USC EMPLOYEE HANDBOOK 2014-2016 · 3 Personal Reference Data Form ..... 77 Work Permits ..... 77
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Transcript of USC EMPLOYEE HANDBOOK 2014-2016 · 3 Personal Reference Data Form ..... 77 Work Permits ..... 77
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Contents
CONTACT INFORMATION ....................................................................................................... 10 INTRODUCTION ........................................................................................................................ 11
MOTTO ............................................................................................................................ 12 MISSION STATEMENT ................................................................................................. 12 VISION STATEMENT .................................................................................................... 12 TEXT ................................................................................................................................ 12 CORE VALUES ............................................................................................................... 13
HISTORY ..................................................................................................................................... 14 ACADEMIC RECOGNITION ..................................................................................................... 17 BOARD OF TRUSTEES .............................................................................................................. 18 OFFICES AND COUNCILS OF THE UNIVERSITY ADMINISTRATION ............................ 20
President’s Cabinet ........................................................................................................... 20 Administrative Council ..................................................................................................... 20 University Faculty Senate, Advisory Councils, Boards Committees and Institutes ......... 21
Deliberative Councils and Committees ............................................................................ 22 Officers of the Schools ..................................................................................................... 23 Faculty .............................................................................................................................. 23
MAJOR DIVISIONS AND DEPARMENTS OF THE UNIVERSITY ....................................... 23 UNDERGRADUATE AND GRADUATE ACADEMIC DEPARTMENTS AND MAJORS ... 25 JOB DESCRIPTIONS OF PRESIDENT’S CABINET MEMBERS AND KEY FACULTY POSITIONS .................................................................................................................................. 28
President ............................................................................................................................ 28 Common Responsibilities and Functions of the Administrative Officers ........................ 32 Executive Vice President (EVP) ....................................................................................... 34 Vice President for Academic Administration (VPAA) .................................................... 36 Vice-President for Financial Administration (VPFA) ...................................................... 39 Vice-President for Human Resources (VPHR) ................................................................ 43 Vice-President for Student Development & Services (VPSDS) ...................................... 44 Vice President for Marketing and Enrolment Management (VPMEM) ........................... 47 VP Spiritual Development/University Church Pastor ...................................................... 50 VP Advancement and Alumni Relations .......................................................................... 53 Assistant to the President .................................................................................................. 55 Financial Controller .......................................................................................................... 57 Faculty Dean ..................................................................................................................... 59 Chairpersons of Instructional Departments ...................................................................... 64 Full-Time Teaching Faculty ............................................................................................. 67 University Registrar .......................................................................................................... 69 Director Library Services (Librarian) ............................................................................... 71
CODE OF ETHICS ...................................................................................................................... 74 ALL EMPLOYEES ...................................................................................................................... 75 CONDITIONS OF EMPLOYMENT ........................................................................................... 76
Minimum Employment Age ............................................................................................. 76 Employment Opportunity ................................................................................................. 76 Employment of New Workers .......................................................................................... 76
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Personal Reference Data Form ......................................................................................... 77 Work Permits .................................................................................................................... 77 Work Permit Repayment Forms ....................................................................................... 78 Regularizing Immigration Status ...................................................................................... 78 CARICOM Single Market and Economy (CSME) .......................................................... 78 Weekly Hours of Employment ......................................................................................... 79 Lunch Break ...................................................................................................................... 79 Tardiness ........................................................................................................................... 79
PHONE CARDS ........................................................................................................................... 80 COPYING AND PRINTING ....................................................................................................... 80 USE OF MOBILE PHONES ON THE JOB ................................................................................ 80 DRESS CODE POLICY/GUIDELINES ...................................................................................... 83 CONDUCT ................................................................................................................................... 84
Conduct on the Sabbath .................................................................................................... 84 General Attitude and Conduct .......................................................................................... 84
RECRUITMENT AND SELECTION .......................................................................................... 85 Search Committee Procedures .......................................................................................... 86 Recruitment for Temporary of Short Term Positions ....................................................... 87
NEPOTISM .................................................................................................................................. 88 AIDS POLICY .............................................................................................................................. 88 COMMUNICABLE DISEASES .................................................................................................. 89 DRUG-FREE WORKPLACE ...................................................................................................... 89 CONSENSUAL RELATIONS ..................................................................................................... 90 STATEMENT ON SEXIST LANGUAGE .................................................................................. 90 SEXUAL HARASSMENT ........................................................................................................... 91
Personal Conduct .............................................................................................................. 91 Mutual Respect ................................................................................................................. 91 Definition of Sexual Harassment ...................................................................................... 91 Working Environment ...................................................................................................... 92 Reporting Incidents ........................................................................................................... 92 Third-Party Reports .......................................................................................................... 92 Investigation ...................................................................................................................... 92 Action ................................................................................................................................ 93
WORK PLACE HARASSMENT ................................................................................................ 94 Reporting Harassment ....................................................................................................... 95 Investigation of Harassment ............................................................................................. 95 Confidential Complaints ................................................................................................... 95 Gossip and Rumor ............................................................................................................ 96
SOCIAL MEDIA USE ................................................................................................................. 97 GUIDELINES ON POLITICAL ACTIVITY .............................................................................. 98 TRANSFER AND REINSTATEMENT ...................................................................................... 99 RE-ASSIGNMENT ...................................................................................................................... 99 EMPLOYEE EVALUATION .................................................................................................... 100 RESIGNATION AND/OR TERMINATION ............................................................................ 101
Administrative Termination ............................................................................................ 101 Normal Period of Notice ................................................................................................. 101
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Resignation (Employee Initiated Termination) .............................................................. 101 Final Pay Cheque ............................................................................................................ 102 Job Abandonment ........................................................................................................... 102
RETIREMENT AND SUSTENTATION .................................................................................. 103 Ex-Gratia Payment .......................................................................................................... 105
Process for Receiving Ex Gratia Payment .......................................................... 106 UNIVERSITY GROUNDS ........................................................................................................ 107 DISCIPLINE ............................................................................................................................... 107
Dismissal or Discharge ................................................................................................... 107 Disciplinary Procedures .................................................................................................. 108 Steps of Disciplinary Procedure ..................................................................................... 109
Oral Reprimand .................................................................................................. 109 Written Reprimand .............................................................................................. 109 Disciplinary Probation ....................................................................................... 110
Disciplinary Sanctions .................................................................................................... 112 Disciplinary Suspension ...................................................................................... 112 Dismissal ............................................................................................................. 112
Smoking and Related Vices ............................................................................................ 112 Vandalism of Property .................................................................................................... 113 Grievance Committee ..................................................................................................... 113 Grievance Procedure ....................................................................................................... 114 Major Offences ............................................................................................................... 115 Minor Offences ............................................................................................................... 115 Other Offences ................................................................................................................ 115
PHILOSOPHY OF REMUNERATION .................................................................................... 116 Application of the Wage Scale ....................................................................................... 116 Basic Remuneration Scale .............................................................................................. 116 Income Tax Exemption Declaration ............................................................................... 117 The Double Taxation Relief (India) Order 1999 ............................................................ 117 National Insurance Number ............................................................................................ 118 Board of Inland Revenue (BIR) Number ........................................................................ 118 Non-Professional Employees .......................................................................................... 119 Overtime Pay .................................................................................................................. 119 Pay Day ........................................................................................................................... 120 Payroll Deductions .......................................................................................................... 120 Professional Employees .................................................................................................. 120 Remuneration Increments ............................................................................................... 122
Incremental increase ........................................................................................... 122 BUSINESS SOLICITATION ..................................................................................................... 123 CONFLICT OF INTEREST AND OR COMMITMENT .......................................................... 124
Individuals Included ....................................................................................................... 124 Definition of Conflict ...................................................................................................... 124 Conditions Constituting Conflict .................................................................................... 125 Statement of Acceptance ................................................................................................ 126 Gratuities and Tips .......................................................................................................... 127
ELECTRONIC AND OTHER INFORMATION USC PROPERTY ........................................ 128
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FRAUD POLICY ....................................................................................................................... 129 STATIONERY AND OFFICE SUPPLIES ................................................................................ 130 OFFICE FURNISHINGS AND EQUIPMENT ......................................................................... 130 OFFICE TELEPHONES ............................................................................................................ 131 ABSENCES/LEAVES ................................................................................................................ 131
Absences (Authorized) ................................................................................................... 131 Bereavement Leave ......................................................................................................... 132 Casual Leave ................................................................................................................... 132 Compensatory Leave ...................................................................................................... 132 Funeral Leave ................................................................................................................. 134 Jury Duty Leave .............................................................................................................. 134 Maternity Leave .............................................................................................................. 134 Special Leave (Leave without Pay) ................................................................................ 135 Sick Leave ....................................................................................................................... 136
Reporting sick leave ............................................................................................ 136 Sick Leave (Extended) ........................................................................................ 136 Sick leave deduction ........................................................................................... 136 Sick Leave during Probation ............................................................................... 137 Sick Leave Entitlement and Accrual ................................................................... 137 Sick Leave While on Vacation ........................................................................... 137 Questionable Sick Leave ..................................................................................... 138 Procedures for National Insurance Benefits (NIS) ............................................. 138
Injury Leave .................................................................................................................... 139 Vacation Leave ............................................................................................................... 139
Vacation Leave (Extended) ................................................................................. 140 Vacation Leave Accrual ...................................................................................... 140 Vacation Leave Carry Forward and Ceiling ....................................................... 140 Vacation Leave Entitlement and Scheduling ...................................................... 141 Coverage during Vacation Leave ........................................................................ 142
TRAVEL AUTHORIZATION ................................................................................................... 143 PUBLIC HOLIDAYS ................................................................................................................. 144
Holiday during Authorized Leave .................................................................................. 144 Recognition and Compensation ...................................................................................... 144 Official Closure of the University .................................................................................. 145
FURLOUGHS ............................................................................................................................ 146 AUTHORIZATION FOR STUDY ............................................................................................ 148
Study Leave .................................................................................................................... 148 Service Record ................................................................................................................ 148 Graduate Study ............................................................................................................... 149 Undergraduate Study ...................................................................................................... 149 Time Off With Pay ......................................................................................................... 149
EMPLOYEES’ BENEFITS AND SERVICES .......................................................................... 151 Annual Physical Examination ......................................................................................... 151 University Wellness Program ......................................................................................... 151 Revolving Fund for Health Care Assistance ................................................................... 151
Accessing the Revolving Fund for Health Care Assistance ................................ 152
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Purchase Orders .............................................................................................................. 153 Accessing Purchase Orders ................................................................................ 153 Repayment of Healthcare cost ............................................................................ 153
EDUCATIONAL ASSISTANCE ............................................................................................... 155 Educational Discounts .................................................................................................... 158 Bursary ............................................................................................................................ 158 Reimbursement of Educational Costs ............................................................................. 159
CREDIT UNION ........................................................................................................................ 160 MOTOR VEHICLE INSURANCE ............................................................................................ 160 TERMINATION SETTLEMENTS ............................................................................................ 160 HOUSING ALLOWANCE ........................................................................................................ 161
Employee’s Occupying University Housing .................................................................. 161 Advanced Homeowner’s Allowance .............................................................................. 161
ADVANCED DEPRECIATION ALLOWANCE ...................................................................... 162 IN-SERVICE TRAINING .......................................................................................................... 162 LIBRARY ................................................................................................................................... 162 PARKING ................................................................................................................................... 163 FIRE/SAFETY/SECURITY ....................................................................................................... 163
Accident Report .............................................................................................................. 163 Accidents and Industrial Injury ....................................................................................... 164 Fire Prevention ................................................................................................................ 164 Lost and Found ............................................................................................................... 164 Personal Property ............................................................................................................ 164 Safety .............................................................................................................................. 165
EMPLOYEE COMMUNICATIONS ......................................................................................... 166 Bulletin Boards ............................................................................................................... 166 Electronic Notices ........................................................................................................... 166
IDENTIFICATION CARDS ...................................................................................................... 166 INCOMING MAIL ..................................................................................................................... 166 INFORMATION ........................................................................................................................ 167
News ............................................................................................................................... 167 RADIOS/TAPE RECORDER/TELEVISION ............................................................................ 167 SUGGESTIONS ......................................................................................................................... 167 FACULTY SPECIFIC ................................................................................................................ 168 THE STUDENT HANDBOOK .................................................................................................. 169 RANK (subject to review) .......................................................................................................... 169
Criteria for Assessing Merit of the Employee ................................................................ 169 Criteria for Rank ............................................................................................................. 169 Criteria for Tenure (subject to review) ........................................................................... 171 Requirements for tenure .................................................................................................. 172 Institutional Considerations ............................................................................................ 172 Procedures for Rank ........................................................................................................ 173 Regular Faculty Rank ..................................................................................................... 174 Instructor ......................................................................................................................... 175 Assistant Professor .......................................................................................................... 175 Associate Professor ......................................................................................................... 176
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Professor ......................................................................................................................... 177 Appointment of Department Chairpersons ..................................................................... 178 Non-Continuous Appointment Faculty Ranks ................................................................ 178
Regular Ranks ..................................................................................................... 178 Lecturer ........................................................................................................................... 178 Temporary Faculty Rank ................................................................................................ 179 Visiting Professor ........................................................................................................... 179 Senior .............................................................................................................................. 179 Research Associate ......................................................................................................... 179
RECRUITMENT OF ADJUNCT/PART TIME FACULTY ..................................................... 181 Targeted Recruitment ..................................................................................................... 181 Pool System .................................................................................................................... 181 HR Database of Applicants ............................................................................................. 182 Staff with Requisite Competences .................................................................................. 182 Assessment of Part-time Faculty .................................................................................... 182 Employment of Part-time Faculty ................................................................................... 182 Remuneration of Part time Faculty ................................................................................. 183
TEACHING LOAD .................................................................................................................... 183 Extra Credits-Payment .................................................................................................... 184
ACADEMIC FREEDOM ........................................................................................................... 185 SERVICE OUTSIDE THE UNIVERSITY ................................................................................ 188 TOUR COURSES ....................................................................................................................... 188 TEACHER'S ABSENCES .......................................................................................................... 188 SABBATICAL LEAVE ............................................................................................................. 189
Preamble ......................................................................................................................... 189 Definition and Purpose ................................................................................................... 189 Eligibility/Criteria ........................................................................................................... 189 Length and Frequency .................................................................................................... 190 Service Credit ................................................................................................................. 190 Acceptable Activities ...................................................................................................... 190 Application Process ........................................................................................................ 190 Recommendation and Approval ..................................................................................... 191 Timing of Sabbaticals ..................................................................................................... 192 University Duties while on Sabbatical ............................................................................ 192 Deferral ........................................................................................................................... 192 Multiple Sabbaticals in One Department ........................................................................ 192 Remuneration and Conditions ........................................................................................ 193 Obligations ...................................................................................................................... 193 Restrictions ..................................................................................................................... 193
TEACHER'S PROFESSIONAL EXPENSES ............................................................................ 194 REGISTRATION LOADS ......................................................................................................... 194 COURSE MEMBERSHIP .......................................................................................................... 194 CHANGE OF STUDY PROGRAMME ..................................................................................... 194 STUDENT ADVISORS ............................................................................................................. 194 REGISTRATION: HELP FOR STUDENT .............................................................................. 195 CANDIDACY FOR DEGREES, GRADUATION .................................................................... 195
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GRADING .................................................................................................................................. 196 Grading System, Incomplete ........................................................................................... 196 Reporting, Revision of Grades ........................................................................................ 196 Student Attendance ......................................................................................................... 196
CLASSROOM DISCIPLINE ..................................................................................................... 197 TEACHER'S OFFICE, EQUIPMENT ....................................................................................... 197 TEACHER'S OFFICE HOURS .................................................................................................. 197 PUBLIC APPEARANCE OF STUDENTS, FIELD TRIPS etc. ................................................ 197 DELINQUENCIES ..................................................................................................................... 198 SUSPENSION OF STUDENTS FROM CLASS ....................................................................... 198 DISHONESTY IN EXAMINATIONS AND TERM PAPERS ETC. ....................................... 198 PREREQUISITES ...................................................................................................................... 199 EXAMINATION ........................................................................................................................ 200 EQUIPMENT USE POLICY ..................................................................................................... 200 STUDENTS WITH DISABILITIES .......................................................................................... 200 GRANTS .................................................................................................................................... 201 STAFF ....................................................................................................................................... 202 PROBATIONARY PERIOD (FULL-TIME/PERMANENT EMPLOYEES) ........................... 203 CONTRACT OF EMPLOYMENT ............................................................................................ 203 DAILY SCHEDULE .................................................................................................................. 203
Starting and Quitting Time ............................................................................................. 203 Time Card/Attendance Register ...................................................................................... 204
SHORT TERM EMPLOYMENT .............................................................................................. 205 PROMOTION AND TRANSFER .............................................................................................. 205
Promotion ........................................................................................................................ 206 Transfer (Interdepartmental) ........................................................................................... 206 Employees Not To Engage In Outside Work ................................................................. 207
BOOK SUBSIDY ....................................................................................................................... 207 CAFETERIA/FOOD SERVICES ............................................................................................... 207 CLASS ATTENDANCE BY EMPLOYEES DURING WORKING HOURS .......................... 207 EMPLOYEE TRAINING AND DEVELOPMENT ................................................................... 208 FINANCIAL ASSISTANCE FOR COURSES OF STUDY ..................................................... 209 MEAL PERIOD .......................................................................................................................... 209
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GENERAL
INFORMATION
Getting To Know Your University
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CONTACT INFORMATION
General Contact
Mailing address: University of the Southern Caribbean P.O Box 175 Port of Spain Trinidad, West Indies Physical Location: Royal Road, Maracas,
St. Joseph, Trinidad Telephone Numbers: 1-868-662-2241/2 Fax Number: 1-868-662-1197 Website: http://www.usc.edu.tt Regular Switchboard hours: Monday to Thursday 8:00am – 10:00pm Fridays: 8:00am to 12:00 noon Sundays: 8:00am to 12:00noon
Human Resource Division Specific Contacts
Physical location: Administration (Press) Building- top floor
Email: [email protected] or [email protected]
Telephone (extensions of the main line)
Vice President Extension 1120
Assistant Director- Extension 1121
Assistant Director (Insurance) Extension 1124
Human Resource Officer: Extension 1126
Senior Human Resource Officer: Extension 1125
Administrative Assistant: Extension 1122
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INTRODUCTION
Significant revisions to the University of the Southern Caribbean (USC) policies have taken place since
the last revision of the Faculty and Staff Handbooks. The USC policies to a large extent are based on
those of the Inter American Division (IAD) of Seventh - day Adventists and The Caribbean Union
Conference with allowances being made for local conditions and for conformity with applicable labour
laws.
This Handbook is used along with the Academic Policies Handbook, the Satellite and Extension Sites
Handbook and the Inter American Division (IAD) Working Policy. The handbook has four major sections
(1) General (2) All Employees (3) Faculty Specific and (4) Staff Specific. It is designed to aid the
employees of the University of the Southern Caribbean, a Seventh-day Adventist institution, in obtaining
information on the policies, procedures, services, and regulations affecting their terms and conditions of
employment with the University. Where questions of working policies and procedures have not been
sufficiently covered, the answers should be sought through the Human Resources Department. The aim
of the Handbook therefore is to inform employees of the University and of their rights and responsibilities
in order to achieve a wholesome working climate for the achievement of the University’s goals and
objectives.
The University will provide each employee with a copy of this Handbook. It is the responsibility of each
employee to know its contents. Additionally, teaching Faculty are required to become fully conversant
with the Academic Policies Handbook. Employees assigned to Satellite and Extension Sites are required,
in addition to this Employee Handbook and the Academic Policies Handbook, to be fully conversant with
the Handbook for Satellite and Extension Sites. The Handbook will be revised every two years and the
changes made will be published before inclusion.
The employee is advised that all allowances provided for in this handbook are subject to the availability
of funds. Consequently, employees should seek approval, prior to incurring major expenses. On receipt of
this handbook, each employee must sign the formal contract presented through the Human Resource
Department, on the annually published date.
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MOTTO Beyond Excellence
MISSION STATEMENT
The University of the Southern Caribbean seeks to transform ordinary people into extraordinary servants of God to humanity through a holistic tertiary educational experience.
VISION STATEMENT A University fully reflecting the character of God through spiritual, intellectual, physical, social
and cultural development.
TEXT Luke 2:52 –And Jesus increased in Wisdom and Stature and in favor with God and man
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CORE VALUES LOVE: The love of Christ constrains us to love as Christ Loved COMPASSION: Sympathetic willingness to be engaged in the ministry of caring for one
another students and employees, and going beyond the call of duty as portrayed by the good Samaritan
INTEGRITY: The eminence of backing positive conviction with commensurate action HONESTY: The commitment of the University family to honesty in all its dealings EXCELLENCE: The commitment to significantly exceed the minimum standards of
expectations COMPETENCY: The freedom and privilege to perform competently under any
circumstance JUSTICE: The commitment to treat everyone with equity and justice and to always
act without fear or favor PURITY AND SELF CONTROL: Striving to be morally upright and moderate in all that is good, with
complete control over one’s emotions, desires and actions HUMILITY: The willingness to serve others in a sacrificial manner, with self-respect
that renounces haughtiness or arrogance.
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HISTORY UNIVERSITY OF THE SOUTHERN CARIBBEAN: YESTERDAY AND
TODAY
University of the Southern Caribbean (USC) is a Seventh-day Adventist private tertiary,
coeducational institution with a diverse student body. It is operated by the Caribbean Union
Conference of the Seventh-day Adventists, which consists of the following territories: Barbados,
Guyana, Suriname, Trinidad & Tobago, the British and U.S. Virgin Islands, and the Windward
and Leeward Islands, excluding the French Dependencies.
The Main Campus of the University is located on three hundred and eighty-four acres of land in
the beautiful Maracas Valley, which is about ten miles northeast of Port-of-Spain, the capital of
Trinidad and Tobago. The University estate, which borders the Maracas River, is covered with
beautiful and varied tropical verdure. The mild, invigorating climate, with moderately cool
nights, is not only conducive to study, but also provides an environment for healthy living. The
University also operates two extension campus in San Fernando, and Scarborough, Tobago and
four Satellite Sites; one each in Antigua, Barbados, Guyana, and St. Lucia.
USC was founded in 1927 as East Caribbean Training School, for the purpose of educating the
youth of the Caribbean Union Conference. Two years later, it became Caribbean Training
College. In 1945, the College developed a well-defined college preparatory instructional
programme; and in 1947, Caribbean Training College was official declared a junior College,
offering two-year post-secondary certificates in theology, teacher training, and business and
secretarial science. In 1956, Caribbean Training College assumed a new name: Caribbean Union
College.
In September 1970, an important academic extension was instituted as the two-year junior
college programme in theology was extended to a four-year programme, leading to the Bachelor
of Theology degree. Subsequent changes included the conferring since 1985, of Bachelor of
Arts, Bachelor of Science, Bachelor of Business Administration, and Associate degrees in a wide
range of disciplines in affiliation with Andrews University, Michigan, USA. The institution now
offers over thirty (30) undergraduate degrees, Masters degrees in the areas of Business
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Administration, Educational Administration and Leadership, Curriculum and Instructions,
Communication, Social Work, National Security Intelligence and Educational Psychology. In
January of 2014, the institution achieved yet another academic milestone with the launching of
the PhD in Educational Psychology in affiliation with Andrews University.
On February 23, 2006 Caribbean Union College acquired university status through the
Accreditation Council of Trinidad and Tobago (ACTT) with a new name, the University of the
Southern Caribbean (USC). On July 3, 2013 through Act No. 8 of 2013, the institution was
incorporated as the University of the Southern Caribbean with the following aims and objects:
a) To transform ordinary people into extraordinary servants of God in pursuit of nation
building and to provide such persons with the opportunity to obtain a rounded Christian
academic and vocational education at the tertiary level.
b) To become affiliated academically or otherwise with other organizations and institutions
of higher learning in order to enhance the capacity of the University to provide the
student population with the best possible academic and vocational training.
c) To foster, develop and maintain within the University an atmosphere in which students
and faculty alike will at all times observe the highest moral and ethical standards in
keeping with the biblical principle; and
d) To do all such other things as may be necessary or incidental to, or as the University may
deem conducive to the attainment of these objects or any of them.
USC continues to make significant improvements in faculty, staff, instructional programmes,
equipment, and facilities. The library, the academic centre of the University, had its space
doubled when the former chapel was converted into additional library space. New features in the
library include the Virtual Library which is a 24-hour service including OPAC, EBSCO, GALE,
AVLdatabases, as well as EDS, Worldcat, and PRESSDISPLAY. The current holdings total
approximately 40,000 volumes, besides microfiche, and bound and unbound periodicals. The
library has a growth rate of one thousand volumes a year. Study and research are indeed
paramount in the institution. There are over 4,000 books, mostly references, in the Simmons’s
Collection.
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The School of Business Building and the new residence halls are the most modern buildings on
campus. Other buildings include the Press Building, which houses administrative, instructional,
and other functional areas; the elementary school, secondary school, and the Social Science
building.
Graduates of the University serve the church and society, not only in the Caribbean, but also in
many parts of the world. The University’s name is honored as many of its graduates have earned
advanced degrees and prestigious positions in internationally recognized and renowned
institutions.
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ACADEMIC RECOGNITION
The various accreditations of a university affect its students in many ways. First, accreditation assures
students that their university is recognized and approved by regional and national educational associations
and councils. Second, students have the security of knowing that any credits they earn can be transferred
to other accredited institutions, just as incoming transfer students can expect that their credits earned at
similarly accredited university or universities will be honored.
In May of 2012 the University was awarded full institutional accreditation as a tertiary level educational
institution by the Government of Trinidad and Tobago, through its accrediting body, the Accreditation
Council of Trinidad and Tobago (ACTT). It is also recognized as a teacher training institution by the
Ministry of Education.
The University is also fully accredited by the Board of Regents, Department of Education, General
Conference of Seventh-day Adventist in Washington D.C, USA.
The USC is affiliated with Andrews University (AU), Berrien Springs, Michigan, USA and in a limited
number of areas, students may obtain degrees by following programs in the affiliation agreement and
thereby also obtain degrees from Andrews University. Programs in this agreement are accredited by the
North Central Association of Colleges and Schools.
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BOARD OF TRUSTEES
The Board of Trustees consists of representatives of the University of the Southern Caribbean and those
who have been elected to serve as Presidents, Directors of Education, and Lay Representatives in the
respective Conferences and Missions. Inter-American Division, Caribbean Union Conference, East
Caribbean Conference, Guyana Conference, North Caribbean Conference, South Caribbean Conference,
Grenada Conference, St. Lucia Mission, Surinam Mission, and Tobago Mission. Mission Representatives
of the Alumni Associations of Trinidad and Tobago and North America are also members of the Board.
Caribbean Union Conference
Dr. Kern Tobias, President Caribbean Union Conference, Board Chairman Pastor Cyril Horrell, Executive Secretary Caribbean Union Conference; Vice-Chairman Mr. Bertie Henry, Treasurer Caribbean Union Conference Dr. Hilary Bowman, Director of Education, Caribbean Union Conference
University of the Southern Caribbean
Dr. Clinton A, Valley, President Inter-American Division of SDA
Elder Israel Leito, President IAD Dr Elie Henry, Secretary, IAD Elder Filiberto Verduzco, Treasurer, IAD Dr. Gamaliel Florez, Director of Education, IAD Dr. Jaime Castrejon, President, Inter-American Adventist Theological Seminary
East Caribbean Conference
Pastor Danfort Francis, President Ms. Racquel Beckles, Lay Representative
Grenada Conference
Pastor Clinton Lewis, President Mr. Lincoln Morgan, Lay Representative
Guyana Conference Pastor Richard Avert James, President Mr. Ivor English, Lay Representative
North Caribbean Conference
Pastor Silton Brown, President Ms. Gerene Joseph, Director of Education Mrs. Shirley Lake-King, Lay Representative
South Caribbean Conference Pastor Wayne Andrews, President Mrs. Avian Joseph, Lay Representative Mr. Mahase Ragoonath, Lay Representative
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BOARD OF TRUSTEES CONT’D St. Lucia Mission
Pastor Johnson Frederick, President Mr. Lenus Deterville , Lay Representative
Suriname Mission
Pastor Edward Blackman, President Ms. Liljien Joyette, Lay Representative
Tobago Mission
Pastor Toney Mapp, President Mr. Wilfred desVignes, Education Director Mrs. Desiree Hackett-Murray, Lay Representative
South Leeward Mission
Pastor Desmond James, President Mr. Kem Tonge, Lay Representative
St. Vincent & the Grenadines Mission
Pastor Dermoth Baptiste, President Ms. Mineva Glasgow, Lay Representative
Alumni Representative
Dr. Leon Wilson, Representative, Alumni Representative Dr. Slimen Saliba, North America Alumni Representative Mr. Felix Pearson, USC Alumni Representative
Education Directors on Rotation (two serving any given year) Ms. Barbara Savory, Guyana Conference Mrs. Jessica Cunningham, South Caribbean Conference Ms. Jerene Joseph, North Caribbean Conference* Mr. Wilfred desVignes, Tobago Mission * Ms. Daphney Magloire, East Caribbean Conference Pas. Jerome Gordon, Grenada Mission Mr. Donovan Rene, St. Lucia Mission Ms. Carla Emanuelson, Suriname Mission Dr. Eulalie Semper, South Leeward Mission *Serving for 2013-2014
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OFFICES AND COUNCILS OF THE UNIVERSITY ADMINISTRATION
President’s Cabinet
President
Executive Vice President
Vice President, Academic Administration
Vice President, Financial Administration
Vice President, Human Resources
Vice President, Student Development and Services
Vice President, Marketing and Enrolment Management
Vice President, Advancement and Alumni Relations
Vice President, Spiritual Development
Associate Vice President, Academic Administration
Assistant to the President
Administrative Council The Administrative Council of University of the Southern Caribbean is the highest coordinating
and deliberative Council in the University. It functions as a last step in dealing with matters
from faculty, and other entities such as academic, student affairs, finance, advancement,
marketing and strategic planning referred to the Board of Trustees for clearance and approval.
The Administrative Council of University of the Southern Caribbean is an elected body with
representation from all the constituent elements of the University; it is appointed/confirmed
annual by the President’s Cabinet. Major council minutes such as those from the General
Faculty, The Student Affairs and Finance Council as well as Staff Assembly shall as a matter of
course be reviews by the Administrative Council of the University of the Southern
Caribbean The Administrative Council of the University of the Southern Caribbean shall also
review the addition and removal of all degree programs and/or physical facilities.
This Council may refer matters to the various councils, but may not alter the recommendation
made by them. In such case of referral, the Chair shall convey to the council convened the
matters (s) needing clarification. The Administrative Council of the University comprises of
three distinct groupings: standing members, nominated members, and rotating members.
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Nominated members include representative of faculty and staff whereas the rotating members
include Chairs and Directors. The standing members are:
All members of the President’s Cabinet
All Academic Deans Director of Marketing
University Registrar ASB President
Director of Library Services Financial Controller
Director of Alumni Relations
Director of Information and Communication Technology
University Faculty Senate, Advisory Councils, Boards Committees and Institutes Coordinating, Deliberative and Advisory Councils and Committees
At his discretion, the President may appoint such councils and committees, as he deems
necessary to advise him concerning the administration of the University. These committees serve any
three functions: policy development, coordination of communication, and procedures for
coordination of administrative strategies. They either report to the general faculty, specific
administrators or to specific faculties.
Listed below are the policy-‐making, coordinating and deliberative councils and committees that
according to the University of the Southern Caribbean Working Policy, serve the University.
In addition, the President and/or the Board of Trustees may at their discretion appoint such councils
and committees to advise them as deem necessary, after receiving counsel for the various University
entities.
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Deliberative Councils and Committees Finance Council The Finance Council is an administrative, coordinating, and policy-making body dealing with the
physical facilities, human resources, insurance, campus security, budget control and financial
policies. It may have reporting to it sub-‐committees on investment physical facilities, insurance,
personnel and other areas deemed necessary. This council serves to guide the VPFA and reports to the
Administrative Council of the University of the Southern Caribbean.
Deans’ Council The membership of this committee is composed of all Faculty Deans, the University Registrar,
President of the University, Associate VPAA, and VPAA who will serve as Chair.
The Council normally meets monthly during the academic year or as called by the
chair. The Chair in consultation with the members, prepares the agenda. The council serves the
deans of the constituent faculties of the University as a planning, coordinating body with respect
to:
1. Academic policies and procedures.
2. Monitoring the introduction of new courses and programmes.
3. Monitoring the proliferation of courses and programmes.
4. Fostering effective formal and informal communication among the faculties, and
with the University Administration.
Examination Council The Examination Council is responsible for storing and administering of all Final Examination,
Credit by Examination, Incomplete Examinations and Math Placement Exams. It consists of a
Chairperson and a voted representative from every faculty, and reports to the Academic Policies
Committee. Committee on Information Technology This committee shall advise the President and the Director of the Information Communication
Technology Department relative to the operating polices and priorities for information
communication technology for the University. The committee is appointed annually by the
President.
The Information Technology committee shall have two sub-committees namely, “administrative”
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and “academic information technology”. They shall conduct the continuing studies on the
development of information technology and on academic departments, and shall make
recommendations to the Information Technology Committee.
Faculty Senate Provides a forum for faculty input into the governing and administration of the University. It also
provides an avenue for faculty members to discuss issues and suggest recommended solutions to
problems they may encounter in the performance of their duties.
Staff Senate Provides a forum for staff input into the governing and administration of the University. It also
provides an avenue for staff members to discuss issues and suggest recommended solutions to
problems they may encounter in the performance of their duties.
Officers of the Schools
! Faculty Deans
! Chairs of Instructional Departments
! Associate Deans
! Coordinators
Faculty
! Professors
! Associate Professors
! Assistant Professors
! Instructors
! Lecturers
MAJOR DIVISIONS AND DEPARMENTS OF THE UNIVERSITY
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DIVISIONS DEPARTMENTS WITHIN DIVISIONS
Academic Administration
All eight (8) schools including the Satellite Sites
Records department, Library, Institute of
Educational Technology, Research
Advancement and Alumni Relations Alumni Affairs, Development, Annual campaigns,
Planned Giving (wills and trusts)
Financial Administration
Finance (including Student Finance), Information
and Communication Technology, Purchasing and
Transport
Human Resources Human Resources
Marketing and Enrolment Management Integrated Marketing and Communications,
Recruitment, Enrolment, and Admissions, and
Hospitality Services and Events Management,
President’s Office Executive Vice Presidency
Quality Assurance
Plant Service including facilities and Industries
Spiritual Development University Church and Campus Ministries
Student Development and Services Residence Halls, Food Services, Health and Safety,
University Wellness Center (includes Counselling
and SPED), Security, International Student Service,
Commuter Dean, Shuttle system
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UNDERGRADUATE AND GRADUATE ACADEMIC DEPARTMENTS AND MAJORS SCHOOL OF BUSINESS
B.B.A. – Management/Accounting (USC Degree) B.S. – Accounting/Management (USC Degree) A.S. – General Business Emphasis Minor – Business Administration B.S. – Business Education A.S. – Office Technology MBA (specialization areas: Finance, Health Administration, Human Resource Management and Marketing) SCHOOL OF EDUCATION & HUMAN SCIENCES
B.S. - Elementary Education Major -‐ Consumer and Family Sciences Major -‐ General Science Major -‐ Language Arts Major -‐ Social Studies Major -‐ Reading Minor -‐ Behavioral Sciences Minor -‐ Biology Minor -‐ Communication Studies Minor -‐ Consumer and Family Sciences Minor -‐ English Minor -‐ General Science Minor -‐ Health Minor -‐History Minor -‐ Language Arts Minor -‐ Mathematics Minor -‐ Music Minor -‐ Reading Minor -‐ Religion B.A./B.S. – Secondary School Teacher Preparation A.A. – Elementary Teacher Training B.S. – Individualized Major in Educational Service B.S. -‐ Consumer and Family Sciences
Major – Nutrition Major – Family Studies Minor – Consumer and Family Sciences
M.A. – Educational Psychology M.A. – Educational Administration and Leadership M.A. – Curriculum and Instructions PhD – Educational Psychology
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SCHOOL OF HUMANITIES B.A. – English
Minor – English Minor – English for BS in Elementary Education Minor – Communication Studies
B.A. – History
Minor -‐ History B.S. – Social Studies A.A. – Music Performance or Music Education
Minor – Music Minor – Music for BS in Elementary Education
SCHOOL OF SCIENCE & TECHNOLOGY B.S. – Biology (Zoology Emphasis)
Minor – Biology Minor – Chemistry Minor in Mathematics
B.S. – Computing (Software Systems Emphasis) A.S. – Computer Information Systems Emphasis
Minor -‐ Computing B.Sc. – Nursing SCHOOL OF SOCIAL SCIENCES B.S. – Behavioral Sciences Emphasis: Sociology, Psychology, or Combined B.S. – Psychology B.S. – Sociology Major – Psychology Minor – Behavioral Sciences Minor – Psychology Minor -‐ Sociology Minor -‐ Family Studies BS Social Work MS Social Work MA Counseling Psychology SCHOOL OF THEOLOGY & RELIGION B.A. -‐ Theology (Pastoral Ministry Emphasis) B.A. -‐ Theology (Health Ministry Emphasis) B.A. -‐ Theology (Youth Ministry Emphasis) B.A. -‐ Religion Minor -‐ Religion Minor -‐ Biblical Languages Minor -‐ Health M.A. -‐ Pastoral Theology
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SCHOOL OF GRADUATE, EXTENSIONS, CONTINUING AND PROFESSIONAL STUDIES This is the most recent School within the University. It offers specific undergraduate and graduate degree programmes, and modules drawn from the main campus listings and short-term standalone certificates, seminars and workshops based on community need. Academic programmes are offered face to face, in blended format and/or fully online, through the extension campuses in Tobago, San Fernando, Barbados, Antigua, Guyana, St. Lucia and the virtual USC-USA online that links with several other fully Online programs in Special Education, Graduate Business and undergraduate and graduate education.
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JOB DESCRIPTIONS OF PRESIDENT’S CABINET MEMBERS AND KEY FACULTY
POSITIONS
President Responsible to:
The Board of Trustees
The President is the Chief Administrative Officer of the University and he alone is directly
responsible to the Board of Directors. All Officers, Committees, and commissions within the
University are responsible either directly or indirectly to the President who is responsible for the
efficient leadership and management of the University in all its operations and has the authority
from, and is responsible to the Board of Trustees to perform the following functions:
Functions: Leadership and Administration
1. Provides visionary leadership and strategic management in the operation and development of
the University and serves as an advocate for higher education
2. Develops the strategic plan and coordinates implementation of the plan
3. Fosters and builds upon the strengths of the university and provides leadership to guide its
future course; respects the role of faculty, staff and students in university governance;
4. Provides leadership in developing academic priorities and programs; works with Academic
Administration to enhance the quality, and delivery of teaching, scholarship, and service;
5. Supports and encourages diversity throughout the university community; and leads the
university community in establishing a clear, singular vision for the university.
6. Collaborates with key stakeholders in developing policies for the guidance of the campus and
for physical facilities planning and directs the execution of such policies
7. Promotes amity and Unity of purpose among all members of the teaching and administrative
staff, the Board of Trustees, the constituency, the alumni, and the student body
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8. Appoints faculty and staff members to serve on standing committees, and appoints ad hoc
committees whenever necessary. Serves as an ex-officio member of all committees
9. Prepares and revises as necessary, the chart of administrative organization, showing the
President’s span of control, and selects the functions of the major officers, and advisory
committees
10. Appoints the sponsors and advisors for student/staff and student organization on suggestions
from the Vice President for student development and services
11. Promotes the university’s image and reputation as a premier research institution nationally,
regionally, and internationally
12. Articulates the Seventh Day-Adventist (International) general policies in guiding the operations of the
organization study for the faculty.
Board Responsibilities The President Serves as Secretary to the Board of Trustees and provides recommendations to
keep the Board of Trustees fully informed in meeting its policy-making responsibilities.
Therefore, the president is expected to:
• Bring recommendations, with appropriate staff work that provides reasonable
alternatives, to the board for their consideration in making major policy decisions
• Present regular reports to the Board and disseminate information regularly about the
University to the constituency and related denominational groups, to the alumni, and to
the general public
• Ensure a timely response to all queries of the administration made by members of the
board.
• Interpret, with the assistance of the Vice President for Financial Administration and the
Vice President for Advancement and Alumni Relations, the current financial programmes
of the University to the Board of Trustees, the conferences and other pertinent officials
• Work with the Board of Trustees, fostering communication with and among all members
of the board; respects the priorities and furthers the initiatives of the board;
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• Engage the board in the formulation and implementation of strategic and budget plans to
advance the university’s mission and goals;
• Consult with the board and considers alternative views of board members in the
development of major policies;
• Keep the board apprised of significant issues and conditions that have implications for
the university.
• Present to the Board of Trustees the needs of the institution and directs in the preparation
of plans for new buildings, installation, equipment, major repairs and alterations
Personnel
• Develops an efficient administrative structure for the University to the end that all
employees are properly assigned and supervised
• In collaboration with Human Resources, recruits, builds, and retains a professional
executive team to achieve prudent and effective management of the university’s
intellectual, human, and financial resources; and in collaboration with the executive team,
establishes a control environment focused on achieving the university’s vision while
promoting strong business acumen, integrity, and accountability.
• Serves as Chair of the President and Administrative Councils and leads the process in
making decisions on the appointment, compensation, assignment of rank, and promotion
of faulty in the rank of Assistant Professor and Instructors and for employees below the
level of Directors.
• Makes recommendations to the Board of Trustees on:
o Appointment, compensation, assignment of rank, and promotion of faculty in the
rank Associate professor and higher and other employees at the rank of Director
and higher.
o Graduate study, leave of absence and severance of faculty members
• Develops specific goals and objectives for the Vice Presidents and manage their
performance.
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Fiscal Management Other Responsibilities
• Responsible for fiscal management and compliance with applicable policies, laws, rules,
regulations, and contracts, grants, and donor restrictions;
• Increases institutional resources and support, including state funding and private gifts;
• Estimates budget needs in collaboration with the administrative officers; presents the
University budget to the Board of Trustees
• Works with a wide range of internal and external constituencies and develops productive
relationships with people of diverse interests and affiliations
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COMMON RESPONSIBILITIES AND FUNCTIONS OF THE ADMINISTRATIVE OFFICERS
The administrative officers are designated as Executive Vice President, Assistant to the President, Associate
VP Academic Administration, V.P. Academic Administration, V.P. Financial Administration, V.P. Student
Development and Services, V.P. Marketing and Enrolment Management, VP Advancement and Alumni
Relations, and VP Spiritual Development.
The officers mentioned above report directly to the President and have common responsibilities and
functions, which include the following:
1. To assist the President, so that their offices are extensions of the President's office.
2. To obtain from the Board through the President, in writing, specific designation of their
areas of responsibility, broad and specific delegation of authority for these responsibilities,
and to ensure that these responsibilities are exercised in conformity with the stated policies
and procedures of the University administration.
3. To respect the authority and areas of responsibility assigned to others by the President and to
work with them as equals as they cooperate in performing related functions.
4. To make recommendations to the President regarding plans, policies, and procedures in their
areas of delegated responsibility.
5. To equip their areas and collaborate with the Human Resource team in staffing the units of
their areas to accomplish the assigned responsibilities, subject to conference with the
President and approval of the Board, and in cooperation with others, to develop appropriate
position descriptions for those under their supervision.
6. To integrate and coordinate the work of the units of their areas of responsibility and to
integrate their work with that of other areas of control.
7. To collaborate with the Human resource team (HR) in recruiting and developing staff for
their areas of responsibility.
8. To serve as major advisors on budget development and control for their areas.
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9. To prepare, as requested by the President, the regular reports and special reports for their
areas.
10. To serve as members of the President's Cabinet.
11. To develop and to be responsible for a sound administration capable of performing in an
effective and satisfactory manner those responsibilities of their spans of control which have
been assigned to them by the President.
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Executive Vice President (EVP) Responsible to: The President Functions: The Executive Vice President is the second ranking officer of the University, is the chief
administrative services officer and reports to the President. He/she has primary responsibility
for the University's strategic pillar of campus development including planning for and managing
the physical facilities, grounds, farm, auxiliary services and university housing. He/she is
expected to provide visionary leadership and execute his/her responsibilities efficiently and in a
manner that creates a conducive and productive environment
1-11 (See list of common functions of the administrative officers.)
12. Exercises leadership for and executive management of assigned departments and for the
professional development of assigned personnel;
13. Confers regularly with the President in setting overall goals for managing the day-to-
day operations of the University
14. Oversees the implementation of the University’s strategic goals and action plans for
campus development
15. Manages the University’s administrative operations and services: physical facilities,
grounds, resident housing and rental properties.
16. Fosters a culture of cooperation and delivery of quality service
17. Provides dynamic, visionary and strategic leadership in transforming University
industries into viable income generating entities
18. In collaboration with the project manager, ensures that all University projects are done
in accordance with the needs of USC and end users, within budget and on time;
participating in conferences with contractors, architects, engineers, and other related
personnel
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19. Assists in formulation of the University’s overall operating budget and recommends a
budget for the operations of his/her Division
20. Recommends new or revised systems, methods, programmes and procedures to improve
efficiency and effectiveness of University services
21. Works collaboratively with the leadership team to ensure that the spiritual ethos is
maintained and enhanced at the University
22. Manages the performance of direct reports
23. Develops/maintains a Master Plan for campus development
24. Performs other duties as assigned by the President.
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Vice President for Academic Administration (VPAA) Responsible to: The President Functions: The Vice President reports to the President, who is the chief academic officer of the University.
Responsible to and assisting the Vice President for Academic Administration is the Associate Vice
President Academic Administration, the various Academic Deans, the University Registrar and the
Librarian. Under the direction of the President, the Vice President for Academic Administration is
responsible for carrying out the following functions: 1-11 (See list of common functions of the administrative officers) 12. Serving as chairman of the committee on academic policy, and serving as third officer in the
line of control and, in the absence of the President, as chairman of the faculty and staff
meetings.
13. Directing the academic and educational activities of the University; maintaining academic
standards, and implementing sound educational policies, in harmony with the policies and
regulations established by the Board and the Faculty.
14. Directing the attention of the faculty to developments in the field of education; directing in
the study of educational problems; fostering and directing approved educational
experiments, research, and honour courses.
15. Directing in the study of the University’s academic policies, committee on educational
policies, and academic requirements such as entrance and graduation requirements,
curriculum, special honours, course and departments requirements, majors, etc.
16. Planning with Faculty Deans in consultation with Department Chairs, for such matters as
course offerings, assignments of classes, teacher loads, developing syllabi for all courses
offered in the department, department requirements, orientation of new teachers, in-service
training of department faculty, provision for substitute teachers, faculty and department
budgets, etc.
17. Recommending to the President, those who are eligible for rank advancement; also
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recommending, leave of absence and such other academic matters that fall under that office.
18. Working for improved academic achievement of individual students by counseling with the
students, their teachers, and the Vice President for Student Development Services.
19. Providing remedial measures to remove deficiencies identified in the basic skills of students.
20. Cooperating with the Vice President for Student Development and Services in initiating
statistical studies from the academic and/or personnel records.
21. Cooperating with the Vice President for Student Development and Services, the Librarian
and the University Registrar, on the development of criteria and procedures for orientation
and registration.
22. Planning, in counsel with the University Registrar and Vice President for Student
Development and Services, the registration procedures.
23. Counseling with the University Registrar and academic advisement officers concerning
evaluation of, and transfer of credits and interpretation of policies relevant to the Registrar's
office.
24. Overseeing the Faculty Deans and the Department Chairs in the preparation of the schedule
of classes, and the Chair, of the examination council for examination schedule. Class
schedules are to be planned and distributed by the date set by the Academic Administration
Office.
25. Assigning teacher's offices, classrooms, and other instructional facilities, in consultation
with the Faculty Deans.
26. Administering the class attendance regulations.
27. Recommending to the President, attendance of faculty members at meetings of professional
societies and denominational conventions.
28. Assisting the President in arranging for honours convocation and graduation exercises.
29. Cooperating with the Director of Communication and the President’s Office on all materials
on academic or educational activities, which are to appear in the University Bulletin or any
other official University publication.
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30. Cooperating with the President and VP Marketing and Enrolment Management in recruiting
students.
31. Planning in collaboration with a calendar committee, the annual academic calendar of
events, and presenting it to the President's Cabinet and Administrative Council for approval
and recommendation to the faculty and Board.
32. Organizing the University classes, and in counsel with the Vice President for Student
Development and Services, recommending to the President the names of sponsors for the
classes and/or the departmental or educational clubs as suggested by the student groups,
and/or departmental chairman, if involved. Such sponsors are responsible to the Vice
President for Student Development and Services in the social aspects of the groups'
activities.
33. Maintaining cumulative records of faculty service, teaching certification, and transcript of
academic preparation.
34. Being the institutional officer responsible for conceptualizing, organizing and executing the
academic vision of the institution.
35. Assuming such other obligations as may be assigned from time to time by the President, or
the University Board of Trustees.
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Vice-President for Financial Administration (VPFA) Responsible to:
The President
The Vice President Financial Administration functions as the principal officer with responsibility for
financial administration and provides strategic day-to-day management of the Division. He/she is
responsible for planning, organizing, leading and coordinating financial administrative activities in
furtherance and support of the University’s mission and strategic objectives. The VP-Finance is expected
to be proactive in development and implementation of policies, strategies and procedures, and in the
analysis and improvement of the financial status and operations of the University. Reporting to and
assisting the Vice President Financial Administration is the Financial Controller. In meeting the
responsibilities of this position, the Financial Administration:
Functions: 1-11 (See list of the common functions of the administrative officers.) General and Financial Administration
12. Serves as chief executive officer of the University in the absence of the
President, the Executive Vice President (EVP) and the VPAA or as otherwise
designated by the President.
13. Directs all financial administration and resources of the University, under the auspices
of the President, the University Board of Directors, and the Caribbean Union
Conference.
14. Leads the administration in long term and short term financial planning.
15. Approves all expenditure for which general or specific appropriation has been made by
the Board as evidenced by its records
16. Engages in negotiations for loans and other financing; and maintenance of a system of
financial and related statistical reporting
17. Formulates policies and procedures which provide for the collection, custody,
investment, disbursement, accounting, and auditing of all University monies; handles
negotiations for loans and other financing; maintains a system of financial and related
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statistical reporting; manages the investment of funds of the institution under the
direction of the Board or the Finance Committee appointed by the Board, and accounts
for all investments.
18. Develops, in counsel with the Financial Controller, business policies and accounting
procedures; establishes accounting and reporting methods, and coordinates the day-by-
day business operations of the University.
19. Develops policies and procedures for the procurement of non-personnel services and
goods and provides for the warehousing, distribution, control and disposal of these
goods
20. Controls the purchase, storage and delivery of all supplies for the University
21. Conduct cost studies on all enterprises
22. Assists University personnel in securing suitable housing and oversees the application
of policies concerning subsidy of housing expense.
23. Collates, consolidates, and prepares the budget for submission through the President to
the Board of Directors.
24. Confirms financial reports and statements, which may be required from time to time by
the Board of trustees.
25. Submits a monthly financial statement to the officers of the Board of Directors, through
the president, and to others as may be authorized.
26. Collaborates with Human Resources in the recruitment of all personnel within his/her
jurisdiction.
27. Safeguard trusts, deeds, mortgages, and other legal documents of the University.
28. Serves on Committees as appointed by President.
Investments
29. Manage the investment of funds of the institution under the direction of the
Finance Committee, appointed by the Board of Directors.
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Student Labour and Finances
30. Formulates in collaboration with the Vice President for Student Development Services,
policies and procedures governing financial relations with students and with the service
departments such as dormitories, cafeteria, recreational facilities, and similar enterprises
related to student life
31. Manages and supervises the business phases of auxiliary activities, including student
loans, scholarships, credit, auditing of student organization accounts, housing, food
store, bookstore etc.
32. Determines the financial acceptability of student applicants and approves the individual
budget of each one accepted
33. Assist students in their employment plans and approves all student wage scales
34. Assist in locating bank facilities for students 35. Supervises and advises concerning the financial operations of student organization
funds.
36. Arranges for student labour assignments with various departments where student labour
is employed and coordinates the student services
37. Determines with the counsel of the Vice President for Academic Administration the
number of hours students may work per week
Facilities Management
38. In collaboration with the EVP formulates policies and procedures, which include plant
insurance.
39. Requires of all department heads, at least annually, and more often if necessary, a full
inventory of the equipment and supplies belonging to the University, which are under
their immediate control
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40. Maintains adequate insurance on the University properties, in harmony with
denominational policies.
41. Collaborates with the Executive Vice President in the management of industrial enterprises,
specifically relating to accounting, purchasing, credit, borrowing, and insurance of the
physical plant facilities
42. The performance of other duties as may be assigned by the President
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Vice-President for Human Resources (VPHR) Responsible to:
The President
The Vice President for Human Resources reports to President as a member of the central administration and provides leadership for: strategic direction to all facets of human resources management as it pertains to employees in all components of the University and its various sites/campuses; fulfillment of the university’s mission and strategic plan; compliance with all applicable laws, regulations, and human resources policies and practices; promotion of the Human Resource Department as a center of excellence whose fundamental purpose is to help campus administrators recruit, retain, recognize, and reward top quality faculty and staff; and advancement of processes that promote a quality work-life and shared responsibility. The Vice President also interfaces with the legal representatives of the University in addressing all actual and potential legal issues affecting the university. He/she also serves as Secretary to the Administrative Council. Functions: 1-11. (See list of the common functions of the administrative officers)
Establishes and implements short- and long-range organizational goals, objectives, strategic HR plans, policies, and operating procedures; monitors and evaluates programmatic and operational effectiveness, and effects changes required for improvement
13. Leads the human resources operations, including, but not limited to: employment and compensation; benefits administration; salary administration and policy development, implementation, and interpretation; staff development and employee relations programmes and industrial relations.
14. Develops strategies to ensure that the University's employee recruitment and employment processes, adheres to all applicable Governmental laws, regulations, and standards and adheres to SDA Philosophy and standards.
15. Provides strategic direction and oversight to the University's staff wage and salary programs; ensures regulatory compliance and competitive salary levels necessary to attract and retain qualified staff.
16. Serve as administrative liaison to the Staff Senate and work collaboratively with the Faculty Senate where appropriate.
17. Provide leadership in advancing the quality of work-life and valuing of the university by faculty and staff.
18. Directs and coordinates the administration and negotiation of employment contracts which define the conditions of employment or service for contractors
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19. Directs the development of training and organizational development programs through departmental heads and university-wide instructors that address personal, professional, and organizational needs of university employees and departments.
20. Directs the administration of insurance, retirement, and other benefits programs; evaluates and develops recommendations for improvements to faculty and staff employer-sponsored benefit programs.
21. Provide leadership to advance policies, programs and processes that promote shared responsibility for constructive human relations in a vibrant, diverse work environment.
22. Provides direction and oversight in the development and implementation of employee relations strategies and programs designed to minimize and mediate workplace disputes, and to foster a positive and productive work environment.
23. Designs, establishes, and maintains an organizational structure and staffing to effectively accomplish the organization's goals and objectives; oversees recruitment, training, supervision, and evaluation of unit staff.
24. Be the University’s liaison person, working collaboratively with the legal team to address all legal issues relating to the University.
25. Evaluates departmental procedures to streamline and/or automate processes, improve customer service, reduce paper-flow, and improve human resources data management; plans and implements changes as required.
26. Develops and manages annual personnel budgets for the organization and performs periodic cost and productivity analyses.
27. Recommends and participates in the development of University policies and procedures; may serve on University planning and policy-making committees.
28. Directly participates in executive planning and decision making for the division and the institution;
29. Assume such other obligations as may be assigned from time to time by the President or the University and Board of Trustees.
Vice-President for Student Development & Services
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(VPSDS) Responsible to:
The President Functions:
The Vice President for Student Development & Services is responsible to the President and
performs the following functions and such others as the President may delegate. The VPSDS is
responsible for assisting the Deans of Residence Halls, the Director for Counseling, Director of
Campus Health, Director of Food Service, Commuter Dean, International Student Service Officer,
Chief Security Officer, Coordinator SPED, Coordinator Health and Safety and of student clubs in
the University. In carrying out the functions of this office, it is the responsibility of the V.P. Student
Development & Services to:
1-11. (See list of the common functions of the administrative officers)
12. Oversee and give general direction to all student life activities including campus residence
hall program and personnel
13. Plan and administer the orientation programme for new students in consultation with the
VPAA of the University
14. Oversee and give general direction to the non-academic student activities
15. Review and approve policies and procedures which assure smoother operation for ASB and
other student organizations and publications
16. Assume responsibility for the administration and evaluation of student discipline
17. Be responsible for the operation of the student counseling programme
18. Develop, with the cooperation of appropriate officials, a list of the duties and functions of all
personnel who direct or supervise students in extra-curricular capacity.
19. Supervise publication of a student handbook in counsel with the President or the VP
Marketing and Enrolment Management and Communications Director
20. Coordinate the preparation of all published materials that deal with student services.
21. Serve as Chairman of the Student Affairs Committee and Residence Hall Deans' Council.
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22. Serve on the Academic Policies Committee.
23. Coordinate and plan a master calendar of social, cultural, and recreational activities before
the beginning of each school year, and recommend the same to the President for approval or
cooperation into the University’s calendar of events.
24. Serve as an ex-officio member of and attend whenever possible, the meetings of the ASB
officers and ASB executive committee.
25. Provide every member of the faculty, staff, and student body at the beginning of each school
year with an up-to-date statement of the policies and regulations for student conduct.
26. Recommend to the President incorporating suggestions from student groups, names of
sponsors of non-academic student organizations.
27. Approve the current living quarters of all students, as well as the place and hours of
employment for residence hall students.
28. Work with the advisors of all student organizations to promote unity of purpose and
efficiency.
29. Supervises the safety programme of the University, providing night watch service and
adequate facilities for fire prevention; controls and cooperates in civil defense activities.
30. Administer the budget for student affairs.
31. Serve on committees as appointed by the President.
32. Assume such other obligations as may be assigned from time to time by the President or the
University and Board of Trustees.
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Vice President for Marketing and Enrolment Management (VPMEM)
Responsible to:
The President
Functions:
The Vice President for marketing and Enrolment Management is responsible to the President and
shall perform the following functions and such others as the President may delegate. Responsible to
and assisting this Vice President are the Director of Marketing, Director of Communications, and
Recruitment Specialist. The Vice President shall seek to:
1-11. (See list of the common functions of the administrative officers)
12. Provide strategic direction and ensure the design and implementation of comprehensive
integrated marketing programs and highly collaborative relationships with
communications/media relations team to achieve overall University’s institutional
goals.
13. Develops and improves business processes within the Division and across the
University in order to more effectively and efficiently market the institution.
14. Lead the process for building a robust digital marketing strategy and programs, utilizing
emerging web technologies; including awareness and strategic experimentation in social
media.
15. Develop strategies and implement sustainable programs for USC entering and profiting
in niche markets while maintaining market share on the already established markets.
16. Assess new and changing recruitment markets and strategies and be knowledgeable
about best practices, trends and our competition.
17. Plays a key role in USC’s integrated strategic planning, branding and marketing
communications efforts and tracks and shares enrolment progress, metrics and results.
18. Develops, manages and maintains a marketing and enrollment management budget that
is effective at balancing departmental needs with the fiduciary responsibilities of the
University.
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19. Represents the University in the community and establishes positive relationships with
surrounding schools, colleges and universities
20. Coordinate the regular dissemination of information about the University to its various
constituencies (i.e. alumni, pastors, donors, students, and faculty)
21. Oversee the various segments that contribute to the imaging of the University (i.e. news
releases, advertisements, brochures and SDA publications)
22. Provide visionary leadership, management, implementation and measurement of a
comprehensive strategic enrollment management plan that is aligned with the
University’s vision, mission and strategic plan and that encompasses the breadth and
diversity of student recruits and enrollment categories.
23. Analyses admission and graduation data and makes data-driven decisions regarding
critical enrolment matters.
24. Collaborates with the Director of Marketing and Enrolment Management and officers to
develop and implement an integrated enrolment marketing strategy for USC’s various
educational offerings.
25. Continually monitor outcomes of the University’s enrollment management strategy and
make adjustments quickly enough to stay on track to meet goals.
26. Responsible to bring enrolment and marketing to the next level by focusing on
enhancing USC’s position and share in key markets, as well as the strategic use of best
practices to meet institutional needs, while keeping student welfare and the needs of the
University at the forefront.
27. Responsible for enrolment planning, administrative direction, and supervision of
undergraduate and graduate recruitment.
28. Communicate with the President, Assistant to the President, Vice Presidents, Board of
Trustees, alumni, faculty and staff on enrollment management initiatives and support
cross-campus strategy and operations for enrollment of all students.
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29. Provides Leadership and/or collaboration with officers and staff responsible for
recruitment and retention of traditional undergraduate, adult accelerated and graduate
students.
30. Provide leadership to functional areas (marketing and recruitment management and
communications) and supervise the efficient and effective operation of each area along
with the attainment of established goals.
31. Engages in the annual budget development process by providing information on
projected student enrolments and budgetary needs of the division.
32. Advice the President and Vice Presidents in matters related to public relations, image
and enrolment trends. Develop direct/database marketing & analytical programs to
identify, acquire and retain students.
33. In collaboration with the Communications director, develop policies and procedures to
manage the dissemination of information to stakeholders.
34. In collaboration with HR coordinate the hiring of division personnel
35. Assume such other obligations as may be assigned from time to time by the President or
the University and Board of Trustees.
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VP Spiritual Development/University Church Pastor Responsible to:
The President Functions: 1-11. (See list of the common functions of the administrative officers.)
12. The Vice President Spiritual Development has primary responsibility for enhancing and
preserving the spiritual ethos of the University of the Southern Caribbean. He or she
provides leadership to Campus Ministries, the University Church, Spanish and French
speaking congregations and any other entity that has faith building as its primary focus.
The VP ensures that the organization is well positioned to promote and deliver Seventh-
day Adventist education in a rapidly expanding and diverse environment and that the
strategies are understood by all stakeholders.
13. Provides leadership in the development and implementation of strategies for the
enhancement of the spiritual lives of student, faculty, and the wider community.
14. Coordinates the activities of the Associate Church Pastors, Chaplains and other
personnel or department whose primary responsibility is spiritual development at the
University.
15. Provides leadership in the formulation and implementation of a Spiritual Development
Master Plan
16. Coordinates the process involved in the establishment of a University Church/Worship
Centre for the USC Main Campus
17. Collaborates with the South Caribbean Conference and the Caribbean Union to
implement programs that will foster an appreciation for religious freedom.
18. Makes recommendations to the President regarding plans, policies and procedures in
relation to spiritual development
19. Act as a coordinator of University religious activities such as Week of Prayer.
20. Prepares the lists of speakers and chairpersons for Sabbath worship services, Friday
night vespers and Wednesday night prayer meetings for each quarter.
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21. In charge of programmes that emphasize the Christian and Adventist principles and
standards in the University.
22. Works collaboratively with the Human Resource team in the recruitment, selection,
training and development (inclusive of the faith and learning concept) of requisite
personnel.
23. Serves as a member of the President’s Cabinet and Administrative Council.
24. Serves as Chair of the Spiritual Development Committee and Church Board
25. Works collaboratively with the Counseling Department Team to provide services that
will empower members of the University to deal with spiritual dimensional challenges
26. Liaises between the University and the church, and in this capacity, meets with the
pastoral staff at their regularly scheduled meeting times.
27. Prepares, in consultation with the Chairman of the Religion Department, a plan by
which senior religion students may be given opportunities to assume leadership roles in
the various church departments.
28. Prepares and executes a plan to promote involvement in church activities, to increase
tithes and offerings.
29. Schedules a time to be available as pastor to faculty, staff, and students for consultation
and counseling.
30. Visits community members and engages the students regularly in personal, pastoral
conversation.
31. Promotes the daily study of the Sabbath School Lesson and the reading of the Morning
Watch Commentary, Ellen G. White's books, and denominational magazines.
32. Ensures that all church services are of a high spiritual tone and of a nature and quality
that will engage the interest of University students.
33. Organizes with the assistance of church elders, a program of visitation of the sick,
assisted by the other pastors employed by the University.
34. Liaises between the University church and the South Caribbean Conference.
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35. Serves as Chairman of the Maracas Primary School board.
36. Assists the church department sponsors in ensuring that all students appointed for
different responsibilities fulfill them.
37. Work collaboratively with relevant heads of departments to develop and manage the
budget in the Spiritual Development Area.
38. Other duties as designated by the President
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VP Advancement and Alumni Relations Responsible to:
The President
Functions:
The Vice President for Advancement & Alumni Relations is the key leader in the development
and implementation of strategies for effective fundraising and other advancement activities to
promote stability and growth of the University. He/she is an active member of the President’s
Council and the Administrative Council and leads and directs all fundraising and alumni
relations programs; as well as the Board’s Advancement Committee. The Vice President creates
a vision and understanding for data, research and advancement services.
1-11. (See list of the common functions of the administrative officers.)
12. Leads the overall fundraising strategy, including annual fundraising activities, planned
gifts activities, and capital campaigns as set forth by the University’s strategic plan.
13. Implement the objectives of the strategic plans that deal with University advancement.
14. Works collaboratively with the President and Vice President Financial Administration
to determine the financial status of the University and develop specific targets for
enhancing donor base and fundraising income.
15. Engages with and manages a portfolio of prospects, including personal cultivation,
solicitation, closing of gifts, and stewardship.
16. Supports the President in his advancement activities, managing engagement of
prospects for major University’s priorities and conferring on research and strategies.
17. Develops and implements a program of alumni relations, including creation of an active
two-way communication system with alumni in order to facilitate and build long-term
alumni involvement and support.
18. Assesses and builds the infrastructure, staff, budget, and systems of the advancement
division, to ensure it can support a larger more complex effort.
19. Develop and implement strategies for increasing the Capital Development Fund.
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20. Supports Board members and other leading volunteers in advancement activities,
managing engagement of prospects for major University’s priorities.
21. Maintains effective relationships with other Vice Presidents, Deans, Chairs and
Directors.
22. Oversees the programs of alumni relations and seeks to engage alumni and others
effectively in the life of the University.
23. Ensures the effective and efficient planning and execution of advancement and alumni
activities, both on and off campus.
24. Establishes policies with regard to effective and appropriate management of the
University’s advancement and alumni databases.
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Assistant to the President Responsible to:
The President
Functions:
The Assistant to the President reports directly to the President. In that role, he/she assists the
President by serving as a liaison with all levels of administration, faculty, students and the
external constituency. Working with all constituent groups, he ensures the implementation of the
President’s vision for the University. He/she represents the President in various capacities both
off and on campus and serves as a member of the President’s Cabinet and Administrative
Council. In addition, the Assistant to the President is responsible for interacting on behalf of the
president, with the Board of Trustees and Alumni and to foster productive relationships among
key constituencies.
1. Serves as a liaison for the University vice presidents, deans, directors, department
heads, etc.
2. Coordinates the arrangements for President’s Cabinet and Administrative Council
meetings in the absence of the President. The Executive Vice President chairs such
meetings.
3. Researches issues and advises the President on matters as requested.
4. Coordinates and institutionalizes the strategic planning function of the University
and keeps the campus community aware of the institutionally developed mission,
strategic plan and goals.
5. Coordinates requests for assignment of office space.
6. Coordinates governmental affairs.
7. Performs such responsibilities relating to the Board of Trustees as the President may
designate, including but not limited to preparing resolutions for Board approval, and
assisting the administrative assistant with other preparations for Board meetings.
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8. Assists the president in liaising with the campus community by coordinating
activities and projects for the president; and providing information on the president's
objectives, approach, and opinions on various matters.
9. Directly oversees the office of Quality Assurance.
10. Performs such other duties as may be assigned by the President.
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Financial Controller Responsible to:
The Vice President for Financial Administration
Functions:
The Controller and Treasurer is responsible to the VPFA and performs such functions as are
delegated by this Vice President. The Controller shall:
1. Assist the VPFA and exercise the function in the latter’s absence.
2. Administer the business policies and regulations of the University concerning
accounting, financial reporting, accounting office operations and care of monies.
3. Examine the aforementioned policies and regulations and recommend changes, which
may be desirable.
4. Prepare the necessary financial statements and reports.
5. Supervise directly the receiving and expenditure of all funds.
6. Provides for the payment of current bills and accounts and secures proper discounts.
7. Bank all funds.
8. Supervise the keeping of payroll records and the signing of pay vouchers.
9. Direct the keeping of all accounting records, vouchers, books, and ledgers.
10. Render special financial reports as requested by the University officers.
11. Supervise the detailed work of the business office, including regular meetings with staff.
12. Requisition supplies for the business office.
13. Make refunds of students' fees, upon authorization of the administration.
14. Assist the VPFA in planning the budget and analyzing financial reports.
15. Assist the VPFA in supervising the insurance programme of the University on all its
properties.
16. Responsible for the maintenance and repairs of office equipment.
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17. Sign all monthly expenses and medical reports.
18. Responsible for taking and checking inventories.
19. Suggest to the VPFA, suitable personnel for vacancies in the accounting office.
20. Arrange simple banking facilities for students and student organizations.
21. Work with the University industries and service organizations to arrange acceptable
accounting procedures.
22. Keep a current (daily) record of the University cash deposit and report the same to the
University VPFA.
23. Collect current and non-current student accounts.
24. Advise the administration on students’ attitude concerning financial policies.
25. Evaluate student financial budgets and approve student financial plans for registration
each semester.
26. Serve as member of the Administrative Council.
27. Supervise and perform additional duties appropriate to his/her office as assigned or
delegated by the VPFA.
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Faculty Dean
Responsible to:
Vice President for Academic Administration
Definition of a Dean:
A high-ranking official in a College or University who is responsible for the organization of
a faculty, that is, a group of university departments concerned with a major division of
knowledge.
Functions: A General Description The Dean is the chief officer of a school and as such is its executive head, representative, and
administrator. The Dean works with Department Chairs and others to monitor and improve the
general academic health and welfare of a group of academic disciplines and programmes. The
Dean is responsible for the organization and operation of the faculty/division, including the
operations of the departments and of organized research units, and for its effectiveness in achieving
its purpose.
The Dean is also involved as a major campus officer in helping to articulate the educational
purposes of the campus and to foster their accomplishment. As a member of the campus
administration, the Dean is responsible for working cooperatively with other campus officials, for
seeing that University and campus policies and requirements are carried out, and for integrating
campus and faculty objectives.
The Dean is expected to ensure that the advice of faculty colleagues and of students is sought in an
orderly manner, in connection with department affairs, and to delegate authority to those who assist
the Dean in administering the faculty. However, the Dean remains responsible.
The Dean reports to the VPAA and is a full-time academic-administrative official. The Dean is a
member of the Academic Advisory Council. Deans may also perform special assignments from
time to time and the President may specify additional duties.
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The Dean has wide latitude in carrying out this general charge. The specific role and authority of a
Dean develops distinctly and is related to a particular faculty. Diversity of style and of emphasis is
expected. Innovation and experimentation are encouraged. The following more specific statements
illustrate further the leadership and administrative responsibilities. Specific Responsibilities 1. Academic Leadership
a) Manages resources of undergraduate and graduate teaching programs and arranges for
interaction of division curricula. The Dean assures that service and prerequisite courses in
the division are provided in adequate numbers, and that the course syllabi meet the needs of
subjects for which the courses are prerequisites.
b) Encourages the planning and development of new curricular configurations, i.e., more
rational, imaginative and economic ways to coordinate or consolidate the subject matters of
the various disciplines aggregated under the label of the faculty.
c) Facilitates the development of research, performance, and enrichment activities.
d) Reviews current academic programs. Identifies and assists programmes of excellence, and
maintains a climate hospitable to creativity and innovation.
e) Recommends appointment of department and committee chairs and programme
coordinators; assures their proper orientation and training.
2. Academic Personnel
a) In collaboration with the HR Director and VPAA, recommends recruitment, appointment,
promotion and termination of academic personnel.
b) Supports and assists the scholarly development of faculty, particularly junior faculty; fosters
research programs.
c) Recognizes and fosters excellence in teaching.
d) Administers sabbatical leave policy
e) Plans personnel development to meet division needs.
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3. Administrative Direction
a) Is responsible for the financial affairs of the division, including seeking budgetary and
extramural funds and managing the division’s resources; facilitates grant applications.
b) Identifies the faculty’s needs for faculty positions, establishes priorities, and makes
recommendations to the VPAA.
c) Assures proper management of, and is responsible for space, facilities, and property for the faculty.
Roles and Duties of Faculty Deans
The duties of the Academic Deans are many. For the different categories of their job descriptions
the duties are listed.
1. Faculty governance - manager, supervisor, leader, decision-maker a) establishing cross-division committees
b) implementing long-range faculty goals, etc.
c) preparing for accreditation
d) preparing an Academic Development Plan (ADP)
e) coordinating programme reviews
f) training faculty chairs
g) providing flow of information to Division Chairs to inform them of plans, activities and
expectations
2. Instruction - supervisor
a) coordinating University schedule
b) supervising faculty
c) guiding curriculum development based on APD and program reviews and recognized
standards
d) anticipating changing state needs
e) observing, monitoring and evaluating instruction
f) developing strategies and making recommendations for improvement of instruction
g) promoting integrated planning
h) implementing instructional development practices.
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3. Budget and Resources - implementer, leader a) encouraging faculty to submit proposals for contracts and grants
b) preparing faculty budget
c) administering faculty budget
d) monitoring preparation of monthly and annual reports
e) monitoring allocation of resources
f) promoting integrated planning
g) promoting and advising on capital improvement projects
4. External Communication - communicator, coordinator, decision-maker
a) communicating faculty needs to VPAA and interacting with upper-level administration
b) coordinating activities with outside groups
c) processing faculty correspondence and requests for information
d) initiating and maintaining liaison with external agencies and institutions
e) coordinating advisory committee members
f) monitoring printed informational media (brochures, schedules, catalogue)
5. Faculty Affairs - coordinator, peacemaker
a) In collaboration with the HR Director, engages in recruitment and selection of faculty
b) Organizing selections of Department Chairs, normally every three years.
c) Reducing, resolving and preventing conflict among faculty members
d) Coordinating other personnel actions
e) Ensuring that staffing procedures are properly carried out, and working in liaison with
Department Chairs, fulfilling designated role with respect to:
• Appointments
• Induction
• Probation
• Appraisal
• Staff performance • Leave of absence • Conduct • Attendance
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6. Student Affairs - planner, supervisor
a) In collaboration with the Division of Marketing and Enrolment Management plans and
implement student recruitment strategies.
b) monitoring enrollment and student needs during registration and coordinating schedule
adjustment to meet needs
7. Office Manager - supervisor
a) Supervising and evaluating clerical and technical staff in division
b) Maintaining central University records for division
c) Processing documents (requisitions, travel forms, etc.)
8. Professional Development - leader
a) Planning cross-divisional professional development activities.
b) Facilitating and monitoring as appropriate, professional development activities.
c) Ensuring that the Faculty Research Assessment submissions and Quality
audit/Assurance requirements are properly carried out.
d) Encouraging collaborative links with other Faculties and other Universities.
9. Teaching Load
a) The teaching load of a Faculty Dean is 3-6 credits per semester.
The Faculty Dean is responsible for the management of financial resources and staff management
and for representing the Faculty within the University. Other duties may be performed as assigned
by the Vice President Academic Administration.
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Chairpersons of Instructional Departments
Responsible to:
The Faculty Dean
Functions:
The chairperson of an instructional department, as a part of the administrative team,
coordinates all activities within that department, and is directly responsible to the Faculty
Dean. The principal duties and functions of the chairperson include the following:
1. Educational Leadership
In harmony with the mission statement of the University, articulates in writing the philosophy
and objectives of the department, incorporating the philosophy and objectives of the University.
May serve as a member of the Academic Council on academic and student affairs. Provides
leadership as approved for denominational and regional organizations; expert instructional
leadership through exemplary teaching and advising; approving syllabi of all courses taught
within the department; maintains an ongoing programme for the improvement of instructional
procedures; visits classes and/or schedules regular discussions with the departmental personnel,
in order to become better acquainted with the academic and instructional progress of the
department; coordinates office hours and schedules for the department; calls and presides at the
regular meeting of department; and advises departmental majors in the selection of courses.
2. Management of Curriculum
After consultation with the Faculty Dean, assumes responsibility for the continuing evaluation
and implementation of courses and programmes offered within the department, the initiation of
proposed courses and programmes, the assignment of faculty to courses offered, and the
submission of an accurate bulletin and schedule copy for the above.
3. Faculty Recruitment
Lead faculty in the identification of emerging needs and appropriate candidates for
recommendation to the VPAA.
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4. Faculty Evaluation
Oversees administration of the approved evaluative instrument, assists faculty in the timely
interpretation of its results along with the development of ameliorative strategies, and maintain
appropriate files on the faculty. Does a formal evaluation of each faculty member within the
department based on service, scholarship and teaching.
5. Faculty Orientation and Development
Plans and implements orientation activities for new members of the faculty and proposes
development of the faculty and proposes development activities for faculty improvement.
Makes recommendation for the faculty development to meet departmental needs.
6. Faculty Promotion
Recommends faculty for promotion according to the established criteria and procedures.
7. Advocate for The Division
Formulates and propagates the special interests, objectives, and policies of the department in
harmony with the needs of the overall institution; presents to the Librarian recommendations
from the department for library materials as needed.
8. Budget Assumes responsibility for the preparation of a preliminary budget proposal, management of the
budget, and planning for the prioritizing anticipated needs. This is to be presented to the VPAA
through the Faculty Dean.
9. Facilities
Oversees and assumes responsibility for reasonable care and maintenance of physical facilities
and equipment of the department; maintains security of the department office, laboratories and
supply rooms; authorizes the issuance of keys for the department; recommends through the
Faculty Dean to the VPFA, the need for repairs and alternations in the department, and makes
requisition for equipment and supplies for the department.
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10. Adjudication
Resolves student problems involving programme schedule and grading disputes between and among
students and faculty members.
11. Marketing
Assumes joint responsibility with the Director of Marketing, the VPAA and the VPMEM, for
planning, implementing, recruiting, retention, image enhancement and other marketing activities
beneficial to the department and institution.
12. Reports
Assumes responsibility for submitting timely data and/or reports as requested by the Faculty
Dean, VPAA and/or the President. Presents monthly reports to immediate supervisor.
13. Support Staff
Supervises the activities of the support staff, and makes an annual evaluation of their
performance.
14. Teaching Load
The teaching load of a chairperson is 15- 18 credits per year.
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Full-Time Teaching Faculty
Responsible to: The Chairperson:
Functions:
1. Assisting the departmental chairperson in the interpretation and application of the objectives,
policies and regulations of the department.
2. Preparing course outline/s for all classes taught and submitting them to the Department Chair
at the beginning of each semester.
3. Administering the class attendance policy as outlined in the current University Bulletin.
4. Posting a schedule of classes and regular office hours for student conferences of no less than
ten hours weekly; or as determined by the office of the VPAA.
5. Maintaining an academic record for all students currently enrolled in respective class/classes.
6. Assisting the department during registration and final examination days as directed by
the Department Chair or Faculty Dean.
7. Administering the prescribed student-‐evaluation of teaching according to policy.
8. Teaching competently such courses as may be assigned by the departmental chairperson.
9. Working harmoniously with all their colleagues.
10. Selecting textbooks for courses in counsel with departmental chairpersons and making sure
that requested orders for the textbooks are passed on the relevant authorities, in accordance
with the policy for ordering textbooks.
11. Preparing and supervising/administering end of semester examinations to all students of their
classes and such other tests as deemed advisable, to conform to the published examinations
schedule, unless prior arrangements have been made with the Faculty Dean; making the
regular grade reports to the registrar’s office by the deadline dates established for turning in of
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grades.
12. Assisting students in acquiring internships and practicum according to curricular needs, and
supervising student performance using prearranged criteria.
13. Leading students in meaningful learning experiences, which help them to achieve a sense of
personal responsibility and ability to evaluate ideas, high ideals and standards of personal
living, and a high level of scholarship.
14. Maintaining a high level of professional efficiency by personal study and progressive
schooling, reading, experiment and research.
15. Attending and participating in chapels and general faculty and staff meetings, departmental
activities and faculty meetings, and other campus life activities such as convocations, vesper
services, Sabbath School, church, graduation exercises, and such other regular appointed
public functions.
16. Becoming a member of a learned society of their choice and attending meetings of this society
within provisions of University policy – the Departmental Chairperson should be consulted
when choosing learned society for membership.
17. Being concerned with, and assisting in the cultural, moral and spiritual development of their
students.
18. Arranging in advance, whenever possible, with the Department Chairperson for necessary
absences from class appointments, for field trips or otherwise, and assisting in obtaining
substitutes.
19. Being responsible for all classroom guest speakers, films and programmes. Ensuring that they
meet the ethical and spiritual standards of the University.
20. Furnishing data for your personal file in the office of the VPAA and HR.
21. Serving on committees and performing extracurricular duties to which they may be appointed.
22. The teaching load of a normal faculty member is 35 semester credits per year.
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University Registrar
Responsible to: The Vice President for Academic Administration Functions: The Registrar is responsible to the VPAA for the following functions and such others as may be
assigned by the Vice President.
1. Provides strategic leadership and guides the process of central academic and student
information operations, including the planning, management and evaluation of both
undergraduate and graduate class registration; maintaining record integrity; the
implementation of academic policies and practices;
2. Deciding on the qualifications of international applicants for admission for both under-
graduate and graduate programs by making evaluations of their transcripts.
3. Developing and supervising the preparation and procurement of all forms and materials
required for carrying out the functions of the records office.
4. Being custodian of the University /University seal.
5. Being responsible for the development and implementation of registration procedures for
the University
6. Preserving and maintaining the academic records of University /University students and
former students, including the preparation and certification of transcripts.
7. Supervising and maintaining the master file of academic offerings for all schools of the
University.
8. Monitoring and certifying the completion of published degree requirements for
prospective graduates including the preparation of diplomas.
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9. Collaborating with the academic deans in the preparation of the class schedule for the
University.
10. Provides information for institutional planning; and evaluates administrative processes to
identify opportunities for improvement.
11. Directs and develops staff with diverse responsibilities. Implements University policies
and practices into efficient, timely, and well-coordinated operations. Fosters a
department-wide service orientation.
12. Collaborates with a wide range of University stakeholders to develop, interpret, adapt and
implement effective administrative practices.
13. Evaluates administrative and academic information policies and processes and
continuously identify opportunities for improvements
14. Communicates with faculty, students, deans of all the schools, directors, and
administrators to insure procedures and deadlines are clear and coordinated with
academic requirements.
15. Serves as a member of the Administrative Council and other University Committees.
16. Functions at the level of an academic dean and serves on the Deans’ Council
17. Guide requests for use of academic information to be consistent with user needs and to
support institutional planning and meeting of GATE requirements.
18. Develops and manages a budget for the department
19. Leads in the selection and implementation of new system and technology to improve
administrative processes.
20. Collaborates with Information Technology and campus constituencies to define needs, set
priorities, and achieve working solutions
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Director Library Services (Librarian) Responsible to: The Vice President for Academic Administration Position Description Directs the Library of the University of the Southern Caribbean according to standard library procedures in the following functions:
! Strategic planning ! Budgeting ! Marketing ! Administration ! Training of faculty and staff in the library
Functions: 1. Preparation of strategic plan for the library in consultation with the academic dean, the
Library Committee and Library staff and administration. 2. Preparation of the annual budget in consultation with academic dean, the Library
Committee and Library staff and administration. Develop budgets in support of the strategic plan. Prepare, justify, gain approval for, and administer the annual budgets.
3. Management of the functional areas of the Library:
o Acquisitions o Cataloging and processing o Circulations o Collections o User Education and Instruction o Reference Services o Serials
4. Manage Library personnel. Provide training, and evaluation of faculty, staff, and other
categories of workers or volunteers. Define responsibilities and create position descriptions for library faculty and staff and review them annually.
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5. Manage promotions, staff development and disciplinary actions, for the Library where
necessary. 6. Provide staff development and continuing education opportunities for Library personnel. 7. Lead a team of librarians and other paraprofessional staff.
8. Recruits, recommends appointments and promotions for Librarians and Library staff.
9. Facilitates liaison with faculty and staff of the university in the development of a
collection that meets the needs of the curricula.
10. Facilitates collaboration between the Main library and other libraries at extension campuses.
11. Participates in various University committee meetings as required ensuring the library’s goals are coordinated and related to the mission and vision of the university.
12. Compile statistics and make reports as requested by the President, Academic Dean and
educational and professional organizations. 13. Formulate with the counsel of the Library Committee, policies and procedures governing
the operation and use of the Library Service.
14. Keeps abreast of trends in librarianship by attending conferences, workshops, seminars, and classes to maintain knowledge of changing technologies
15. Participates in research relevant to library and information science. Disseminates findings at various professional meetings and though publication in peer-reviewed journals.
16. Assure the marketing and promotion of the Library and its products and services by directing the conduction of research. Determine and improve the products and services the library will offer. Assure the development of in-service and outreach programs to market services and interpret library resources and other specific seminars and workshops that support the goals and objectives of the institutions; establishing and mainlining
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rapport with current and potential library clients, and representing the library at internal and external meetings and functions.
17. Assure the development of proactive customer-oriented services provided by the Library.
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CODE OF ETHICS All employees of the University of the Southern Caribbean share in the responsibility of
observing a code of ethics that requires truthfulness and honesty. Furthermore, all employees
share to some degree in the responsibility for observing the code of ethics of both faculty and
staff. In general, the following applies:
1. All information concerning students and affairs of the University must be held in strict
confidence and must only be discussed with the appropriate officials of the University
on a need to know basis.
2. An employee’s professional life is expected to be conducted according to the highest
moral and ethical standards.
3. It is the duty of every employee to ensure that all students receive the best possible
service with minimum delay and with the utmost skill and efficiency.
4. Each employee shall respect the customs and religious practices of the University and of
all students, employees and other customers of the University.
5. All employees must demonstrate commitment to, and respect for the Christian faith and
the Seventh-day Adventist philosophy of education.
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ALL EMPLOYEES
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CONDITIONS OF EMPLOYMENT Contingent with the Mission and Vision of the University, all employees are expected to make
service for Christ and humanity their primary focus. Great emphasis is placed on maintaining the
SDA ethos of the organization, hence all persons accepting employment with the University are
expected uphold the philosophy and values of the institution in their personal and professional
conduct.
Minimum Employment Age
According to the Laws of Trinidad & Tobago, no one under the age of 17 years may be
employed at this University.
Employment Opportunity
The University is a religiously qualified Equal Opportunity Employer with the right to prefer
persons who are committed to the philosophy and advancing of Seventh-day Adventist Christian
Education. Consequently, qualifications, experience, core competences and commitment and
alignment to SDA Christian Education and philosophy enters into consideration for all positions,
especially positions responsible for the ethos of the institution.
Employment of New Workers
All persons accepting employment at the University of the Southern Caribbean are expected to
do so with the understanding that they will submit to the properly constituted authority of the
Church in the matter of resolution of all personal differences arising between themselves and
employing boards or committees.
The following regulations govern the employment of new workers:
1. Each new worker, regardless of the category, shall be required to submit to a medical
examination prior to assumption of duty. This rule also applies to workers being
transferred from any Seventh-day Adventist organization to the University of the
Southern Caribbean.
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2. Each new worker shall be employed on a probationary basis for up to six (6) months,
and his/her work shall be reviewed at the end of the first six months. At the end of the
six month period, the University of the Southern Caribbean shall by official action,
determine his/her status.
3. The daily worship periods are part of the worker's schedule. They are designed to
encourage a spirit of institutional loyalty, assist in creating a spiritual atmosphere,
provide fellowship, and keep the worker informed about institutional business through
public announcements during these periods.
Personal Reference Data Form
All employees are responsible for keeping professional reference information current at the
Human Resources Department. Any change of name, marital status, resident status, beneficiary,
address, telephone number, electronic addresses, and other personal information related to
employment or additional academic qualification must be updated. Work Permits
Non-CARICOM nationals who satisfy local requirements may be granted permission by the
government through the Ministry of National Security to work in Trinidad and Tobago. The
University is required by law to secure such work permits before employing foreign personnel.
Due to the international scope of the Seventh-day Adventist missionary work and shortage of
CARICOM nationals available for filling certain positions at the University of the Southern
Caribbean, it may be necessary from time to time to engage the services of foreign workers. In
this regard, the administration strives to faithfully observe all applicable regulations in its
employment of foreign personnel. However, because of the difficulty involved in keeping track
of expiring work permits, employees with permits are asked to alert the administration of the
expiration date of their work permit at least three (3) months in advance so that if necessary,
adequate arrangements may be made for renewal.
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Work Permit Repayment Forms
The University bears the cost of sourcing work permits for non-CARICOM nationals with the
stipulation that all employees receiving a Work Permit are required to serve the University for
the duration of the Work Permit. For this reason, all employees receiving a work permit are
required to sign the Work Permit Repayment form with terms that become effective should the
employee decide to leave the employ of the organization before the end of the work permit
period. Regularizing Immigration Status
A Work Permit though allowing an individual to legally work within Trinidad and Tobago does
not make living in the island legal. Consequently, all persons in receipt of a Work Permit are
required to visit the Immigration Department and ensure that the stamp within their passports
coincides with the end date of their Work Permit. Failure to obtain an immigration stamp that
coincides with the end date of the Work Permit will render the individual illegal in the island on
expiration of the actual date in the passport and may lead to detention and deportation by
immigration. CARICOM Single Market and Economy (CSME)
Trinidad and Tobago passed the Immigration Act of 1996 that provided for the issuance of
Certificates of Recognition to University Graduates to allow them to move without restriction in
and out of Trinidad and Tobago. In June 2003, the Act was amended to add the four (4)
additional categories – media workers, sportspersons, artistes and musicians.
All nationals of CARICOM Member States can apply for a Certificate of Recognition under any
of the five (5) categories referred to above.
The Ministry of Foreign Affairs of the Government of Trinidad and Tobago is the agency
charged with receiving and processing applications for the Certificate of Recognition.
The processing time is six to eight (6-8) weeks and successful applicants are required to collect
the Certificate in person at the Ministry of Foreign Affairs.
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All CARICOM Nationals are required to have a CSME certificate before they can be legally
employed in Trinidad and Tobago. Persons in possession of a CSME certificate from any of the
member islands are required to apply to the Ministry of Foreign Affairs, Trinidad for a TT
CSME certificate. Applications must be made within two months of entering the island. Failure
to secure a TT CSME certificate within six months of employment will render the individual
illegal to work.
Weekly Hours of Employment
A normal fulltime work week is forty-hours. Persons in supervisory positions, by virtue of their
work normally work beyond the forty-hour work week. A statement on the hours of employment
is specified in the contract of employment document. Lunch Break
For Monthly paid employees, one hour is allocated for lunch breaks. To facilitate meeting the
needs of the customers, the lunch break may be taken between the hours of 11:30 and 1:30pm.
Employees are expected to be at their designated workstation at 1:30 p.m. The lunch breaks for
administrative office staff will be staggered according to the period agreed upon with the
department head. There may be other departmental coverage that warrants a staggered lunch
break.
Break periods for fortnightly paid employees on continuous or non-continuous shift, is in
accordance with the Minimum Wage Act of Trinidad and Tobago which states that a “worker is
entitled to a paid break of not less than 20 minutes after no more than four and one half
consecutive hours calculated from the scheduled time of commencement of duty and an
additional paid break of no less than ten minutes after a subsequent period of no more than three
hours.”
Tardiness
The administration expects employees to be on time for work. Tardiness causes dislocation in
the university system and may result in serious deterioration of essential services. Consequently,
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tardiness is unacceptable. Continued offenses in this regard could lead to disciplinary action.
Supervisors must inform workers when penalty is being implemented.
PHONE CARDS
Phone cards can be purchased from the cashier at the Office for Financial Affairs.
COPYING AND PRINTING
The University has provided photocopying services for its own use. Employees wishing to pay
for the use of the facility may make arrangements with the Finance Office. Official charges for
private use of the photocopying services are available at the Finance Office or the photocopying
office. Employees should not freely use the university office printing and photocopying
resources for personal use
A small number of copies may be made at the Library. For your convenience, copy cards are
sold at the Library.
USE OF MOBILE PHONES ON THE JOB
Personal Cellular and/or Wireless Devices: Excessive use of cellular/wireless devices during
the work day, regardless of the phone or device used, can interfere with employee productivity
and be distracting to others. During paid work time, employees are expected to exercise the same
discretion in using personal cellular/wireless devices as is expected for the use of any university
telephone or computer. Cellular phones may not be used at any work site where the operation
of the phone is or may be a distraction to the public or other employees.
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a. Telephone Calls/Text Messaging: A reasonable standard the university encourages is to limit
personal calls during work time to an average of no more than two short-duration (2-3 minutes)
calls per day as needed. Employees are expected to make personal calls on non-work time when
possible and to ensure that friends and family members are aware of the university’s policy.
Flexibility will be provided in circumstances demanding immediate personal phone use, but this
immediate need should be communicated to an employee’s supervisor. b. Prohibited Activities: In order to ensure a productive work day, the following use of a
personal cellular/wireless device are prohibited during working hours:
i. Accessing the internet for non-work related purposes;
ii. . Playing games;
iii. Watching movies, television, sports, etc.;
iv. Any activity that violates university policy, including accessing and/or distributing
pornographic or harassing material.
2. University – Provided Cellular/Wireless Devices:
Cellular Phones: Where job or business needs demand immediate access to an employee, the university may issue a university-owned and serviced cell phone to an employee for work-related communications. Phone invoices will be audited by the user’s supervisor to ensure that no unauthorized use has occurred.
i. Personal Use: Occasional brief personal use is allowable; however users should always use a landline telephone when available.
ii. Text Messaging: Will not be included with any university phone service plan unless the Department Director has identified a business necessity for the use of text messaging.
iii. Internet Access: Users are not authorized to access any website using their university issued cellular/wireless device that would be a violation of the university’s Network, Internet, and Email Use Policy.
iv. Directory Assistance: Users are not authorized to incur charges for directory assistance
b. Reimbursement for Personal Use: If an employee’s personal use of the university’s cellular phone results in a charge to the university, the user will be responsible for reimbursing the university. This includes charges for text messaging, long distance and/or roaming charges, overage charges, multimedia charges, and charges for directory assistance.
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Cellular/Wireless Devices: In order to improve efficiency, the university may issue tablet PCs, laptops, or similar devices to employees for business related purposes only.
i. Personal Use: Occasional brief personal use is allowable, so long as that use does not violate any university policies, including the university’s Network, Internet, and Email policy.
ii. Out of Country Use: Employees needing to use their university issued wireless device while out of the country on business should check with the Information Technology Department to have the necessary software installed on their devices.
3. No Expectation of Privacy: Employees who are issued university cellular phones and/or wireless devices understand that there is no expectation of privacy when using university provided cellular phones and/or wireless devices. The university has the right to review all records related to cellular and/or wireless devices including but not limited to phone logs, text messages, and internet usage logs.
4. University Property: University issued Cellular phones and/or wireless devices shall remain the sole property of the university and shall be subject to inspection and/or monitoring (including related records including text messages) at any time. Employees in possession of university equipment such as cellular phones are expected to protect the equipment from loss, damage, or theft. Upon resignation or termination of employment, or at any time upon request, the employee may be asked to produce the phone for return or inspection. Employees unable to present the phone in good working condition within the time period requested (for example, 24 hours) may be expected to bear the cost of a replacement.
5. Safety Issues for Use of Cellular Devices: Employees whose job responsibilities include regular or occasional driving are encouraged to refrain from using a cellular device while driving. Safety must come before all other concerns. Regardless of the circumstances, including slow or stopped traffic, employees are strongly encouraged to pull off to a reasonably safe location and safely stop the vehicle before placing or accepting a call. If acceptance of a call is unavoidable and pulling over is not an option, employees are required to use hands-free options and are expected to keep the call short, refrain from discussion of complicated or emotional issues, and keep their eyes on the road. Special care should be taken in situations where there is traffic, inclement weather or the employee is driving in an unfamiliar area. Under no circumstances are employees allowed to place themselves at risk to fulfill business needs.
In situations where a university cell phone has been issued and the employee’s job responsibilities include regular driving and accepting of business calls, hands-free equipment will be provided to facilitate the provisions of this policy.
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Employees whose job responsibilities do not specifically include driving as an essential function, but who are issued a cell phone for business use, are also expected to abide by the provisions above.
Text messaging, reading emails, writing emails, or accessing the internet while driving is not allowable under any circumstance. Employees who are charged with traffic violations resulting from the use of a cellular phone while driving on duty may be subject to disciplinary action and personal liability resulting from such traffic violations and are responsible for paying the cost of the citation.
Violations of this policy will be subject to discipline, up to and including dismissal.
6. Special Responsibilities for Managerial Staff: As with any policy, management staff is expected to serve as role models for proper compliance with the provisions above and are encouraged to regularly remind employees of their responsibilities in complying with this policy.
DRESS CODE POLICY/GUIDELINES
All employees are expected to dress modestly, appropriately and in harmony with the policies and
principles of the Seventh-day Adventist Church. Where applicable, employees are to dress in the
prescribed uniform for their department from the first day of employment. All clothing must
conform to the uniform standard of the department; if not, an employee may be requested by
his/her supervisor to leave work to correct any deficiencies in dress.
• Uniforms must be clean and pressed (commensurate with duties).
• Jewelry is restricted to the wearing of a wedding ring set, brooches and a watch.
(Additional restrictions are made in some areas because of health and safety precautions).
• Hair should be clean, neatly groomed, and well contained at all times
• Nail polish, if used, should be clear and natural.
• Cosmetics, if worn, should be applied sparingly in light natural shades.
• All employees are expected to dress modestly.
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CONDUCT Conduct on the Sabbath
This university is owned and operated by the Seventh-day Adventist church. As such, the seventh day,
Sabbath (Saturday) is observed and held sacred by the policies of this University. All employees are
encouraged to attend worship services at the University Church at least once per month. On this day, all
employees on duty are asked to conduct themselves in a reverent and orderly manner consistent with the
principles of respect for the religion. Only such services as may be considered essential and unavoidable
are to be carried out on the Sabbath day.
In this regard, it shall be understood that all ancillary departments must be closed to the public
during the Sabbath hours. Exception to this rule may be made only in genuine emergency. For
this provision it may be stated that essential and necessary services are rendered on the Sabbath:
The performance of these services are considered acceptable to the principles of proper Sabbath
observance. General Attitude and Conduct
The University of the Southern Caribbean subscribes to a common code of discipline consistent
with the principles and beliefs of the Seventh-day Adventist church. At this University, every
effort is made to maintain the most constructive attitude and highest conduct among our staff. In
so doing we strive to offer the finest professional service available for our customers. The
conduct of each employee reflects either credit or discredit to the University. Each employee must therefore carry out his/her duties and responsibilities in a courteous,
friendly, helpful and prompt manner at all times. His/her appearance and dress must always be
respectful and disciplined. Such practices as extremes in fashion or appearance, loud or
offensive conversation, congregating in the corridors, gossiping, running through the halls,
loafing or sleeping on the job, or any other indiscreet action shall be looked upon with
disfavor by the community. Continued offenses in this regard will constitute reason for
disciplinary action.
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RECRUITMENT AND SELECTION
The University aims to identify the best possible candidates to fill identified vacancies, build and
maintain the SDA ethos and achieve the mission of the organization. Recruitment and selection is carried
out by the Human Resource Director in collaboration with the relevant Vice President and Departmental
Director or Faculty Dean. Selected candidates are recommended for approval to the President’s Cabinet
before appointment.
Vacant positions to be filled are advertised on the website and in the various conferences. Where there is
a dearth of suitable candidates on the local labour market, a variety of advertising media are used
including the local newspapers, SDA Advertising sites and various Alumni groups.
Targeted- Direct Approach recruiting “Head hunting” is used in cases where major difficulty exists in
identifying suitably qualified SDA personnel to fill vacant positions. All potential candidates are however
subjected to an interview that involves 3-5 interviewers including a Senior HR personnel and the
immediate supervisor of the position.
The major deciding factors in the selection process are the academic qualifications and core competences
of the candidate, demonstrated ability to effectively execute the duties and responsibilities of the position
and full alignment and commitment to the SDA philosophy, beliefs and values.
All selected candidates are subject to a background check and will be required to sign the requisite form
to allow for completion of such checks.
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Search Committee Procedures When a vacancy occurs or is about to occur within a given vice presidential area, the relevant
vice president shall inform the VP Human Resource of this decision. HR will prepare a job
description, advertise the position and establish and communicate the appropriate procedures to
the relevant department(s) for appointing a search committee to counsel him/her with the general
terms of reference as outlined for search committees. The procedures for determining the membership of the search committee shall include the follow
ing:
1. Small membership. Normally no more than three (3) persons should constitute the
membership, except where the interrelationship of the position requires additional
representation. In such cases the membership may be enlarged but will not exceed five (5)
persons.
2. The membership shall include at the minimum, the immediate supervisor, a content area
expert (if the supervisor is not a content area expert) and a senior HR personnel.
3. Input from those who work under the person whose position is vacant or is becoming vacant.
4. Input from academic and non-academic peers within or without the department who work
closely with the person whose position is vacant or is becoming vacant.
5. Input from supervisors of the person whose position is vacant or is becoming vacant.
6. Input from vice presidents who work closely with the person whose position is vacant or is
becoming vacant.
7. Regular reporting by the search committee to the President and the constituent groups where
appropriate.
The search committee shall report its recommendation to the President. The president shall then
assess the recommendations, take whatever verifying actions that are needed for a decision, then
convey the same to the search committee with reasons where appropriate.
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The work of the search committee concludes when the President accepts the recommendation.
The recommendation is forwarded to the President’s Cabinet and Administrative Councils for
voting. Positions above Associate Professor and above Associate Directors are advanced to the
Board for consideration and voting.
Recruitment for Temporary of Short Term Positions Periodically, the University may need to fill a position for a temporary period not exceeding six
months. Such vacancies may arise (a) as a result of the substantive holder of the position
proceeding on approved leave, (b) during peak times for certain departments (c) where a special
project needs to be completed (d) where an unexpected vacancy occurs and recruitment activities
are in progress (e) where a substantive job holder has been temporarily reassigned to another
area. The need for short term employees must be sanctioned by the Vice President of the
Division Candidates for short term may be sourced from the existing database of applicants in the Human
Resource Department. All short term candidates must however be subjected to a screening by the
supervisor and the Human Resource Personnel and must meet the academic requirements and
possess the core competences to execute the job responsibilities and must have alignment to the
values and philosophy of the organization. A fixed term contract is provided to all short term employees.
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NEPOTISM The institution may employ more than one member of an immediate family. No faculty member,
department chairperson, dean, supervisor or other administrative officer may participate in
decisions affecting the appointment, tenure, promotion, or other personnel status of a relative.
Generally, a family member should not have direct supervision over another family member. In
extreme situations where direct supervision by a family member is unavoidable, the immediate
senior to such a supervisor will be responsible for establishing special procedures as may be
required to provide equitable treatment, including performance evaluation.
For all purposes involving the application of this rule concerning the employment of relatives of
existing personnel, a “relative” is defined as parent, spouse, child, brother, sister (or the
foregoing as in-laws), and other close relatives by birth or marriage (such as aunt, uncle, nephew
or niece).
AIDS POLICY University of the Southern Caribbean shall treat AIDS in a similar manner to other diseases that
may be contracted by students and staff. People with HIV/AIDS, or other diseases will be
permitted to work and/or enroll in courses at the institution, unless the student or staff member’s
personal physician, campus medical officials, or public health officials declare that the disease
represents a substantial risk to the health and safety of other members of the community. In such
instances, appropriate measures will be taken to protect the institution and the individual. It may
be necessary to reveal the identity of the affected individual to appropriate persons in confidence,
in the event of a life-threatening situation.
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COMMUNICABLE DISEASES
University of the Southern Caribbean will treat students and/or employees who have contracted
communicable diseases (including Tuberculosis and Chickenpox) in accordance with the
established public health policy for treatment of such diseases.
Persons with confirmed communicable diseases or who may have been exposed to
communicable diseases area asked to inform the Medical Officer at the University Wellness
Centre and the Director of Human Resources. All medical information concerning the employees
will be treated confidentially as required by law.
An employee with a communicable disease will be required to immediately cease working until
clearance to return to work is received from a duly registered Medical Officer and review by the
Medical Officer at the University’s Wellness Centre. Employees of the University shall not lose
their rights of employment benefits solely on the basis that they have an infectious disease.
DRUG-‐FREE WORKPLACE
University of the Southern Caribbean is committed to maintaining the health standards of the
SDA Church. Therefore the use of, possession of tobacco in any form, or being under the
influence of alcoholic beverages, amphetamine-type drugs, barbiturate-type drugs, cocaine-type
drugs, morphine-type drugs, hallucinogenic drugs, or any controlled drugs as determined by the
Chemistry, Food and Drug Division of Trinidad and Tobago, during the work hours by the
University, is prohibited. Employees are prohibited from the unlawful manufacture, distribution,
dispensing, possession, or use of any controlled substance in the workplace.
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CONSENSUAL RELATIONS University of the Southern Caribbean is best served in an academic environment characterized
by professional, ethical and moral behavior on the part of each member of the campus
community. The University, while respecting individual rights, recognizes its responsibility to
communicate to the campus community the professional risks associated with consensual
romantic and/or sexual relationships between an employee of the University of the Southern
Caribbean and someone over whom they have authority (for example, a faculty member and a
student, or a supervisor and an assistant). Such relationships are of concern to University of the
Southern Caribbean for two primary reasons:
(a) Conflict of Interest
(b) Abuse of Power Differential
STATEMENT ON SEXIST LANGUAGE
University of the Southern Caribbean is committed to providing equal educational opportunity to
the community that is serves. It will therefore not tolerate language that is stereotypical or sexist, and
which demeans individual members or community. All University communication should be free of such
language.
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SEXUAL HARASSMENT
Personal Conduct
Employees of denominational organizations are to exemplify the Christ-like life and should
avoid all appearance of wrongdoing. They should not indulge in harmful sexual behaviour that
casts a shadow on their dedication to the Christian way of life.
Mutual Respect
Employees should respect and uplift one another. They must never place another employee in a
position of embarrassment or disrespect due to sexual overtones. To do so would be a violation
of God's law and the law of the land which protects human rights in the workplace.
Definition of Sexual Harassment
Sexual harassment includes, but is not limited to the following:
(a) Unwelcome sexual advances, requests for sexual favours, and other verbal or physical
conduct of a sexual nature affecting an individual's employment status. Such advances
constitute sexual harassment when:
i. Submission to such conduct is made, explicitly or implicitly, a term or condition
or an individual’s employment.
ii. Submission to or rejection of such conduct by an individual is used as the basis
for employment decisions that affect such individual.
iii. Such conduct has the purpose or effect of unreasonably interfering with an
individual's work performance, or creating an intimidating, hostile, or offensive
working environment.
iv. Threats or suggestions are made that the individual's job, future promotions,
wages, etc., depend on whether or not he/she submits to sexual demands or
tolerates harassment.
(b) Unwelcome sex-oriented comments (kidding, teasing, jokes, etc.
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(c) Subtle pressure or requests for sexual activity
(d) Unnecessary touching of an individual (e.g., patting, pinching, hugging, repeated
brushing against another person's body, etc.)
(e) Demand for sexual favors
Working Environment
Denominational organizations shall inform their employees that sexual harassment in the
workplace will not be tolerated. All employees are expected to avoid any unwelcome behaviour
or conduct toward any other employee, which could be interpreted as sexual harassment. The
University shall designate a male and a female person to whom complaints can be made.
Reporting Incidents
If an employee encounters sexual harassment from supervisors, fellow employees, clients, or
nonemployees, the following steps shall be taken immediately:
a. It shall be made clear that such behaviour is offensive.
b. The incident shall be reported to the appropriate person. If possible, the complaint shall
be in written form.
c. The discussion shall be conducted in an objective and thorough manner, and the
complainant should be advised not to discuss the matter elsewhere due to the sensitivity
of the complaint. The person to whom the complaint is made shall keep any information
received strictly confidential, except as necessary to investigate or rectify the matter.
Third-Party Reports
All employees who are aware of incidents of apparent sexual harassment in the workplace are
responsible for reporting such incidents to the appropriate person for investigation. Investigation
Complaints of sexual harassment shall be investigated promptly. Ascertaining whether or not a
particular action constitutes sexual harassment shall be made from the facts on a case-by-case
basis. In determining whether an alleged conduct constitutes sexual harassment, the supervisor or
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appropriate official shall look at the record as a whole and the totality of the circumstances, such
as the nature of the sexual overtures and the context in which the alleged incident occurred.
Action
If sexual harassment is found to exist, appropriate officers shall take prompt corrective action.
Depending on the severity of the act, the discipline may range from a written warning, a copy of
which is placed in the offending person's personnel file, to immediate dismissal.
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WORK PLACE HARASSMENT University of the Southern Caribbean is committed to the protection of the health, safety, and
wellbeing of all members of the University community. As such, the University will take all
precautions reasonable to provide and maintain a respectful learning and working environment
that is free of harassment. Harassment will not be tolerated in the workplace, and if identified,
will be addressed immediately.
This policy applies to all faculty, staff, students, contractors, volunteers, and visitors.
This policy applies on University premises, while conducting University business, or at
University functions or events. “Workplace Harassment” means, engaging in a course of vexatious comment or conduct against
a worker in a workplace that is known or ought reasonably be known to be unwelcome. Workplace harassment does not include legitimate performance management and legitimate
exercise of academic freedom.
All employees are responsible for complying with all applicable legislated requirements and
University policies and procedures. Persons with authority to direct the work of and assign tasks
to others are supervisors or Managers and are for ensuring that safe and healthy work conditions
are maintained and that safe work practices are followed in their assigned areas.
Students are responsible for acting in a manner that protects the health and safety of themselves
and others and for complying with all applicable health and safety requirements. Students are
responsible for adhering to the requirements outlined in the Students’ Handbook. The University will hold employees, students, volunteers and visitors accountable and will
impose discipline and other sanctions up to and including discharge, expulsion, and trespass
notices for violation of this policy. The University may also initiate criminal or civil proceedings
against persons who engage in workplace harassment.
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eporting Harassment
Harassing behavior shall not be ignored. Employees and trainees are strongly encouraged to raise
any concerns about workplace harassment and to report any incidents. Reports should be directed
to a Manager/Supervisor or to Human Resources.
In the event of an emergency, the Security Department should be contacted immediately.
There will be no negative consequences for persons making reports in good faith. Investigation of Harassment
The University will investigate and deal with all reports of workplace harassment in a fair and
timely manner, respecting the privacy of all persons involved as much as possible.
Confidential Complaints
The University of the Southern Caribbean is committed to the highest standards of ethical
conduct and encourages employees and others to report any dishonest or improper act by any
individual. Such acts include any financial concerns, fraud, ethical concerns, conflicts of interest,
noncompliance with university’s policies or governmental requirements.
The Confidential Complaints policy provides a confidential and independent avenue for
individuals to report complaints or concerns anonymously, regarding activities that may involve
improper conduct or violations of the University policies to the Internal Auditor and the Board
Chairman/Audit Committee.
There are two means of lodging reports:
1) Through a face to face interview.
Any individual with information concerning any of the matters mentioned in the policy
can schedule a meeting with the internal auditor to discuss the matter.
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2) Through online reporting using the Internal Auditor's Confidential Complaint Message Box With this method the individual has the opportunity to remain anonymous. The
information provided needs to be clear, accurate and with sufficient detail to allow for
investigation of the issue since there would be no opportunity for the internal auditor to
gain any clarifying information.
Following receipt of a complaint the Internal Auditor will conduct an evaluation and determine
the next step to be undertaken. The University of the Southern Caribbean would not victimize
any individual who reports a concern.
Gossip and Rumor
Personal gossip is often malicious and harmful to both an individual and the
organization. Therefore this activity is outside our core values. Do not listen to or participate in
destructive workplace gossip.
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SOCIAL MEDIA USE “Do No Harm” – University of the Southern Caribbean encourages the use of social media to
enhance its education and research through collaboration, communication, and promotion of
research and programmes. Employees must ensure that their authorized or personal use of social
media does not harm or otherwise injure the University, its faculty, its students, its alumni, or its
employees.
Personal Responsibility and Liability – Communications made via social media are not exempt
from the expectations and obligations set forth in the University’s policies and procedures or
from the laws and regulations that govern personal liability across general and traditional forms
of communication. You are responsible for what you post on your own site and on the sites of
others, and should only post on behalf of the University of the Southern Caribbean or its
affiliates in an official capacity where you have been explicitly authorized to do so.
Confidentiality – Do not post confidential or proprietary information about The University of the
Southern Caribbean, its faculty, its students, its affiliates, its alumni or its employees.
Specifically, social media should not be used as a venue for discussing ongoing grievance or
disciplinary procedures involving the University, its employees, students, affiliates or employees. Use of the University’s logo is not permissible as a profile photo or on a blog unless express
permission is granted by the President’s office and the School/Unit to which the
initiative/office/department reports.
Postings in Social Media that violate the policies and code of conduct as established by the
University may lead to disciplinary action inclusive of termination of service.
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GUIDELINES ON POLITICAL ACTIVITY University of the Southern Caribbean is a non-profit institution with tax-exempt status. It cannot
be put in a position whereby it provides, or seems to be providing facilities and other forms of
support for partisan political activity.
A. Use of the Computer Services or Copy Centre
The use of the University's computer operations, either at Computer Services or through any other
computer facility on campus for the preparation of political literature is prohibited.
B. Use of the University's Name
No student or employee of the University should use the University's name, letterhead, or logo in
any communication in support of a political party or candidate. Letters to the editor of a
newspaper or other periodical in support of, or in opposition to a candidate or party should not
identify the writer as being affiliated with University of the Southern Caribbean.
C. Person-to-Person Electioneering
Representatives of political parties or candidates may not solicit votes (either by approaching
students, faculty or staff members or by distributing literature) in classroom buildings, the library,
residence halls or at any other University premises.
D. Solicitation of Funds
Campaign workers (including students, faculty and staff at the University) may not engage in
person-to-person solicitation of funds on campus for political purposes.
E. Non-public Political Meetings
Permission must be sought from the administration (via the Events office) in advance for the
purpose of having political meetings that are closed to the public (for purposes of discussing
campaign strategies with candidates or engaging in other partisan discussions). Rental fees will
be charged for such rooms, and a use agreement must be signed.
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TRANSFER AND REINSTATEMENT From time to time, employees are transferred to this University from other Seventh-day
Adventist institutions. Such employees shall be considered Transfer-In. Reinstatement shall
refer to employees who, after a period of absence from denominational employment, have
returned to join the staff of this University, provided that:
1) Such employees, prior to being absent from the denominational employ, were entitled to
termination pay under the final settlement provision, and
2) Such employees have not received nor forfeited such termination pay. All transfer-in and
reinstated employees shall receive all regular benefits on a continuing, unbroken basis.
Employees who have rejoined denominational staff but who have not fulfilled all the
provisions of reinstatement shall be considered to have broken their service and shall be
new employees for purposes of this provision.
RE-‐ASSIGNMENT The University is committed to develop and to maintain an employment atmosphere that
encourages and promotes a direct relationship and communication between each employee and
his/her supervisor. It is the University's desire to deal with employees fairly and directly, as
individuals. This objective can best be obtained through mutual understanding and trust,
encouraging employees to develop their professional skills and talents while they contribute to
the continued success of the University.
Employees, regardless of their level or position, are encouraged to bring any job-related concerns
or problems to the attention of their immediate supervisor, or if appropriate, the next closest level
of administration. The Office of Human Resources is also available to assist in an advisory
capacity as needed. If a problem or concern cannot be resolved, relocation or reassignment may
be considered.
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In such a situation, the Office of Human Resources may, in consultation with the department
head/director and the employee, transfer the employee to an available position of equal or lower
classification.
The position to which the employee is transferred is not subject to competitive hiring procedures
or advertisement, but the new department must have a vacancy and agree to fill the position with
the transferring employee. Any department with an open position for which the employee meets
the minimum qualifications will interview said employee before interviewing other candidates.
The organization can initiate a reassignment or transfer if the change is in the best interest of the
organization and or the employee.
EMPLOYEE EVALUATION The employee performance evaluation is an orderly, systematic method of evaluating, measuring
and appraising the performance of each worker. This evaluation shall be carried out by the head
of each department and shall be conducted for each employee, at the close of his/her
probationary period and annually, on the anniversary of employee’s hiring date. Department
Heads/Faculty Deans shall complete employee performance evaluation forms on the basis of the
actual performance of the employee. After the form has been completed the department head
shall review the results with the employee and obtain his/her comments and signature. The
employee signs in acknowledgement of the performance appraisal. If employee disagrees with
performance appraisal/development review, the grievance procedure may be followed (See
Grievance Procedure). The copy of the employee performance evaluation shall be forwarded to
the Human Resources Department. The Vice-Presidents shall evaluate the workers who fall
under their authority. The President shall evaluate the Vice Presidents.
A 360 degree performance appraisal method may be used for assessing the performance of
Administrators, faculty and staff. This includes input from the individual, his/her supervisor,
peers, direct reports and others.
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RESIGNATION AND/OR TERMINATION
Termination of services is a factor of the work place, which is common to every employment
situation. At this University termination of services may take the form of one of the following: Administrative Termination
Administrative termination is the decision of administrative management to terminate an
employee’s employment due to redundancy of his/her services, or as a disciplinary measure, or
during reorganization or retrenchment. Such termination may be either temporary or permanent,
depending on the nature of each case. An employee terminated by redundancy, reorganization or
retrenchment will be given forty-five days’ notice by the administration. The University may
assist such employees in finding suitable alternative employment. Termination resulting from
disciplinary procedure will take place according to the terms of the action (See Discipline).
Terminated employees may receive terminal benefits in accordance with the Final Settlement
provision of this manual, or the Retrenchment and Severance Benefits Act of Trinidad and
Tobago, whichever is more beneficial to the employee. Normal Period of Notice
If the organization wishes to terminate an employee’s service the period of notice shall be in
harmony with statutory requirements.
a. Monthly paid employees will normally receive one month’s notice
b. Monthly paid employee’s in managerial/leadership position will receive up to a
maximum of three months’ notice
c. Fortnightly paid employees will receive two weeks’ notice exceptions to the above may
apply Resignation (Employee Initiated Termination)
Resignation differs from administrative termination in that the employee requests termination.
Monthly-paid employees who wish to resign are required to give written notice of their intention
to resign at least thirty (30) calendar days prior to the effective date of such resignation. In all
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cases, the effective date of resignation shall be the last day of work. Fortnightly-paid employees
are requested to give at least two (2) weeks’ notice prior to the effective date of resignation.
Employees who are in their probationary year shall give at least two (2) weeks’ notice. The
employee will be asked to complete an exit interview form and meet with the Human Resources
Director.
Faculty members are discouraged from resigning within the middle of the semester. All faculty
members are required to give three months’ notice of resignation from position.
Final Pay Cheque
It is the responsibility of each terminating employee to make adequate arrangements for receipt
of his/her final pay cheque. The payroll officer will not prepare a final pay cheque before the
end of the pay period during which the employee’s termination takes effect. All the indebtedness
to the university and/or the Credit Union shall be withheld from the employee’s final settlement.
Employees receiving final pay are advised to submit their forwarding address to the payroll
office or make other adequate arrangements for receipt of their pay.
Job Abandonment
An employee who is absent from the job for a period of three consecutive days without
authorization may be deemed as having abandoned the job. When such a situation occurs the
following is applicable:
1) The immediate supervisor shall inform the Vice President for the Division and the
Human Resources Director after making initial attempts to contact the employee
2) Efforts via telephone and other means of communication shall be made with the
employee using the data on file.
3) The HR Director shall prepare a letter requesting the employee to report to work with
immediate effect and citing the consequences of failure to resume duty. This letter should
be hand delivered to the address on file for the employee
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4) Should the employee fail to respond to the request a recommendation shall then be
submitted to the President’s Cabinet to declare job abandonment and the creation of a
vacancy.
5) Exceptions are made where the employee is certified as sick by a Registered Medical
Doctor and is unable to respond to the request.
Retirement and Sustentation This University contributes to a fund established by the Inter-American Division of Seventh-day
Adventists (divisional headquarters) for the purpose of caring for the sick and aged workers not
otherwise provided for. The benefits of this fund, otherwise known as the Retirement Fund, are
designed for those who have devoted their lives to continuous service in the work of the
Seventh-day Adventist denomination. The fund provides for the assistance of sick and aged
workers, and the needy widows and children of deceased labourers.
Contributions to the Retirement Fund are made from general University funds. No deduction is
made from the salaries of employees for this purpose. Consequently, it must be clearly
understood that payments out of the Retirement Fund are not automatic and will be guided by the
following basic principles:
1) All allowances from the fund are to be made at the discretion of the Inter-American
Division.
2) All workers who have rendered loyal service to the denomination may be entitled to
benefits from the fund.
3) No worker is automatically entitled to benefits from the fund. In this regard, the mere
employment of an individual by this University does not in any way guarantee
sustentation assistance, since allowances from the fund are made by voluntary action of
the Inter-American Division and the University.
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4) No action by the Inter-American Division in providing assistance from this fund may be
considered to be a precedent, it being understood that each case is considered separately
upon its merits.
Requirements for Receiving the Benefits Provided By
the Pension Plan
1) Age and years of service coming from active service in the territory of any of the
contributors.
a) When a candidate has dedicated a minimum of thirty (30) years as an active employee in
the territory of any of the contributors, and/or in combination with years of service as a
missionary sent by the contributor, he/she has acquired the right to receive the pension
provided by this Plan if the candidate has reached the age of 60 (sixty) and requests it
while in active service.
b) Any eligible employee, after rendering his services continually for fifteen (15) years in
the territory of any contributor, and/or in combination of years of service as a missionary
sent by the contributor, can request the pension provided by this Plan, where it
corresponds, when he/she has reached the age of 63 years.
2) Special Cases. When by administrative arrangement, due to special financial situations by
the contributing organization, employees work full time, but are paid as part time, their
service records should be maintained and authorized to consider these periods as full time
employment for retirement purposes. The officer responsible for the management of service
records shall attach a clarification regarding the above agreement.
3) Age and years of service coming from active service in other denominational non-
contributing organizations. Any employee who is eligible, after rendering his services
continually for a minimum of 15 years in the territory of any of the contributors and who is
receiving retirement benefits from his present employer or has reached the age of 63 years,
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whichever of the two events occurs later, may request the pension provided by this Plan
through the contributing organization of his/her place of origin.
4) Age and years required when not in active service in any Seventh-day Adventist
organization. Any employee who has rendered his service in any of the territories of the
contributors for a minimum of 15 years will be eligible to receive the pension provided by
this Plan when he/she attains 65 years of age, provided that he/she requests said benefits
through the contributing organization of his place of origin.
NB: Additional information may be sourced from the IAD Working Policy Book.
Ex-Gratia Payment
An ex gratia payment to employees in appreciation of services rendered in excess of five (5)
years is made without the University recognizing any legal obligations. These payments shall be
made where the following criteria or exclusions apply:
1) The employee must have worked for the University for a continuous period of five or
more years. Continuous shall be considered as nine (9) months within any given year
with no more than two months break between each consecutive year.
a) Caveat: Where more than two months but less than four months break exists as a
result of the processes within the organization, the number of years shall be
determined by adding the total months worked and dividing by 12.
2) Notwithstanding criteria one (1), in the case of Faculty members, the individual must
have carried a full teaching load for each semester during the nine month period.
3) The employee is leaving the organization because he/she has attained retirement age and
is desirous of retiring.
4) The employee is not currently receiving pension benefits from the Inter-American
Division of Seventh-day Adventists.
5) The employee is not eligible for pension benefits from the Inter-American Division of
Seventh-day Adventists.
6) The employee has served the organization creditably
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The ex-gratia amount payable is predetermined and is linked to the years of service.
Process for Receiving Ex Gratia Payment
1. The University shall establish an account for the purpose of ex gratia payments
2. The employee shall submit a written letter to the Human Resource Director and copied to
the Head of his/her Department, indicating his or her intention to leave the employ of the
University at least one semester (in the case of faculty) or four months (in the case of
staff) before the effective date of his/her departure.
3. The Head of Department shall provide written documentation on the quality of service
provided by the employee
4. The Human Resource personnel shall calculate the number of working years of the
employee and the ex gratia payment due.
5. Request for the ex gratia payment shall be submitted to the President’s and
Administrative Councils at least three months prior to the effective date of payment for
approval.
6. The Human Resource personnel shall submit approved requests to the Financial
Controller.
7. Payment shall be made in a lump sum on the final day of the individual’s employment
with the University
8. The employee shall receive payment as a gift from the University and not a legal
obligation of the University.
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UNIVERSITY GROUNDS The grounds of the University are maintained for the beautification, enrichment and general
enhancement of its atmosphere. Employees must show the utmost regard for the labors of those
who work to make the University compound appear beautiful. In order to demonstrate a measure
of appreciation for the general appearance of the institution, employees should refrain from
doing anything that will spoil or ruin the University’s surroundings. Activities such as walking
across the lawns, unauthorized picking of flowers, or littering on the premises are totally out of
order and will be looked upon with disfavor by the general university family.
DISCIPLINE Dismissal or Discharge
When an individual is hired and employment relationship is created, this employer/employee
relationship may be harmed by the action of either party, inconsistent with the terms of the
agreement. At this University, an employee may be dismissed for any of the following offenses:
1) Absenteeism
2) Fraud
3) Insubordination
4) Disloyalty
5) Incompetence
6) Refusal to carry out duly assigned tasks
7) Smoking or the illicit use of drugs or intoxicants on the premises
8) Sexual harassment or molestation
9) Any other wrongful misconduct
10) Moral or ethical behaviours explicitly or implicitly unacceptable by the University
community.
11) Disregard and disrespect for the foundational beliefs upon which the institution was
founded.
Notwithstanding the above, an employee may not be subject to dismissal except by the following
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procedure: Disciplinary Procedures
Should an employee who has completed probation be dismissed, he/she may be given a
minimum of two weeks’ pay in lieu of notice. The employee who is dismissed for gross
violation of conduct shall receive the full pay that he/she has earned at the time of discharge plus
one (1) month’s pay for monthly paid workers. Hourly paid workers will receive two (2) weeks
additional pay. However, prior notice need not be given, and steps 1 through 5 (pp.15, 16) are
not applicable in instances of gross violation of conduct that may be for the following reasons,
not necessarily limited thereto:
1) Gross insubordination
2) Dishonesty
3) Incompetence
4) Use of alcoholic beverages and tobacco
5) Acts of immorality
6) Illegal possession and/or misuse of drugs
7) Violation of work rules as laid down by management
8) Use of profanity
9) Falsification of records
10) Gross neglect of duty
11) Apostasy or the open expression of dissidence on the part of employees
12) Breach of confidentiality
13) Misuse of bursary allocations
14) Conflict of interest
There are five sanctions available to the administration whenever the policies, regulations, and
guidelines in this manual are ignored or violated.
1) An oral reprimand
2) A written reprimand
3) Disciplinary probation
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4) Disciplinary suspension
5) Dismissal
Steps of Disciplinary Procedure
Every effort should be made within the immediate department/division to address violation of
policies as laid down by the organization. The biblical principles should be followed in addition
to the principles of natural justice. The employee should be given an opportunity to respond to
the allegations and take corrective actions. After due diligence, oral and written reprimands may
be given by the Department Head.
Oral Reprimand
Oral reprimands shall be presented with high regard for minimizing embarrassment to the
employee before other employees or the public. The department head or supervisor shall notify
the Human Resources Department, in writing, that an oral reprimand was issued to an employee
and the reasons why. Should an oral reprimand fail to eliminate the cause of such reprimand, a
written reprimand may be issued.
Written Reprimand
Written reprimands made by an immediate supervisor shall be made known to the Human
Resources Director in writing. When approved by the Human Resources Director, the letter will
be placed in the employee’s personal file. Written reprimands may be followed by an
employee’s request for an appointment with the immediate supervisor, which in all instances
shall be honoured by the immediate supervisor. The employee should be allowed to provide a
written response which should also be entered into the records.
Prior to administering any sanction beyond a written reprimand and for violations that cannot be
resolved at the divisional level the following steps should be followed.
1) The complainant should submit a written report to the Director of Human Resources
detailing specific policy violation and providing dates and times.
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2) The Human Resources Director will meet with the complainant and the accused
employee to address the issues. This may result in applying the sanction of disciplinary
probation.
Disciplinary Probation
Should a written reprimand fail to correct unsatisfactory job performance, noncompliance with
the organization’s regulations or display of undesirable personal behavior, an employee may
serve probation of up to three months, at the discretion of the department head and the Human
Resources Director. The Human Resources Director shall provide the employee with a written
notice, stating reasons for the disciplinary probation, the terms of the probation, and the effective
date of such action. Under normal circumstances, the administration shall implement the
recommendation of the Human Resources Director and the department head. It is the
responsibility of the employee to request a hearing, if it is necessary.
When an employee’s disciplinary probation has expired, the department head shall submit in
writing to the Human Resources Director, a performance appraisal/development review
conducted for the employee. The evaluation shall include either one of two recommendations:
1) The employee’s performance and/or behavior was satisfactory, and that the employee
will be retained in the service of the organization.
2) The employee’s performance and/or behavior remained unsatisfactory and that he
recommends either suspending or dismissing the employee.
In cases that are likely to result in suspension or dismissal, the Human Resource Director
shall:
a. Appoint an investigating officer who shall thoroughly investigate and provide a
written report within a maximum of two weeks
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b. Write to the accused employee stating the specifics of the allegations and providing
seven (7) calendar days for the employee to provide a written response addressed to
the investigating officer.
c. In cases where a risk to life, property or departmental functioning exists, seek the
permission of the President’s Cabinet to immediately suspend the employee with pay
or send the employee on administrative leave pending the outcome of the
investigation
d. Review the investigative report and where there is sufficient evidence to lay a charge
communicate the charge in writing including the policies violated and providing two
weeks to appear before a disciplinary Committee. The employee should be informed
of his/her right to have representation at the hearing.
3) The disciplinary committee may either be a standing committee or where one does not
exists a committee should be convened and should comprise one administrator, one
faculty and one staff member. The Disciplinary Committee is established to consider and
settle all cases of employee misconduct referred to it by the Human Resources Director,
and to impose any disciplinary action, judgment or penalty, which it may deem necessary
in the circumstances
4) The Committee shall hear from the complainant, accused and all relevant witnesses and
shall take into account performance and citizenship when deciding on a sanction.
5) The disciplinary committee shall prepare and submit a comprehensive report with
recommended sanctions to the Director Human Resource for Presentation at the
President’s Cabinet.
6) Contingent on acceptance at the level of the President’s Cabinet, the decisions of the
Disciplinary Committee shall be communicated in writing to the accused employee with
the provision for an appeal of the decision within three days of receipt.
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Disciplinary Sanctions Disciplinary Suspension
Contingent on the recommendation of the Disciplinary Committee, a submission may be
made to the President’s Cabinet, by the Human Resources Director for suspension
without pay not exceeding three months (3) months in any 12-month period. Such a
suspension may be in lieu of a disciplinary probation, depending on the situation. The
employee shall receive a written notice indicating the particulars justifying the
suspension and the effective date, and informing him/her that he/she has three business
days from the date of the written notice to file a written request with the Human
Resources Director to reconsider the suspension. If possible, the reconsideration hearing
shall be scheduled within seventy-two (72) hours following receipt of the written request.
The suspension shall continue in effect unless and until modified by reconsideration. At
the end of the suspension period and an observation period of three months thereafter, the
department head shall provide the administration in writing that an update on the
employee’s attitude and performance with recommendations.
Dismissal An employee is subject to dismissal for continued unsatisfactory performance on the job,
for violation of the policies and regulations of the organization, or for gross violation of
conduct. Every effort shall be made to remedy the unsatisfactory situation before
dismissal. Unless dismissal is mandatory, one or more of the above-mentioned
disciplinary sanctions should be utilized before dismissing an employee.
Smoking and Related Vices
Being an institution owned and operated by the Seventh-day Adventist Church, this University
subscribes to strict rules of health and conduct. Indulgences such as smoking and the use of
intoxicants or obscene language are absolutely prohibited on University premises. Employees
found violating this provision shall be subject to immediate disciplinary action. Employees’
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behaviour off campus may also affect the reputation of the University. In such cases, the
employee will be dealt with as stated in the disciplinary procedures. Vandalism of Property
University property is any property purchased or leased by, loaned or donated to this University
for official use. This includes the Main Campus, all satellite and extension sites and any other
property that the University may own, rent, lease or in any way use for the advancement of its
mission. As far as is possible, all such property has been clearly marked and includes real as
well as physical property. Employees may not remove any property from one office to another
without the consent of the department heads. Neither may anyone remove University property
from the premises without the express permission of the administration. Employees are also
required to exercise utmost care in the use of University property. Such practices as defacing,
carelessly breaking or destroying, mistreating or in any way maliciously ruining University
property will be looked upon with strong disfavor by the administration. Anyone found violating
this provision shall be responsible for the full replacement (value) of the affected property and
may face ultimate dismissal.
Grievance Committee
The effective administration of employee relations is a function that is indispensable to a
wholesome work climate. Justice must not only be done; it must also appear to be done. Consequently, the administration of justice is inevitably wrapped up in the response of the society in
which that justice has been handed down. At this University, every effort is made to satisfy the concerns
of all employees.. The University encourages employees to utilize to adopt the principles of Matthew 18
in the first instance in attempts to resolve any misunderstandings. When this informal process has been
deemed insufficient to bring about a resolution, the University’s formal grievance process may be
activated.
The Grievance Committee is an administrative arm of the University established to provide industrial
relations services, in accordance with the following requirement:
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The Grievance Committee is consequently an administrative arm of the University established to
provide industrial relations services, in accordance with the following requirement:
- To consider and settle all cases of employee grievance brought to it by the worker, and to
recommend any recourse or remedial action, which it may deem necessary in the
circumstances.
The members of the Grievance Committee shall be as follows:
1) Two nominated staff members and two nominated faculty members.
2) Invitee: Counselor, when needed for cases at the request of the Director, Human
Resources, who is the Chairperson of the Committee.
If the grievance involves a member of the Grievance Committee, that member shall be
disqualified from that sitting and a suitable replacement chosen.
Grievance Procedure
Definition of a Grievance — A grievance is defined as any real or imagined feeling of personal
injustice which an employee has concerning his/her employment relationship.
1. An employee who feels victimized, wronged, or in any way dissatisfied should first discuss
the problem with his/her immediate supervisor.
2. If the employee does not wish to present the issues or problems to his/her supervisor, the
employee should direct them to their department head.
3. Where resolution is not achieved at the level of the department head, the employee should
seek the intervention of the Vice President for the Division
4. If the problem still persists the employee should discuss the matter with the Human
Resources Director.
5. If the above procedures have been followed and the matter has not been resolved to the
satisfaction of the employee, the case may be taken to the Grievance Committee.
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Major Offences
When in the opinion of the department head an offence committed by an employee against
another is serious enough to warrant immediate disciplinary action, the department head may
take the matter directly to the Human Resources Director, who may take it to the Human
Resources Committee for resolution/recommendation.
Minor Offences
When in the opinion of the department head an offence committed by an employee against
another is minor, the department head may, after meeting with the parties involved provides a
verbal warning to the perpetrator. If the same offence or one of a similar nature is committed
again, the department head may formally warn the employee in writing. If the offence is
repeated, the department head may take the matter to his/her VP and/or the Human Resources
Director. The Human Resources Director in consultation with the VP may take the matter to the
Human Resources Committee for resolution/recommendation.
Other Offences
All other offences warranting administrative action may be dealt with as the Director of Human
Resources determines in consultation with the relevant Director and VP.
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PHILOSOPHY OF REMUNERATION Remuneration Defined—Employee remuneration encompasses a broad range of cash and
noncash items such as gross salary, benefits, allowances (such as housing allowance, automobile
depreciation, and employer provided housing), incentives, bonuses, etc. Application of the Wage Scale
In order that there may be an equitable basis for the remuneration of denominational employees,
guidelines have been adopted for the Seventh-day Adventist Church. The philosophy of
remuneration is predicated upon the fact that a spirit of sacrifice and dedication should mark all
denominational employees, irrespective of the position they hold or the department or service
they represent. The work of the church, including every denominational organization, is a
mission to which lives are dedicated in selfless service.
The remuneration scale is based on job classification without discrimination on the basis of race,
national origin, gender, or age. The objective of the denominational remuneration scale is to
provide employees with an adequate income, while endeavoring to provide a reasonable level of
comfort. A basic remuneration rate is assigned to salaried employees and additional allowances
in the form of a package, which is 65% of the individual percentage, education assistance for
dependent children, etc. A Housing Allowance is also part of the total remuneration. From time to time, it may be necessary to either increase or decrease remuneration within the
remuneration philosophy. Factors to be considered in making such adjustments will include the
financial resources available, changes in cost of living, competitive wages, and performance
appraisals. Basic Remuneration Scale
The remuneration scale for the Inter-American Division, which is followed by the University of
the Southern Caribbean, is based on such considerations as education, experience and
responsibility. It provides minimums and maximums expressed in percentages of the
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remuneration factor (rounded to the nearest monetary unit). It incorporates basic income rates
for various categories of services, with recognition of the responsibility inherent in each position
or category. A spread between minimum and maximum rates in the various categories of from fifteen to
thirty per cent has been incorporated in the remuneration scale. In setting rates within this
spread, the employing organization shall take into consideration the following factors with
respect to each employee:
a. Preparation, education and dedication
b. Previous experience and achievement
c. Years of service
d. Responsibility
The remuneration scale shall be strictly adhered to. No special allowances of any kind shall be
made, except as may be provided for in the Inter-American Division Working Policy. The basic
remuneration scale implies that 65% will be the minimum for individuals with a university
degree (where the person is employed in a position requiring a degree). Income Tax Exemption Declaration
All employees must complete Form TD 1 (Income Tax Exemption Declaration) according to the
Board of Inland Revenue (BIR) regulations and Business Office policy, and file same with the
Payroll Office. It should be noted that failure to comply with this requirement may result in
higher-than-necessary tax - (PAYE) being withheld from the salary.
The Double Taxation Relief (India) Order 1999
Nationals of India who are employed in the areas of teaching and research may be eligible for
income tax relief under the Double Taxation Relief (India) Order 1999 during their first two
years of employment if they were recruited directly from India. Employees within this category
should within the first month of their employment with the University, visit the International Tax
Unit at the address below to determine their eligibility for exemption:
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International Tax Unit Inland Revenue Division 4th Floor, Trinidad House St. Vincent Street Port of Spain Trinidad, West Indies Tel. (868) 623-1211-4
Method of Payments Salaries are paid through four (4) main banks:
1. Bank of Nova Scotia 2. First Citizens Bank 3. Republic Bank 4. RBTT Bank, RBC, (Royal Bank)
Workers are encouraged to open accounts at one of these. Foreign nationals intending to open
accounts at the local banks must have written banking references from their bank in their home
country (area from which they are relocating) National Insurance Number
All new employees without a National Insurance Number must complete Form N.I.14
(application to register as an insured person) and present same to the Human Resource
Department for signing prior to submission to the National Insurance Board Office. Board of Inland Revenue (BIR) Number
All employees must obtain a BIR number within the first month of employment which should be
made available to the Human Resource Department. All new employees and employees without
BIR numbers should obtain the BIR application form and a letter from the Human Resource
Department and submit their applications to the Inland Revenue Department.
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Non-Professional Employees
Wages or fortnight remuneration on the hourly basis is set with reference to current rates on the
market. Employees with no professional qualifications such as janitors, messengers,
maintenance workers, security guards, drivers, packaging and storage workers, plumbers, café
workers et cetera, who are working for the University, will receive remuneration as follows:
1) The remuneration will be guided by the national wage scale published by the government
of the country for the type of work.
2) The individual shall be affiliated with National Insurance.
3) The individual shall be a contributor of the new insurance plan.
4) The whole remuneration package will be considered for taxes and termination settlement. Overtime Pay
Overtime pay applies specifically to hourly paid/fortnightly workers and is in accordance with
the Minimum Wage Act Chapter 88:04 (Legal Supplement Part B- Volume 49, No.156-
December 10, 2010).
In accordance with the Act:
• The normal work week shall not exceed forty hours exclusive of meal and rest breaks
• Where workers are scheduled to work four days in the week, the normal working day
shall not exceed ten (10) hours exclusive of meals and rest periods
• For security personnel, except in cases of emergency, the officer shall not be rostered to
work for more than twelve hours in any twenty-four hour period.
• A worker whose work schedule requires him/her to work in continuous or non-
continuous shift in a normal working week, in which every day of the week including
Sunday is a normal working day, shall be paid overtime rates as follows: o For time worked beyond the forty-hour working week
! First four hours…………………….one and one half times hourly rate ! Second four hours…………………two times hourly rate ! Thereafter………………………… three times hourly rate
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o For overtime worked beyond ten (10) hours on a working day of a four-day shift week
! First four hours…………………….one and one half times hourly rate ! Second four hours…………………two times hourly rate ! Thereafter………………………… three times hourly rate
o For time worked on an off day:
! First eight hours……………………two times hourly rate (40 hour week) ! Thereafter…………………… ….....three times hourly rate
o For overtime worked on a Sunday where Sunday is a normal work day:
! First four hours…………………….one and one half times hourly rate ! Second four hours…………………two times hourly rate ! Thereafter………………………… three times hourly rate
o For time worked on a Sunday where Sunday is not a normal work day and on a
Public Holiday: ! First eight hours……………………two times hourly rate ! Thereafter…………………… ….....three times hourly rate
Pay Day
Salaries are generally paid on the 25th day of each month. Where this date falls on a Saturday or
Sunday, payment is made the Friday before. Salary slips are emailed to the official
organization’s email address of the employee. Where employees do not have access to the email
system, pay slips may be collected from the HR Department.
Wages for fortnightly workers are paid every two weeks based on the established schedule.
Payroll Deductions
Deductions (NIS, Health Surcharge & PAYE- Income tax) required by law or authorized in
writing by employees will be made accordingly.
In keeping with government regulations, employees should file for a National Insurance number
(NIS) and Board of Inland Revenue (BIR) file number if they do not have one. Professional Employees
Monthly salaried workers receive a basic salary plus an amount to cover the specific allowances,
paid in one combined payment which is designated the "package plan".
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Medical and educational allowances are not included in the "package plan". The University of
the Southern Caribbean has embarked on a medical plan for all its employees with an insurance
company of its choice. The plan is a contributory one, in which the University covers 60% of the
cost, while the employee contributes 40%. The refund given to full-time workers on their
portion of the medical bill, which the M&M Insurance does not cover, is contingent on the
availability of funds and will be paid as follows: Limits:
a. 40% of regular outpatient expenses
b. 50% of hospitalization expenses
Eligibility of refunds to spouses who are not employees of the University of the Southern
Caribbean is based on the following:
The spouse is eligible if:
a. Unemployed; or
b. Employed (including self-employment) with annualized earnings of less than
100% of the yearly basic wage factor of the union.
Changes in Eligibility – Changes in eligibility or family status must be reported to the
employer within 30 days of the occurrence. These changes include:
(1) Marriage; or
(2) Change in spouse earnings and/or employment; or
(3) Divorce or legal separation from spouse; or
(4) New children; or
(5) Legal custody; or
(6) Any other changes in status that affects eligibility.
The above statements will guide payments on all refunds.
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Remuneration Increments
Incremental increase
Annual incremental increase may be provided where the employee has not yet attained the
maximum level on the wage scale. Incremental increase is not automatic and shall be contingent
on:
a. Availability of funding within the organization
b. Performance of the employee supported by a written performance appraisal
The wage scale provides separate listings for the University, and advisability of a regular plan of
increments is recognized. In order to provide a reasonable degree of uniformity, it is
recommended that an employee's maximum remuneration normally be achieved after the
completion of between five and ten years of full service. The difference between minimum and
maximum remuneration for a certain position will be divided equally into five to ten years of
service, giving a standard increment per year.
Three principles are applicable with respect to increments:
1) Based on evaluative criteria, the increment schedule may be:
a. Accelerated in recognition of special skill, responsibility, and/or exceptional
productivity.
b. Extended if lesser ability and rate of growth so indicate.
2) Professional certification may be a requirement to reach the maximum of certain
categories.
3) Individuals, who become denominational employees after several years of experience in a
type of work that enhances their ability to function more effectively in their work for the
Church, may be granted one year of credit toward remuneration increase for each two
years of such prior service.
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Business Solicitation 1. The following are strictly prohibited at all times on University premises unless prior approval
has been secured from administration.
a. Sales of commercial products and services.
b. Solicitation of funds and charitable contributions.
c. The distribution or posting of advertising material, circular, leaflets, petitions or
literature not relevant to the University’s business.
2. Solicitation and distribution approved by administration may be conducted only by
employees who are on authorized non-work time, such as lunchtime, and in non-teaching
areas. Further, no such solicitation shall in any way interfere with the main mission of the
University, its students, or with other employees who are working. Faculty members are not
authorized to use their classrooms nor staff members their offices to advertise and sell their
professional publications and/or personal items. Material resources that are to be part of the
classroom experience for students or connected with an approved University project should
be purchased from the bookstore or the Department’s Office where accurate accounting and
the avoidance of personal bias could both be achieved.
3. No solicitation by organizations or individuals who are not employees will be permitted on
University property at any time without prior written authorization of the University
administration.
4. Any employee who violates any of the above rules will be subject to disciplinary action.
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Conflict of Interest and or Commitment Individuals Included
All trustees, officers, executive committee/board members, employees, and volunteers of the
University of the Southern Caribbean shall be subject to this policy.
Definition of Conflict
a. Conflict of interest shall mean any circumstance under which an employee or volunteer
by virtue of financial or other personal interest, present or potential, directly or
indirectly, may be influenced or appear to be influenced by any motive or desire for
personal advantage, tangible or intangible, other than the success and well- being of the
denomination. b. Because of the common objectives embraced by the various organizational units and
institutions of the Seventh-day Adventist Church, membership held concurrently on
more than one denomination committee or board, does not or itself constitute a conflict
of interest provided that all the other requirements of the policy are met.
c. A conflict of commitment shall mean any situation which interferes with an employee’s
ability to carry out his/her duties effectively. Elected, appointed, or salaried employees
on full-time assignment are compensated for full-time employment; therefore, outside
or dual employment or other activity, whether compensated or not, that in any way
interferes with the performance of an employee’s duties and responsibilities is a conflict
of commitment. A conflict of commitment also exists in situations where an employee
functions contrary to the values and ethical conduct outlined in the organization’s
statement of ethical foundations and conduct. or when an employee functions contrary to
established codes of ethical conduct for employees in particular professions (e.g. legal,
investments).
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Conditions Constituting Conflict
Although it is not feasible in a policy statement to describe all the circumstances and
conditions that might have the potentiality of being considered as conflicts of interest, the
following situations are considered to have the potentiality of being in conflict and therefore
are to be avoided:
i. Engaging in outside business or employment that permits encroachment on the
denominational organization’s call for the full services of its employees even
though there may not be any other conflict.
ii. Establishing any business that competes with the business of the organization.
iii. Engaging in business with or employment by an employer that is in any way
competitive or in conflict with any transaction, activity, or objective of the
organization.
iv. Engaging in any business with or employment by a non-denominational employer
who is a supplier of goods or services to the denominational organization.
v. Making use of the fact of employment by the denominational organization to
further outside business or employment, or associating the denominational
organization or its prestige with an outside business or employment.
vi. Owing or leasing any property with knowledge that the denominational
organization has an active or potential interest therein.
vii. Lending money to or borrowing money from any third person who is a supplier of
goods or services or a trustor or who is in any fiduciary relationship to the
denominational organization or is otherwise regularly involved in business
transactions with the denominational organization.
viii. Accepting any gratuity, favor, benefit, or gift of greater than nominal value
beyond the common courtesies usually associated with accepted business practice,
or of any commission or payment of any sort in connection with work for the
denominational organization other than the compensation agreed upon between
the denominational organization and the employee.
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ix. Making use of or disseminating, including by electronic means, any confidential
information acquired through employment by the denominational organization for
personal profit or advantage, directly or indirectly.
x. Using denominational personnel, property, equipment, supplies, or goodwill for
other than approved activities, programs, and purposes.
xi. Expending unreasonable time, during normal business hours, for personal affairs
or for other organizations, to the detriment of work performance for the
denomination.
xii. Using one’s connections within the organization to secure favors for one’s family
or relatives.
Statement of Acceptance
i. By employees – at the time of initial employment an employee shall sign a statement
indicating acceptance of the conditions of employment as outlined in the organization’s
employee handbook. This acceptance shall constitute the employee’s declaration of
compliance and resolve to remain in compliance with the conflict of interest and/or
commitment policy. On an annual basis the employer shall provide employees with a
copy of the Statement of Ethical Foundations, plus a copy of the conflict of interest
and/or commitment policy, and shall inform employees regarding the duty to disclose
potential conflicts of interest and/or commitment.
ii. By administrators, department directors and trustee – The University President, or
designee, of the organization concerned shall receive annually a statement of acceptance
and compliance with the policy on conflict of interest and/or commitment from each
administrator, department director, member of the board/executive committee, and any
other person authorized to handle resources of the organization. (The employing
organization may determine that other individuals shall also be required to submit
annually a statement of acceptance and compliance.) Submission of the statement by
persons identified above shall constitute a declaration of compliance with the policy and
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shall place the individual under obligation to disclose potential conflicts of interest
and/or commitment that may arise during the ensuing year.
iii. All statements of acceptance and compliance shall be reviewed annually through a
process and reporting mechanism as determined by the board/executive committee of
the organization.
Reporting potential or actual conflicts of interest or commitment – All present and potential
conflicts of interest must be disclosed:
1. If known, in advance of any meeting, business transaction, or other activity at which the
issue may be discussed or on which the issue may have a bearing on the persons
approach to the issue, whether directly or indirectly; or
2. If not known in advance, when the actual, possible, or potential conflict becomes
apparent. Disclosure must be made to the person in charge of the meeting or activity and
to the full meeting, or to the person’s supervisor, as appropriate. The person should
remove himself/ herself from the room or situation to avoid participation in all
discussion or deliberation on the issue, and voting. All such actions should be recorded
in any minutes or records kept. Following full disclosure of the present or potential
conflict, the board or equivalent group may decide that no conflict of interest exists and
invite the participation of the person.
This policy establishes a process which is self-identifying. However, third parties may report
alleged conflicts in writing with supporting documentation, to an officer of the organization
concerned if the employee fails to disclose a conflict or does so inadequately. The source of third
party reports shall be held in confidence by the recipient unless it is required to divulge the
information pursuant to a court order or if there is indication that the report is fraudulent or made
with malicious intent.
Gratuities and Tips
Where a grateful visitor may wish to make a donation in appreciation for services rendered, such
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student or visitor should be kindly advised to make such donation to the University or to the
department that renders the service. Any employee found privately accepting tips, gratuities, or
other monetary gifts in conjunction with his/her employment at this University shall be subject to
appropriate disciplinary action.
Electronic and Other Information USC Property
All information of institutional interest, be it electronic or any other means, produced as a result
of administrative, departmental, or staff assignment, or other paid activity, is the property of the
University:
1. All passwords of electronic or other types of programmes should be held in the
possession of the administration through the IT Director. The organization reserves the
right to change the password or block access as they deem necessary.
2. The administration of all levels of the organization reserves the right at all times to the
electronic information or any other type of document.
3. All types of files, computers, books, etc., are the property of the organization and should
not be used for personal purposes
4. A USC email address should be established for all employees and all official
correspondence where USC related documents are shared must be transmitted using the
official email address. Every employee is responsible for complying with any University
communication sent to their official USC email address
5. Employees assigned to projects with external stakeholders must use the USC email
address in all communication with such stakeholders.
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FRAUD POLICY Management is responsible for the detection and prevention of fraud, misappropriations, and other irregularities. Fraud is defined as the intentional, false representation or concealment of a material fact for the purpose of inducing another to act upon it to his injury. Each member of the management team will be familiar with the types of improprieties that might occur within his area of responsibility, and be alert for any indication of irregularity. The University of the Southern Caribbean is committed to upholding the highest standards of honest behavior, ethical conduct and fiduciary responsibility with respect to University funds, resources and property. The University also expects members of the University community to comply with all government laws and regulations when conducting University business.
To that end, the University prohibits and does not tolerate illegal, dishonest or fraudulent conduct of any nature when the matter involves University-related activities or business.
Illegal, dishonest or fraudulent conduct includes:
! Forgery or alteration of University documents or records ! Unauthorized alteration, manipulation or transfer of computer files or records ! Fraudulent or dishonest financial reporting ! Bribery, unlawful rebates, or kickbacks ! Research or other academic fraud ! Unauthorized disclosure of confidential or proprietary information of the University ! Unauthorized disclosure of student educational records or private personnel records or
medical information
! Destruction of University property, records or other assets, if the person knew the destruction to be unauthorized or acted with reckless disregard as to whether the destruction was authorized
! Theft of University information, property, records or assets ! Misappropriation or misuse of University resources, including but not limited to funds,
supplies or other property ! Authorizing, claiming or receiving payment of University funds for goods not received,
for services not performed, or for non-University related matters ! Intentionally claiming or receiving reimbursement from the University for moneys not
expended, or for moneys expended for non-University-related matters ! Authorizing or receiving compensation for hours not worked ! Violation or noncompliance with applicable government laws or regulation
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! With respect to employee safety or health, creating or permitting unsafe working conditions or work practices at the University
! Other similar illegal, dishonest or fraudulent conduct
Retaliation Prohibited
The University does not tolerate retaliation against any individual who files a complaint of illegal, dishonest or fraudulent conduct, or is involved as a witness or participant in the complaint or investigation process. Engaging in unlawful retaliation can result in disciplinary action, up to and including dismissal from the University. An individual who files a complaint that the individual knows or believes to be false is not protected by this provision against retaliation, and may be subject to disciplinary action up to and including dismissal from the University.
Applicability
All members of the University community, including all those who do business with the University, are expected to uphold this policy.
STATIONERY AND OFFICE SUPPLIES Stationery and office supplies purchased by this University are for official use only. Employees may not use these items for personal purposes. Office supplies such as writing paper, pens, pencils, paper clips, staples, etc., which may be required in your work may be obtained from the Purchasing Department. Requisition for Supplies form must be completed and signed by your department head.
OFFICE FURNISHINGS AND EQUIPMENT Furnishings and equipment are attached to offices and not individual employees, consequently when an individual is reassigned, transferred, or relocated to another office, he/she is not allowed to remove office furnishings or equipment. Removal of furnishings and or equipment is a violation of University rules and may lead to disciplinary action.
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OFFICE TELEPHONES Courtesy in using the telephone can make friends for the University and make the job more
pleasant for each employee and those with whom they deal. In using the telephone, please keep
in mind the following rules:
1. Answer promptly (between one to three rings).
2. Identify yourself by department and name.
3. Give accurate and careful answers.
4. Transfer calls tactfully.
5. Always say "please" and "thank you".
6. Use a helpful and pleasant tone of voice at all times.
7. Hang up gently.
The main switchboard is extremely busy. As it must be kept open at all times for emergency calls and
other University business, employees are asked not to use the University telephones for lengthy
conversations or not to encourage relatives/friends to contact them through the University telephone
during working hours, except when absolutely necessary.
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ABSENCES/LEAVES Absences (Authorized)
From time to time, an employee may find it necessary to be absent from work. Authorized
absences should be taken with the utmost discretion, always with the best interest of the
University uppermost in mind. At the University, an authorized absence is defined as a leave of
absence properly authorized by your immediate supervisor/department head, or other duly
appointed official of the University. Such absences fall into the following classifications: annual
vacation leave, sick leave, casual leave, special leave, maternity leave, funeral leave, jury duty
leave, compensatory leave.
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Bereavement Leave
Regular full-time employees who lose a member of the family in death may be granted
bereavement leave of up to three (3) regularly scheduled consecutive workdays without loss of
salary or wages. Family members include spouse, child, parent, sibling, mother or father-in-law,
daughter or son-in-law, sister or brother in-law, grandparents and grandchildren. Request for
bereavement leave must be made on the designated form through the department
head/supervisor, and completed forms submitted to the Human Resource Department. Under
normal circumstances, bereavement leave must be approved before the leave is taken. All
persons applying for bereavement leave must present a copy of the death certificate. Casual Leave
Casual leave is a privilege and not a right. It is defined as paid leave of absence not exceeding
fourteen (14) working days annually, which may be granted to an employee solely on the
discretion of your department head for any urgent reason acceptable to your department
head/supervisor. Under normal circumstances no more than three consecutive days casual leave
should be approved together.
Department heads/supervisors shall place the interest of the department foremost in making
decisions of this nature. Employees who in the opinion of their department head/supervisor
abuse this privilege may forfeit further extension of casual leave. It should be noted that
casual leave is cumulative within a given year. Leave not taken in a specific year cannot be
carried over into a new year.
Application for casual leave must be made on the appropriate form and all completed forms
should be submitted to the human resource department within two working days of the
application. Compensatory Leave
This is leave granted to a monthly paid employee as compensation in lieu of work performed
outside regular work hours/days. Employees in managerial/leadership positions are expected to
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be available beyond a forty-hour work week, hence unless significant extra hours are worked,
this category of worker would not be eligible for compensatory leave.
a) In keeping with the organization’s biblical philosophy of service where the job requires
some element of sacrifice, only time amounting to thirty (30) minutes or more is credited
towards compensatory time. To facilitate calculation of compensatory leave, department
heads must be able to authenticate time worked. Consequently each department should
maintain an attendance register in which employees should sign in and sign out on a daily
basis. Total compensatory time will be determined using the sum of the extra time
worked minus the sum of the times lost due to late arrivals.
b) Department heads/supervisors shall place the interest of the department foremost in
making decisions to approve or recommend compensatory leave. Notwithstanding this, as
much as is reasonably possible, employees should be allowed to proceed on
compensatory leave within one week of accruing such leave. All compensatory leave
earned should be taken within the year that it is earned.
c) Under no circumstance should an employee proceed on compensatory leave without
approval that involves the immediate supervisor/Department head.
d) Eligible employees may be granted compensatory leave up to three (3) working days as
arranged with Department Head/Faculty Dean.
e) Leave request in excess of three (3) working days must be forwarded to the Human
Resources Department with the recommendation of the Head of Department and the Vice
President for the Division.
f) Completed forms for leave of one to three (1-3) days, approved by department head must
be forwarded to the Human Resources Department within two working days of approval
of the leave.
g) The Human Resources Department team will periodically audit attendance registers to
authenticate compensatory leave that may have been approved.
h) Compensatory leave request that cannot be authenticated should not receive approval.
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Funeral Leave
An employee may be granted time off for purposes of attending the funeral of a relative or
friend. Requests for funeral leave must be made to respective department head/supervisor at
least three days prior to the day of the funeral unless mitigating circumstances exists. Time off
for attending the funeral of a friend must not exceed one day. Jury Duty Leave
When the courts of the land call upon an employee of the University to serve as a juror, such
leave is mandatory upon the University. Upon presentation of the court order, the employee will
be granted the required time off with pay, for the duration of the court order.
Maternity Leave
Maternity leave is granted subject to the Maternity Protection Act of Trinidad and Tobago. All
aspects of the Act are applicable to employees of the USC. In accordance with the Act:
a) A female with at least twelve (12) consecutive months service may be granted up to
fourteen weeks leave for maternity purposes. One (1) month full pay, two (2) months
leave at half pay. Where the total (NIS and organization pay) paid out to the employee
over the fourteen weeks, is less than what the employee would have normally earned for
the period, the organization shall pay the difference.
b) In accordance with the act, an employee shall only be entitled to payment for maternity
leave once in every twenty-four (24) months.
c) Application for maternity leave shall be made two months in advance of the
commencing date of such leave, as (d) below. All applications shall be supported by a
medical certificate, which shall indicate the approximate date of delivery.
d) Maternity leave may commence at least three weeks prior to the approximate date of
delivery.
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e) The employee shall complete the Maternity Benefit Application form and obtain the
signature of the Payroll personnel prior to commencement of maternity leave. This form
must be submitted to the NIS office closest to the employee’s residence.
f) In accordance with the Maternity Protection Act, an employee may be granted an
additional month’s leave without pay to facilitate arrangements relating to the welfare of
the child. Application for such leave to be made at least ten (10) working days prior to
the end of the maternity leave.
g) Unless there is approval for an extension of leave, all employees on maternity leave
should immediately report to work in their substantive area, at the end of such leave.
Special Leave (Leave without Pay)
Extended leave without pay is no longer a privilege afforded by the University. However in
special circumstances unpaid leave, not exceeding three months may be granted to an employee
for such reason as may be acceptable to the administration. Each case will be dealt with on its
own merit. However, it must be noted that special leave must be requested in writing, and shall
become effective after all vacation and sick leave (if applicable) have been exhausted. Vacation
and sick leave shall not accrue during special leave.
Acceptable reasons may include:
a. The need to care for a sick relative
b. Attending to urgent personal business In no case may special leave be granted where the employee has less than one (1) year's
continuous full-time service to the University, or the international body of Seventh-day
Adventists.
Special Leave will not be granted for the purpose of accepting gainful employment elsewhere.
The employee will be automatically terminated from employment if he/she fails to return on the date
designated on his/her leave form. If an employee accepts gainful employment elsewhere while on any
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approved leave of absence without a plausible explanation and appropriate supporting documentation,
s/he will be subject for immediate dismissal.
Sick Leave Sick leave is defined as authorized leave of absence made necessary by illness, which incapacitates the
employee, such that if that employee comes to work, his/her health may be impaired or he/she may
endanger the health of others. A certificate of illness testifying to the above and recommending a specific
period of leave, duly signed by a locally registered, practicing physician shall be submitted to the Human
Resources Department and a copy to respective department head/supervisor.
Reporting sick leave
In order to facilitate planning and scheduling, all cases of illness resulting in absence from work must be
reported to the appropriate supervisor within a prescribed time. For purposes of this provision, when such
illness is expected to last for more than three (3) business days, the employee must forward the signed
sick leave certificate to the Human Resources Department and a copy to his/her department
head/supervisor by the beginning of such illness (or have it delivered to the same by more expedient
means, if available). If it is logistically impossible for the certificate to be provided before the employee
returns, then upon his/her return, the employee must present the sick leave certificate to the Human
Resources Department and a copy to his/her department head/supervisor. . Sick Leave (Extended) Sick leave in excess of the amount to the credit of the employee may be extended to that employee,
provided that a written request for such extension along with appropriate documentation is made to the
University administration. Each case shall be dealt with on its own merit.
Sick leave carry forward and ceiling Unused sick leave will not be carried forward from one calendar year to another. Sick leave deduction Sick leave shall be work-day deductible, i.e. all authorized sick leave taken shall be deducted from the
employee’s sick leave balance for every scheduled work day he/she is absent from work due to illness.
On the other hand, your certificate of illness shall be calendar-day-continuous. This means that the
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number of days recommended by your certificate of illness shall be counted on a continuous day basis.
As has been stated above, genuine illness not exceeding fourteen (14) days per calendar year may be
deducted from the accumulated sick leave to your credit. For periods of illness between one to two (1-2)
days, the employee is required to complete the requisite sick leave application form immediately on return
to work The completed form is to be submitted through the immediate supervisor to the Human
Resources Department.
Sick Leave during Probation Although an employee on probation may begin to accrue sick leave during the time of his/her
probation, such leave may not be credited to the employee until successful completion of his/her
probationary period of six (6) months. As such, probationary employees shall not be entitled to
leave deductions due to illness. That is to say the University shall not be obligated to pay
salaries for absence from work arising out of illness of employees on probation. During the
probationary period, employees who become ill for three (3) consecutive days or more shall
apply to the National Insurance Board (NIB) for loss of income benefits. Sick Leave Entitlement and Accrual All employees who have given at least twelve (12) consecutive months of full time service to the
University and/or other organizations of the Seventh-day Adventist church shall accrue sick
leave at the rate of fourteen (14) working days per calendar year. Such leave shall begin to
accrue from the first day after the probationary period. However, the fourteen (14) sick days are
based on a calendar year. If an employee falls sick during part of a calendar year, the number of
sick days available will be prorated for that year. Sick Leave While on Vacation In order to provide for the full rejuvenation process contemplated by the annual vacation leave
policy, any employee who becomes ill while on authorized vacation leave may be entitled to
have such sick time charged to his/her accrued sick leave, provided that such an employee
submits to his/her department head/supervisor a properly signed certificate of illness. Sick leave
may be charged from the first day of illness for every business day during which the employee
was sick as stated on the sick leave certificate. It should be noted that vacation leave can be
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extended accordingly upon submission of a written request to the Human Resources Director,
copied to the Department Head.
Questionable Sick Leave Abuse of the policy relating to sick leave will be looked upon with disfavor by the administration. As
such, the management reserves the right to review applications for sick leave by its employees. Because
official sick leave is intended to grant time-off for purposes of medical attention and recuperation, an
employee on official sick leave may not engage in any activity, which may be interpreted as a violation of
the intention of the policy during the period of such sick leave.
Employees who abuse the sick leave privilege may be required to produce a sick leave certificate for
every future illness. Employees who fail to comply with the sick leave policy will forfeit both wages (if
applicable) and the relevant accrued sick time as well. In addition, there may be some other disciplinary
measure that the administration may deem necessary.
Procedures for National Insurance Benefits (NIS) Workers whose illness continues for three days or more must ensure that they turn in their
original Medical/Sick Leave Certificates on the first day of their resumption of duty to the
Human Resources Department. Copies will be forwarded to the relevant departments including
the Payroll Office
Workers who become ill must ensure that their original Medical/Sick Leave Certificates are
turned in to the Human Resources Department, where NIS forms and Sick Leave forms can be
collected (see Sick Leave Form in Orientation Manual).
Workers are reminded that NIS forms are to be collected for each medical/sick leave certificates
turned in.
The N.I.S. form(s) are to be completed by the worker and also by his/her doctor and returned to
the Human Resources Department. Employees are to collect the forms after signing by the
payroll personnel and submit same to the National Insurance Board.
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Injury Leave
Leave with pay may be provided to an employee who sustains injury on the job. The leaves
becomes applicable when:
1) The injury did not occur as a result of negligence by the employee including failure to
follow established procedure including the wearing of personal protective equipment
2) The accident/incident leading to the injury is reported within twenty-four hours of
occurrence to the supervisor and the Health and Safety Department.
3) The requisite accident/Injury forms are completed within the next working day after the
incident/accident (exceptions apply where the extent of the injury incapacitates the
employee to the extent that this action is not feasible)
4) The employee seeks medical attention at the University Wellness Centre or where the
Centre is closed, from a qualified medical personnel.
5) The medical professional deems the injury as a workplace injury
The University reserves the right to have the employee reviewed by a medical practitioner of its
choice where injury leave extends beyond five days. Vacation Leave
Annual vacation leave is paid leave of absence granted to an employee annually for the purpose
of rest, relaxation, recreation and repair. Such leave shall be granted annually at a time mutually
acceptable to the employee and the University.
Protection of the workers family time — All employees should be encouraged to take their
regular annual vacation when possible. It must be recognized that the University grants such
vacation time, not just as a government requirement, but for the unity and well-being of the
employee’s family. Vacation time, therefore, must be seen as time for the family and should not
be used for any other reason.
Employees who are pursuing an advanced degree, as approved and sponsored by the USC, in
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order to improve their service to the University and the church, should not have to sacrifice the
vacation time in order to study. In such cases, the University shall not charge vacation time to
facilitate such education of a worker. Vacation Leave (Extended) Vacation time may not normally extend beyond the amount of leave to the credit of the
employee. When for such reasons as approved by the administration an employee is granted
vacation leave in excess of the amount of his/her credit, such leave shall be without pay unless
otherwise stated by administration. Vacation Leave Accrual From the 1st to the 9th year of continuous service – 14 working days’ vacation
From the 10th year of continuous service – 21 working days’ vacation
Individuals who become denominational employees after several years of experience in a type of
work that enhances their ability to function more effectively in their work for the
Church/University may be granted one year of credit toward vacation accrual for each two years
of such prior service.
The contract year is used in calculating vacation leave for contract employees while the
calendar year is used to calculate vacation for permanent employees.
Vacation is earned at the rate of 1.2 days per month for employees entitled for 14 days per year
and 1.75 days per month for employees entitled to 21 days per year. Vacation Leave Carry Forward and Ceiling All employees are required to apply for vacation leave annually. The Human Resources
department will review vacation leave balances at the end of the contract year or calendar year of
each employee whichever is applicable. Accumulated unused vacation leave may be carried
forward from one employment year to the other on the following basis:
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a. In cases where the employee applies for leave and due to the exigencies of the service the
leave cannot be recommended by the department head, a notation in this regard should be
made on the leave application form and forwarded through the stipulated channel to the HR
Department. The notation should only be made by a Head of Department/Divisions inclusive
of Deans and Chairs and Directors. Where possible, every effort should be made to
renegotiate another vacation date within the year if the requested date is unavailable.
b. Only employees who have had leave differed due to the exigencies of the service will be
credited with the full amount of leave (as carry forward) in the next year.
c. The general policy as it relates to “vacation leave carry forward” is as follows:
o Persons earning 21 working days per year: Persons who earn 21 working days per
year are allowed to carry forward 10 working days to the following year. The leave
accumulated (inclusive of leave for the current year) should not exceed 31 working
days. The employee who has 31 days to his/her credit should take at least 21 of those
days when applying for leave.
o Persons earning 14 working days per year: Persons who earn 14 working days per
year are allowed to carry forward 6 working days. The leave accumulated (inclusive
of leave for the current year) should not exceed 20 working days. The employee who
has 20 working days to his or her credit is required to take at least 14 of those days.
d. Employees who contravene the policy as stipulated in item (c) and who have not received
approval for carrying forward the full amount of leave due to the exigencies of the service will
lose their leave from previous years.
Vacation Leave Entitlement and Scheduling All employees who have given at least eleven months of continuous full time service to the
University and/or the organized, combined work of the Seventh-day Adventist Church shall be
entitled to annual vacation leave. This leave shall be scheduled annually following the
completion of the employment anniversary of the employee. Where the employee is on contract,
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all leave should be taken with the duration of the contract and should not extend beyond the
ending date of the contract.
a. To schedule annual vacation leave, each employee must complete the “Faculty/Staff
Vacation Request Form” and have it signed by his/her supervisor/department head each
year at least eight (8) weeks prior to the start of the vacation excepting in cases of
emergency. (Department heads/supervisors are advised to discourage recommending the
granting of vacation leaves during the most productive months). All forms must be
signed by the Vice President of the Division prior to forwarding to the Human Resource
Department.
b. The signature of the Head of Department is a recommendation which indicates that the
applicant may be allowed to proceed on leave. Verification of leave approval should be
obtained from the HR Department in cases where employees have not received feedback.
c. Vacation leave will not be authorized during the Colloquium period (third week in August) of
any given year except in cases of dire emergency. Where such emergency exists, a written
request must be made to the President to facilitate approval for absence from Colloquium.
d. It is advisable for Heads of Departments to have a vacation planner at the beginning of the
year that will facilitate scheduling of staff and faculty vacation in a manner that will not
disrupt the functioning and productivity within departments.
e. An application for vacation does not constitute approval of vacation. Under no circumstance
should an employee proceed on vacation leave without obtaining the requisite approval.
Coverage during Vacation Leave
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Department/Division heads are responsible for ensuring adequate coverage of the work area during
periods of vacation leave by members of their team. Every effort should be made to arrange
departmental coverage through possible reassigning/redistribution of duties. Coverage may also be
secured through the use of student labour. Where departmental coverage and student labour are not
possible, a request for short term coverage should be made to the Human Resource Department at
least six (6) weeks prior to the start of the employee’s approved vacation leave.
TRAVEL AUTHORIZATION
Before an employee leaves Trinidad and Tobago, he/she shall request the approval of the
University Administration. Before granting such permit, the University must ascertain that the
employee is adequately covered by travel/accident and emergency health insurance (short term
travel insurance).
- Persons wishing to travel out of the country should complete the requisite travel
authorization form (there is a section on the vacation leave form for travel authorization)
and submit it to the HR Department. All forms must be signed by the head of Department
and designated Vice President before submission to HR.
- Except in cases of emergency all travel authorization request should reach the HR
Department at least three weeks prior to travel. Where the travel is during the vacation
period, the request should be made at the time of application for vacation leave.
- The period of travel must be deducted from some leave entitlement except in cases where
travel is during the weekend, a public holiday, or for official school business.
- Administrative Assistants in the various departments should ensure that the forms are
submitted to the HR Department in an expeditious manner in accordance with the
established guidelines and prior to travel dates
- The signature of the Head of department is not an approval to travel but a
recommendation; consequently, all employees should liaise with the HR staff to verify
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approval.
PUBLIC HOLIDAYS
Public holidays are defined as those approved and published by the Government of Trinidad and
Tobago. Carnival Monday and Tuesday are not considered public holiday for vacation leave
purposes.
Holiday during Authorized Leave
Wage payment for such time off is a matter of employment conditions. At the University, the
administration shall grant one extra day off with pay for each public holiday, which falls within
your authorized vacation leave. That is to say, when any public holiday comes during your
annual vacation leave, your vacation leave will be extended by such number of public holidays.
Public holidays, which fall within your authorized sick leave, shall not be a basis for extension of
such sick leave or extra days off in observance of such public holiday(s). Holiday during Weekends
When a public holiday falls on a Sunday, another day off with regular pay will be granted in lieu
of that holiday. This alternate time off may be arranged in consultation with the
supervisor/department head. Recognition and Compensation
All regular or probationary full-time employees shall be entitled to time off with pay (holiday
pay) for each public holiday, provided that such public holiday falls within, or is observed on a
regularly scheduled workday. However, there are occasions where, because of the nature of their
work, some employees may be requested to be on duty during a public holiday. When such is
the case, a method of remuneration is available--compensation in time whereby such employees
are given a similar period off with pay in place, of the number of hours worked during the public
holiday.
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The National Law governing employment of hourly paid workers shall guide the compensation
of fortnightly workers who are required to work on Public Holidays.
The following holidays are observed in Trinidad and Tobago:
Holiday
Date
New Year’s Day
January 1
Good Friday
TBD
Easter Monday
TBD
Shouter Baptist Day
March 30
Indian Arrival Day
May 30
Corpus Christi
June 7
Labour Day
June 19
Emancipation Day
August 1
Independence Day
August 31
Republic Day
September 24
Eid-ul-Fir
TBD
Divali
TBD
Christmas Day
December 25
Boxing Day
December 26
NOTE: Although Carnival Monday and Tuesday are not public holidays, employees are not
required to work on those days. Exceptions to this will be for essential services on
campus. Official Closure of the University
In addition to the official Public Holidays, the University will be closed (with the exception of essential
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services) the Monday following graduation exercise and three (3) working days before Christmas.
• The last working day for 2014 will be December 19, 2014- Reopening January 2, 2015
• The last working day for 2015 will be December 21, 2015 –Reopening January 4, 2016
FURLOUGHS Inter-American Employees (Refer IAD Working Policy T30 2012/2013). All furloughs are
granted with the understanding that the worker shall return for another full period of service.
1. When employees whose homes are in the Inter American Division (IAD) are called and
transferred to locations outside of their home union, they shall be allowed a furlough of
two months after 22 months of service, if they are returning for another full period of
service. No vacation time will be allowed in the year when the furlough is taken.
However, in special circumstances where employees need to take the furlough at the end
of the year and which will go over into the other year, it is understood that they are
entitled to regular vacation for only one of those years.
2. Arrangements for furloughs taken outside the territory of the employee’s home union are
to be approved by the Division Committee.
3. Transportation expense, at the most economical rate, the amount to be at the discretion of
the union committee, shall be allowed for the employee and the immediate members of
his family in connection with this furlough from the place of labor to his home and
return. If the employee’s home and his wife’s home are in the same country they may
choose to visit either his home or his wife’s home at denominational expense. If their
homes are in different countries and transportation expenses to the wife’s home are
higher than to the husband’s home they may elect to visit the wife’s home at
denominational expense at the close of alternate terms. Transportation will not be
allowed to any point outside the territorial boundaries of the Inter-American Division in
any case.
4. An employee shall receive his salary and allowances during the time of his furlough in
the country within the Division territory where he is authorized to take the furlough. If
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the salary rate in this country differs from that in which the employee is currently being
paid, the higher rate shall apply.
5. An employee on furlough may be authorized a rent subsidy in the country where he is
authorized to take his furlough, up to the rent ceiling granted in that country.
6. The union treasurer of the field where the employee is currently employed shall calculate
the salary to be paid to the employee on furlough and shall authorize payment of the
salary in the field where the furlough is authorized. Such salary payments shall be
charged to the employing organization.
7. This furlough on full pay shall be allowed only when the employee undertakes to return
to a field other than his home union for a further term of service.
8. Per diem allowance as voted by the employing union shall be granted to employees (for
the day the employee leaves the field and the day he returns from furlough) as follows:
a. When the employee travels alone - regular per diem.
b. When the employee travels with spouse - 150% of regular per diem.
c. When the employee travels with spouse and children - 200% of regular per diem.
d. When the spouse travels alone - regular per diem.
e. When the spouse travels with children - 150% of regular per diem.
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AUTHORIZATION FOR STUDY
While it is desired that every worker be encouraged to make continuous effort for self-
improvement, especially through correspondence courses, no full-time University employee
should take residence school work, or any line of study that would make inroads upon time that
should be given to this/her regular duties, without first making formal arrangements with those in
charge of his/her work. Study Leave Definition — a leave from regular denominational service granted exclusively for study
purposes on a basis agreed to by the worker and the University Criteria:
(a) It is specifically for study purposes.
(b) It is for a specific period of time.
(c) The employee agrees to return for continued service with the University upon successful
completion of the study leave.
(d) The University agrees to accept the employee in full-time employment upon successful
completion of the course of study.
Procedure
(1) The terms are approved by the President’s Cabinet and Administrative Council with final
approval by the Board of Trustees.
(2) The employee agrees in writing to the terms of the leave.
(3) The University continues to issue current credential/license to the employee.
Service Record
Notation of Study Leave — a notation is to be made on the service record of the employee
indicating the action taken and the conditions of the study leave.
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Graduate Study
Employees who interrupt their service shall be granted service credit for time spent in obtaining
graduate degrees according to the following provisions:
a) Less Than Full Remuneration —When a person who earns an advanced degree above
the BA/BSc/Licentiate level, with less than full or no remuneration provided by the
University, and the person returns to full-time denominational service within two years
after the awarding of the degree.
b) Service credit – when the employee studies without any financial assistance from the
University, service credit will be granted up to a maximum of four years or for the actual
time required to complete this degree, whichever is less. A maximum of up to two years
of service credit or the actual time required for the degree will be granted for any
Master’s degree acquired by the employee. The degree must be awarded before service
credit is granted, and this credit cannot be counted toward vestment
Undergraduate Study
Employees who interrupt their service shall be granted service credit for time spent in obtaining
an undergraduate degree according to the following provisions:
a) Less than full remuneration —When the University paid less than full remuneration or
did not provide any assistance, and the employee returned to full-time denominational
service within two years of the awarding of the degree.
b) Service Credit —Service credit equal to the minimum time required to complete the
degree. The degree must be awarded before service credit is granted, and this credit
cannot be counted toward vestment. Service credit may also be granted to the spouse of
an employee who interrupts his/her service and who earned an undergraduate degree.
Time Off With Pay
Educators and employees holding professional portfolio within the organization may be allowed
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a maximum of twenty two (22) working days with pay within a given calendar year to allow for
professional development and contributing to sister organizations. Such time off should be
requested in writing at least eight weeks prior to the requested start date and the following
criteria shall be applicable. The request along with the recommendation of the department
head/Chair should be submitted to the HR Department. : 1. The time requested does not negatively affect department or teaching responsibilities
and commitment
2. The employee must have been employed with the university for a continuous period
of at least three years
3. Documentary evidence of professional development must be provided at the time of
application and at the end of the leave period to show completion of the stated work.
4. The time off is not a right and cannot be carried forward to another year
5. Pay in lieu of the time off is not possible
6. Time off with pay has no cash value and applies strictly to payment of monthly
compensation.
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EMPLOYEES’ BENEFITS AND SERVICES Annual Physical Examination
As part of a program of employee health protection, this University requires an annual physical
examination of the following employees:
• Health service personnel,
• cafeteria workers,
• maintenance workers,
• security officers and
• any others so stipulated by the administration.
This examination shall be done at the University’s expense. Department heads shall arrange
with the administration annually to have their workers examined. Other employees who feel the
need for annual medical examinations may make private arrangements.
University Wellness Program The University wellness program incorporates the services at the Wellness Centre and the Gym
These services are extended to all employees as part of the program to have all employees
maintain total health. The necessary fees must be paid for access to services.
Nutrition guidance and spiritual counselling may also be accessed as part of the wellness
program.
Revolving Fund for Health Care Assistance
This revolving fund is established by the University’s administration as a means of providing
funds where applicable to assist in defraying the cost of “up-front” health care expenses and is
applicable where the following criteria/exclusion applies:
1. Employees must be members of the M&M Health Plan
2. Employees must have difficulty meeting the “up front” cost of the health care
3. M&M does not consider the health care need to be an emergency
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4. The health care provider does not accept Purchase orders from the University
The revolving fund shall be governed by the following: 1. The minimum cost of health care assistance funded will be TT$100 and the maximum
cost will be $5,000.
2. Repayment of all loans shall be made within a maximum of seven working days after receipt of insurance payment. The employee is encouraged to sign over the M&M refund cheques to the University.
3. Requests for financing from this fund shall be initiated by the employee. When possible, request should be made at least one week prior to the health care appointment day.
4. The employee shall be required to complete the requisite forms as stipulated by the Finance Controller.
5. Employees accessing the fund shall produce documentary evidence in the form of a receipt to verify that the funds were used towards accessing health care for the employee or his/her dependents on the plan.
6. Any funds collected as repayment of medical expenses shall be transferred to the revolving fund.
7. Any past due balances must be paid before additional funding will be considered. A past due situation exists when seven working days have expired since the insurance refund.
8. Overdue obligations to the fund will be deducted from employee’s salary or wages
9. Employees are responsible for making repayments without a reminder
Accessing the Revolving Fund for Health Care Assistance
1. Employees wishing to use the Health Care Assistance Revolving Fund outlined above shall forward requests in writing to the Financial Controller including but not limited to the following:
a) Reason for the request.
b) Cost of health care service (Invoices to be provided where possible).
c) Name and address of the Health Care provider.
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d) Requested payback schedule (deposit of M&M refund check or salary deduction whichever is earlier).
2. Upon receipt, the Financial Controller or her designate will log the request and verify with the HR Department that the provider does not accept purchase orders. Should a request exceed the stipulated cap, the Controller’s review will address the urgency of need and in consultation with the VP Finance a decision in relation to the amount to be paid will be made.
3. When approved, the employee shall be required to sign to a repayment schedule
4. For sums less than four hundred dollars, cash amounts may be given
Purchase Orders
The University recognizes that the current M&M Medical insurance is a refundable plan and at
times employees experience difficulty in fully funding healthcare expenses. In cases where the
employee is in need of healthcare services, not accessible at the University’s Health and
Wellness Centre and experiences financial difficulty, the facility of a Purchase order may be
accessed where the healthcare provider accepts purchase orders.
Accessing Purchase Orders
a) Contact the Assistant Director, Human Resource(HR) with responsibility for insurance
b) Provide details relating to the request
c) Complete the requisite repayment form
d) Collect the M&M form which is to be completed by the healthcare provider
Repayment of Healthcare cost
a) Competed M&M forms must be submitted to the Assistant Director HR with responsibility for insurance immediately after healthcare service is accessed.
b) On receipt of invoice from healthcare provider, a submission will be made to the M&M insurance company
c) On receipt of M&M’s feedback on the amount covered by the insurance, the Assistant Director will calculate the difference, the organization will absorb 40% of the cost (of the difference) and the employee will be required to repay the value of 60% of the difference.
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d) Repayment is made through salary deduction and may either be in one lump-sum for small amounts or prorated over a period based on discussion with the employee.
e) The employee will receive from the HR Department a copy of the document indicating the amount to be repaid and the repayment period.
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EDUCATIONAL ASSISTANCE 1. The employee, whose dependent child/children or spouse is/are in attendance at Seventh-day
Adventist secondary schools and universities within the union where they serve, may be
granted assistance to meet educational expenses.
A dependent is defined as:
The child of an employee who meets the following criteria: a. Is unmarried and under eighteen (18) years of age
b. Is a full-time student under twenty-four years of age c. A child who becomes disabled prior to his 19th birthday.
Parents of either spouse or of a single employee to whom total support is provided by the
employee. Dependents must be allowable exemptions on the employee’s income tax
returns, where applicable.
The following criteria will apply in the processing of education assistance:
i. Dormitory students - from 70% of basic tuition for regular courses, registration and
other fees, and up to 50% for dormitory and board (assistance on board will be based
on the flat or minimum budgeted charge as the case may be). Charges for special
music lessons are not included, with the exception of the following cases:
i. At university level, fees for private music lessons may be included for music
majors or minors up to a normal tuition charge for full load.
ii. At the secondary level, fees for music lessons may be included, provided the
total cost of basic tuition and charges for music lessons do not exceed normal
charges for full load.
ii. Non-dormitory students - Up to 70% of tuition and registration fees.
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2. Each union shall establish the percentage(s) for its territory. Educational institutions should
not be required to grant additional discounts or grants to employees’ children.
3. Employees' dependent children who have earned literature evangelists scholarships may be
beneficiaries of this policy also.
4. The above allowances will be granted to the employee by his employing organization and
will be made available only to unmarried children. These allowances will be available only
to students in secondary schools and in university at the undergraduate level.
5. This assistance is available as follows:
a) For the unmarried dependent child of an employee for four/five years (where
applicable) of studies toward the first undergraduate degree, or up to and including
the semester in which the child's twenty-fourth birthday occurs, whichever comes
first.
b) For the spouse for four/five years (where applicable) of studies toward the first
undergraduate degree.
c) Should transfer necessitate pre-requisites that require additional time, this allowance
may be made available for up to one additional school year. 6. The educational institution shall forward - through the regular channels - to the organization
employing the employee the portion of the charges according to policy. The employee shall
pay other student charges directly to the school.
7. The organization employing the employee shall make payment of these allowances directly
to the school at the beginning of the school year.
8. This policy is intended to apply only to those who attend Seventh-day Adventist schools.
Exceptions may be made and assistance granted only by action of the union committee, in
cases where an undergraduate level program of study is not offered in a denominational
school within the Division. In such cases, the total grant should not exceed the amount
which normally would be granted for attendance at a denominational school.
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9. Children who desire to study in an area where the language is different from their own
within the Division territory, may receive the same benefits granted to other children
studying in that union, after securing approval from the parents' employing organization.
10. To authorize the child of an employee in the Inter-American Division territory to attend a
denominational school outside of the Division territory, the following guidelines will apply:
i. If attending an institution outside of the Division territory where the tuition cost is
higher
ii. It must be ascertained that the courses are not offered in any of the Adventist
educational institutions in the Division. No assistance shall be approved if similar
courses are offered in Inter-America.
iii. The provisions of this policy shall not apply to the first two years of pre-medical
studies.
iv. Charges for private music lessons will not be covered, unless such courses are
required for credit toward music majors or minors.
v. The employing organization shall seek approval of the Union and Division
Committees whenever educational assistance is requested under the provisions of this
policy.
vi. When approved by the respective committees involved, educational assistance may
be granted to dormitory students, up to a maximum 50% of the yearly basic tuition
expense. This includes required institutional fees such as registration, library and
laboratory. This assistance shall be sent in United States currency directly to the
University by the employing organization.
vii. Assistance may be granted for up to four years of study on the undergraduate level,
or up to and including the semester in which the child's twenty-fourth birthday
occurs, whichever comes first. Should transfer necessitate prerequisites that require
additional time, this allowance may be made available for up to one additional school
year.
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Spouses, and Children of Workers who are nationals of Trinidad and Tobago, and who are
entitled to GATE, will be given Education Assistance in the following areas:
- Dormitory Expenses – 50%;
- Registration and other fees – 70%. Educational Discounts
1. The University of the Southern Caribbean will grant the following discounts to its
employees:
a. A discount not to exceed five per cent (5%) may be granted for those who pay the total
calculated cost for the school year at the time of matriculation.
b. A discount not to exceed two percent (2%) may be granted for those who pay the full
monthly charge before the tenth day of the following month.
c. A discount of five per cent (5%) of the tuition charges for two children from one family
whose expenses are being paid by the same person.
d. A discount of ten per cent (10%) of the tuition charges for three or more children from
one family being paid by the same person
2. Discounts are not retroactive and will be granted only to those whose accounts are current
3. University of the Southern Caribbean shall grant to the children of employees the same
discounts as granted to other Seventh-day Adventist students.
Bursary (See Caribbean Union Employee Handbook and IAD Working Policy) All employees who are beneficiaries of bursary shall be required to:
1. Sign a binding contract with the University outlining the conditions of the bursary and the
obligations.
2. Provide written authorization to the institution of study for the provision of grades and
financial records to the University.
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3. Provide grade slips or transcripts for courses completed on an annual basis.
Failure to comply with the stipulations will result in non-payment of bursary and the employee
may be required to refund the University prior payments made.
Reimbursement of Educational Costs
When an individual has qualified for a degree above the bachelor’s level at his own expense, and
immediately upon completing his studies his services are needed by USC in the teaching field for
which he has qualified, the University and the union may request Division participation in
making partial reimbursement to him for his expense in acquiring his degree, as follows:
1. The union will assign the individual a place in its unused college staff bursary quota.
2. The Division may pay from its Bursary Reserve Fund one -third of what reimbursement
is agreed upon by the University and union up to a total of US$10,000 for the doctoral
degree, US$7,000 for the Bachelor of Divinity or Master of Divinity degree (or its
equivalent), and US $4,000 for the Master’s degree.
3. Reimbursement to the employee may be paid annually by the University as follows: Five
years for a doctoral degree, four years for a Bachelor of Divinity or Master of Divinity
degree (or its equivalent), and two years for a Master’s degree.
4. Alternately, reimbursement may be paid in total at the beginning of service and be treated
as a receivable and amortized as above. The employee shall sign an interest-bearing note
for the amount received with the amortization schedule as stated above. If the beneficiary
disconnects from the employ of the organization before completing his commitment, the
unamortized portion of the note becomes due and payable.
5. If the controlling board passes a call to the employee while he/she is still fulfilling
his/her obligation to the USC, the calling organization will assume the obligation of
paying the balance due the USC or the employee, depending on which of the above was
followed.
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Credit Union This University does not operate its own credit union. However, the services of the South
Caribbean Credit Union, operated by the South Caribbean Conference of Seventh-day Adventists
are available to employees of the University. In order to have access to the facilities of this
credit union, employees must first become members of the credit union.
MOTOR VEHICLE INSURANCE The University shall provide vehicle insurance coverage at the most cost effective rate to
employees who receive depreciation allowance. The University will however not bear the cost of
inflated insurance that results from the addition of another driver to the policy. For employees
receiving full depreciation, the total annual insurance premium will be paid. For employees
receiving 50% of the maximum depreciation, 50% of the insurance premium will be provided.
Eligible employees retain full responsibility for noting the expiry date of their insurance and
liaising with the Assistant Director, Human Resource with responsibility for insurance on the
renewal of insurance premiums at least one week prior to the expiry date.
TERMINATION SETTLEMENTS
1. Termination Settlement. When it becomes necessary for an employee to discontinue
service with the organization, work termination settlement will be paid if it is required by the
labor laws of the country. The University shall draw up a legal document, which will
include the conditions of the settlement. This agreement shall be legalized, and conform
with the law concerning stamps, witnesses, et cetera, after being signed by one of the
officers of the employing organization and the employee with whom termination settlement
is being made.
2. Service Credit. A termination settlement cancels all the service credit the employee may
have accrued to the time of the settlement; thus the employee will in no case be eligible to
receive retirement benefits for those years.
3. When employees who receive a termination settlement are reemployed, their remuneration
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percentage will take into consideration the previous service rendered to the organization.
One year of credit for each two years of previous denominational service will be recognized
for vacation purposes.
4. General Provisions. The University shall make provision for the payment of termination
settlements in the regular yearly operating budgets.
HOUSING ALLOWANCE Housing allowance for Fortnightly workers is 20% of their eighty hour fortnight wages.
Security personnel receive a combined housing/risk allowance of 25% of their eighty hour
fortnight wages
Housing allowance for monthly paid employees is calculated using their percentage value on the
wage scale as a percentage of the maximum existing housing allowance. Differences occur in
situations where prior rent allowances were frozen. In no case shall the housing allowance
exceed the maximum existing housing. Employee’s Occupying University Housing
The maximum housing allowance provided shall be deducted from the monthly compensation of
all persons provided with University housing. Where the house is occupied by two employees,
deductions will be made from the primary assignee.
Where a building has two separate dwellings, the employee who is the primary occupant of each
dwelling shall be responsible for payment.
Occupants of University housing shall be responsible for payment of utilities inclusive of
telephone/cable. Additionally 10% of the basic salary of the primary assignee shall be deducted
to cover the cost of maintenance, electricity, security and water. Advanced Homeowner’s Allowance
An employee in receipt of depreciation from the organization may receive depreciation
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allowance advance of up to two years on the following terms and conditions:
a) The depreciation allowance advance shall be interest free and shall be payable in monthly
installments for the corresponding period.
b) The benefit may be granted to an employee at the minimum interval of five years
calculated from the beginning of the last motor vehicle depreciation allowance advance
agreement
c) An employee receiving this advance shall sign a contract with the University agreeing to
refund any portion of the advance not yet paid back
d) Application for Advanced depreciation allowance should be made through the Human
Resource Department. Approval of the request is done at the Board level after voting at
President’s Cabinet and Administrative Council
e) Payment of advanced depreciation is contingent on the availability of funds.
Advanced Depreciation Allowance
(see employee handbook Caribbean Union Conference)
IN-SERVICE TRAINING
In-service training of employees is a function of each department. Department heads shall
personally supervise the in-service training of each employee. The nature and extent of such
training will depend on individual circumstances.
LIBRARY The library services at the University are available to all employees. Employees are asked to
observe all conditions for borrowing books and will be responsible for any library fines or
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charges.
PARKING The University may offer convenient parking to everyone who visits or works on its premises.
Employees shall park their vehicles only in the areas reserved for them. Ample parking space is
available on the University compound. Consequently, it is prohibited for non-authorized cars to
park in space reserved for authorized cars, or for any car to park in a "No Parking" area.
Offenders will find their cars towed or clamped. Parking is at the individual’s own risk.
FIRE/SAFETY/SECURITY Accident Report An accident report must be completed for all accidents/incidents that occur.
(a) In cases of accidents of a personal nature, reports must immediately be made to the
supervisor and the Health and Safety Coordinator. The prescribed accident form must be
completed immediately or where this is not possible, on the next working day.
(b) All employees involved in accidents must be seen by the medical doctor at the Wellness
Centre.
(c) A copy of all accident reports must be submitted to the Human Resource Department
within forty-eight hours of the accident.
(d) In the case of incidences including damage to or loss of personal property, a report must
immediately be made to the Security Department and the completed Security report
submitted to the Vice President Student Development who will forward a copy to the
Vice President, Human Resource within 48 hours of submission of the report.
(e) A copy of accident reports must also be filed in the employee’s department.
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Accidents and Industrial Injury
This University carries Workmen's Compensation Insurance, in conformity with national laws.
In the case of accident causing bodily injury, the employee should go, or be taken immediately to
the campus health department. In event of injury or accident while working, employees are
required to report immediately to their supervisors and follow the procedure for reporting
incidents, work-related accidents and industrial injuries. This must be done regardless of how
minor the injury. It is important that any injury be promptly reported.
In the event of an accident to a visitor or day student, notify administration immediately. If a
dormitory student is involved in an accident, notify the dean in charge of the residence. The
dean will arrange for necessary treatment and complete an accident report. Fire Prevention All employees are requested to be on the alert for fire and fire hazards. Employees should
immediately report to their supervisor/department head any potential fire hazard, such as
accumulation of combustible material, faulty electrical fixtures etc.
Fire procedures are posted in all working areas, and employees are expected to become familiar
with them. The disaster plan of the University is an integral part of our operations. In the event
of a disaster, employees are expected to carefully follow the procedure outlined in the disaster
manual. Lost and Found
From time to time, lost articles are found on the University premises. Such articles must be
turned over to the security office, from where they may be claimed upon adequate identification.
Notwithstanding, the University does not assume responsibility for articles lost on its premises. Personal Property
The University of the Southern Caribbean shall not be responsible for personal property brought
to or left on its premises. Employees are therefore advised to exercise due personal interest in the
security and protection of their personal property.
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Safety
The management of this University strives to maintain safe conditions for both students and
employees alike. It is the responsibility of all maintenance, cafeteria, chemistry, biology, home
economics lab assistants and janitorial workers to observe all safety precautions during the
normal course of the week; this includes use of personal protective equipment (PPE) All
employees should promptly report any unsafe hazardous conditions to their immediate
supervisor or department head, who should then file the appropriate work order or report the
matter to the Coordinator of Health and Safety.
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EMPLOYEE COMMUNICATIONS Bulletin Boards
Bulletin boards are located on selected spots on campus. Notices of events or changes which
affect the entire campus will be posted on each of these boards. Employees are responsible for
checking these boards for important notices and current events. Only notices approved in
advance by administration will be posted on these boards. Electronic Notices Electronic notices are sent to each employee’s USC email via the Communications Department. It is the
responsibility of each employee to ensure that his/her email is active and that he/she reads each electronic
notice that is sent and adheres to specific instructions that may be contained in the notices.
IDENTIFICATION CARDS
USC identification cards are intended to provide easy identification of those who wear them; all
employees are required to wear their identification cards while at work. The first copy of the
identification cards shall be supplied free of charge. Employees who lose their identification
cards shall be charged the cost of replacement.
INCOMING MAIL
All incoming mail is sorted, stamped (date received) and placed in the mailboxes at the business
office. The University will not be responsible for incoming personal mail opened in error. To
avoid undue embarrassment in this regard, employees are encouraged to use their home address
for personal mail.
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INFORMATION The Communications Department in the office of Marketing and Enrolment Management is
responsible for informing employees of changes and upcoming events that may affect the
individual, departments or the entire campus through USC email and update. News
From time to time, information on plans and important events will be published in the official
faculty and staff newsletter. Every employee will be responsible for securing a copy.
RADIOS/TAPE RECORDER/TELEVISION
Employees, who desire to have a radio, tape player, etc. in the working area, are asked to keep
the volume of the appliance(s) at a moderate level. However, the consent of your department
head is required before bringing appliances to the workplace. Televisions are not allowed for
personal use at the employee’s workstation.
SUGGESTIONS
The administration welcomes suggestions designed to improve the status of the University.
Employees who have suggestions for improvement may present them in writing to their
department heads and send a copy to the appropriate vice-president’s office, or to the Human
Resources Department, if applicable. Appropriate acknowledgment will be given for all
suggestions.
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FACULTY
SPECIFIC
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THE STUDENT HANDBOOK
For the information and guidance of all students, the University shall publish a student
handbook, which in addition to any other information contained therein as determined by the
President, shall include a section outlining in detail, the disciplinary policies, regulations, and/or
procedures governing student conducted and behavior at the University, which the Board may
modify or supplement as appropriate. Faculty members should be aware of the contents of this
book and hold students accountable for adhering to the policies stated in therein.
RANK (subject to review) Criteria for Assessing Merit of the Employee
All candidates for rank should demonstrate excellence in teaching, scholarship and service. The
excellence of a candidate’s performance will be assessed by the traditional criteria of teaching
effectiveness, research, scholarly and creative activity, and service of a professional nature. Clear
evidence of a candidate’s teaching effectiveness must be presented.
The University’s criteria related to the institution’s three traditional missions: teaching, research
and service. The relative importance given to these criteria may differ according to the discipline,
department, and assigned duties of individual’s candidates, as delineated on annual faculty
activity plans, reports and evaluations.
Criteria for Rank
Effective teaching is an essential qualification for rank and tenure. Neither of which will be
granted in the absence of a candidate’s teaching ability and potential for continued development.
Sources of information which validate a candidate’s teaching ability will include student
evaluation, peer evaluation, evaluation by the department chair, and “objective” self-assessment.
1) Effectiveness in teaching. This quality may be judged on the basis of such factors as
effectiveness in communication and advising with students, effectiveness in involving
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students in creative scholarly work, quality of intellectual stimulation, effectiveness and
consistency in evaluating students, and soundness of instructional programs.
2) Competence in scholarly discipline. This quality may be judged on the basis of such
factors as degree earned, professional authorship or productive research and the quality
of such work, clarity of verbal expression, active participation in professional
organizations and their meetings, recognition and honor.
Consideration will be given to the non-publishing candidate who demonstrates outstanding
teaching ability, marked by the same kind of creative effort that publishing scholars put into
research and publication; the performance must be truly distinguished.
Candidates for rank must present evidence of their research and scholarly activities. Such
evidence should cite books, journal articles, monographs, creative activity, performances,
professional award or exhibitions and must accompany the application for promotion or
tenure. Rank is awarded to those who demonstrate excellent teaching, outstanding research and
scholarship, and substantial additional service, each of which must be relevant to the goals and
needs of the University and department. The award is based upon the achievement of distinction
in an area of learning and the prediction of continued eminence throughout the individual’s
professional career.
Service is a term encompassing a faculty member’s activities in one of three areas: public
service, institutional service and professional service. The public service of the University is the
outreach to society at large, with major emphasis on the application of knowledge for the
solution of problems with which society is confronted. Institutional Service refers to work other
than teaching and research done at the department, division, or university level. Professional
Service refers to the work done for organizations related to one’s discipline or to the teaching
profession generally.
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1. Effective service as a faculty member. This quality may be judged on the basis of
such factors as committee work, student advising, and general departmental duties as
distinct from the organization of the professor’s own course.
2. Participation in the University community. This would be an evaluation of the
professor’s commitment to the University’s purposes, as demonstrated in daily
life, informal relationships with the faculty and students, and general involvement
in the continuing effort to improve the quality of University life. Service in the
context of the larger community would also be considered here, including
involvement in local, state, or national public affairs, the church, or private
philanthropy.
Promotion is not granted automatically for satisfactory performance during a given period of
time. Rather, it is granted to those who have demonstrated their potential for long-term
usefulness to the University. Each candidate must make a strong positive case. The question is
not whether there is a case against the candidate, but whether the case for the candidate is strong
enough to justify the granting of promotion. Criteria for Tenure (subject to review)
The criteria to be used when considering a faculty member for tenure is as follows, with the
headings being listed in order of importance:
1. Effectiveness in teaching
2. Competence in scholarship
3. Effective service as a faculty member
4. Participation in the University
5. Commitment to the philosophy and values of the institution Tenure review is based on teaching effectiveness, directly and indirectly demonstrated (including
character and personality, physical and emotional health, and skill in
communication), service rendered as an advisor (academic, organization or personal), and
administrative and faculty services (service on a committee, as a department chair or divisional
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chair). Tangible evidence, archival or artifacts must accompany standards claimed.
Requirements for tenure
Requirement at any rank, ordinarily include:
(1) Teaching ability rated by one’s students and peers as being of high quality, over a period
of several years;
(2) scholarly accomplishments consistent with the rank, and supportive evaluations of the
scholarship by authorities outside the University; and
(3) service (both inside and outside the University) commensurate with the rank.
Evidence of the likelihood of continuing performance at the same or higher level should
be perceived. It must be noted, however, that criteria and expectations vary among
schools and disciplines.
The granting of tenure is a specific act on the part of the University, not an automatic event
occurring after a stated period of service. It is a clear recognition that the candidate is a valued
and productive member of the faculty as indicated by teaching effectiveness, personal and
professional development, and university and community service. The faculty member’s
cumulative record must demonstrate that the candidate is capable of advancing to tenure. Institutional Considerations
The long-term staffing needs of the department/division and the University are taken into
account at each level in the review process when candidates are evaluated for tenure. Criteria to
be considered may include:
1. Enrollment patterns,
2. Programme changes,
3. Potential for staff additions,
4. Prospective retirements and resignations, and
5. Financial considerations.
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Procedures for Rank
Submission for rank must be executed by the faculty member before the 31st October in the
academic year that the application is tendered. The process should be completed and results
made public by February 15 of the same academic year.
It is the responsibility of the individual faculty member to monitor his/her progress and submit
the necessary application portfolio. Help may be sought from the department chair, but the chair
is not obligated to promote or encourage application.
In preparation for application in year four, the faculty member is responsible for keeping
necessary documents that will verify claims to be made in the application. For example, filing of
conference proceedings, articles, books, proposals, etc. should be kept in such a manner as to
facilitate reference in advancing one’s application. The recommended procedures are:
1.
(A) The candidate seeking advancement in rank prepares a portfolio to justify an
affirmative decision.
(B) The department in which a member is being considered for promotion
established a “Committee on Rank” (CR). In a small department the entire
membership constitutes the committee. In cases where there are less than three
members in a department, a member or members of a cognate discipline should
be added. Usually the Chair of the department is excluded from the initial
committee.
(C) The committee proceeds under criteria established by the institution; but
individual departments who responsibilities differ may modify some criteria to
meet their responsibilities. For example, the institution may set a minimum
standard, but the department may choose to transcend the minimum standard.
(D) The department chair or the combined committee of three will choose a chair for
the procedures. The CR Chair usually services a chair for the review.
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(E) The Committee forwards its recommendations for or against promotion to the
department chair; the candidate receives a copy. The candidate has the right to
respond. Such response must be written and be returned within seven (7)
working days of the candidate receiving the Committee’s report.
(F) When applicants are successful, the reports with supporting materials are then
forwarded to the Dean. The Dean then makes a decision on the submission and
advances a recommendation to the Vice President for Academic Administration
(VPAA), who presents the recommendation to the University-wide CR, without
comment.
(G) The UCR then makes a decision after reviewing the material and if the decision
is in the affirmative, submits the recommendation to the VPAA, who then
submits his/her recommendation to the President.
(H) If the recommendation is negative, and if the President agrees, the
employee is allowed to wait one year and then re-apply for ranking. If the
decision is affirmative and the President agrees, the faculty gets the promotion.
2. If the new employee comes from an institution of equal standing and has
attained the rank of associate or full professor, (e.g. having a record in publishing,
teaching, institutional and community service), he or she maintains the rank.
Regular Faculty Rank
The following academic ranks are conferred upon full-time members of the faculty, professional
librarian and information technology personnel: instructor, assistant professor, associate
professor, and professor. All contract faculty are designed “lecturers”. Criteria for Professional Experience in successful Teaching
1. Four years of professional experience is equivalent to one year of teaching at the tertiary level.
2. Three years of successful teaching at the primary level is equivalent to one year of teaching at
the tertiary level.
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3. Two years of successful teaching at the secondary level is equivalent to one year of teaching at
the tertiary level.
Instructor Eligibility:
- To qualify for this rank, a person must hold a master's degree or the equivalent with a minimum
of three years of successful teaching or other academic or practical experience. Teaching
experience below the University level may be taken in the consideration for the Instructor Rank. Length of Term:
- Promotion of an instructor will not be considered until the fourth year of service in this rank, and
only in exceptional cases, or until completion of a doctoral degree. Expectations:
- Instructors are expected to show evidence of promise and improving skills in teaching;
appropriate scholarly activity by attendance or scholarly meetings/workshops/in-service training
sessions; attendance and participation in research activities; community involvement; and
engagement in further study. After the first year of this rank, the faculty member may be assigned
a committee, advising, or other responsibilities as deemed appropriated by his/her chair, dean,
principal or Vice President for Academic Administration.
- Instructors should fulfill the requirements for promotion to the assistant professor rank, or
make substantial progress towards such promotion within the minimum years allowed in this
rank.
Assistant Professor Eligibility:
- To qualify for this rank, a faculty member must hold a doctor of philosophy degree or its
equivalent. Candidates who hold a master's degree or its equivalent and have either ten (10) years
of successful teaching or academic experience as an instructor or supervising instructor,
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additional graduate study or practical/clinical experience in their area of expertise may apply.
Teaching experience below the University level may be taken into account. Length of Term
- Promotion from assistant professor will not be considered until the fourth year of service in this
rank, or in three years, where there is evidence of exceptional productivity.
Appointment Period
- Faculty holding the rank of assistant professor qualify only for a two year appointment, unless
they are tenure track, in which case they may continue for up to five (5) years with appropriate
demonstrated process with annual reviews.
Expectations
- Assistant professors are expected to show scholarly activity by attendance and participation in
professional societies, participation in research, consulting, exhibitions and competitions,
or professional artistic performances; community involvement, efforts to improve
teaching, and engagement in further study. The faculty member must also fulfill his/her
committee, advising, and other responsibilities at the University. An assistant professor
should fulfill the requirements for promotion to the associate professor rank. Within the
minimum years allowed for this rank, the faculty make substantial progress towards such
promotion.
Associate Professor Eligibility:
- The doctor of philosophy or terminal degree is for this rank, together with at least for
years of successful teaching or other academic experience as an assistant professor and
evidence of continuing scholarship; OR in special cases, a master’s degree or for other
justified reasons. The holder of a master’s degree should manifest significant professional
attainment with ten (10) years of successful teaching and professional experience while at
the rank of assistant professor, along with evidence of continuing scholarship.
Note: The disciplines and special cases where a doctoral degree is not considered necessary will
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be designated by the dean of the school and the Vice President for Academic Administration upon
the recommendation of the department chair. Examples are artists, musicians and literary
personnel.
Length of Term
- Promotion form associate professor will not be considered until the fifth year of service
or later in this rank. Appointment Period
- Faculty who hold the rank of associate professor and who have not attained continuous
appointment status shall qualify for only two-year appointment.
Expectations - While an associate professor, the faculty member should be in the process of establishing a
reputation of significant accomplishment in teaching and scholarly endeavors.
- An associate professor who holds graduate faculty membership, but who does not progress in
scholarly activity may jeopardize promotion, may lose graduate faculty membership, or even
re-employment.
Professor Eligibility:
- To achieve the rank of professor, a faculty member must have at least four years of successful
teaching or other academic experience as an associate professor, and recognition from colleagues,
professionals in the field, and the University as regards the faculty member's dedication and
achievements in teaching, scholarly activity, service to the University and community, and
support of the ideals of the University and of higher education
Appointment Period
- A faculty member holding the rank of professor who has not attained the continuous
appointment status shall qualify for a two-year appointment. Expectations
- The rank of professor is not considered a final plateau. Indeed, the honor of this rank brings new
responsibilities as a senior faculty member, a mentor and role model for younger colleagues.
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There is an obligation to continue to pursuit of excellence in academic matters, to maintain a
portfolio of scholarship and professional experiences, and review this periodically with the
department chair and faculty dean.
A professor who holds graduate faculty membership but who does not progress in scholarly activity may
jeopardize graduate faculty membership, or (as a non-continuous faculty member) even re-employment.
Appointment of Department Chairpersons
Appointment of Department Chairpersons shall be on a rotation basis with each rotation having a duration of three years. Appointment shall be based on the following criteria:
• Proven Leadership and management competence
• Full alignment and commitment to SDA Christian Education and Philosophy
• High level of emotional Intelligence
• Post graduate degree within the area specific area (e.g. Music, History, Education etc)
• Excellence in teaching and scholarly work
A chairperson who has successfully completed one rotation period may be retained for another
rotational period.
Non-Continuous Appointment Faculty Ranks
Regular Ranks Faculty who are hired on the non-continuous appointment track, but who fulfill a full range of
academic role expectations normally found in a regular faculty position, will be appointed to a
regular rank such as instructor, assistant professor, or professor. Eligibility and length of term of
promotion will be the same as for the parallel ranks on the continuous appointment tract, but
continuous appointment status is unavailable. The evaluation for promotion in rank will be the
same system as for the faculty on continuous appointment. Lecturer
This rank is assigned to teaching faculty hired in the non-continuous appointment track category – those
who fill only a limited range of expectations. Lecturers are hired on renewable annual contracts for
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positions with specific role expectations outlined in the annual hire letter. They are not eligible for
promotion or expected to meet the research, service, committee, and advisement expectations, which
continuous track faculty, must meet, unless such expectations are a part of the annual hiring contract. To
be considered for promotion in a regular rank, the lecture must first be appointed to a regular rank
position.
Temporary Faculty Rank
Temporary ranks are assigned to part-time or full-time faculty for a specific but relatively short
period of time, or until the completion of a certain academic or research task. Temporary ranks
are not assigned to continuous appointment track positions.
Such temporary ranks play an important role in the life of a university by infusing fresh
academic talent to the university, while giving qualified individual’s recognition for their
scholarship and potential.
Temporary ranks are assigned by the Administrative Council on the recommendation of the
VPAA after consultation with the Faculty Dean, and the Department Chair of the relevant
school. A faculty member holding a temporary rank enjoys the same privileges as a faculty
member holding a regular rank. Visiting Professor
This rank is for a full-time position, usually lasting no more than two years, offered to one who
holds similar academic rank elsewhere, and is invited to USC because of distinction in the
profession – research, publishing, etc. Senior
This rank is assigned to a post-doctoral researcher affiliated with the University to fulfill a research
assignment. The person must have sufficient experience for assuming the role of principal investigator if
necessary, usually will have a doctoral degree.
Research Associate
This rank is given to a full-time person engaged in planning, implementation and supervision of
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independent research as an associate to one or more University of the Southern Caribbean faculty
members for the duration of the project. A terminal degree in this field is usually expected. This position
could also be filled by a Post-Doctoral Fellow. The title Emeritus is conferred by the Board on
recommendation by the President on people who have accomplished significantly in their field and whose
achievement have recognized.
Retired faculty members with 20 or more years of outstanding teaching experience in the professional
ranks may be given the rank of "Professor Emeritus: or Associate Professor Emeritus." All other retired
teachers who continue to teach on a part-time or temporary basis retain the rank held at the time of
retirement.
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RECRUITMENT OF ADJUNCT/PART TIME FACULTY
The University has a need for part time faculty for some undergraduate programs and at the
graduate level to teach specific courses/modules. The Deans and Chairpersons of Academic
Departments as well as the Coordinators of Satellite Sites and extension campuses share this
responsibility by making any available to the VPHR any relevant information they may possess
concerning available candidates.
The selection of a candidate to be on the faculty or staff shall be based upon the candidate’s educational
qualification, character and personality. The following approaches are used for adjunct/part time faculty
recruitment: Part-time faculty members should only be employed when all full time faculty members have been
assigned a full load.
There are several courses at the undergraduate level that are separated in parts due to the large number of
students taking the course. Each part of the course must have the maximum recommended number of
students and at no time should the number of students in such class be reduced to facilitate creation of
another section of the same course unless justifiable. Such justification should be acknowledged by the
Vice President of Academic Administration.
Targeted Recruitment
Where persons with the known knowledge, skills, ability and specific competences are invited to apply.
Applications should normally be sent to the Vice President of Human Resources. Where Dean, Chairs and
Faculty members receive applications, these should be forwarded to the VP Academic Administration and
the VP Human Resource with the recommendation.
Pool System
The School/Department may have a list of persons who would have been engaged on a part time basis in
previous years and who have performed creditably at all levels. A pool of such persons can be created and
part-time faculty selected from the pool to teach specific courses.
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HR Database of Applicants
The Human Resource Department consistently receives unsolicited applications for various positions. A
data base of applicants is created and Deans/Chairs or heads of teaching departments can seek to obtain
part time faculty from this database.
Staff with Requisite Competences
The University has in its employ several staff members and administrative personnel with core
competences and expertise that qualifies them to teach specific courses and or modules. Deans and
Chairpersons who are interested in using such staff members must first speak to the Vice President of the
employee’s and the immediate supervisor of the staff prior to assigning the staff member teaching duties.
A written approval must be obtained from the Vice President/Supervisor and the teaching assignment
should in no way prevent the employee from performing his or her substantive duties.
Assessment of Part-time Faculty
In addition to resumes, all persons being considered for part-time/adjunct faculty employment must
submit original academic credentials including inclusive of credentials (original certificates and
transcripts). The authenticity of these documents should be verified in the Human Resource Department.
The candidate should be assessed to determine competence in teaching the subject area. Employment of Part-time Faculty
When the candidate's name has been favorably acted upon by the VPHR in consultation with the Dean of
the relevant School and the Vice President of Academic, he/she shall be provided with a written fixed
term contract detailing the course to be taught and the conditions of employment.
Part time faculty, whether at the graduate or undergraduate level should not be retained without the
knowledge of the Vice President Academic Administration and the VPHR
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Remuneration of Part time Faculty
The qualification of the faculty member, size of the class, and credit hour of the course in
addition to the established credit hour rates shall be used in determining the remuneration of
faculty members. Remuneration is calculated in the HR Department and Chairs and Deans
should discuss part time faculty remuneration with the HR Department personnel prior to
providing information to the faculty. Where class size is below the minimum established number
of students for a full class, payment will be prorated. The remuneration of part-time faculty members shall be in two equal installments; mid-semester
and end of semester. End of semester pay shall be made when all grades are submitted. The
remuneration of part time faculty shall be calculated using the following criteria:
• Academic qualifications and experience of part-time faculty
• Credit hour of courses being taught
• Class size (class size below the established minimum number shall be paid at a
percentage value using the minimum class size as the base). Where an independent study
is done, the faculty member shall be paid 50% of the class income.
• The existing pay scale for specific level of part time faculty (Bachelors, Masters or
Doctoral degree)
TEACHING LOAD
The normal load for a classroom teacher is 9 – 12 credits per semester or 35 credits per year.
Recommended distribution of credit hours are 85% teaching, (30 credits annually), 10% service and 5%
research. Chairpersons, Extension Campus Directors, Assistant Directors and Coordinators are expected
to carry 6 credits per-semester or 15 – 18 semester credits per years.
Deans are expected to carry 3 credits per semester or 6 credits per school year. The lower number of credits is contingent on the individual’s engagement in research or other
scholarly activities sanctioned by the University.
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Extra Credits-Payment
Faculty members may at times engage in teaching at other locations (sites) or in other schools of the
University. Faculty members who teach in excess of their annual load shall receive payments for these
credit hours after it is verified that they have been assigned their full teaching load for the school year. As
such, extra credits are usually calculated at the end of the school year or the start of the summer semester.
Consequently faculty members will not receive payment at mid and end of semester while teaching in
areas outside of their assigned base.
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ACADEMIC FREEDOM
Academic freedom in a university maintained by the Seventh-day Adventist Church is defined as
the right or responsibilities of self-disciplined scholars to investigate, instructs, and publishes
within the area of their academic competencies and faculty appointments, or within any
discipline or area the scholars’ interest may lead. In proper exercise of this right, the
administration undertakes to protect its academics from pressure, which would hinder this
pursuit of knowledge and its dissemination.
In recognition of the fact that freedoms are not absolute, but that they imply commensurate
responsibility, Seventh-day Adventists understand that within the Church’s educational system,
academic freedom must be balanced by proper academic responsibility. Two areas of concerns
are identified:
1) the freedom of the Adventist educational institution to maintain its distinctive character,
preserving and overseeing the exploration and dissemination of truth within the
framework of Adventist understanding, and
2) the freedom of the teacher to explain his or her discipline and to engage in the pursuit of
new insights and understanding of the truth.
Teachers are entitled to full freedom to pursue study and research germane to their interest and
academic appointments, subject to the adequate performance of their total responsibilities in the
faculty, as agreed upon between them and the administration.
Teachers are entitled to freedom in the classroom in discussing the subjects they have agreed to
teach; and in so doing, they undertake to demonstrate to colleagues and students, in addition to
the qualities normally expected of the professional teacher – scholar, a positive endorsement of
the particular character and aims of the institution which provides their credentials, a concern for
the spiritual as well as the intellectual needs of the students they are privileged to instruct.
The teacher may expound philosophies and viewpoints, which are at variance with Adventist
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perspectives, but he/she is not free to make the classroom a political forum or a place to promote
political activism. All faculty members whether part time or fulltime who are employed to the
University of the Southern Caribbean have the moral right and professional duty to teach their
discipline in harmony with the fundamental teachings of the Bible and Spirit of Prophecy, as
officially set forth by the Seventh-day Adventist Church, so as to give firm support to the school
and church organization which they serve. The teacher’s fist duty, however, is to God and
conscience in the scholarly pursuit of truth. When faculty members speak or act as private citizens, they are free from institutional restraints.
Since they cannot free themselves from consequential influence, they will exercise the restraints
and self-discipline which society expects from persons in this profession, and they will make
every reasonable effort to indicate that they speak as individuals and not for the University.
Teachers in Adventist institutions are free to undertake research to publish results. They shall
pursue research with proper respect for public safety and decency, and with due regard to the
adequate performance of all academic duties and institutional obligations. When research
activities make time demands, which impinge upon other responsibilities, or when they (or
publication of outcome) are done for pecuniary return, specific prior arrangements must be made
with the instructional authorities
The Seventh-day Adventist Church recognizes that discovery of facets of truth is an ongoing
process. The church, therefore, encourages competent research. Inasmuch as the continuing quest
of dedicated scholarship contributes to doctrinal strength and purity, thereby increasing man’s
understanding of the ways of God, institutional leaders and boards are expected to foster
appropriate and responsible inquiry, even of long-held viewpoints within the Church, not only
for the sake of the teacher involved, but also for the cause of truth and the welfare of the Church.
All teachers accept responsibility for becoming informed of their obligations as guardians of the
distinctive character of the University. Their acceptance of an appointment indicates that they
personally subscribe to its philosophy and objectives as officially stated by the institution.
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Teachers may in a constructive manner review their school, supporting church, and its work, but
they are not free to incite disloyalty to their employing institution, its supporting Church and
leadership, or to deny the beliefs of the Seventh-day Adventist Church. Inasmuch as teachers of
the Bible and religion, or theology are almost invariable licensed or ordained ministers of the
Seventh-day Adventist Church, they teach as well as the church in general. They are to engage
actively in the teaching of the Seventh-day Adventist beliefs. Those who do not subscribe to the philosophy and objectives of the University should refuse to
accept appointments. Those, who are employed and find themselves out of harmony with the
philosophy and objectives of the University, are morally obligated to withdraw from the
employment of the University. To remove a teacher who is hostile toward the basic principles of a church institution is not so
much an infringement of his freedom as it is a protection of the integrity of the institution. There
are corporate institutional rights, as well as individual freedoms and academic freedom; but that
does not include the license for a teacher or teachers to destroy the platform on which they and
their colleagues stand. It, should, however, defend the scholar’s right to pursue and publish truth
as he/she see it, and as conscience dictates it, under God.
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SERVICE OUTSIDE THE UNIVERSITY If a teacher desires to work for another entity or his/her temporary or part-time service is desired
by an institution outside the University, dialogue should be had, so that both entities would know
the working conditions, and approval must be obtained from the President. Such request must be
submitted through the Chair, Faculty Dean and VPAA. All such work outside of the University must
in no way affect the worker’s performance of his duties to USC.
TOUR COURSES All requests for tour courses as voted by the department shall be filed with VPAA at least twelve
months in advance. Credits for tour courses may not be assumed or announced until the
Curriculum had voted the course and the tour have been approved by the Administrative
Council. In general, consideration may be given to a few applicants who may wish to participat
e in the tour without credit, at the instructor's discretion, and who shall pay audit tuition.
The President’s Cabinet and Administrative Council shall approve the number of faculty
participants who may be assigned to the tour and their financial arrangements. Students wishing
to receive credit for a tour must apply to be admitted, and register before departing on such a
tour.
TEACHER'S ABSENCES A teacher may be absent a maximum of three (3) teaching days for the semester for the purpose
of attending professional meetings, speaking engagements, and representing the University at
various occasions. The teacher must make appropriate arrangements to ensure that this is not
lost instructional time for the students.
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SABBATICAL LEAVE Preamble
In an attempt to stimulate research on the Campus and to provide opportunities for scholarly
activities and academic development, Sabbatical leave is provided for faculty and administrators
of this university.
This proposed policy outlines the definition and purpose of sabbaticals, eligibility, length and
frequency, acceptable sabbatical activities, application, recommendation and approval process,
timing of sabbaticals, deferral, remuneration and conditions, obligations and restrictions.
Definition and Purpose
Sabbatical leave is provided to faculty and academic administrators to inspire and motivate them
to pursue scholastic excellence and academic achievement in their specific area of work/study. It
is intended to encourage them to engage in scholarly activities for professional growth and
intellectual development while contributing to organizational development. It provides the space
for them to pursue writing, research publication, postdoctoral studies, fellowships, enhance the
research profile, advance scholarly activity and other related activities which contribute to
knowledge creation, production and advancement. Eligibility/Criteria
a) The faculty/academic administrator must have successfully completed at least five (5)
years of continuous service with the University prior to submitting an application.
Sabbatical shall be provided in the year following the application.
b) The period of sabbatical leave must have as its objective a clear outcome in furtherance
of the individual's research or teaching
c) In order to be eligible for a subsequent sabbatical, a faculty member must file a report on
sabbatical activity (described below), must demonstrate that he/she has substantially met
the academic goals stated in the previous sabbatical plan (if any), and must serve the
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university for six more years. Any previous sabbatical leave should have resulted in an
appropriate outcome
d) The applicant must propose reasonable arrangements in relation to cover for teaching and
administrative duties including interdisciplinary obligations.
e) Adequate arrangements must be made for the supervision of graduate students or
provision of a specialized course.
The must be full time and must have served this university for at least five completed years of
continuous service to be eligible to apply and the sabbatical will be taken in the seventh year.
Members are eligible from the level of Instructor to Professor, but must have at least a Masters’
Degree to apply for sabbatical. Length and Frequency
Sabbatical shall be for no more than twelve continuous months and shall be accessible at the end
of each six year term of continuous work. Time off for study leave or advanced studies will not
be counted towards eligibility for sabbatical leave. Sabbatical leave is not cumulative and cannot
be converted into vacation or other leave. Service Credit
When Sabbatical is provided without loss in income, service credit will be granted up to a
maximum of one year or the actual time taken for the Sabbatical, whichever is less.
Acceptable Activities
Applications for sabbatical leave will be considered on the basis of the member’s involvement in
scholarly activities. These include writing, research, visiting scholar programmes and visiting
professor programmes at other universities, collaborative research activities, the development of
higher education courses/programmes, internships, study abroad programmes, attachment to
Centres for advanced studies or other academic activities. Application Process
The employee is required to complete an application form and submit with a Proposal outlining
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the purpose and nature of the research or other intellectual activity, to the Dean of the School.
The proposal must identify where the leave will be spent and should also establish the relevance
of the intended programme or research to the applicant’s programme, department or office.
Specifically, the plan must:
(1) describe the project's academic objectives, including its contribution to the faculty
member's professional growth and expertise;
(2) provide a clear work plan, including all anticipated professional activities;
(3) demonstrate the benefit of the proposal's objectives to the academic, clinical, and/or
pedagogical goals of the department;
(4) specify its contribution to enhancing the university's reputation; and
(5) describe its contribution to the educational experience of the students.
Each plan must be approved by the department chair, unit head, or an appropriate
departmental/unit committee, by the dean of the school, and by the Academic Vice President
If a faculty member on sabbatical assignment finds it necessary or desirable to alter substantially
the work plan or academic objectives of the sabbatical project, he/she must inform the
department Chair or Dean (as determined by University policy) in writing as soon as possible of
the reasons for the proposed change and secure the department Chair's or Dean's written approval
for the revised plan. Any change in the time frame of the sabbatical must be sent to the Dean and
Academic Vice President for approval.
Recommendation and Approval
The application for faculty must be recommended by the Chair and the Dean before sending off
to the Vice President for Academic Administration for approval. The Chair and Dean must
indicate the plans for the coverage of the members’ responsibilities during the period. The
application for administrators must be sent to the President for approval.
Information on the approved faculty members or administrator must be submitted to the Human
Resource Department and must include duration of Sabbatical (start date and end dates),
arrangements for coverage of the faculty’s workload, and approved payments.
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Professors supervising graduate students must make arrangements to continue thesis/project
advisement during the period of sabbatical so that the students’ programme is not compromised. Timing of Sabbaticals
Sabbaticals must be scheduled when it is least disruptive to the programmes offered within a
department. Therefore consideration must be given to budgetary constraints, satisfactory staffing
arrangements, teaching loads, and other provisions which must be put in place to allow the
faculty or administrator to be granted sabbatical leave.
University Duties while on Sabbatical
Normally, the university does not hire its faculty who are on sabbatical to teach courses. Any
requested exceptions to this provision or other requirements of this policy will be subject to
review and approval by the Academic Vice President. Deferral
When faculty or administrators have met the criteria for eligibility but approval is not granted
because of staff or budgetary constraints, then the leave can be deferred. The period of deferral
should not be more than two years of the time of application and the time for the next sabbatical
leave shall be computed from the time they became eligible for leave and not the time of the
deferred leave.
Irrespective of the two years of deferral, the next available opportunity should be given to the
employee to do research.
Persons who are conducting research with an institution when their sabbatical is not due may
make a submission to have their Sabbatical coincide with the institutions research time. The
needs of The University will however take precedence in considering this submission.
Multiple Sabbaticals in One Department
In the event that two or more members of a department simultaneously become eligible for
sabbatical assignments and it becomes necessary to limit the number of sabbaticals in the
department, the selection will be based upon the quality of the sabbatical plan, its immediate
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relevance to departmental goals, and the length of time since the last sabbatical. Departments
may add additional criteria at their discretion. The Academic Vice President will have the power
to resolve special problems of eligibility.
Remuneration and Conditions
Remuneration for the sabbatical assignment will be as follows: either full salary for a period up
to six months or half salary for sabbaticals from 6 to 12 months. The faculty/administrator is
encouraged to apply for grant funding from other organizations/institutions to facilitate research,
travel expenses and other academic activities. However, members should not seek additional
salaried employment with another organization during sabbatical. Obligations
Members who are granted sabbatical leave are obligated by contract to return to the university to
serve for at least three years after the sabbatical. In instances where there is a breach of contract
of the sabbatical, members must repay the university all the funds, including salaries, expended
during the sabbatical.
In case the faculty member is responsible for terminating his/her connection with the university
by either not returning from sabbatical or terminating his/her employment within the period of
one year after the end of the sabbatical, the individual shall refund the university the amount of
the university sabbatical salary support on a pro-rated basis, except in circumstances, such as
permanent disability or death, wherein neither the individual nor the heirs shall be obligated to
refund any part of the amount paid while the faculty member was on sabbatical.
By the end of a period of sabbatical leave academic personnel are expected to produce tangible
outcomes in furtherance of their research or approved Sabbatical activities. A formal report
confirming what has been achieved during each period of sabbatical leave must be submitted to
the Dean, the Vice President for Academic Administration and the President within two months
of return.
Restrictions
Members who have indicated their intention to resign or retire or have formally tendered their
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resignation will not be considered for sabbatical leave. If a person retires while on contract, all
expenses incurred by the university should be repaid minus entitlements for retirement.
TEACHER'S PROFESSIONAL EXPENSES Full-time faculty members are eligible on a yearly basis to receive costs of membership fees in a
professional organization in their fields of expertise and a subscription to the professional journal, if the
subscription is not included in the membership fees.
REGISTRATION LOADS Advisors have the duty to ensure that students are given course loads appropriate to their
academic and financial position. Policies governing study, labor and grade point average must be
considered.
COURSE MEMBERSHIP A student is not a member of any course or class until the teacher has received the class permit or
class list from the Registrar and the student remains a member until the Registrar receives the
Application for Change in Registration form or a grade is reported, except as provided elsewhere
in this Handbook (e.g. Suspension of Student from Class).
CHANGE OF STUDY PROGRAMME
A student who wishes to change any course or class in the study programme shall first obtain
approval for from the advisor. Before the change is recorded by the Registrar, the student shall
consult with both teachers concerned. If the advisor declines to give approval, the student may
appeal to the Faculty, Dean for final decision.
STUDENT ADVISORS
Each Student shall have an advisor assigned by the Faculty Dean. When a student has selected
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his/her curriculum, as a general rule, his/her advisor shall be the chairperson of the appropriate
department, or his representative, or the curriculum coordinator. The number of students shall be
assigned to a teacher / advisor shall be decided by the Dean in consultation with the teacher and
the Department Chairperson after the teacher’s instructional, research, committee, sponsors and
other loads have been determined. The number of students that shall be assigned to a teacher/advisor shall be decided by the Dean
in consultation with the teacher and the Department Chairperson after the teacher’s instructional,
research committee, sponsors and other loads have been determined. The advisor shall in all
cases be consulted before the student is subjected to major discipline. The advisor shall in all
cases be consulted before the student is subjected to major discipline. The advisor shall in all
cases be consulted before the student the student is subjected to major discipline or his
registration is changed. On the request of either the teacher or the student, for some other reason,
the Dean may change the student’s advisor.
REGISTRATION: HELP FOR STUDENT In selecting courses, the students shall have the benefit of the counsel and participation of at least
the following representative of the University:
(1) the student's adviser
(2) Academic Adviser
(3) the Registrar
(4) the Faculty Dean or designee
CANDIDACY FOR DEGREES, GRADUATION After the consultation with Department Chairperson and the Registrar, the VPAA decides
whether a student who applies for a degree or diploma, has met the requirements for candidacy.
The VP shall present the list of acceptable candidates to the faculty for approval at least four (4)
months before graduation. The approved candidates shall join the graduating class. Students
should be informed in writing of their academic status the December before Graduation. Only
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students who have successfully completed their course of study and in the case of graduate
students, successfully defended their thesis, should be approved for graduation and presented at
the graduation exercise.
GRADING The authority to determine grades rests with the teacher of the course, but the Chairperson of the
department and the Faculty Dean may counsel the teacher regarding grading. Grading System, Incomplete
A report of “Incomplete” in a course may be made by the teacher at the end of a quarter, upon
the written request of the student before the final class. If the student is sick or other-wise
unavoidable absent during the last week of the semester, the teacher may report an “Incomplete”
without written request.
An “Incomplete” that has been removed by the end of the time will automatically turn into a
grade of “F” for the course, unless the Faculty Dean, upon written request, should determine that
one further extension of up to four months may be granted. The number of credits in the course
for which an “incomplete” has been reported shall be counted when the student’s proper class
loaded and workload are computed at the time of the following registration.
Reporting, Revision of Grades
Grades are due in the Registrar’s Office one week after the close of the regular scheduled examination
period at the end of each term. For students who are graduating, grades must be turned in within five day
after the examination period.
Grades are reported on forms provided by the Registrar and at times reviewed by the department. In cases
in which the teacher has made a mistake, he/she shall use the Change of Grade Form.
Student Attendance
Regular attendance at all classes, laboratories, and other academic appointments are required of
each student. The University’s receipt of GATE payment is contingent in part verification that
students have attended classes. Faculty members are therefore required to ensure that an
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attendance registrar is completed for all classes and that this register is submitted to the
Administrative Assistant in the relative School/Department.
CLASSROOM DISCIPLINE Maintenance of classroom discipline shall be the responsibility of the teacher. Problems of
discipline, which are particularly serious or involve an area wider than the classroom, shall be
referred to the VPSDS.
TEACHER'S OFFICE, EQUIPMENT
The office and laboratory space available to the faculty shall be allocated after consultation
among the VPAA, Faculty Dean, Teacher and the Department Chairperson. Requests for office
and laboratory or similar equipment shall be presented to the Faculty Dean through the
Department Chairperson.
TEACHER'S OFFICE HOURS
Students have the right to individual consultations with their teachers. For this purpose, the
teacher shall maintain regular office hours during the semester. These office hours shall be
posted outside the teachers’ doors and shall otherwise be publicly known. Each faculty member
shall assign ten hours per week for student consultation.
PUBLIC APPEARANCE OF STUDENTS, FIELD TRIPS etc.
Public appearance in churches is supervised by the student’s department, and must be cleated
through the head of the department and approved by the VPSDS.
Public appearance of music groups or musical items in church workshop or in any type of
programme, must have the approval of the Head of the Music Department and the VPSDS.
The VPAA and the President must approve all field trips. Public appearance of groups other than
those specified must be cleared through the office of the VPSDS and the President.
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DELINQUENCIES Delinquencies may be classified under two categories: First, those created by a violation of the
social code of the University; second, those of a scholastic nature.
(A) Social Delinquency: All employees of the University bear the responsibility for
upholding the social code as embodied in the Student Handbook and standards adopted
by the faculty. They should accept the responsibility of speaking personally to student
who may disregard the accepted standard.
It is left to the judgment of each teacher, after the personal conference with the
delinquent student, whether to make a delinquency report. Delinquency reports should
be sent to the Dean of Men or the Dean of Women, who will deal with the report. In the
case of non-resident students, delinquency reports are made to the VPSDS.
(B) Scholastic Delinquency; Students whose scholarships is jeopardized by absences,
whether few or many, will be referred to the VPAA’s office as delinquent. However,
any student doing work of a “D” or “F” level should be reported to the VP’s office as
delinquent, whatever the reason for the poor scholarship.
SUSPENSION OF STUDENTS FROM CLASS
Should there be serious or repeated disorderliness by student, he/she may be suspended from the
class by the teacher, who shall make a report to the Department Chair. The Department Chair
will inform the student’s Advisor. The VPSDS may, upon recommendation of the teacher,
disallow the student from continuing classes. The student may appeal to the University
Disciplinary Committee.
DISHONESTY IN EXAMINATIONS AND TERM PAPERS ETC.
Academic Integrity. The University of the Southern Caribbean expects that student will
demonstrate the ability to think clearly for themselves and exhibit personal and moral integrity in
every sphere of life. Thus, the students are expected to display honesty in all academic matters.
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Academic dishonesty includes (but is not limited to) the following acts:
1. Falsifying official documents;
2. Plagiarizing, which includes copying others published work and/or failing to give credit
properly to other authors and creators;
3. Using media from any source or medium, including the internet (e.g visual, print images,
music) with the intent to mislead, deceive or defraud.
4. Presenting another’s work as one’s own (e.g.. homework, assignments);
5. Using materials during a quiz or examination other than those specifically allowed
by the teacher;
6. Stealing, accepting, or studying from stolen quizzes or examination materials;
7. Copying from another student during a regular or take-‐home test or quiz;
8. Assisting another in acts of academic dishonesty (e.g. falsifying attendance records,
providing unauthorized course materials).
Institutional policy on academic dishonest includes incremental discipline for multiple offenses
and severe penalties for some offenses. Consequences may include denial or admission,
revocation of admission, warning from a teacher with or without formal documents, warning
from the Chair or Faculty Dean with formal documentation, receipt of a reduced or failing grade
with or without notification of the reason on the transcript, suspension or dismissal from the
course, suspension or dismissal from the program, expulsion from the University, or degree
cancellation. Departments and faculty members may publish additional, perhaps more stringent,
penalties for academic dishonest in specific programs or courses.
PREREQUISITES
In most curricula, there will certain prerequisite requirements. Requests to modify or waive these
requirements are placed with the head of the department, who makes his/her recommendation to the
Faculty Dean. Any such waiver must be well documented and defensible as a precedent.
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EXAMINATION
Examinations and tests are given at the discretion of the teacher. The Examination Council
schedules all final semester examinations. Each of the three semesters’ grade is of equal value,
forms part of a student’s permanent records and affects their grade point average. In course that
there is no final examination, the professor must submit a system of measure before the course
begins.
EQUIPMENT USE POLICY
The audio-visual equipment owned by the University, may be reserved by employees, from the
respective faculties/departments offices, subject to availability, for use at the University-
sponsored activities, provided that proper check-out procedures have been followed.
The University reserves the right to deny use of the equipment if deemed not to be in the interest
of the University. Equipment must be checked-out off campus overnight and over weekends for
instructional preparation or presentation.
The person making the request must pick up, sign for and return the equipment to the relevant
department.
Faculty members, who use office equipment such as laptops or projectors in their teaching, retain
full responsibility that these items are returned to the office from which they were borrowed.
There shall be an equipment register in which the faculty member shall sign in and sign out the
specific equipment. Faculty members will be held responsible for non-return of equipment.
STUDENTS WITH DISABILITIES
University of the Southern Caribbean will in its attempt to cater to all classes of people plan to
accommodate students with disabilities.
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GRANTS
Professional Grants and Research and Project Grants: The University has made available,
funds to encourage faculty members to undertake a variety of research projects. The University
funding is seen primarily as “seed money” to initiate research interests and sustain activity at
early stages of study. Many projects will then be best supported by outside granting agencies,
and a faculty member is encouraged to pursue outside funding as well as local funding.
Proposals for the research fund should be sent to the faculty dean via the department chair.
Guidelines for the preparation of proposals can be obtained from the dean’s office.
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STAFF
SPECIFIC
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PROBATIONARY PERIOD (FULL-‐TIME/PERMANENT EMPLOYEES)
Before final confirmation in a position, each new employee shall be required to satisfy a period of
probation lasting six (6) months from the initial date of appointment. During this time the employee shall
be observed and evaluated to determine acceptability for the position. Notwithstanding anything else
written in this manual, department heads must do everything reasonable and proper to assist probationary
employees in the successful completion of their probation. Likewise, employees must show the level of
performance expected of them throughout their tenure of employment.
CONTRACT OF EMPLOYMENT
The contract of employment is governed by the policies of the organization and the law of the land.
Contracts may either be probationary (initial six months of employment with a view to longer service
based on satisfactory performance), short term- where a clear vacancy does not exists and/or the service
of the employee in any given contract period is required for less than six months; part time, where the
service of the employee is needed for less than forty (40) hours per week.
All contracts of employment are prepared by the Human Resources Department. Whereas employees will
receive an offer letter prior to the commencement of work, written contracts will be available within one
months of commencing service.
In addition to the detailed terms and conditions of service, contracts contains fixed employment dates,
consequently, unless duly authorized in writing, the employee should not work beyond the stated date.
DAILY SCHEDULE
Starting and Quitting Time
Because the philosophy of the University of the Southern Caribbean strongly supports the "God first in
everything” ideal, all office staff, including student workers, are granted the benefit of receiving salary
and wages for time spent in the daily morning worship and week of prayer sessions. In order to benefit
from this privilege, all workers are required to report for duty on time at their respective assigned areas
for worship.
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Daily worship is an integral part of the regular activities of Seventh-day Adventists. In pursuance of these
principles, this University follows the practice of beginning the day with a period of morning worship.
For the convenience of employees, two (2) services are conducted - one at 7:15 a.m. and the other 8:00
a.m.
Employees are assigned the responsibility for the worship sessions from time to time, and a roster of
speakers is published for each semester of the school year. Every Wednesday morning there is a joint
worship session for all staff employees. It is intended to be a time of togetherness and fellowship.
A staff worker desirous of leaving work before the regular work-time shall seek and obtain the approval
of the department head/supervisor before leaving the work place.
All full-time employees are expected to work a minimum of forty (40) hours per workweek. For most staff members, work begin at 8:00 a.m. and ends at 5:00 p.m. from Monday through Thursday.
On Fridays work ends at 12:00 noon. A shift system however operates in some areas to facilitate meeting
the needs of the evening students.
Hourly paid workers in certain departments begin at 7:00/7:15 a.m. and end at 5:00/5:15 p.m. Time Card/Attendance Register
Effective management of time is indispensable to the efficient conduct of any operation. In this
regard, the time card system is considered to be one of the best organizational devices for the
effective management and control of time. For this reason, an official attendance register shall
be established in each department and with the exception of fortnightly personnel, shall be used
to substantiate request for compensatory leave. Timecard or an attendance register shall be issued to fortnightly employees. Authorized entries
appearing on the time cards shall form the basis for salary computation for the worker. Towards
this end, the following regulations shall apply:
1. All fortnight workers shall clock in their card or sign in the Attendance Register at the
start of duty, and clock out or sign out again at the end of every day of duty.
2. No employee may clock in or out, or sign in or out for another employee except by
special authorization of the department head(s) involved.
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3. An employee who fails to clock in or out, or sign in or out must have the relevant time
written and initialed by the employee’s immediate supervisor.
4. Employees who for reasons authorized by their department heads wish to leave work
before the regular closing time (e.g., casual or funeral leave) must secure the initials of
their department head after clocking out or signing out.
5. In case of illness giving rise to sick leave, the department head must write in the word
"sick" in the space reserved for clocking in or out, respectively.
6. Department heads will verify the hours worked at the end of each pay period. An employee is not permitted to clock in/out or sign in/out the Attendance Register for another
person.
SHORT TERM EMPLOYMENT
Short term employment for a period of one to six months is used to fill positions where a clear
vacancy does not exists. The need may have arisen due to an employee proceeding on approved
leave, sudden resignations, the need to complete critical projects, or increase staffing needs at
peak time for areas dealing with registration and recruitment.
The needs of the area, the competences of the candidate, the alignment with SDA philosophy and
beliefs and the ability to legally work within Trinidad and Tobago are to be considered in making
short term employments.
Appointments are made through the Human Resource Department based on collaboration with
the Vice President for the Division and Head of Department/Supervisor of the position.
PROMOTION AND TRANSFER As part of our talent management strategy for staff development and progress, the administration
first looks within its own staff in order to find suitable personnel for filling vacancies. Insofar as
it is practical and efficient, this may be done either by promotion, or reassignment.
Notwithstanding, every position will be posted inside and/or outside the institution unless
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compelling reasons prohibit same. Promotion
Promotion from one position to another is based on qualification, experience, ability, and
citizenship. Employees, who show superior qualities in the grasp of their present duties,
consistently perform above average, and demonstrate an ability to perform at a higher level may
be entitled to promotion to a higher position when a suitable vacancy arises. Before a promotion
may be effected, department heads, in consultation with the Human Resources Director, must be
careful to make sure that the employee concerned has demonstrated the necessary skills.
Employees who have been promoted to a higher position shall be subject to the regular
probationary period with all attached benefits made effective from the date of promotion.
Promoted employees who fail to achieve the desired performance may be returned to their
original or any other suitable position. Transfer (Interdepartmental)
Transfer differs from promotion, in that the employee usually requests transfers, whereas
promotions or reassignments are initiated by the administration. Where a transfer is desired, the
following procedure shall be followed:
1. The employee forwards a letter requesting transfer with supportive documentation to the
Vice President Human Resources with a copy to immediate supervisor.
2. The VP human Resource holds a conference with the employee
3. Vice President The Human Resources dialogs with Department Heads
4. The Vice President Human Resources and Department Head will conduct a short
interview with the employee
5. If the transfer is deemed appropriate, the employee is then recommended to the
President’s Cabinet for consideration through the appropriate Vice President (s).
NOTE: A job transfer, which results in different job description/specification, requires the
employee to serve a six-month probationary period (for purposes of performance) at the new
assignment.
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YOUR OBLIGATIONS TO THE JOB Employees Not To Engage In Outside Work
Employees of USC shall not engage in work outside their regular denominational duties without
first obtaining permission from the President’s Cabinet.
BOOK SUBSIDY
Assistance is available for employees in the purchasing of books and magazines for work purposes. The
maximum subsidy shall be two-thirds of the cost of such books and magazines. Maximum yearly
subsidies fixed by the Union will be followed by the University.
CAFETERIA/FOOD SERVICES
For the convenience of students, employees and visitors, the University operates a cafeteria.
Well balanced, low cost, vegetarian meals could be ordered from the cafeteria. In addition, light
snacks are also available in the evenings. Employees who bring their own meals may feel free to
use the convenience of the cafeteria's conference room. However, official cafeteria utensils may
not be removed from inside the cafeteria without the express permission of the cafeteria
management. Anyone found violating this condition may be subject to appropriate disciplinary
action. CLASS ATTENDANCE BY EMPLOYEES DURING WORKING HOURS
A. Fulltime employees who have satisfactorily completed one year service may be eligible to
take a three-credit course per semester during regular working hours. These employees must
be working towards their first undergraduate degree in the area of their work.
B. Fulltime employees who are holders of a Bachelors degree would only be allowed to take up
to a three-credit under-graduate course per semester during working hours if the class is
within the employee’s field of work, or recommended by the supervisor for performance
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enhancement. Such class, when recommended by the supervisor as a means of performance
enhancement will be at the expense of the University but should not exceed one per school
year.
C. Fulltime employees working on an Associate degree or Bachelor’s degree who are not
eligible for GATE funding may be allowed to take one three-credit course during regular
working hours at the University’s expense, and two courses after working hours at their own
expense. Employees taking nine credit hours per semester must have an excellent
performance record and must be advised that if performances decline they will be asked to
drop a course or two.
D. Fulltime employees who are allowed to take classes during working hours are expected to
meet deadlines and be 100% productive. This might entail putting in extra time at the
supervisor’s discretion.
E. Supervisors reserve the right to deny an employee the right to attend classes based on the
work schedule of the department, or the number of employees submitting requests during the
semester.
F. In a department with five or more employees, no more than three persons can be attending
classes on a daily basis during working hours. Such attendance must be so arranged that the
services of the department are not affected.
EMPLOYEE TRAINING AND DEVELOPMENT This University is vitally interested in the personal and professional development of each
employee. For this reason, programmes of internal training and financial assistance for both
internal and external courses of study are offered. Request for training and/or courses must be
made through the Human Resources Department. Training and development that contribute
directly to enhancing the performance of the employee in his/her work area, which is geared
towards fulfilling the strategic objectives and mission of the University and which is supported
by the head of Department will be given priority.
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As part of the training and development initiative the Talent Management Programme is in
effect:
FINANCIAL ASSISTANCE FOR COURSES OF STUDY Extension courses are frequently offered locally or by correspondence. Employees who find it
necessary to pursue such studies may be granted financial assistance by the University when
such courses of study relate directly to the professional advancement of the worker. Employees
who feel the need for financial assistance in this regard may make written application to the
administration. Each case will be dealt with on its own merit. In no case however, may the
financial grant be more than 50% of the tuition charges, except in cases where in the opinion of
the administration the course of study is vitally important to the interests of the University. The
financial assistance in such cases may be granted as the administration may determine. In all,
cases monetary grants shall depend on the availability of funds.
MEAL PERIOD Each worker shall be allowed one-hour time off for meals for every eight (8) hours of work. This time
must be scheduled with your immediate supervisor and will be included in your total hours worked for
purposes of compensation.
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Every effort has been made to have the information in this Handbook as accurate as possible. If for some reason there is some inaccurate information, we apologize and will make every effort to have it corrected in subsequent Manuals. Where policies and procedures in this Handbook appear to be in conflict, the policy that is more beneficial to the worker will be the one applied.
