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Policies and Procedures

Before Offer

  • All hiring manager will work with the Employee Engagement Manager to come up with the offer rate before an offer can be given.

Once candidate accepts the offer

  • Send email to Employee Engagement area “Scott Eller”
    • Let them know candidates name, pay rate, and anticipated start date
  • Register new employee for orientation - you will receive an email from HR to do this
  • Make sure the employees complete their I9 before their first day if possible

Steps the Employee Engagement Manager will do

  • Computer set up
  • Phone set up
  • Work with Manager on what system/folders they need access too
  • Printer set up
  • Order Business Cards

Once background check clears

  • Call the employee by phone to let them know the following information
    • Communicate that their background check cleared
    • Tell them which day and time they will start
    • Give instructions for first day
    • Where to go for orientation
    • Where to park for orientation
    • What to do after orientation (try to have someone meet them)
    • Where to park when they come to the department
    • Who to check in with when they arrive
  • Email New Hire Form to the Employee Engagement area “Scott Eller”
    • New Hire form can be found in the Ydrive folder, Public onboarding

Before 1st day

  • Check to make sure their work station is ready
    • Phone set up
    • Supplies at desk
    • Phone Call to new hire the Friday before their start date to make sure they don’t have any questions
  • Have an orientation plan
    • If you need help with this please reach out to Scott Eller for help

POLICY

All Vanderbilt University employees are required to abide by the institution’s Conflict of Interest and Commitment Policy, refer to the following link: https://www.vanderbilt.edu/generalcounsel/docs/coifiles/CurrentCOIPolicy.pdf

As stated in Vanderbilt Conflict of Interest and Commitment Policy, “All individual members of the University community are expected to:

I. abide by the Conflict of Interest and Commitment Policy and standards set forth in this Policy (including any specific procedures adopted by specific schools or departments pursuant to or in furtherance of this policy),

II. fully and continually disclose professional and relevant personal activities and relationships that create a Conflict of Interest or Commitment or have the appearance of creating a Conflict of Interest or Commitment as required by the University,

III. remedy Conflicts of Interest or Commitment or comply with any management or monitoring plan prescribed by the University,

IV. Remain aware of the potential for Conflicts of Interest and Commitment; and

V. Take initiative to manage, disclose, or resolve Conflicts of Interest or Commitment as appropriate.”

In light of the fact that employees of the Facilities department (Campus Planning and Construction; Plant Operations; Sustainability and Environmental Management; Environmental Health and Safety; Facilities Business Operations Center; and VU Real Estate) engage with and process extraordinarily large amounts of transactions with many vendors, suppliers, contractors, consultants, etc., many times at high dollar values. It is incumbent that all Facilities employees understand that we are held to a higher standard. As such, offering additional clarity so that Facilities employees understand how the Conflict of Interest and Commitment Policy is applied, the Facilities Department within the Division of Administration will adhere to the following procedures, rules and values regarding “Section C” of the aforementioned policy:

Facilities personnel:

• May accept gifts, meals, entertainment, and other normal social amenities no greater in value than $100 per occurrence, not to exceed $300 per year from a single source, whether an individual or Business. The Facilities employee must declare in the annual COI report every occurrence whose value is $25 or greater, while gifts valued under $25 do not require disclosure.

• May NOT accept gifts, meals, entertainment, and other normal social amenities greater in value than $100 per occurrence from a single source, whether an individual or business. Failure to adhere to these rules and limits, including improperly or not declaring occurrences as required above, will result in appropriate disciplinary action, including suspension or termination.

COI Disclosure/Reporting

We require that all Facilities Department employees disclose all occurrences within 30 days of the receipt of the gift, service, or discount.  The form to disclose can be found here: https://forms.office.com/Pages/ResponsePage.aspx?id=OX9aur7js0q0UGf6gPrsrWxWgl3Ce2VCvB0MCz4AO_tUOUo5UTZHVEQ5WkY0MUZZWVo1RTFORVdGSi4u

 

MANAGERS REQUESTING PROCESS:

1. Fill out current ERC form (found here: Plant Ops - ERC Approval Form - Blank 4-23-2019)

2.  Attach pertinent documents separately as PDFs. Please do not attach documents to the ERC form. This causes the forms to become blurred.

     a. Pertinent documents include:

          i.ERC form (still in Excel form) filled out

          ii.Quotes, proposals, estimates

3. Send all ERC requests to vu_plantops_accounting@vanderbilt.edu and Mark Petty.

     a. Mark Petty’s approval is required for ERCs to be processed.

4. Include a work order number on the ERC request form.

Failure to follow any of the above guidelines will cause delays in ERC processing. Managers should reach out to their respective FUMs with questions or assistance regarding ERC processing.

FUMS-ERC PROCESSING:

1. Review the vu_plantops_accounting@vanderbilt.edu inbox each day.

     a. Categorize any ERC emails for your financial unit with your name.

     b. Move email to the ERC folder while pending. (Note: items should remain in the main ERC         folder until completed)

     c. Once completed move email to the appropriate ERC folder:

          i. ERC Processed – Approved by Mark, ERC package created and sent to manager or                    Kathy for requisition entry in Oracle

          ii. ERC Correspondence – This is to be used for communications that do not require an                  action. This is general information only.

          iii. ERC On Hold – ERCs that Mark has requested to be held

          iv. ERC Remove – ERCs that Mark requested to be removed

2. When reviewing ERCs requests, please ensure the following:

     a. The current ERC form is being used. (See above for link to form.)

     b. Ensure there is a quote, proposal, or invoice included.

          i. Note: if work was completed before ERC approval, managers are expected to provide the             invoice.

     c. Verify the work order number.

     d. Verify the COA – While in most instances, expenses will be the responsibility of Plant Ops,         it is the FUMs responsibility to verify with the manager and/or Mark if this a customer expense       or plant ops expense.

          i. If it is a customer expense, the manager should provide the COA.

3. Assemble ERC package: ERC packages are expected to be sent to managers or Kathy within 48 hours of approval provided all information is included and accurate.

     a. Update the ERC Log found here: FY20 ERC - Requests for Approval - Summary Log

          i. Fill in all fields.

               1. Status column:

                    a. Approved = Ready to be processed or has been processed

                    b. New = Pending review

                    c. Pending = Approved, but pending information to process

                    d. On hold = Reviewed and requested to be held by Mark

                    e. Removed = Reviewed and requested to be removed

          ii.  FUMs are responsible for numbering the ERC package (please use consecutive                             numbering).

          iii. Link the ERC number to the ERC package.

     b. Update the ERC form with the following:

          i. Enter the ERC number in the ERC Number line

          ii. Edit Request Title if necessary

          iii. Enter the COA in the Funding Source Line

          iv. Use “x” to indicate ERC has been approved under ERC Review

          v. Enter Mark’s name on the signature line under ERC Review

          vi. Enter date approved on the date line under ERC Review

     c. Convert ERC worksheet to pdf. This will be the ERC cover sheet.

     d. Convert Mark’s approval email to pdf.

          i. If no approval email provided, check the ERC log to ensure that is approved. In some                  instances, the approval may have taken place during the ERC committee meeting. If you                do not see an approval, reach out to Mark for approval.

     e. Combine cover sheet, approval email, quotes / proposals into one pdf.

          i. Note: if the quote/invoice is not provided in a pdf format, you will need to convert them as               well.

     f. Save completed ERC package here FY20 Approved ERC Packages with the following                     naming convention:

          i. ERC Number Building Name Brief Description

4. Email Christine your draft ERC package to verify COA string is correct and that ERC package is ready.

5. Once Christine confirms, email the requesting manager their ERC package with the text below in the body of the email (See example on below)

     a. Note: If the manager does not have the privileges to enter requisitions in Oracle, please                 email Kathy Carney and copy Christine Fogg for the Oracle requisition to be processed. 

          i. Currently Kathy enters requisitions for Terry Haley, Kelly Corbett, Darren Bevill, Randy                  Hurt, and Chris Preston. 

EMAIL EXAMPLE:

[Requester Name], 

Here is the package your approved ERC request. Please attach this to the requisition you create in Oracle. 

When creating your requisition, please use Funding Source xxx.xx.xxxxx.xxxx.xxx.xxx.

Please copy the following into the Description and Justification fields in your requisition: ERC# 2020-0193; Alpha Tau Omega; WO# 20-013503; Replace AC

Please let me know if you have any questions. 

[Your Email Signature]

IMPORTANT POINTS:

  • All ERC correspondence must remain in the vu_plantops_accounting email properly filed in the corresponding ERC folder. 
  • ERC Log should be filled out properly for each ERC. 

RESPONSIBILITIES AND PROCEDURES:

1. Before Offer

  • Request reference check from Recruiter in HR. CC the Employee Engagement Manager onto the email. 
  • Once reference check comes back, work with the Employee Engagement Manager to come up with the offer rate. 
    • Note: Union positions can skip this step. 
  • Extend the offer to candidate. 

2. Once Candidate accepts the offer

  • Send email to Scott Eller in Employee Engagement. 
    • Let him know candidates name, pay rate, and anticipated start date.
  • Register new employee for orientation - you will recieve an email from HR to do this
  • Make sure the employees complete their I-9 before their first day if possible.

3. Steps the Employee Manager will do

  • Computer set up
  • Phone set up
  • Work with manager on what system/folders they need access to
  • Printer set up 
  • Order business cards

4. Once background check clears

  • Call the employee by phone to let them know the following information
    • Communicate their background check cleared.
    • Tell them which day and time they will start. 
    • Give instructions for first day. 
      • Where to go for orientation. 
      • Where to park for orientation. 
      • What to do after orientation (try to have someone meet them.)
  • Where to park when they come to the department (if different from orientation)
  • Who to check in with when they arrive. 
  • Email New Hire Form to the Scott Eller in Employment Engagement area.
    • New Hire Form can be found below or in the Y Drive folder > Public > Employee Engagement Forms

5. Before First Day

  • Check to make sure work station is ready. 
    • Phone Set Up
    • Supplies at desk
    • Phone Call to new hire the Friday before their start date to make sure they don't have any questions. 

6. Have an Orientation Plan

  • Note: If youn need help creating this plan please contact Scott Eller for help. 

EMPLOYEE ONBOARDING TIPS: 

An organizations's approach to onboarding is critical to employee performance, engagement, and turnover. Research shows that 90 percent of employees decided whether to stay with an organization within the first six months. Review the following information and reflect on your department's onboarding process.

THREE SEGMENTS OF EMPLOYEE ONBOARDING

√ Job - Departments should train employees on their job duties through training manuals, mentors, job shadowing. 

√ Technical - Departments should make sure the employee has the appropriate computer, software, and phone connections. 

√ Culture - Departments should have a plan welcome new employees, and acclimate them to the culture of the department and Vanderbilt as a whole. The reminder of this document will help you think through culture onboarding for your department. 

CULTURAL ONBOARDING TIPS

Onboarding a new employee from cultural perspective is not a one-time event. It is a process that will likely take several months. The following tips will help you design your onboarding process to ensure the each employee is being set up for success. 

Before the First Day:

  • Communicate first day instructions.
  • Announce arrival to department. Encourage a welcome email, or pass around a card for everyone to sign. 
  • Select a new hire "buddy."
  • Schedule appointments with individuals the new hire needs to meet early on. 
  • Set up the new hire's workstation. Supplies and welcome sign.
  • Create a first week schedule. Balance meaningful tasks, learning opportunities, and down time. 
  • Arrange welcome events. 
  • Make onboarding everyone's responsibility. Set expectations that your team will informally check in with the new hire. 

On First Day: 

  • Send someone to pick up new employee from orientation. Bring them back to the office. 
  • Provide tour of the office, including break room and bathrooms. 
  • Review first week schedule. 
  • Take employee to Commodore Card Office to get their ID. 
  • Block off time for questions at the end of your day. Check in with the employee during this time, and set the tone for open dialogue.
  • Review work schedule, how to request PTO, meal breaks, building acess, date of first paycheck, departmental safety plan. 

During the First Week: 

  • Identify mission, goals, and vision of department. 
  • Discuss new hire's role and responsibilities. 
  • Orient to policies and procedures. 
  • Provide departmental phone list and organizational chart.
  • Teach how to use fax/scanner/printer. 
  • Discuss standing departmental meetings. 
  • Discuss after hour response expectations. 
  • Take employee to lunch with the team. 
  • Schedule regular check-in time. 

NEW HIRE FORM

In the interest of providing the Vanderbilt University community with a safe environment to learn, teach, live, and work, the University limits and controls keys to University facilities and spaces. Keys and locks to University facilities and spaces are the property of Vanderbilt University, and should be obtained and managed in accordance with this procedure. The specific purpose of this procedure is to ensure that keys are issued only to appropriate persons and for appropriate reasons; to define the responsibilities of University key holders; and to provide for the responsible care of keys held by key holders. Keys are managed according to the risk that would be presented by the key being lost, missing, or stolen.

This procedure applies to all students, faculty, staff, vendors, suppliers, designers, consultants, and contractors accessing University controlled areas. However, this procedure does not include card access locks, keys for leased space, Vanderbilt University Real Estate held properties, rental housing units, or construction sites wholly controlled by a contractor.

DOWNLOAD THE FULL KEY CONTROL PROCEDURE HERE

PROCESS

Log into Oracle with the single sign-in,

  • Navigate to Projects
  • Then “Costs” module
  • Select the “Task” box on the right-hand side
  • Under Capture, select “capture costs”
  • Then select “Create Costed or Accounted Transactions for Third-Party Applications”
  • Select “open” the “ThirdPartyCosted.xlsx and click “OK”

An Excel spreadsheet will open that you will have to click “enable editing”. Select Yes on “Do you want to connect”:

You will be prompted to login to Oracle AGAIN. Once you do, you will finally have a template for the MEB to complete:

Once you have completed the MEB template from the Excel taskbar, select “ADF Desktop." Select “Export."

Then you will see “Export Expenditure Batch to Oracle Fusion”.  Click “OK”. You will receive either a rejection or the following successful submission.  If it rejected, the error code will reflect the item that needs to be corrected.

EXAMPLE 1

There are dropdowns for Business Unit, Source and Document.  Use CP_VUnetID_date for “Expenditure Batch” and short explanation for “Batch Description”.

**There doesn’t appear to be dropdowns in the white fields, however, if you double click on Project Name, Project Number, Expenditure Type, there are hidden dropdowns. Because the columns change, complete the following fields with the appropriate information:

Because this is a refund check, use a negative value for “Quantity”:

The Original Transaction Reference needs to mirror the “Expenditure Batch” in the header.  Also “Unmatched Negative Item” will be Yes for a refund check :

The Raw Cost Debit Account is the cash account where this refund check will be deposited.  The Raw Cost Credit Account is the Owning organization’s COA.  In this case, it was Housing since this was for RC-A.

**10/1/2019 email from Beverly stated to always use the ABOVE COA for the Cash Account in the “Raw Cost DEBIT”.

** in the “Raw Cost CREDIT”, cross check with Oracle PPM in “Additional Information”, for a Program Code to insert in XXX.XX.XXXXX.XXXX.Program Code.

The last remaining field on the MEB is:

EXAMPLE 2

An MEB was needed because VUIT used their departmental COA rather than the POET for the Eskind Library renovation.  Eskind Library moved the cash to VUIT to make them whole and the MEB accomplished moving funds back to Eskind library.

**When you are putting costs onto a project, the raw cost debit account will be the COA associated with the POET. The raw cost credit account will be the cash account which is 600.05.60000.1003.000.000.000.0.0.

However, there are instances where you are removing costs from a project, in that case, the raw cost credit account will be the COA associated with the POET. The raw cost debit account could be multiple things depending on why you are doing the MEB. If you are transferring costs from one POET to another, the raw debit would be the other project COA associated with the POET. Or in the case of a refund on a project, the raw debit would be the cash account which is 600.05.60000.1003.000.000.000.0.0. As a reminder, when posting a refund, you have to indicate “yes” in the unmatched negative item column.

In this example, the Pomeroy purchase is capital equipment:

The quantity is a debit since it is an expense:

“Original Transaction Reference” is the same as the above “Expenditure Batch”. “Unmatched Negative Item” is blank for an expense:

The Raw Cost Debit Account was provided by the owner.  The Raw Cost Credit Account is the Cash Account.

EXAMPLE 3

Plant Operations sold old 2550 KVA transformers.  The $12,750 check received from Harber Value for the transformers were to fund West End Neighborhood project.

Since this is a check deposit, the quantity is negative and the “unmatched negative item” is Yes.

The cash account is the “Raw Cost Debit Account”.  The Credit Account is Facilities.

 

PROCESS

  1. Run PPM Project Transactions Details report
    1. Filter project owning org starts with 37x
    2. Accounting date between the first day and last day of the month
  2. Add the report output (csv) to the Oracle PPM tab
    1. Paste data “as values” to maintain formatting
  3. Make sure the totals tie “TRUE” on the Project Actuals tab
  4. Spot check a few projects with Oracle PPM to make sure the Total column matches paid to date in Oracle – this step must be done before the accruals are entered
    1. You can spot check in the PPM module by going to project overview for a specific project or using the project overview report in the playbook
  5. The Accruals tab will need to be updated each quarter (and fiscal year-end)
    1. Chelsea Miller will provide the data to add to the table upon our request
    2. Make sure the period (column A) is listed in the same format for use in formulas on the Project Actuals tab
    3. Add columns as required to the Project Actuals tab so that the accruals will pull in
      1. For example, a column will need to be added between March and April to account for third quarter (March) accruals. When this report is updated for April the column can be deleted as the accruals will have auto reversed. The only accrual columns that are ‘permanent’ are the fourth quarter year-end accruals.
  6. Using the current Balance Sheet, update Principal for the current year on the Sources and Uses tab
    1. Update current year actuals to date
    2. The current year forecast will autocorrect based on one additional month added to actuals
  7. Enter the current month’s Net Results forecast on the Projects Actuals tab
  8. Make sure you don’t have any more sub-projects to add to the FutureVU_MoveVU tab
    1. If unsure, check with Ally, Julie, and/or Mike to see about these projects
  9. Review the Sources and Uses tab row by row
    1. Check the prior year columns (E:G) to see if any updates need to be made
      1. Columns E and F will auto-populate
      2. Column G may need to be updated to reflect a different amount of expenses forecasted to be spent in the current fiscal year
    2. Check the future year columns with Mark, Julie, or Ally to see if any updates need to be made to the out years (columns I:L)
    3. Column M will show the project budget
      1. Once a project is completed column M will show actual expenses whether greater than or less than the project budget, otherwise it will reflect the total project budget
    4. The orange and blue projects are summed below the table for reference
      1. Only the roll-up values are reported on the Table tab
  10. Review the Next 5-Years tab with Mark to see if any updates are required
  11. The numbers in red font in column A on the Sources and Uses tab and the Next 5-Years tab indicate the corresponding project number on the revised Infrastructure Maintenance Fund (IMF) list that is maintained by Mitch Lampley and Damon Varble
  12. Review the Table tab to make sure everything updated properly

PROCESS

1. Complete the Agreement with the buyer.

     a. If manager needs the agreement, please send them this: VU Sale of Surplus Equip Agreement

2. Obtain a sales tax exemption from the buyer if applicable.

3. Invoice the buyer.

4. Receive payment. Contact Stacey Crowhurst for guidance.

5. Complete and submit property transmittal form.

     a. If a manager needs the property transmittal form, please send them this: Property_Transmittal_Form_6-26-19

6. Report sales tax by the 5th business day of the month following the month in which the sale was completed. Include COA where proceeds should be deposited.

     a. This should be sent to Michael Williams (Michael.williams@vanderbilt.edu)

7. Retain documents for your records.

Looking for a Policy or Procedure not listed above? Contact the Scott Eller with the Employee Engagement Team.