual is an employee of the University and paid through our Payroll/Human Resource System with the appropriate Federal, State, and Local taxes being withheld.

Student Workers Temple University believes that its students should focus on their education; a job should not detract from academics. However, Temple student workers are an important asset to many departments and offices. For details on hiring a Temple student worker, contact your Departmental Administrator or School/College Business Manager. To check on the processing of student workers, contact a representative from Payroll Management at 1­8793. For details on hiring a Temple University graduate student through an Assistantship, contact the Graduate School at 1­1380. Graduate students not offered an assistantship may be hired through the student worker process. Only Temple students are classified as student workers. Students from other universities would be classified as either regular or temporary employees.

Work Study is a special category of student worker: graduate or undergraduate with possible tax benefits for students and financial incentives for departments. Positions meeting qualifying criteria may be partially funded by federal money. Contact the Work Study office (1­1404) to get more information or link to their site at www.temple.edu/sfs.

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Postdoctoral Fellows A postdoctoral fellow is an individual with a Ph.D, M.D., D.O., D.D.S., D.V.M., O.D., Pharm.D., D.P.M., Sc.D., D.Eng., D.S.N., E.d.D. or equivalent doctoral degree from an accredited domestic or an approved foreign institution of higher education, who is primarily associated with the University to obtain advanced research skills under the supervision of one or more members of the University faculty. The purpose of a postdoctoral fellowship is to provide research training experiences to prepare the individual for permanent employment in an academic or research position other than at Temple University; therefore the fellow holds a temporary position. For the Postdoctoral Fellow Policy and Procedures Manual see Appendix C of this employment guide or view it within the online Policy and Procedures Manual at http://policies.temple.edu/search_keyword.asp . When navigating online use the keyword search and find ”Postdoctoral Fellows, Policy On” in the drop down menu. For further clarification, contact the Postdoctoral Fellow Coordinator in the Office of the Vice President for Research and Graduate Studies at 1­6587.

Other employment categories are: Pre Doctorate Fellows, and Visiting Research Scholars. Contact your Departmental Administrator or School/College Business Manager for additional information or contact a representative from Payroll Management at 1­6011 for questions on processing these student workers.

COMPLETE THE ELECTRONIC EMPLOYMENT REQUISTION

In order to hire a regular or temporary employee (non­Postdoctoral Fellow) on Temple University payroll, an employment requisitions must be completed on iHiring Manager, a web­based software system. It is part of the more comprehensive iGreentree system, used by Human Resources. iHiring Manager allows HR to integrate hiring, employment requisitions, approvals, and reports.

Electronic correspondence is not meant to preclude verbal discussions, but to foster them. iHiring Manager enhances communication by sharing employment information with the hiring manager, approvers, and the HR Generalist. The communication process starts prior to the creation of the employment requisition when the possibility of hiring is discussed. The originator must have knowledge about a position before going into the system to create it. Hiring Managers and Approvers review the employment requisition and consent to it based on accurate information. Generalists are informed about a vacancy in order to post, recruit, and fill a position with a qualified candidate.

Contact your HR Generalist to obtain a user name and password if you are an authorized originator and need this information. The iHiring Manager system may be accessed at https://hospats.adminsvc.temple.edu/iHiringMgrTU/.

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You must have the job code to begin to complete this template. If not, you may be able to locate it at the site: http://webserv.adminsvc.temple.edu/JobDescriptions/Index.asp. If the job title or semi­generic position description is missing from the site, please speak to your Human Resources Generalist to update the site with the appropriate description.

Prior to creating the employment requisition you should know not only what the job entails, but also the logistics of the position. Is it new or a replacement? Is it temporary or regular? Is it full­time or part­time? You should also know the list of authorizers and the job code (also known as job class number) for the position.

If you are using an employment requisition to request a replacement for an individual and the position is essentially unchanged, the job code will remain the same. When a job code is correctly entered into iHiring Manager, many of the fields will populate with relevant information because templates have been created with information typically associated with particular job codes. Please review the data in the templates for accuracy and make any necessary changes.

Additionally, you should have the following information available: hours, account number, center numbers, stewardship, allocation of pay, and the details of the position.

A Position Control Number (PCN) is needed if the employment requisition is a replacement. For new, full­time, regular positions Grant Accounting will assign a PCN, so use the number “999999”. For part­time or temporary positions enter “888888” as an interim Position Control Number.

All employment requisitions must be signed by an individual with level­one signature authorization. You could link to the current signature authority document from the controller’s website: http://www.temple.edu/controller/ .

See Appendix D for additional guidelines regarding iHiringManager and look for more comprehensive instructions on the iHiring Manager site.

Please refer to the Post Doctoral Fellows Policy found in Appendix C of this employment guide for procedures on hiring Postdoctoral Fellows. You can also view the policy within the online Policy and Procedures Manual at http://policies.temple.edu/search_keyword.asp . When navigating online use the keyword search and find ”Postdoctoral Fellows, Policy On” in the drop down menu. For further clarification, contact the Postdoctoral Fellow Coordinator in the Office of the Vice President for Research and Graduate Studies at 1­6587.

PROCESSING THE EMPLOYMENT REQUISITION

After the employment requisition has been through the approval process, the HR Department will assign it to the appropriate generalist for posting and recruitment purposes. The HR Generalist will be in contact with you throughout the hiring process.

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POSITION ANNOUNCEMENT

Human Resources will prepare and post the position’s vacancy notice. This notice enables employees of Temple University to make formal application in the form of a “bid.” Positions are posted on Tuesdays and Thursdays and remain posted until 3:30 p.m. of the 7 th calendar day.

Concurrently or after this time, you have the option of advertising the vacancy to attract external candidates in accordance with the predetermined recruitment strategy. As defined by the Office of Federal Contract Compliance Programs, part of the Department of Labor, Temple University is a federal contractor with an Affirmative Action Program. Temple’s recruitment procedures and practices are congruent with the goals of the program. We aim to attract a diverse applicant pool and to reflect the diversity of the area in which we do business. We intend to reach these goals by posting and advertising internal opportunities and documenting our efforts. Temple has an obligation to ensure by our employment practices “that all qualified applicants and employees are receiving an equal opportunity for recruitment and selection….”

The Human Resources Generalist will review the internal bids and external applications. All internal candidates will have their personnel files reviewed for bidding eligibility prior to their referral to the department. Qualifying resumes will be forwarded to the hiring department for review. To assure validity of applicants’ qualifications, the Human Resources Department may need to conduct software, typing, and any other required proficiency tests, whether an applicant is internal or external.

ADVERTISING FOR OPEN POSITIONS (Outside Vendor)

To attain our goal of attracting a diverse group of well­qualified candidates, Human Resources has contracted with an outside vendor for many advertising options. The HR Generalist will coordinate the cost estimates and advertisement placement between Temple University and this vendor.

Cost estimates are determined in different ways for different types of advertising, although the basis of cost is usually tied to circulation of a particular publication. Costs are determined by lineage, total number of inches, or set sizes. The cost estimates for local publications are outlined in Appendix E, Table E­1 by column width and billing method.

Tables E­2 and E­3 illustrate approximate costs for Hispanic Outlook in Higher Education and Black Issues in Higher Education based on ads of various dimensions. These publications target individuals interested in Higher Education careers as does the Chronicle of Higher Education.

All estimates in Appendix E are approximate and subject to change.

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Local neighborhood publications may be utilized such as Montgomery County Powerpak and the Camden Courier Post.

ADVERTISING FOR OPEN POSITIONS (Direct Contracts)

Unlike print publications, most Web sites do not charge by space occupied. The flat rate charged for posting a job is a relatively cost­effective method of attracting candidates. Other advantages are reduced space constraints, longer posting times and computer­literate candidates. A few online advertisers that we are currently contracted with are: HigherEdjobs.com and CareerBuilder.com. The pricing and advantages of using these methods are highlighted below.

HigherEdJobs.com is an employment Web site targeted to colleges and universities and therefore attracts candidates with advanced education and academic credentials. Temple University receives a complimentary Institutional Profile that candidates can view. HR pays for Higher Ed advertisements and therefore the department incurs no charges.

Career Builder.com is a site affiliated with the Philadelphia Inquirer. In our current contract with them the charge for advertisements is $145.00 and includes advertising in publications that reach targeted, diverse populations. This fee buys up to one month of display time.

Lastly, if you know of any listservs that represent your department’s specialty areas, you are encouraged to advertise there as well. All advertising must be coordinated through the HR Generalist so that it is documented and part of the official recruitment file. It is subject to audit through the Office of Federal Contract and Compliance Programs (OFCCP).

The following paragraph is our standard closing statement. The wording needs to be used at the end of all advertisements to ensure candidates are referred to our website so we can appropriately track all applicants and to advertise our commitment to diversity. “To apply for this position, and view other Temple opportunities, please visit our Web site at www.temple.edu, and click on Jobs@temple. Please reference TUREQ­________. AA, EOE, m/f/d/v.”

DEPARTMENT INTERVIEW

When you receive resumes of qualified applicants, you should schedule interviews with all candidates you are interested in. To prevent the loss of qualified candidates through delays in scheduling, arrange interviews as soon as possible, preferably within two weeks. We recommend you interview, at minimum, the top three to five candidates depending upon the size of the applicant pool.

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You must provide your Human Resources Generalist with the names of internal and external candidates you are planning to meet with prior to the interview and then follow up with the Generalist on the status of those interviews. An Interview Evaluation form must be completed for all individuals interviewed for the position since it will become part of the official file maintained in the HR Department and is therefore also subject to audit through the OFCCP. A copy of this form is located in Appendix F.

The interview, an important component of the recruitment process, deserves advanced preparation. If not conducted properly this can be one of the most sensitive areas of recruitment. When preparing for your interview you should take into account what specific skills and experiences are required of the employee and formulate your interview questions accordingly. Your interview questions should be tailored specifically to assess how the candidate’s overall experience relates to your department’s employment needs. These questions should be well structured and applied consistently with all candidates you interview for a particular position. You should avoid asking questions that are personal or unrelated to the job. The chart in Appendix G 1 illustrates what is permissible and what is not permissible to ask. Interview formats and seating arrangements are also discussed in this appendix.

Please remember to avoid any inappropriate questions and be consistent. To increase comparability between candidates, we recommend interviewing in a structured format. Prepare your questions ahead of time and ask each candidate the same questions so you aren’t swayed by your overall perceptions or your expectations.

Benefit Synopses for AFSCME, 1199C, PTEA, TUHNA and Administration are available in Appendix G. Sharing appropriate benefit information with select candidates is a tool that may increase candidate interest.

Post­ Interview Candidate Assessment Reference Checking

Your HR Generalist is available to assist you with the post­interview candidate assessment. Reference verification is another important part of the recruitment process and should be a collaborative effort between Human Resources and the department. Once you have decided to hire an external candidate, references and background information need to be checked and properly documented.

The reference verification process should be viewed as an opportunity to obtain information about an individual that may be useful in making a hiring decision. When at all possible, you should request to speak with the individual’s direct supervisor who is more likely to have detailed information about the employee’s responsibilities and work habits. If unable to speak with a supervisor or other reference, all attempts should be documented. Referrals to the company’s Human

1 Society for Human Resource Management, The SHRM Learning System, Module Three­Staffing,2000 pg 46

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Resources Department should not be viewed as negative reflections on the candidate, but a common organizational practice.

When checking a reference you should request dates of employment, position duties, quality of work, and reason for leaving, and salary information. The information must be documented on the Reference Check Form in Appendix G.

It is common practice for a company representative to request a signed release form before releasing information. The last paragraph of the employee application along with the candidate’s signature will usually satisfy this request. Once obtained from the reference, information should be compared against the information provided by the applicant to see if any discrepancies exist. Any discrepancies must be discussed with the HR Generalist and a copy of the references must be forwarded to your HR Generalist. All information should be thoroughly documented and kept confidential.

The Human Resources Department will follow up on all telephone reference verifications with electronic reference checking. Talk to your generalist about details of this service.

The Human Resources Department will conduct verification of all education and professional licensure.

Human Resources Affirmative Action Authorization

After the interviews have been conducted and a preferred candidate has been identified, a Human Resources Affirmative Action Authorization form will be generated by the HR Generalist. It must be completed and signed prior to our making an offer of employment.

The Human Resources Affirmative Action Authorization form documents the activity associated with the recruitment process and tracks applicant demographics. This activity includes when the position was posted, the number of internal and/or external applicants, when candidates were interviewed, the reason for selection, and the ethnicity and gender of all applicants. This form is commonly referred to as the “Affirmative Action Form” and assists Temple University with the management of its Affirmative Action Plan and compliance with EEOC standards.

The Human Resources Affirmative Action Authorization form requires at least a Level 2 signature (Level 2 or Level 1 signature). Link to the current signature authority document from the controller’s website: http://www.temple.edu/controller/ for more information. Positions which are graded T26 or above require an additional signature from the Office of Affirmative Action. Once these signatures are obtained the form should be forwarded to the Human Resources Generalist so that it may become part of the official record maintained for this position.

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OFFER OF EMPLOYMENT

After the employment process results in a candidate of choice and after the Human Resources Generalist has the Interview Evaluation Forms, a signed employment application and all the necessary documentation, then the salary could be finalized.

The salary recommended by the department on the Human Resources Affirmative Action Authorization form is one factor that is looked at, but, the amount actually offered by the HR Generalist must take into consideration the grade for the position, the money allocated by the department, the equity of salaries within the organization, and comparison/competitiveness to the external marketplace.

Upon the Human Resource Generalist’s receipt of the signed HR Affirmative Action Authorization Form, he or she will extend the formal offer of employment. This is the only recognized employment offer at the University. Offers or commitments made by anyone else will not be honored by Temple University.

The Human Resources Generalist will coordinate the start date with both you and the candidate and, in preparation for employment, will assure that the relevant information is entered into the University’s Payroll/Human Resources System.

ACCEPTANCE

After the employment offer has been accepted, certain documents are legally required. A supply of Immigration­nine (I­9) forms and Employee’s Withholding Allowance Certificates (W­4’s) are available in both the Dean’s Office and the Human Resources Departments. Human Resources Departments are located both in the University Services Building at 1601 North Broad Street in Room 203 on Main Campus, and in the Faculty Student Union Building in Room 300 of the Health Sciences Center. Only trained, designated individuals are permitted to sign the I­9 form as authorized representatives of Temple University.

It is the newly hired employee’s responsibility to complete section one (1) of the (I­9) form and provide acceptable documentation to establish both identity and employment eligibility. A list of qualifying documentation is located in Appendix I, or call 215­204­7174 if you have any questions about suitable identification. If the I­9 is not completed within three (3) days of employment, pay may be delayed and termination will result as mandated by the Immigration Reform and Control Act of 1986.

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If an employee is an Alien authorized to work in the United States until a specified date, they need to declare their tax residency status. The employee should contact Payroll Management at 1­8793 for more information.

Letters confirming the offer will be mailed from the Human Resources Department to the newly hired employee and the Hiring Department.

The Human Resources Department will formally notify unsuccessful candidates.

REJECTED OFFER

If an offer of employment is rejected, the Human Resources Generalist will discuss the reasons for the rejection with the Hiring Supervisor to develop a course of action. This can include working through the concerns of the prospective employee or selecting another candidate. If there are no readily available alternative candidates, the Human Resources Generalist will discuss other methods of recruitment with you and the interview process will resume until the position is filled.

GRANT EXPIRATION

In the second section of this employment guide the grant stages were listed as: “Grant Proposal Stage”, “Grant Funding Evident Stage” and “Grant Acquisition Stage.” A fourth stage could be added to this list entitled “Grant Expiration (Stage).” When a grant is scheduled to end and the chance of renewal is either non­existent or uncertain, notify the Departmental Administrator or school/college Business Manager and the Human Resources Generalist. A specific amount of notice, including a severance payment, may need to be given to the employees to end their employment as part of the negotiated bargaining unit contract or Temple University policy. Any notification letters must be reviewed by Human Resources prior to their distribution to employees.

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Appendix A

Salary Scales

Minimum

New Hire Maximum Target/ Mid Control Point Maximum

Temple University Salary Structure Effective: 7/1/2005

New Hire ZoneTransitional Zone

Annual Ranges

Range #T21 $19,900 $25,000 $28,400 $34,900 $37,600

T22 $21,800 $28,000 $31,300 $39,100 $42,100

T23 $24,600 $31,000 $35,000 $43,000 $46,300

T24 $27,400 $35,000 $39,200 $47,900 $51,500

T25 $31,700 $40,000 $45,300 $56,500 $60,900

T26 $37,900 $48,000 $54,000 $67,000 $72,100

T27 $45,400 $58,000 $64,900 $81,900 $88,300

T28 $55,100 $77,700 $99,000 $106,700

T29 $67,000 $93,500 $120,900 $130,400

T30 $83,600 $115,500 $151,900 $163,900

T31 $106,800 $145,900 $194,900 $210,400

T32 $134,800 $182,200 $247,300 $267,200

New Hire ZoneTransitional Zone

Human Resources Proprietary

GRADE HIRE JOBLEVEL Hrs/Wk RATE RATE Hire Rate Job Rate

B Hourly $10.89 $11.6435 hrs/wk $381.15 $407.40 $19,873.16 $21,241.84

37.5 hrs/wk $408.38 $436.50 $21,292.93 $22,759.1140 hrs/wk $435.60 $465.60 $22,712.18 $24,276.38

C Hourly $11.36 $12.2635 hrs/wk $397.60 $429.10 $20,730.86 $22,373.27

37.5 hrs/wk $426.00 $459.75 $22,211.64 $23,971.3740 hrs/wk $454.40 $490.40 $23,692.42 $25,569.46

D Hourly $11.91 $12.8235 hrs/wk $416.85 $448.70 $21,734.56 $23,395.22

37.5 hrs/wk $446.63 $480.75 $23,287.29 $25,066.3140 hrs/wk $476.40 $512.80 $24,839.50 $26,737.39

E Hourly $13.01 $14.0035 hrs/wk $455.35 $490.00 $23,741.95 $25,548.60

37.5 hrs/wk $487.88 $525.00 $25,438.06 $27,373.5040 hrs/wk $520.40 $560.00 $27,133.66 $29,198.40

F Hourly $13.86 $14.9635 hrs/wk $485.10 $523.60 $25,293.11 $27,300.50

37.5 hrs/wk $519.75 $561.00 $27,099.77 $29,250.5440 hrs/wk $554.40 $598.40 $28,906.42 $31,200.58

G Hourly $15.31 $16.5435 hrs/wk $535.85 $578.90 $27,939.22 $30,183.85

37.5 hrs/wk $574.13 $620.25 $29,935.14 $32,339.8440 hrs/wk $612.40 $661.60 $31,930.54 $34,495.82

H Hourly $16.66 $18.0135 hrs/wk $583.10 $630.35 $30,402.83 $32,866.45

37.5 hrs/wk $624.75 $675.38 $32,574.47 $35,214.3140 hrs/wk $666.40 $720.40 $34,746.10 $37,561.66

Annual Rate

Temple UniversityClerical Rate & Salary Structure

Effective 7/01/05

TUHNA – Wage Scale

NP Experience 10/01/2004 10/01/2005

0 35.68 37.46

1 37.44 39.31

2­4 39.22 41.18

4­10 40.39 42.41

10+ 42.46 44.58

TUHNA – Wage Scale

R N Experience 10/01/2004 10/01/2005

0 26.70 28.04

1 28.41 29.83

2 29.53 31.01

3 30.38 31.90

4­7 31.31 32.88

7­10 31.88 33.47

10­15 33.50 35.18

15­20 34.64 36.37

20+ 35.77 37.56

GRADE JOB ANNUALLEVEL Hrs/Wk RATE RATE

V11 Hourly $14.4735 hrs/wk $506.45 $26,406.3040 hrs/wk $578.80 $30,178.63

V12 Hourly $15.4935 hrs/wk $542.15 $28,267.7040 hrs/wk $619.60 $32,305.94

V13 Hourly $16.4735 hrs/wk $576.45 $30,056.1040 hrs/wk $658.80 $34,349.83

V14 Hourly $17.4035 hrs/wk $609.00 $31,753.2640 hrs/wk $696.00 $36,289.44

V15 Hourly $18.3935 hrs/wk $643.65 $33,559.9140 hrs/wk $735.60 $38,354.18

V16 Hourly $19.3435 hrs/wk $676.90 $35,293.5740 hrs/wk $773.60 $40,335.50

V17 Hourly $20.3435 hrs/wk $711.90 $37,118.4740 hrs/wk $813.60 $42,421.10

V18 Hourly $21.7635 hrs/wk $761.60 $39,709.8240 hrs/wk $870.40 $45,382.66

V19 Hourly $23.4535 hrs/wk $820.75 $42,793.9140 hrs/wk $938.00 $48,907.32

V20 Hourly $23.9535 hrs/wk $838.25 $43,706.3640 hrs/wk $958.00 $49,950.12

V21 Hourly $25.1535 hrs/wk $880.25 $45,896.2440 hrs/wk $1,006.00 $52,452.84

V22 Hourly $27.0335 hrs/wk $946.05 $49,327.0540 hrs/wk $1,081.20 $56,373.77

V23 Hourly $28.9835 hrs/wk $1,014.30 $52,885.6040 hrs/wk $1,159.20 $60,440.69

V24 Hourly $30.2735 hrs/wk $1,059.45 $55,239.7240 hrs/wk $1,210.80 $63,131.11

TEMPLE UNIVERSITYPTEA JOB RATE & SALARY STRUCTURE

Effective 7/01/2005

LEVEL Hrs/Wk Minimum Midpoint MaximumV25 Hourly $27.03 $32.42 $37.82Physician's 40 hrs/wk $1,081.20 $1,296.80 $1,512.80Assistant Annual $56,373.77 $67,615.15 $78,877.39

V26 Hourly $30.27 $36.33 $42.36Senior 40 hrs/wk $1,210.80 $1,453.20 $1,694.40Physician's Annual $63,131.11 $75,769.85 $88,346.02Assistant

Effective 7/01/2004PTEA - Physician's Assistant SALARY STRUCTURE

Appendix B

Fringe benefit rates

Fringe Benefit Rates for fiscal year 2005

The Fringe Benefit Rates* that have been negotiated with the Department of Health and Human Services for the fiscal year 2005 are:

Compensation Account Number

Government Sponsored Centers (in percentages)

Non­government Sponsored Centers (in percentages)

Full­time category 37% 37.8% Part­time category 8.5% 8.5% TUGSA 11% 11% Post Docs 24% 24%

* These rates are determined and subject to change every fiscal year. Contact the grant accounting office for additional information.

Appendix C

Postdoctoral Fellow Policy and Procedures

1

TEMPLE UNIVERSITY POLICIES AND PROCEDURES MANUAL

Title: Policy on Postdoctoral Fellows Policy Number: 02.54.11 Effective Date: April 12, 2004 Issuing Authority: Office of the President I. Definition of a Postdoctoral Fellow

A postdoctoral fellow is an individual with a Ph.D, M.D., D.O., D.D.S., D.V.M., O.D., Pharm.D., D.P.M., Sc.D., D.Eng., D.S.N., or equivalent doctoral degree from an accredited domestic or an approved foreign institution of higher education, who is primarily associated with the University to obtain advanced research skills under the supervision of one or more members of the University faculty. The purpose of a postdoctoral fellowship is to provide research training experiences to prepare the individual for permanent employment in an academic or research position other than at Temple University; therefore the fellow holds a temporary position.

II. Postdoctoral Fellow Appointments

A. A postdoctoral fellow’s appointment at Temple University shall meet the following criteria: 1. The appointee was awarded a doctoral degree in an appropriate field,

normally within the past five years; 2. The appointment is finite in length. Although the terms of postdoctoral

appointments may vary in length, typically no more than an aggregate of six years of appointment as a postdoctoral fellow at Temple and other institutions is permitted;

3. The appointment involves primarily research and scholarship; 4. The appointment is generally viewed as preparatory for an academic and/or

research career; 5. The appointee works under the supervision of one or more members of the

University’s faculty; 6. The appointee has the freedom and is expected to publish the results of his or

her research or scholarship to the extent permitted under any applicable grant, federal, state and local law, and consistent with University guidelines;

7. The appointment is made in accordance with the University’s affirmative action policy.

2

B. Postdoctoral fellows hold one of two types of appointment: a postdoctoral fellow-trainee or a postdoctoral fellow-research associate.

1. A trainee is compensated, including any fringe benefits, from a training grant or fellowship awarded by an external agency directly to the postdoctoral fellow and is considered to be a student at the University. If the terms of the grant award prohibit compensated work to supplement the stipend, the individual must be appointed as a trainee.

2. A research associate is compensated, including any fringe benefits, from external funds awarded to the faculty mentor or to a unit of the University for the purpose of conducting research, and is considered to be an employee of the University.

3. Postdoctoral trainees or postdoctoral research associates receiving support from within the university can only be compensated, including any fringe benefits, from non-operating budget funds. These funds include research overhead recovery funds, endowments, gifts and contributions.

C. Term of the Appointment

1. The length of appointment shall recognize the limited nature of a postdoctoral fellow appointment and its role in the career development of the appointee and shall be consistent with the terms of any applicable grant.

2. Although the length of appointments may vary, the total time spent by an individual as a postdoctoral fellow shall not normally exceed six years, including previous appointments as a postdoctoral fellow at other institutions. Exceptions may be made by the Vice President for Research and Graduate Studies, provided that they are consistent with the prevailing practice in the discipline concerned.

3. Appointments must be made for at least a one-year term. 4. A postdoctoral appointment cannot be made unless the faculty mentor,

department, school or college has received a legally binding commitment to provide funding to support the postdoctoral fellow for the proposed term evidenced by a signed contract or award letter from the granting agency.

5. A postdoctoral fellow appointment may start at any time during the fiscal/calendar year.

6. Reappointment of postdoctoral fellows, which is in the University’s sole discretion, shall be contingent on the postdoctoral fellow’s record of achievement and for the purpose of continued career advancement.

D. Letter of Appointment

1. A postdoctoral fellow must receive a letter of appointment prior to commencement of the position, signed by both the Vice President for Research and Graduate Studies and the faculty mentor(s).

2. This standard letter must set forth the basic terms of appointment including, but not limited to, the start and end dates of the appointment, the stipend or salary level, a statement of the duties, expectations and research responsibilities of the postdoctoral fellow, a statement that the postdoctoral fellow’s appointment is subject to all University policies, Federal regulations

3

concerning authorization to work and citizenship requirements, and verification of the doctoral degree.

3. The standard letter of appointment should include a statement of any benefits that might be included in the appointment. These benefits should be provided only to the extent funded by the external agency that is providing support for the postdoctoral fellow.

4. The standard letter of appointment should also include, if applicable, any specific terms and conditions of employment including a statement of the duties, expectations and research responsibilities of the postdoctoral fellow, allowances for moving expenses to accept the position, and any professional travel allowance.

5. The postdoctoral fellow must return a countersigned copy of the letter of appointment, which must be placed in a permanent file and stored with the other personnel records in Human Resources, copies of which may be kept in the department or college.

6. A letter of reappointment or notice of termination should be provided to the postdoctoral fellow at least one month prior to the end date of an appointment.

7. Letters of reappointment must follow the standard format delineated for letters of appointment and must also be signed by the postdoctoral fellow to indicate acceptance of the terms and conditions of the appointment. Letters of reappointment once signed by the postdoctoral fellow shall be retained in a permanent file as described above.

E. Stipends/Salary

1. Prior to the beginning of the fiscal year, the Vice President for Research and Graduate Studies shall set campus-wide minimum stipend/salary levels for postdoctoral fellows.

2. Minimum salary/stipend levels for postdoctoral fellows in grant requests submitted to the National Institutes of Health shall be those minima established by the NIH for postdoctoral fellows.

3. Unless the external funding agency has policies that limit the stipend/salary to an amount less than the University minimum, faculty submitting grants and negotiating contracts that include requests for support of postdoctoral fellows shall request stipends/salary and benefits at or above the minimum University postdoctoral stipend/salary and at the prevailing university benefit rate for postdoctoral fellows. If the external funding agency limits funding for postdoctoral fellows to an amount below the University minimum and/or less than the University benefit rate, the request must be at the maximum allowable by the funding agency for a fellow with the requisite level of experience.

4. Any stipend below the University minimum must be approved by the Vice President for Research and Graduate Studies or his designee.

4

F. Benefits 1. To the extent funded by the external agency, the postdoctoral fellow, will be

provided with a. Upon initial appointment, eligibility to elect enrollment in a health

insurance plan offered to persons in the same status. b. Two weeks paid vacation accrued over the course of the first year of

employment, which can be used during the second year of employment. No vacation days can be carried forward for more than one calendar year.

c. Up to ten days sick time per year that can be carried over from year to year.

d. Eligibility to participate in a tax deferred defined contribution pension plan with the postdoctoral fellow responsible for 100% contribution of allowable contributions.

e. University ID Card. f. Email account provided by the University. g. Access to University Library services on the same basis as research staff. h. Use of University recreational facilities under the same conditions and at

the same costs as they are provided to University employees. i. Opportunity to obtain parking at the rates for persons in a similar status

(i.e., student or employee, as applicable). j. Opportunity to audit lecture courses without charge, provided prior

permission has been obtained from the course instructor and from the postdoctoral fellow’s faculty mentor.

2. Faculty submitting grants or negotiating contracts that will include funding for postdoctoral fellows must request sufficient funding to provide for the University’s standard postdoctoral fellows benefits package.

III. Obligations of Postdoctoral Fellows

1. Obligation to obtain faculty mentor’s and any other required University reviews and approvals prior to commencement of the fellowship.

2. Obligation to attend a formal orientation program at the beginning of the fellowship term to review the fringe benefits, payroll and human resources services, access to parking, email, and relevant University policies and procedures.

3. Conscientious discharge of research responsibilities, as summarized in the letter of appointment or reappointment.

4. Conformity with ethical standards in research and scholarship. 5. Compliance with good laboratory practice including the maintenance of

adequate research records. 6. Adherence to all applicable University policies and procedures including but

not limited to those related to the use of isotopes, chemicals, infectious agents, animals, and human subjects; the University patent and copyright policies; and the policy on outside employment.

7. Open and timely discussion with the faculty mentor regarding possession or distribution of tangible property such as materials, reagents, and the like.

5

8. Discussion of laboratory records or scholarly materials, as required by the faculty mentor.

9. Prior authorization from the faculty mentor to disclose scholarly information, findings or techniques privately, at scholarly meetings, or in publications regarding any scholarly information, findings or techniques from projects on which the postdoctoral fellow is not the principal investigator.

10. Appropriate professional conduct towards coworkers and members of the research group.

11. Adequate notice of resignation, which shall be at least one month if prior to the end of the appointment period.

12. For any research project in which the postdoctoral fellow is not the principal investigator, the fellow must ensure that all research materials and records are left in a satisfactory state to allow continuation of the project when he/she leaves Temple University.

IV. Obligations of Temple University

1. The recruitment and appointment of postdoctoral fellows shall be in accordance with University policies barring discrimination on the basis of race, religion, national origin, gender, age, disability and sexual preference.

2. The University shall provide a faculty mentor to assist in providing opportunities for the development of the fellow’s research or academic career.

3. The Office of the Vice President for Research and Graduate Studies shall be responsible for coordinating and monitoring postdoctoral fellow policies to assure their consistent application across Temple University, and the Office shall serve as a resource to postdoctoral fellows.

4. The Office of the Vice President for Research and Graduate Studies shall provide an orientation for postdoctoral fellows. The postdoctoral fellow shall be given a compendium of information, which shall include a copy of this policy and information regarding how to access other University policies, including but not limited to intellectual property policies, policies regarding misconduct in research, sexual harassment policies, conflict of interest and financial disclosure policies.

5. The Office of the Vice President for Research and Graduate Studies shall provide an opportunity for postdoctoral fellows to evaluate their postdoctoral training experience, assuring anonymity for the postdoctoral fellows to the extent possible.

6. The faculty mentor shall provide opportunities for the postdoctoral fellow to develop the expertise needed to broaden his/her skills, knowledge and perspectives and to qualify him/her for academic and research positions. The responsibilities of the faculty mentor include:

a. Developing a mutually defined research project or body of scholarly work; b. Encouraging the postdoctoral fellow to acquire and enhance his/her

knowledge and technical skills as dictated by his/her current and future needs

c. Encouraging the postdoctoral fellow to present and publish his/her results in a timely fashion;

6

d. Encouraging the postdoctoral fellow to apply for research and training support as appropriate; and

e. Meeting regularly with the postdoctoral fellow to discuss progress in his/her research or scholarly work;

7. Postdoctoral fellows who receive grants or contracts as principal investigators shall be permitted to the extent allowed by the granting agency to transfer the funds supporting their own research to a place of permanent employment outside Temple University, or to be offered continued employment at the University should the grant award on which they are principal investigator extend beyond the term of the appointment as a postdoctoral fellow. This continued full or part-time employment should support the postdoctoral fellow at the level specified in the external grant.

8. The University shall provide a letter of completion at the end of the postdoctoral appointment that shall be signed by the faculty mentor(s) and the Vice President for Research and Graduate Studies.

V. Miscellaneous

A. Resolution of Disagreements 1. If a disagreement should occur involving the postdoctoral fellow, the fellow

should always attempt to resolve issues concerning his/her professional situation by discussing the matter first with his/her faculty mentor. If there is a reason for the postdoctoral fellow to believe that this avenue is inappropriate, he/she may seek recourse through the applicable department or division or program or unit head, or from the appropriate administrator in the office of the dean of the college or school.

2. The Vice President for Research and Graduate Affairs or his designee shall have the authority to make final decisions with respect to disagreements that cannot be resolved within the sponsoring unit, school or college.

3. As a member of the University community, postdoctoral fellows may also raise issues with Affirmative Action and/or Human Resources in accordance with University policies and procedures.

4. The fellow has the right to provide a written response to written evaluations of his/her performance and for these responses to be maintained with the evaluations.

B. Outside Employment

In some cases, opportunities may exist for employment outside the scope of the postdoctoral fellow’s responsibilities and compensation. All outside employment, including teaching opportunities, are governed by policies promulgated by the agency that provides funding for the postdoctoral fellow and by University policies, including but not limited to the Adjunct Faculty Policy and the policy on outside compensation. Prior written approval of the Vice President for Research and Graduate Affairs or his/her designee is required before a fellow may engage in outside employment in addition to the fellowship.

7

C. Employment of Individuals following Completion of a Postdoctoral Fellowship 1. Individuals who have completed a Postdoctoral Fellowship either as a trainee

or as a research associate at Temple University are eligible for appointment to non-tenure track faculty positions or to scientific, professional, or technical positions on a full or part time basis.

2. Individuals who have completed a Postdoctoral Fellowship either as a trainee or as a research associate at Temple University are not eligible for appointment to a tenure track (presidential) appointment at Temple University, unless they have established themselves as an independent investigator at another research institution prior to applying for the tenure track position.

Notes 1. Dates of official enactment and amendments:

Approved by the President on April 12, 2004. 2. History:

None 3. Cross References

None

Appendix D

Ihiring manager tips

iHiring Manager Tips

* Complete the required fields identified by a red dot (•) as accurately as possible.

*Fill in the fields without a red dot if known to aid in recruiting and to maintain the permanent record.

* Monitor the employment requisition authorization process and follow­up with approvers when necessary.

* While iHiring Manager works with most web browsers, it works best with Microsoft Internet Explorer.

* Both the “Department/Center” number and the “Job Code” number should be chosen, from the drop­down box, with the leading digits of “800”.

*Choosing a Job Code/Class beginning with “800” will cause certain fields to populate.

*Review populated fields for accuracy and overwrite inaccurate information.

*The fields”Location” and “Grade” need to be chosen with the leading letters “TU” which stands for “Temple University”.

* Replacement requisitions could use the PCN from the person who previously held the position.

* For new, full­time positions use the number “999999” as a temporary Position Control Number. Grant accounting will assign the correct Position Control Number.

*For part­time or temporary positions use “888888” as a temporary Position Control Number.

* The position description needs to be customized with the departmental specifications since it is used by the Generalist to create the position posting and external advertising.

*The “Account Department” field identifies the labor expense account charged and, therefore, communicates whether the position is part­time or full­time, how much in taxes need to be allocated and the fringe benefit rate to charge.

* The “Amount” field should represent a percentage without the percent sign.

* If a position is a “regular” position with no scheduled ending date, please leave the “Date End” field blank

* The order in which the approvers are listed is critical and reflects the order that the employment requisition will be sent. The final approver with level­one signature authorization (usually grant accounting) should be at the bottom of the list.

* Regardless of your department’s sequence of approvers, be sure to save the approver list after you have selected the appropriate approvers.

* Do not list your Human Resources Generalist as an approver. Once the final person on the list has approved the requisition, Human Resources is notified.

* Do your part to keep the lines of communication open among the hiring manager, approvers and HR Generalist. Use the notes section and/or pick up the telephone when you need to discuss relevant issues.

* “Disapproving” an employment requisition eliminates its viability and necessitates starting the process again from scratch. Typically, a better practice would be to approve the employment requisition and recommend proposed changes in the notes section.

*Remember iHiring Manager is electronic documentation, which can be easily referenced.

The job description site is where you may locate a job code to be used in the iHiring Manager site. http://admintestweb.adminsvc.temple.edu/jobdescriptions/. Following

Information on Grant Accounting’s approval process may be located at: http:www.temple.edu/controller/grant_accounting/grantdir.htm iHiring Manager can be accessed at the following website: https://hospats.adminsvc.temple.edu/iHiringMgrTU/

Appendix E

advertising

Pricing Information

Local Publications Publication Column width Billing method Inquirer 1.083” $441 per inch La Actualidad 1.5” $14 per inch Philadelphia Tribune 1.187” $106.27 per inch Dong­A­Daily 2.1” $56 per inch Chronicle of Higher Ed 1.625” $120 per inch Black Issues in Higher Ed Display ads

only modular sizes – see below

Hispanic Outlook in Higher Ed

Display ads only

modular sizes only

Hispanic Outlook in Higher Education Description Width Height Cost 1/12 page '03 2.375 2.375 $395.00 1/2 page horizontal '03 7.5 4.75 $1,100.00 1/2 page island '03 4.875 7.25 $1,100.00 1/2 page vertical '03 3.625 9.75 $1,100.00 1/3 page horizontal '03 4.875 4.75 $825.00 1/3 page vertical '03 2.375 9.75 $825.00 1/4 page '03 3.625 4.75 $675.00 1/6 page horizontal '03 4.875 2.375 $535.00 1/6 page vertical '03 2.375 4.75 $535.00 2/3 page horizontal '03 7.5 7.25 $1,345.00 2/3 page vertical '03 4.875 9.75 $1,345.00 Double Truck '03 15 9.75 $3,400.00 full page '03 7.5 9.75 $1,850.00

Black Issues in Higher Education

Description Width Height Cost 1/2 page horizontal '03 7.5 4.75 $1,265.00 1/2 page island '03 4.875 7.5 $1,265.00 1/2 page vertical '03 3.5625 9.75 $1,265.00 1/3 page block '03 3.5625 6 $955.00 1/3 page horizontal '03 7.5 3.25 $955.00 1/3 page island '03 4.875 4.75 $955.00 1/3 vertical '03 2.3125 9.75 $955.00 1/4 island '03 3.5625 4.75 $750.00 1/4 vertical '03 2.3125 7.25 $750.00 1/6 page island '03 3.5625 3 $560.00 1/6 page vertical '03 2.3125 4.75 $560.00 2/3 page horizontal '03 7.5 6.5 $1,625.00 2/3 page vertical '03 4.875 9.75 $1,625.00 full page '03 7.5 9.75 $2,120.00 jr page '03 7.5 8 $1,975.00

Dong­A Daily News

Cost $500

Cost $135

Cost $180

La Actualidad

Cost $500

Cost $135

Cost $180

Philadelphia Inquirer

Cost $5650

Cost $700

Cost $2800

Cost $675

Philadelphia Inquirer

Cost $605

Cost $2300

Philadelphia Tribune

Cost $1500

Cost $1610

Cost $575

Cost $675

Appendix F

interviewing

Interview Evaluation Report _________________________________________________________________

This Interview Evaluation Report is a tool to be used by Hiring Managers to provide feedback to Human Resources regarding interviewed candidates. Please use your best judgment in evaluating the candidate’s responses to your questions. Remember to use good listening and note taking skills as the interview progresses. In order to provide guidance to you in evaluating the responses a table containing rating categories and definitions is provided below. Please familiarize yourself with these definitions prior to the interview.

Upon completion of the interview you should fill out this form, sign it and return it to your HR Generalist (Fax #215­204­1076, or 1­1076).

_______________________________________________________________________________________

Applicant Name: _________________________ Interview Date: _______________________

Position Interviewed For: ________________________ Requisition Number: ___________________

Interviewed By: _______________________________(Print Your Name) HR Generalist: _______________________________

Please check the appropriate rating for each of the categories below.

Outstanding Above

Satisfactory Satisfactory Below

Satisfactory Unsatisfactory Communication Skills Experience Job Related Skills Education/Training (Note: An “Unsatisfactory” rating must be explained in the Summary section below.) The applicant’s responses will be evaluated on a 5­point scale. To assist the interviewer and to provide for consistency, an outline of the rating scale to be used follows.

Rating Category Standard

Outstanding Evidence that the applicant has performed similar functions very well or has met even higher performance standards for similar functions. Demonstrated a record of performance exceeding the level required by the job.

Above satisfactory Evidence that the applicant has successfully performed the function in the past and has a demonstrated record of performance that meets the level required by the job.

Satisfactory Evidence that the applicant has successfully performed the function or related activities in the past, and expresses a willingness to do so.

Below satisfactory There is no evidence in the applicant’s past to suggest ability to perform the function. However the applicant states that he/she is willing and able to do so.

Unsatisfactory Evidence that the applicant has been unsuccessful with similar functions in the past or applicant states an unwillingness or inability to perform the function.

Interviewer’s Summary (You may use the back of the form for additional comments):

Interviewed By:___________________________________________(Interviewer Signature)

Recommendation (Circle One): Offer/Hire Hold Rejected _______________________________________________________________________________________ HRIntEval072301

Category May Ask May Not Ask Gender and family issues

v If applicant has relatives already employed by the organization

v Gender of applicant v Number of children v Marital status v Spouse’s occupation v Child care arrangements v Health care coverage through spouse

Race No questions may be asked National Origin or Ancestry

v Whether applicant has a legal right (documented authorization) to be employed in the U.S.

v Ability to speak/write English fluently (if job related)

v Other languages spoken (if job related)

v Ethnic association or surname v Birthplace of applicant or applicant’s

spouse v Nationality of applicant’s spouse v Whether applicant is citizen of

another country v Applicant’s native tongue v Maiden name (of married women)

Religion No questions may be asked Age v If applicant is at least age 18 v Date of birth

v Date of high school graduation v Age

Disability v Whether applicant can perform essential job­related functions

v If applicant has a disability v Nature or severity of disability v Whether applicant has ever filed

workers’ compensation claim Liability and Dependability

v About applicant’s absentee record at prior place of employment

v If there are any reasons why applicant may not be able to get to work on time and on a regular basis

v If applicant is available to work overtime and if so are there any limitations on overtime hours worked

v Mode of transportation used to get to work

v If applicant owns a car v If applicant has any debts or loans

Commitment (Career and Geographical)

v Whether there are any reasons why applicant may not stay once hired

v About applicants career objectives (i.e. 5 year career plan)

v Whether applicant intends to stay in the area

v If there are any reasons applicant would not be able to travel for business (if applicable)

v Future marital or family plans v If spouse may be relocated

Other v Convictions v Academic, vocational or

professional schooling v Training received in the

military v Membership in any union or

trade or professional association

v Job references v Salary expectations

v Number and kind of arrests v Height or weight except if a bona

fide occupational qualification v Veteran status, discharge status,

branch of service v Contact in case of an emergency (at

application or interview stage) v Lowest acceptable salary

Interviewer Biases

As the interviewer, you must take precautions to ensure that preconceptions formulated during applicant interviews don’t overly color your judgment. Here are some common factors that may create problems in interviewing:

v Stereotyping. Stereotyping involves forming generalized opinions about how people of a given gender, religion, race or age group appear, think, act, feel or respond. For example, presuming that a woman would prefer a desk job to working outdoors is stereotyping.

v Inconsistency in questioning. This involves asking different questions of candidates. An example is asking only Caucasian male candidates to describe their successes on previous jobs.

v First­impression error. With this type of bias, the interviewer makes snap judgments and lets his or her first impression (either positive or negative) cloud the entire interview. For example, the fact that the candidate graduated from the interviewer’s alma mater is given more credence than the applicant’s knowledge, skills or abilities.

v Negative emphasis. This involves rejecting a candidate on the basis of a small amount of negative information. Research indicates that interviewers give unfavorable information roughly twice the weight of favorable information. Negative emphasis often happens when subjective factors like dress or nonverbal communication taint the interviewer’s judgment.

v Halo/Horn effect. In this situation, the interviewer allows one strong point, which he or she values highly to overshadow all other information. When this works in the candidate’s favor, it is called the halo effect. When it works in the opposition direction, with the interviewer judging the potential employee unfavorably in all areas on the basis of one trait, it is called the horn effect.

v Cultural noise. This is the failure to recognize responses of a candidate that are socially acceptable rather than factual. Since the candidate wants the job, he/she will be reluctant to tell the interviewer unacceptable facts about him or herself. The candidate may give responses that are “politically correct” but not very revealing. For example, the candidate might say that he/she has no problems reporting to a female manager when, in fact, this is not the case.

v Nonverbal bias. In this situation, undue emphasis is placed on nonverbal cues that are unrelated to job performance. Hair length or distracting mannerisms are good examples.

v Contrast effect. Strong candidates who interview after weak ones may appear even more qualified than they actually are because of the contrast.

v Similar­to­me error. This involves picking candidates based on personal characteristics that they share with the interviewer rather than job­related criteria.

Group/team interviews

Under the pressure of time and money, group or team interviews are becoming more commonplace. These types of interviews can be threatening situations for candidates. To reduce this threat and to help candidates loosen up and communicate, consider the following.

The role of each participant. The roles of the participants must be planned to ensure adequate coverage of job requirements. Decide before the interview what each team member will do and how the team will function.

Seating Arrangements. Where the participants sit determines whether the candidate will feel outnumbered or one of the group. Avoid the panel form of group seating. Instead, arrange chairs in: v A circle v A curved pattern, with interviewers’ chairs in front of but not surrounding the

candidate’s chair v Living­room style

Appendix g

Benefits synopsis

Benefits Eligibility Begins on the first day of full­time employment

Health Insurance Personal Choice/Advance PCS Keystone Health Plan East/Advance PCS

Employee Contribution Single Coverage Employee pays contribution of 17.22% of the premium for single coverage.

Employee and Dependent(s) Coverage Employee pays contribution of 17.22% of the premium for single coverage plus 8.65% of the difference in premium between single coverage and single & dependent(s) coverage.

Dental Insurance Aetna Dental Plan Employee Contribution Employee pays a contribution of 7.5% of the premium for

coverage.

Vision Care Temple Ophthalmology Vision evaluation and provision of eyeglasses once every two years. You may elect a $25 allowance towards the cost of contact lenses in lieu of eyeglasses.

Employee Contribution None

Group Term Life Prudential Insurance Company Employee coverage only $10,000 policy

Employee Contribution None

Optional Supplemental Insurance 1.5, 2 or 3x times annual base salary to a maximum policy total of $500,000

Employee Contribution Employee pays premium

Survivor Income Insurance Provides percentage of salary to spouse and children Employee Contribution Employee pays premium

Accidental Death and Employee and dependent(s) coverage available Dismemberment Minimum policy $10,000

Maximum Policy $150,000 Employee Contribution Employee pays premium

Long Term Disability Insurance Cigna Insurance Company Elimination period 26 weeks Maximum monthly benefit $3,000

Employee Contribution Employee pays portion of premium

Supplemental Long Term Disability Core and Supplemental Maximum monthly benefit $6,000 Insurance Employee pays premium

TEMPLE UNIVERSITY BENEFIT SYNOPSIS ADMINISTRATION

Dependent Care Expenses Pre­tax contribution up to $5,000 annually Health Care Expenses Pre­tax contribution up to $2,500 annually

Pension Plan Participation may begin on the first of the month following date of full­time employment

Pension Plan Carriers TIAA CREF and Fidelity Investments Plan Employee contribution 4.5% of base salary

Temple University contribution 8.5% of base salary Vesting Vesting in the University contributions requires three (3)

years of participation in the plan.

Supplemental Tax Sheltering Choice of five investment companies

Tuition Remission Eligibility The first semester after hire­date

Employee Full tuition remission is available up to six credit hours in Temple University undergraduate colleges for either undergraduate or graduate courses. No tuition credit is is given for courses taken in Temple's School of Law, Medicine, Dentistry or College of Podiatric Medicine.

Dependents Legally dependent children (by birth or adoption) who are enrolled as full­time matriculated students are eligible for full tuition for ten (10) semesters in Temple University's undergraduate program. The dependent child must be less than 24 years of age when initially enrolled.

This synopsis is for informational purposes only. The actual Benefit Plan documents and University policies will be controlling.

TEMPLE UNIVERSITY BENEFIT SYNOPSIS ADMINISTRATION ­ Continued

Benefit Plan Options Temple University Benefits Package OR 1199C National Benefit Fund Package

Temple Benefit Plan Eligibility Begins on the first day of full­time employment 1199C National Benefit Fund Eligibility Begins 30 days after the completion of your probationary period.

Temple Health Insurance Personal Choice or Keystone Health Plan East Employee Contribution $10.00 per week is required.

1199C National Benefit Fund Health Insurance Keystone Point of Service Plan Employee Contribution $10.00 per week is required.

Temple Prescription Plan Advance PCS 1199C National Benefit Fund Prescription Plan Medco

Employee Contribution None

Temple Dental Insurance United Concordia 1199C National Benefit Fund Dental Insurance Dental Matrix

Employee Contribution None

Temple Vision Care Temple Ophthalmology 1199C National Benefit Fund Vision Plan Davis Vision included with Keystone Point of Service

Employee Contribution None

Temple Group Term Life Prudential Insurance Company $10,000 Employee coverage only

Employee Contribution None

Temple Optional Supplemental Insurance 1.5, 2 or 3x times annual base salary to a maximum policy total of $300,000

Employee Contribution Employee pays premium

Temple Survivor Income Insurance Provides percentage of salary to spouse and children Employee Contribution Employee pays premium

1199C National Benefit Fund Group Term Life 1st year of service $1,250 policy Thereafter 1x annual salary to maximum policy of $15,000

Employee Contribution None

TEMPLE UNIVERSITY BENEFIT SYNOPSIS 1199C TEMPLE BENEFIT PACKAGE

Temple Accidental Death and Employee and dependent(s) coverage available Dismemberment Minimum policy $10,000

Maximum Policy $150,000 Employee Contribution Employee pays premium

1199C National Benefit Fund Accidental 1x annual salary maximum policy $15,000 Death and Dismemberment

Employee Contribution None

Temple Short Term Disability Not available

1199C National Benefit Fund Short Term Disability 2/3rd average weekly earnings maximum benefit $444.00 maximum duration of benefits within a 52 week period 26 weeks

Employee Contribution None

Temple Long Term Disability Insurance Cigna Insurance Company Elimination period 26 weeks Maximum monthly benefit $3,000

Employee Contribution Employee pays portion of premium

1199C National Benefit Fund Long Term Disability Not available

Flexible Spending Account Ceridian Benefit Services Dependent Care Expenses Pre­tax contribution up to $5,000 annually

Pension Plan Participation may begin on the first of the month following date of full­time employment

Pension Plan Carriers TIAA CREF and Fidelity Investments Plan Temple University contribution 3% of base salary

Vesting Vesting in the University contributions requires five (5) years of participation in the plan.

Supplemental Tax Sheltering Choice of five investment companies

Tuition Remission Eligibility for Employee The first semester after hire­date

Employee Full tuition remission is available up to six credit hours in Temple University undergraduate colleges for either undergraduate or graduate courses. No tuition credit is is given for courses taken in Temple's School of Law, Medicine, Dentistry or College of Podiatric Medicine.

Tuition Remission Eligibility for Dependents After the employee has completed 3 years of full­time service

Dependents Legally dependent children (by birth or adoption) who are enrolled as full­time matriculated students are eligible for full tuition for ten (10) semesters in Temple University's undergraduate program. The dependent child must be less than 24 years of age when initially enrolled.

Holidays 11 per year

Vacation 2 weeks per year on an accrual basis

Sick Time 10 days per year on an accrual basis

This synopsis is for informational purposes only. The actual Benefit Plan documents and University policies will be controlling.

TEMPLE UNIVERSITY BENEFIT SYNOPSIS 1199C TEMPLE BENEFIT PACKAGE ­ Continued

Health Insurance Eligibility Begins on the first day of full­time employment

Health Insurance Personal Choice/Advance PCS Keystone Health Plan East/Advance PCS

Employee Contribution Single Coverage Employee pays contribution of 20% of the premium for single coverage.

Employee and Dependent(s) Coverage Employee pays contribution of 20% of the premium for single coverage plus 10% of the difference in premium between single coverage and single & dependent(s) coverage.

Prescription Benefit Eligibility Begins after 90 days of full­time employment

Prescription Plan Advance PCS Employee Contribution Included in the Health Insurance employee contribution

Dental Insurance Eligibility Begins after 90 days of full­time employment

Dental Insurance United Concordia Employee Contribution Employee pays contribution of 25% of the premium for

coverage.

Vision Care Eligibility Begins after 90 days of full­time employment

Vision Care Temple Ophthalmology Vision evaluation and provision of eyeglasses once every two years. You may elect a $25 allowance towards the cost of contact lenses in lieu of eyeglasses.

Employee Contribution None

Group Term Life Insurance Eligibility Begins the first of month following hire date

Group Term Life Prudential Insurance Company Employee coverage only $10,000 policy

Employee Contribution None

Optional Supplemental Insurance 1.5, 2 or 3x times annual base salary to a maximum policy total of $300,000

Employee Contribution Employee pays premium

Survivor Income Insurance Provides percentage of salary to spouse and children Employee Contribution Employee pays premium

Accidental Death and Employee and dependent(s) coverage available Dismemberment Minimum policy $10,000

Maximum Policy $150,000 Employee Contribution Employee pays premium

Accident and Sickness Benefit Eligibility Begins after 90 days of full­time employment

Accident and Sickness Benefit Cigna Insurance Company $225.00 a week for a maximum of 26 weeks

TEMPLE UNIVERSITY BENEFIT SYNOPSIS AFSCME

Long Term Disability Insurance Eligibility Begins the first of month following hire date

Long Term Disability Insurance Cigna Insurance Company Elimination period 26 weeks Maximum monthly benefit $2,000

Employee Contribution Employee pays portion of premium

Flexible Spending Accounts Ceridian Benefit Services Dependent Care Expenses Pre­tax contribution up to $5,000 annually

Health Care Expenses Pre­tax contribution up to $2,500 annually

Pension Plan Participation may begin on the first of the month following date of full­time employment

Pension Plan Carriers TIAA CREF and Fidelity Investments Plan Employee contribution 4.5% of base salary

Temple University contribution 8.5% of base salary Vesting Vesting in the University contributions requires three (3)

years of participation in the plan.

Supplemental Tax Sheltering Choice of five investment companies

Tuition Remission Eligibility The first semester after hire­date

Employee Full tuition remission is available up to six credit hours in Temple University undergraduate colleges for either undergraduate or graduate courses. No tuition credit is is given for courses taken in Temple's School of Law, Medicine, Dentistry or College of Podiatric Medicine.

Dependents Legally dependent children (by birth or adoption) who are enrolled as full­time matriculated students are eligible for full tuition for ten (10) semesters in Temple University's undergraduate program. The dependent child must be less than 24 years of age when initially enrolled.

Holidays 11 per year

Vacation 2 weeks per year on an accrual basis

Sick Time 10 days per year on an accrual basis

This synopsis is for informational purposes only. The actual Benefit Plan documents and University policies will be controlling.

AFSCME ­ Continued TEMPLE UNIVERSITY BENEFIT SYNOPSIS

Benefits Eligibility Begins on the first day of the month following full­time employment

Health Insurance Personal Choice Keystone Health Plan East

Employee Contribution Personal Choice $38.80 per month is required for single coverage and $115.40 per month

is required for employee and dependent(s) coverage Keystone Health Plan East $38.80 per month is required for single coverage and $115.40 per month

is required for employee and dependent(s) coverage

Prescription Plan Options Advance PCS or Temple University Pharmacy Employee Contribution $8.69 per month contribution is required for single coverage and

$21.73 per month contribution is required for employee and dependent(s) coverage.

Dental Insurance United Concordia Employee Contribution Employee pays contribution of 18% of the premium for coverage.

Vision Care Temple Ophthalmology Vision evaluation and provision of eyeglasses once every two years. You may elect a $25 allowance towards the cost of contact lenses in lieu of eyeglasses.

Employee Contribution None

Group Term Life Prudential Insurance Company Employee coverage only $10,000 policy

Employee Contribution None

Optional Supplemental Insurance 1.5, 2 or 3x times annual base salary to a maximum policy total of $300,000

Employee Contribution Employee pays premium

Survivor Income Insurance Provides percentage of salary to spouse and children Employee Contribution Employee pays premium

Accidental Death and Employee and dependent(s) coverage available Dismemberment Minimum policy $10,000

Maximum Policy $150,000 Employee Contribution Employee pays premium

Accident and Sickness Benefit Cigna Insurance Company $200.00 a week for a maximum of 18 weeks

Voluntary Short Term Disability Benefit Eligibility You must apply directly with carrier within 30 days of employment.

Voluntary Short Term Disability Benefit Unum Provident 50% of base monthly salary up to maximum salary of $3,000

Employee Contribution Employee pays premium

TEMPLE UNIVERSITY BENEFIT SYNOPSIS TUHNA

Long Term Disability Insurance Cigna Insurance Company Elimination period 26 weeks Maximum monthly benefit $4,000

Employee Contribution Employee pays portion of premium

Flexible Spending Accounts Ceridian Benefit Services Dependent Care Expenses Pre­tax contribution up to $5,000 annually

Health Care Expenses Pre­tax contribution up to $2,500 annually

Pension Plan Participation may begin on the first of the month following date of full­time employment

Pension Plan Carriers TIAA CREF and Fidelity Investments Plan Employee contribution 4.5% of base salary

Less than 3 years of participation Temple University contribution 4.5% of base salary 3 to 4 years of participation Temple University contribution 5% of base salary 5 to 6 years of participation Temple University contribution 6.5% of base salary

Greater than 6 years of participation Temple University contribution 8.5% of base salary Vesting Vesting in the University contributions requires three (3) years of

participation in the plan.

Supplemental Tax Sheltering Choice of five investment companies

Tuition Remission Eligibility The first semester after hire­date

Employee Full tuition remission is available up to six credit hours in Temple University undergraduate colleges for either undergraduate or graduate courses. No tuition credit is given for courses taken in Temple's School of Law, Medicine, Dentistry or College of Podiatric Medicine.

Tuition Remission Eligibility for Dependents After the employee has completed 3 years of full­time service

Dependents Legally dependent children (by birth or adoption) who are enrolled as full­time matriculated students are eligible for 75% tuition remission for ten (10) semesters in Temple University's undergraduate program. The dependent child must be less than 24 years of age when initially enrolled.

Holidays 11 per year

Vacation 2 weeks per year on an accrual basis

Sick Time 10 days per year on an accrual basis

This synopsis is for informational purposes only. The actual Benefit Plan documents and University policies will be controlling.

TEMPLE UNIVERSITY BENEFIT SYNOPSIS TUHNA ­ Continued

Appendix h

Employment reference check

TEMPLE UNIVERSITY EMPLOYMENT REFERENCE CHECK

Reference On:

Company: Dates of Employment:

Title: Salary at Termination:

Contact Person: Title:

Telephone #

Quality and Description of Work:

Attendance/Punctuality :

Would you rehire? If not why?

Given the nature of jobs and possible risks to third parties or the general public because of an unfit employee is there anything in your experience with the applicant that we should take into consideration when making a hiring decision?

Reason for Termination:

Conducted by: Date:

Appendix i

I-9 list of acceptable documentation

Appendix J

Drug free workplace act of 1988

Drug­Free Workplace Act of 1988

The Drug­Free Workplace Act of 1988 requires Temple University to notify all its employees who work on projects funded in whole, or in part, by federal grants or contracts in excess of $25,000 of the following:

The unlawful manufacture, distribution, dispensation, possession or use of controlled substances in any facility or worksite of Temple University is strictly prohibited.

Any Temple University employee who violates this policy will be subject to discipline, including, but not limited to, immediate dismissal.

All University employees will be provided with notice of this policy, and must abide by it as a condition of employment at Temple University.

Any employee who is convicted of any drug­related crime in the workplace must notify the University's Personnel Department within five (5) days of conviction. Notification of such conviction is also a mandatory condition for continued employment at the University. Any employee convicted of any drug­related crime in the workplace will be subject to discipline, including, but not limited to, immediate dismissal.

The University, through the Personnel Department, will distribute literature informing employees of the dangers of drug abuse in the workplace, and provide information on any available drug counseling, rehabilitation, and employee assistance programs.

Counseling and Treatment

Employees in need of professional and confidential counseling can obtain information regarding the issues of drug use and alcohol abuse from the following agencies:

University Counseling Center 204­7276 Psychological Services Center 204­7324 Temple University Hospital Clinic 707­3351

Employees may also contact Personnel Services at the numbers listed below: Main Campus/Ambler/Tyler/TUCC 204­7177 HSC 707­3147

Drug­Free Schools and Communities Act of 1989

The Drug­Free Schools and Communities Act of 1989 requires Temple University to provide in writing an annual distribution that contains the standards of conduct that clearly prohibit possession, use, or distribution of illicit drugs and alcohol by students and employees on its property or as part of any of its activities. The applicable legal sanctions under local, state, and federal law are as follows:

Penalties for Violation of Relevant Drug and Alcohol Statues

City of Philadelphia

Public consumption of alcoholic beverages and possession of open containers of alcohol beverages is prohibited and punishable by fine.

State Law

Alcohol

A person less than 21 years of age commits a summary offense if he or she attempts to purchase, purchases, consumes, possesses or knowingly and intentionally transports any liquor or malt or brewed beverage. A person who is convicted of violating this section may be subject to a $500 fine for the second and each subsequent violation as well as revocation of his or her vehicle operation privileges.

Drugs

State law prohibits, among other things, the unauthorized manufacture, sales, delivery and possession of controlled substances. Penalties and sentences range from a misdemeanor subject to 30 days imprisonment and a $500 fine for simple possession of a small amount of marijuana, to a felony subject to a maximum of 15 years imprisonment and a $250,000 fine for manufacture, delivery or possession of a Schedule I or II controlled narcotic drug such as cocaine, PCP, and LSD. Sentences can be doubled for second and subsequent convictions. Sentences can also be doubled for distribution of controlled substances to persons under the age of eighteen. Penalties range from a mandatory minimum sentence of one year and a $5,000 fine for the first conviction or to a mandatory minimum sentence of seven years and a $50,000 fine for subsequent convictions for the manufacture, delivery or possession of 100 grams or more of a Schedule I or II controlled narcotic drug.

Federal Law

Federal law prohibits the manufacturing, distribution, dispensing for possession with intent to manufacture, distribute or dispense a controlled substance. Penalties range from imprisonment for one year and a $100,000 fine for a first conviction involving a Schedule V controlled substance, to imprisonment for 20 years to life and a $4,000,000 fine for convictions involving large amounts of heroin, coca leaf derivatives (such as cocaine), PCP, LSD, marijuana and certain other drugs, where death or serious bodily injury results from the use of the substance. The penalty for simple possession of a controlled substance (i.e., possession without intent to manufacture, distribute or dispense), excluding cocaine­containing substances, is punishable by a maximum of one year imprisonment and a $1,000 fine or both for the first conviction with increased imprisonment and fines for subsequent convictions. Civil penalty of up to $10,000 may

be imposed in lieu of criminal prosecution for simple possession of small amounts of certain controlled substances by persons with no prior convictions. Distribution within 1,000 feet of a school, college or university is also subject to double penalties.

Temple University Drug and Alcohol Policy

Temple University strictly prohibits the unlawful manufacture, distribution, dispensation, possession or use of controlled substances in any facility or worksite. Any Temple University employee who violates this policy will be subject to discipline, including, but not limited to immediate dismissal.

Alcohol and drugs are widely used on American colleges and university campuses. Temple University believes that unlawful use of controlled substances (drugs) and alcohol misuse and abuse represent a danger to the health and career of students and employees resulting in serious injuries and death. Health risks associated with the use of illicit drugs and abuse of alcohol are: loss of coordination, poor vision, memory loss, brain damage, cirrhosis of the liver, cancer, ulcers, heart ailments, impotence, fetal alcohol syndrome, blackouts, depression, paranoia, psychological and emotional ailments, hypertension, eating disorders and gastrointestinal problems.

Counseling and Treatment

Medical attention is warranted whenever there is serious injury or illness related to alcohol consumption and drug use. In addition to medical attention, students and employees may need professional counseling.

A. Students Students in need of confidential counseling for alcohol abuse and drug use can obtain information from the following agencies:

Drug and Alcohol Referral and Education (DARE) Network 204­7507 Psychiatric Services 204­7276 University Counseling Center 204­7276 Psychological Services Center 204­7324

B. Employees Employees in need of professional and confidential counseling can obtain information regarding the issues of drug use and alcohol abuse from the following agencies:

University Counseling Center 204­7276 Psychological Services Center 204­7324 Temple University Hospital Clinic 707­3351 Employees may also contact Personnel at the numbers listed below:

Main Campus/Ambler/Tyler/TUCC 204­7177 HSC 707­3147

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