Print Policies

a. University Human Resources
University Human Resources is responsible for developing, monitoring and overseeing employment policies and providing the University with support services necessary to attain staffing objectives.

b. Local Human Resources Manager
Local Human Resources Manager is the person responsible for administering recruiting and hiring policy for each organization.

c. Hiring Supervisors
Hiring Supervisors are those faculty and staff designated to make staff hiring decisions. Hiring supervisors are responsible for making such decisions in accordance with the policies and procedures established by the University and set forth in this Guide Memo. Each hiring supervisor is accountable for his/her actions in matters relating to applicable sections of this policy, compliance with federal and state regulations governing employment and performance in achieving affirmative action program goals. Questions on these policies that cannot be resolved at the local level should be referred to the Vice President of Human Resources.

a. Equal Employment Opportunity & Affirmative Action
In accordance with all applicable law, it is the policy of University to:

• Comply with all affirmative action requirements, and
• Provide equal employment opportunities for all applicants and employees.

b. Employment Rights and Preferences of Former and Current Regular Staff
The University gives current and former regular staff certain reemployment rights and preferences described below:

(1) Right to Reemployment or Return to Active Employment
(a) Definition
The right of a former regular staff to reemployment or return to active employment in his/her former University position to the extent required by law.
(b) Who Qualifies
Reemployment rights extend to former regular staff who:

• Terminated employment to serve in the military. A department that receives an inquiry about reemployment of a former employee returning from the Armed Services should consult with an Employee Relations Representative.
• Returns from a leave of absence on or before the agreed upon return date (e.g., military, childbirth, family, medical) when the leave was formally requested and granted in accordance with University policy.

(2) Hiring Preference
The University is committed to hiring the best qualified candidate for the job. When the qualifications stated in the job listing and predetermined job-related selection criteria are used to determine each candidate's qualifications, and more than one qualified candidate competes for a job, the employment offer must be extended first to the candidate who has preference according to 3 below.

(3) Order of preference
Follow this order when considering substantially equal candidates:

(a) First Preference:
Regular staff who have been given written notice of permanent layoff or who are permanently laid off under the policies in Guide Memo 2.1.17: Layoffs. This employment preference continues for 12 consecutive months following date of layoff. Layoff preference also applies to regular staff whose positions are being eliminated and who has been informed that they will be laid off if they do not obtain alternative employment in the same department/administrative unit.
(b) Second Preference:
Current regular staff who meet the qualifications for the position and for whom placement in this job would constitute a promotion, or who have successfully completed a formal training program for the specific job.
(c) Third Preference:
Current temporary or casual employees on the Stanford payroll applying for a position in the same work group reporting to the same supervisor where the employee currently works in a temporary or casual role.

c. Employment of Related Persons
Employment by a related person in any position (e.g. regular staff, faculty, other teaching, temporary, casual, third party, etc.) within an organizational unit can occur only with the approval of the responsible Vice Provost, Vice President (or similar level equivalent to the highest administrative person within the organizational unit), or his/her designee. Under no circumstances may a supervisor hire or approve any compensation action for any employee to whom the supervisor is related. An individual may not supervise, evaluate the job performance, or approve compensation for any individual with whom the supervisor is related.

Even when the criteria discussed here are met, employment of a related person in any position within the organization must have the approval of the local human resources office, in addition to the approval of the hiring manager's supervisor, including faculty supervisors. 

d. Rehiring Former Staff
Regardless of the reason for rehire, all former staff must serve a new Trial Period, including those former staff who meet the reinstatement criteria set forth below.

(1) Reinstating the Hire Date:
Former regular staff will have their hire date reinstated if they left the University in good standing and meet these timelines:
(a) Former regular staff that has been laid off and is reemployed by the University within 24 months following the date of layoff will have the most recent hire date prior to layoff reinstated.
(b) Former regular staff whose employment was terminated for reasons other than layoff will have the most recent date of hire prior to termination reinstated if reemployment occurs within 12 months following the date of termination. Reinstatement includes all of the following:

• Bridging of service by restoring the most recent hire date in a benefits-eligible position before termination,
• Restoration of any sick leave balance at the time of termination, and
• Vacation accrual rate based on the reinstated hire date.

(2) Rehire After Involuntary Discharge
If a regular staff member was terminated from the University for cause, supervisors must consult their local HR Office and Employee Relations Representative before rehire or reinstatement. An individual who was terminated for gross misconduct is not eligible for rehire.

e. Age as a Hiring Factor
Age (except for persons under 18 who have not graduated from high school) may not be used as a factor in hiring unless it can be shown as a necessary job qualification.

f. Employment of Minors
Before an offer of employment is made, the hiring department must obtain a work permit for applicants under age 18 years who have not graduated from high school. A permit is obtained from the applicant's school district and is retained in the department file.

a. Job Descriptions
Before a job description is entered into the HRMS Applicant system:

(1) Hiring supervisor's responsibilities: Identify the functions of the job, define and describe the duties and responsibilities of the position, include required regulatory training, develop and document objective criteria for the selection process, and obtain local Human Resources Office's confirmation of position level and salary range. For guidance, go to Additional Base Pay Compensation. Qualifications cannot unnecessarily prevent or lessen the employment opportunities for any class of applicants or potential applicants, as identified in Section 2.b.
(2) Local Human Resources Office's responsibilities: Reviews the Position Summary for clarity and content, classification and salary range, and ensures that the job description is entered into the HR Applicant Tracking System. The job requisition is also reviewed for appropriateness of posting.

b. Announcing Job Openings
(1) Local Human Resources Offices
All regular staff vacancies must be listed with the appropriate Human Resource office.

• For SLAC, SLAC Human Resources Department.
• For campus and School of Medicine, Staffing Services in University Human Resources. Staffing Services announces all openings on Stanford Careers and may use other media as appropriate.

(2) Temporary Employment
Non-regular staff vacancies that do not lend themselves to employment of Stanford students due to the nature of the work and work schedule, may be listed with commercial temporary employment services and/or StanfordTemps.

(3) Text of Advertisements
Advertising and other notification of vacancies must be non-discriminatory and must include reference to the University's commitment to affirmative action and equal opportunity: “Stanford is an equal opportunity employer and all qualified applicants will receive consideration without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability, veteran status, or any other characteristic protected by law.”

c. Posting Period
(1) Definition
A posting period is the period during which information about the job opening is made available and applications are accepted. Generally, postings should not exceed six months except where the hiring supervisor is actively seeking and reviewing applications for the position.
(2) Length of Posting Period
All vacant positions except those filled through an approved posting period waiver (see Section 3.d for information on waivers) are posted online for a minimum of 10 calendar days. The posting period begins when the approved online requisition updates the Applicant Tracking System. Applications are accepted through the full posting period.
(3) Changes in Posting Period
Posting periods may not be shortened or eliminated except through the waiver process (see Section 3.d). Posting periods may be extended at the hiring supervisor's discretion and applications may be accepted beyond the posting period at the supervisor's discretion.
(4) Timing of Employment Offer
Offers of employment may not be made until after the expiration of the posting period or an approved waiver of posting (see Section 3.d).

d. Waiver of Posting
All regular staff vacancies not posted for the minimum posting period must have an approved waiver of posting before an employment offer can be made. The local Human Resources Office may approve waiver requests. However, waiver requests for positions falling within job groups with affirmative action goals for the University must also be approved by the Diversity and Access Office.

e. Recruitment of Applicants

(1) Definition of an Applicant
Currently Stanford requires resumes for regular staff positions to be submitted through the Stanford Careers (or Jobs@SLAC) website. Consistent with this requirement, an applicant is defined as any person who meets all of these criteria:

(a) The individual submits a resume for a specific position through the Stanford Careers (or Jobs@SLAC) website,
(b) Stanford considers the individual for employment in a particular position,
(c) The individual's resume indicates the individual possesses the basic qualifications for the position, and
(d) The individual at no time during the selection process prior to receiving an offer of employment removes him/herself from further consideration or otherwise indicates that he/she is no longer interested in the position.

 (2) Equal Opportunity Policy 
With the assistance of Staffing Services and local Human Resources Office, departments must make every effort to recruit qualified individuals for job openings, keeping in mind the University's commitment to equal opportunity and affirmative action, and any specific affirmative action goals (as opposed to quotas or preferences, which may not be used) established for specific classifications and departments.

(3) International Recruitment
Please review Section 6, International Hiring, before recruiting or hiring outside of the United States.

(4) Search Firms
In general, Stanford makes limited use of the services of executive search firms or employment agencies. In the instances where it is necessary to use such services (e.g., senior level vacancies), departments must consult with the local Human Resources Office before making any arrangement with an outside firm or agency.

a. Employment Application Form

• All interviewed applicants must complete and sign a Stanford University application form.
• Stanford does not accept incomplete application forms.
• Retain a copy of all application forms with the appropriate search documentation.
• The successful candidate's application form must be retained in the personnel file (see Guide Memo 2.1.3: Personnel Files and Data.)

b. International Candidates
Please review Section 6, International Hiring, before selecting an international candidate.

c. Interviews

• Standard Administration
  Hiring supervisors must ensure standard administration of the interview process, including the equivalent treatment of candidates, avoidance of discriminatory questions and uniform interview content.
• Accommodation
  At the request of a disabled candidate, accommodation during the interview process may be required.

d. Testing

• Prior Approval
  All testing or screening devices used in the employment process must be approved by the AVP, Recruitment & Talent Management in consultation with the Diversity & Access Office, as appropriate. Only standardized, validated test instruments may be considered.
• Accommodations
  At the request of a disabled applicant, accommodation to enable testing may be required.
• Applicability of Test
  When used, approved tests must directly relate to essential job functions and be given to all applicants or finalists under the same or equivalent conditions. The test must be scored, evaluated and used as a selection factor equally for all applicants or finalists and maintained with other applications and selection materials.

e. Reference Checks
The hiring supervisor is required to obtain a minimum of two reference checks from previous employers. Reference checks must be part of the candidate's evaluation and may be used as a factor in the hiring decision if the information is job-related. No offer of employment can be made before completing the hiring process, including reference checks.

f. Background Checks
Stanford may conduct background checks on final candidates, as required. Additional background checking may be required in some job classifications (e.g., Deputy Sheriffs). Local Human Resources Offices will provide information on specific requirements. No offer of employment can be made before completing the hiring process, including a background check, if applicable.

g. Criminal Records
A criminal record will not automatically disqualify a job applicant. An applicant with a criminal record can only be barred from employment if the circumstances are reviewed by the local Human Resources Office and Employee and Labor Relations.

h. False and/or Misleading Statements
Withdraw from consideration any applicant found to have misleading and/or false statements on the employment application or other documents.

i. Review of Personnel Files
Hiring supervisors have access to personnel files of current and former University employees who are finalists for the position. No offer of employment can be made before the hiring supervisor or Human Resources reviews the personnel files.

a. Hiring Decisions
Hiring decisions for regular University staff positions are based on the relative job-related qualifications of the applicants for the positions, with full consideration of the employment rights and preferences specified in Section 2.b.

• The hiring supervisor is responsible for judging the relative qualifications of each applicant and for making the hiring decision, consistent with University policy and applicable governmental laws and regulations.
• The local Human Resources Office is responsible for reviewing proposed hiring decisions and for ensuring compliance with regulations, laws, and/or University employment policies.
• The Diversity & Access Office, if notified by an applicant or administrator regarding a particular opening, may delay a proposed hiring action for further review if it appears inconsistent with the University's Affirmative Action Program.

b. Employment Offers

(1) Timing of Offer
Employment offers should be made after:

• The expiration of the posting period (or, after approval of a waiver request),
• The employment action (including in-hire salary) has received all required approvals, and
• Successful completion of the background check, where applicable.

(2) Offer Letter

• An offer letter must be issued by the hiring department to the successful applicant using an approved offer letter template. Approved templates include those for standard hires, promotions and out-of-country hires.

c. Documentation and Record Keeping

(1) Pre-Employment
New, transferred, rehired or promoted employees may not start work in the new position until all appropriate forms have been signed and processed.

(2) Non-Selected Applicants

• The hiring supervisor is responsible for oral or written notification to all non-selected applicants who were interviewed.
• The hiring supervisor must ensure that all search summary records are completed, including indication of all applicants' status (disposition data) in PeopleSoft HRMS (Taleo). For more information, see the Staffing Services website.

(3) Completeness
Records must include the resume and application materials of all applicants for a position, as well as documents pertaining to individuals considered for the position.

(4) Patent and Copyright Agreement
All employees must complete a Patent and Copyright Agreement Form (SU18) as a condition of employment.

(5) Retention Time
The hiring department must retain records relating to a search, selection and employment decision for a minimum of three years following the decision. Should there be a dispute (grievance/litigation), the documents must be retained until the matter is resolved, if not resolved by the conclusion of the three-year period.

(7) More Information
For more information, see the Staffing Services website.

Hiring, transfer or assignment of regular staff outside of the United States must be supported by a demonstrable University business purpose, and approved in writing by cognizant School Dean or VP. Copies of such approvals should be forwarded to the Global HR Programs Manager in University Human Resources and the Global Business Director in Business Affairs.

Employees assigned or working outside of the United States are subject to local law as well as University policy and procedures when not in conflict with local law.

In general, the same policies and practices are required for international hires as detailed in the ensuing guidelines for U.S. employment. However, local country norms and requirements take precedence, and it is the responsibility of local HR managers and the supervisor to ensure that the employee is apprised of such requirements prior to the effective date of the assignment. Assignments should be of a limited duration for the purpose of addressing tax, expatriate status and visa considerations.

Additional guidance may be obtained from the Global HR Programs Manager at globalhrprograms@stanford.edu. in University Human Resources and/or the Global Business Director in Business Affairs.

a. Background and Purpose
The University is separate and independent of Stanford Health Care (SHC). Each entity maintains its own Human Resources department, employment policies and employee benefits.

This Guide Memo explains when the hire date from Stanford Health Services (SHS), Lucile Packard Children's Hospital (LPCH), UCSF Stanford Health Care (USHC), or SHC will be used instead of the new University hire date for certain University benefits for eligible employees.

b. Definitions
For purposes of this Guide Memo, the following definitions apply:

• Employed—earning wages or on an approved leave of absence from a regular position eligible for health and welfare benefits with the applicable employer.
• SHS Hire Date—the actual date of hire at SHS.
• LPCH Hire Date—the later of January 17, 1997, or the actual date of hire at LPCH.
• USHC Hire Date—the actual date of hire at USHC.
• SHC Hire Date—the actual date of hire at SHC.

a. Eligible Employee
An eligible employee must have been employed by SHS, LPCH or the Stanford University School of Medicine on or before October 31, 1997, or must have been employed on or after April 1, 2000, by SHC (including employment by LPCH). The Tuition Grant Program benefits described in section 8 uses its own definition of Eligible Employee.

b. Direct Change
An eligible employee must "change directly" to employment with the University. For purposes of this policy, a direct change occurs when the employee ceases employment with SHC on one business day and commences employment with the University on the next University business day.

An eligible employee who becomes a University employee receives a rate of pay consistent with the guidelines that apply to internal University transfers and promotions.

An eligible employee who at his/her own discretion applies for and accepts University employment is considered to have made a voluntary change of employers. In such situations, the following criteria apply for benefits eligibility:

a. The most recent University hire date will be used to determine the period of continuous University employment for:

• Layoff and severance
• Tuition Grant Program eligibility, except as provided in section 8
• Staff Development Program — Guide Memo 2.1.12: Staff Development Program

b. The SHS, LPCH, USHC or SHC hire date as defined in 1.b will be used to determine:

• Vacation accrual rate
• Eligibility for participation and vesting in any University retirement plans
• Eligibility for and participation in any University-sponsored retiree medical plans

c. Verification Required
Where the SHS, LPCH, USHC or SHC hire date is to be used for purposes specified in section 4.b., the hiring supervisor must verify that hire date with Human Resources Management at SHC.

d. Previous University Employment
Where the SHS, LPCH, or SHC hire date occurred upon a direct change of employment from the University, the preceding University hire date plus service while employed at SHC or its predecessors will be used for purposes specified in section 4.b.

Occasionally management of SHC may determine that a function performed by a staff member will no longer be provided. If the University offers such an employee the option of continuing his/her position as a University employee, it is considered an involuntary change of employer and the following policies will apply if the employee is eligible:

a. The most recent University hire date will be used to determine the period of continuous University employment for:

• Tuition Grant Program eligibility, except as provided in section 8, below
• Staff Development Program — Guide Memo 2.1.12: Staff Development Program

b. The SHS, LPCH, USHC or SHC hire date as defined above in 1.b will be used to determine the period of continuous University employment for:

• Layoff and severance
• Vacation accrual rate
• Eligibility for participation and vesting in any University retirement plans
• Eligibility for and participation in any University-sponsored retiree medical plans

c. Verification Required
Where the SHS, LPCH, USHC or SHC hire date is to be used for purposes specified in section 5.b., the hiring supervisor must verify that hire date with Human Resources Management at SHC.

d. Previous University Employment
Where the SHS, LPCH, or SHC hire date occurred upon a direct change of employment from the University, the preceding University hire date plus service while employed at SHC or its predecessors will be used for purposes specified in section 5.b.

An employee who accepts layoff and severance from USHC or SHC and subsequently hired by the University will be considered a new employee and the SHS, LPCH, USHC or SHC hire date shall not be used for any purpose.

All employees who become University employees will serve a new trial period with the University, even if they have completed a trial period at SHS, LPCH, USHC or SHC or in previous positions at the University.

a. Eligible Employee
For purposes of this section, an eligible employee is a person whose job transferred from the University to SHC, USHC, or SHS because of one of the business transactions specified below, and who was actively employed by the University on the Applicable Date related to the specific transaction, as shown in the chart below. To be eligible, an employee must have had living dependent children on the Applicable Date.

Tuition Grant Program (TGP) Eligibility

 The Vice President of Human Resources may determine that other business transactions involving the involuntary transfer of positions and persons in those positions to SHC from the University may result in eligibility of those persons for reinstatement of TGP benefits upon their return to the University.

b. TGP Eligibility
When an eligible employee is re-hired by the University, he/she will have:

• Prior years of service reinstated and counted towards TGP eligibility under the TGP Guidelines, and
• Years of service with SHC, USHC, or SHS counted towards TGP eligibility in accordance with the TGP Guidelines.

If, at the time of reinstatement, prior years of service with the University plus years of service with SHC, USHC, or SHS equal 5 or more years of benefits-eligible service, then the employee will be immediately eligible for TGP benefits, assuming all other TGP criteria as stated in the TGP Guidelines, are met.

a. Definition of "Period of Service"
"Period of service" means years of service counted from the employee's initial hire date as a "regular employee," as defined in Guide Memo 2.2.2: Definitions. Months which count as service are (1) those for which some pay is received, and, for the purpose of establishing the vacation accrual rate only, and (2) those following layoff when rehire occurs within 24 months. One month of service is counted whenever any service occurs during the month.

b. Accrual Rate Change Dates
Changes in vacation rate accruals (both increases and decreases) are effective on the first day of the employee's anniversary or status change month. The accrual change is credited in the system by the last day of that month.

c. Vacation Accrual Amounts

(1) For Full-time Employment
Vacation leave accrues according to the following tables:

Vacation Leave Accruals, Non-exempt Staff

Vacation Leave Accruals, Exempt Staff

(2) For Part-time and Part-month Employment
Vacation is credited on a prorated basis for any month an eligible employee receives any straight time (that is, not overtime) pay. "Straight-time pay" for the purpose of vacation accrual includes both straight-time pay for work performed and pay for holidays, vacation, and sick. (For more information, see Guide Memo 2.1.5: Compensation of Staff Employees.) Accrual for exempt employees is based on the proportion of the employee's FTE.

d. Method of Accruing Vacation

(1) Vacation Does Accrue
Vacation accrues from the first month of employment during non- overtime periods of work, sick time, and vacation. During seasonal layoff, vacation accrues as if the employee were continuing to work regular time. Vacation is credited by the end of each month of service.

(2) Vacation Does Not Accrue
No vacation accrues:

• For any period of terminal vacation taken by a terminating employee after the employee's last day of actual work.
• For periods of leave with or without pay, including periods of short-term disability, long-term disability, Workers' Compensation, or when using Family Temporary Disability wage replacement (FTD).

e. Maximum Vacation Accumulation

(1) Accrual Limits
Unused vacation accumulates from year to year, but the maximum amount of vacation that can be accrued is stated in the chart below. If the employee has accrued the maximum amount or is in excess of the maximum amount due to the annual reduction of the maximum, no additional vacation time may be accrued until vacation time is used and the balance falls below the maximum.

Accrual Limits

(2) For Part-time Employment
The maximum allowable accrual is prorated based on the eligible employee's FTE.

(3) Approval for Exceptions
Any exception to the maximum allowable accrual must be requested in writing in advance by the employee's department, must identify the unique operational requirements that warrant the exception, and must be directed to the Vice President of Human Resources. Exception is not granted unless approved by the Vice President of Human Resources.

(4) Change in Status
When a change in employment status (e.g., from full-time to part-time or from exempt to non-exempt) results in an employee's vacation accumulation exceeding the employee's new maximum, the employee is paid for the excess at the time of the status change unless the employee and the employee's department mutually agree upon arrangements for the excess to be taken within a short period of time. Such arrangements can provide for a combination of payment and vacation. Payment is based on the pay rate immediately before the status change.

a. No Advance on Vacation
Employees may not use vacation before it has been credited, except for borrowing up to the amount the employee would normally accrue in one month to cover time that would otherwise be unpaid during Winter Closure.

b. Scheduling of Vacations
Departments are responsible for providing opportunities for employees to take vacations each year. Vacation should normally be taken in the fiscal year when it is accrued. Specific arrangements are subject to supervisory approval and scheduling compatible with depart-mental requirements, and should consider the employee's preferences. If an employee has not scheduled vacation, he/she may be required to use accrued vacation time before the close of the fiscal year in which it was accrued, or before the close of a grant or contract that supports the employee's salary.

c. Reporting Vacation Time

• ­ Non-Exempt Employees
  Record all vacation time taken during a pay period in the human resources management system (Axess/PeopleSoft HRMS).
• Exempt Employees
  It is not necessary to report any vacation time less than four hours. For reporting purposes of four or more hours, record a minimum of four hours or the actual time taken if over four hours.
    

  d.   Use of Vacation for Non-vacation Absences
Vacation can be used for other absences (e.g., disability, personal, Winter Closure) when requested by the employee and approved by the supervisor.

e. Advance Pay for Vacations
See Guide Memo 2.2.3: University Payroll.

f. Pay in Lieu of Vacation
Vacation cannot be converted to cash except when employment terminates or when a change in employment status results in an employee's accumulation exceeding the maximum allowable (see 1.e. above).

g. Terminal Vacation Payment
Employees who terminate regular staff employment receive a lump sum payment at their current rate of pay for their accumulated vacation. An employee who is retiring or an employee who is being permanently laid off may request to remain on the payroll after the last day of work by using accumulated vacation leave and PTO (called "terminal vacation"). An employee request for terminal vacation must be submitted in writing to the local Human Resources Office. However, in these cases sick leave, vacation, and PTO will not accrue or be credited after the actual last day of paid work and no holidays will be paid or credited. Sick leave cannot be utilized when on terminal vacation.

h. Leaves of Absence
A leave of absence without pay is not a termination of employment and lump-sum payment of accumulated vacation is not provided when an employee takes leave without pay.

i. Transfer of Vacation
When an employee transfers from one department to another within the University, accumulated vacation as of September 1, 2003, is transferred with an online expense transfer to the central vacation accrual account. Please refer to Vacation Balance Funding for guidance on how to account for transferred vacation.

j. Fixed-Term Appointees and Employees on Fixed Funding
Employees on fixed-term appointments and continuing employees paid from fixed funding sources may be required to use all accrued vacation before the end of the fixed-term appointment period or the expiration of the funding source.

k. Non-exempt Employees Working Premium Shifts
Employees who regularly work swing or owl/night shifts (see Guide Memo 2.1.5: Compensation of Staff Employees, Section 7.c) so that they normally receive shift premium pay continue to receive shift premium pay for hours charged to vacation leave.

a. Records and Reports of Vacation
Leave records must be updated at the end of each pay period for all regular employees. When an employee terminates, go to HR PeopleSoft Overview and look in the Termination section. When an employee transfers to another department, accumulated vacation as of September 1, 2003, is transferred with an online expense transfer to the central vacation accrual account. See  Vacation Balance Funding for procedures. To compute the monetary value of vacation, see How to: Calculate Vacation Accrual. For more information, see Guide Memo 2.1.5: Compensation of Staff Employees.

b. Reporting Vacation Accumulation to Employees
Departments not currently using Axess should provide employees with written statements at the end of each fiscal quarter showing current vacation accumulation, current accrual rate, and the effective date of the current accrual rate. Departments are encouraged to provide accumulation reports on a more frequent basis if practical; e.g., monthly after accrual and usage data have been posted. Differences should be resolved promptly by reference to written records of attendance. In the absence of such record, departments normally accept the employee's certification of vacation used.

Paid absences approved in advance count as hours worked for purposes of calculating overtime payment [refer to Guide Memo 2.1.5: Compensation of Staff Employees, section 5.b(3)]. The University authorizes these absences: Vacations in Guide Memo 2.1.6, Sick Time in Guide Memo 2.1.7, and Paid Holidays in Guide Memo 2.1.13. In addition, the following absences with continuation of pay are authorized by the University:

a. Voting
When a regular full-time employee, because of the work schedule, is not able to vote outside of regularly scheduled work hours, supervisors shall authorize necessary time off, but not to exceed two hours with pay. Such time off should be scheduled when least disruptive to the department's work.

b. Jury Duty
A regular employee summoned to jury duty receives time off with pay for the periods of absence from scheduled work as required by the court. The employee retains any payments received from the court. The employee must provide verification from the court or jury commissioner of time spent on required jury duty.

c. Court Appearances
A regular employee subpoenaed as a witness in a non work-related matter receives time off with pay for the periods of absence from scheduled work as required by the court.

Absences to appear as a plaintiff or defendant in a non work-related matter should be charged to personal time off, vacation leave, or personal leave without pay.

d. Personal Time Off
A regular employee may take time off from scheduled work for personal reasons with the supervisor's prior approval. An appropriate use of available PTO is to continue pay during winter closure. A full-time employee may use a maximum of 24 hours of paid time off for his/her personal reasons each year. The maximum allowance per year should be pro-rated for newly hired or rehired employees, and for part-time employees.

Personal Time Off (PTO) is available at the beginning of the calendar year. Employees may "borrow" up to their full amount of PTO before it is credited to cover time that would otherwise be unpaid during winter closure. PTO may not be carried forward from year to year. If the employee is to be terminated and has unused PTO, arrange for the employee to take PTO before termination. Any remaining unused PTO is paid in the employee's final paycheck.

e. Reporting Personal Time Off

• Non-Exempt Employees: Record all PTO taken during a pay period in the human resources management system (Axess/PeopleSoft HRMS).
• Exempt Employees: It is not necessary to report any PTO less than four hours. For reporting purposes of four or more hours, record a minimum of four hours or the actual time taken if over four hours.

f. PTO Augmenting Disability Payments
Unless the employee applies to his/her department for an exception, which is approved, the University uses an employee's accrued time off (sick, PTO for the calendar year, floating holiday and vacation, in that order) to maintain the employee's base pay during times when the employee is receiving disability benefit payments. See Guide Memo 2.3.5: Disability and Family Leaves, section 6.

g. Death in the Family Leave
When there is a death of a close family member of a regular employee, regular pay continues for the necessary period of absence from work, not to exceed five working days. When additional time off is needed, a department may approve use of vacation or personal leave without pay. Definitions of terms used:

• Close family member: limited to the employee's spouse; same-sex domestic partner; children of the employee, spouse or same-sex domestic partner; parents and parents-in-law; parent surrogate; brothers and sisters of the employee; grandparents and grandchildren of the employee; and, any other dependent family member who lived in the employee's residence.
• Necessary period of absence: the time required to attend the funeral or memorial service and discharge related responsibilities. This period is subject to approval by the employee's department.

h. Military Training Leave
When required to perform annual military training duty a regular employee receives time off for the period of actual training, up to 17 calendar days a year. The University supplements the employee's military base pay for the scheduled working days of absence, up to the employee's full salary or wage. Employees must complete one year of employment in order to receive supplemental military training pay from the University. (Refer to section 4.f. for procedures.) See your Human Resources Manager for more information.

i. Paid Organ Donor Leave
Under California law, eligible employees are entitled to a paid leave of absence up to 30 days for the purpose of organ donation and up to 5 days for bone marrow donation in any one-year period. Use of accrued time for a portion of the leave will be required to the extent permitted by law. For details, see Guide Memo 2.3.5: Disability & Family Leave, section 4.

NOTE: These leaves of themselves are unpaid and do not result in the employee receiving pay from the University. Depending on the nature of the leave, however, an employee may be required to use other accrued time off, e.g., accrued vacation, personal time off, or sick time, during the leave or may be eligible to receive disability benefits pursuant to the terms of the University's Voluntary Disability Insurance plan.

a. Types of Leave of Absence Without Pay

(1) Personal Leave
A regular employee may be placed on personal leave without pay at a department's discretion. Extra time off in conjunction with paid vacation or time off to take care of family circumstances are examples of situations that may be the basis for granting personal leave.

(2) Disability Leave
See Guide Memo 2.1.6: Sick Time, and Guide Memo 2.3.5: Disability and Family Leaves, for information relating to leaves necessitated by the employee's own injury or illness or the illness of a family member.

(3) Professional or Educational Leave
A regular employee may be granted a leave of absence by a department to pursue activities or educational courses that will enhance the employee's value to the University. This type of leave should not exceed one year. Stanford Benefits must be notified prior to the leave start date for continuation of the university’s contributions toward health benefits plans and retirement savings plan. (Time for participation in training, education, or professional development required and assigned by the department is paid work time. Refer to Guide Memo 2.1.12: Staff Development Program, for policy regarding time off with pay to participate in staff training and development programs.)

(4) Public Service Leave
A department may grant a regular employee a leave of absence for temporary participation in community, state, or national affairs, including elective public office. However, long-term or continuing full-time employment by a public or community agency normally is not a suitable basis for approval of a leave of absence.

(5) Military Service Leave
A regular employee who voluntarily enters military service or is called for active duty for an extended period should contact his/her Human Resources Manager for more information. [For short-time periods of military training duty refer to "military training leave" under 1.f. above; for leave of absence right for spouses of military personnel refer to 2.a.(6)-Other Leaves, below.] Certain leaves for family of members of the armed forces are outlined in Guide Memo 2.1.18: Military Leave.

(6) Other Leaves
The University provides leaves of absence as required by law, such as Volunteer Firefighters Leave, Parent's Leave for School Discipline, Parent's Leave for Children in School, Literacy Leave, time off from work for victims of domestic violence or sexual assault, absence from work for victims of crime and certain persons related to victims for judicial proceedings, and leave of absence right for spouses of military personnel while such personnel are on a leave from deployment. Consult with Employee and Labor Relations for details about any of these leaves. 

b. Benefits Continuation During Unpaid Absences

(1) Benefits Continuation
The employee's insurance and health care plans will continue during an unpaid leave of absence if the employee pays his/her portion of the cost of coverage. Exception: An employee on a personal leave of absence must pay the entire cost of coverage (employee and employer portion). The employee will be billed the appropriate amount for their benefits during the unpaid leave of absence.

(2) Retirement Contributions
All retirement plan contributions stop while employees are on an unpaid leave of absence.

(3) Benefits Cancellation
An employee on an unpaid leave may choose to cancel coverage during the leave period. If the coverage is not cancelled within 31 days of the start of the leave, the employee will be billed for coverage. To cancel coverage, the employee must go to the Benefits website or call (650) 736-2985 (press option 9). The employee can re-enroll in benefits as soon as he/she returns to work in a benefits-eligible position.

a. Length of Leave
Each leave of absence must be for a definite period with specific starting and ending dates. A leave cannot extend beyond the end of a fixed-term appointment. Whenever a proposed leave will result in a total period of absence exceeding 12 months, prior approval is required from local Human Resources Manager and the Vice President of Human Resources (or his/her designee) or the Director of Human Resources at SLAC. Approval of leaves exceeding 12 months should be rare.

b. Reinstatement Requirement
A department granting or recommending a leave of absence is obligated to reinstate the employee in the same or a similar position at the end of the leave. Under special circumstances, the Vice President of Human Resources (or his/her designee) may approve a recommended leave when the employee has waived in writing the reemployment obligation. A leave of absence is not appropriate when the employee cannot provide reasonable assurance of intention to return to University employment at the end of the leave.

c. Termination of Leave by Layoff
When a layoff situation occurs in a department while an employee is on a leave of absence, normal layoff procedures will apply and will include the employee on leave. If a leave is terminated by layoff, the standard provisions for severance pay, reemployment, and benefits continuation are applicable.

d. Failure to Return from Leave
When an employee does not return to work at the end of a leave, or when a department learns that an employee will not return, the department initiates a termination of the leave and of the individual's employee status, citing the reason for the employee's separation.

a. Records
PeopleSoft/Axess should reflect both paid and unpaid absences indicating the type of leave and the period of absence. Retain in the department files documentation such as evidence of disability and written request for leave.

b. Advance Approval
When a leave requires advance approval from the Vice President of Human Resources (or the Director of Human Resources at SLAC), the department's request for approval should include the department's written recommendation.

c. Change in Circumstances During Leave Without Pay
When any change in circumstances make it necessary to modify a leave of absence, discuss the situation with the Human Resources Manager before any action is taken.

d. Benefit Plan Arrangements
Employees on an unpaid leave of absence will be billed by Vita Administration Companies for their insurance and health plan premiums on an after-tax basis. Employees must pay the premiums promptly to Vita.

e. Work Schedule Modifications
Supervisors should adhere to University policies and government requirements regarding overtime pay when modifying a nonexempt employee's work schedule to provide the employee with personal time off. (See Guide Memo 2.1.5: Compensation of Staff Employees, for policies on work scheduling.)

f. Procedures for Military Training Pay
The employee should be placed on Leave of Absence Unpaid for reason of Military Service so health and life benefits are not interrupted. When training leave ends, the employee must provide a copy of the pay stub verifying income received from the military. The department then adjusts the employee's pay for the leave period so that the adjusted salary plus military pay equals the usual full-time salary. (See Guide Memo 2.1.18: Military Leave.)

g. Reemployment Rights of Veterans
Any employee who enters military service may have legally guaranteed reemployment rights. When an employee goes into military service, the employee's department should obtain information about these rights from Human Resources.

a. University Retirement Plans
Income from University retirement plans is available to all participants who are vested in these plans, whether or not they are Official University Retirees. For detailed information about eligibility, contributions, vesting, and benefits please see each plan's Summary Plan Description, available at the Benefits web site. The Summary Plan Description is the official University communication on these plans and contains a description of how each plan operates and participants' rights under the plan and federal law.

• Staff Retirement Annuity Plan (SRAP)
  This retirement plan is for certain employees covered by collective bargaining unit agreements. Additionally, due to certain historical Plan provision changes and participant elections, some exempt and nonexempt staff may either:
  (a) Be a current participant in SRAP, or
  (b) Have an accrued SRAP benefit from previous participation while in an active SRAP status.
• Stanford Contributory Retirement Plan (SCRP)
  This retirement plan is for faculty, academic staff and exempt and non-exempt employees. However, due to certain plan provision changes and participant elections, some employees elected to continue participation in SRAP rather than participate in SCRP. The Summary Plan Description is available on the Benefits web site in the Resource Library.

b. Voluntary Tax-Deferred Annuity Plan (TDA)
This retirement plan is available to all eligible employees immediately upon hire and is intended to supplement the retirement benefits from Social Security and either the SRAP or SCRP plans. For purposes of this plan, "employee" includes faculty and staff; post doctoral scholars; and temporary, casual and contingent employees. Employees make tax-deferred contributions to this supplemental plan and direct where to invest their contributions.

c. Social Security Retirement Benefits 
The Social Security program provides retirement benefits to individuals who have worked long enough in covered employment to become fully insured. Reduced benefits are payable to retirees starting at age 62 and before Social Security normal retirement age based on year of birth. Increased benefits result from deferring retirement beyond normal retirement age. After the start of benefits, amounts earned from gainful employment in excess of limits set by law may reduce Social Security payments. Employees and employers pay the costs of the Social Security program. Local offices of the Social Security Administration will provide additional information and assistance with applications for benefits.

a. Eligibility
Only current employees and former employees who have not been terminated for misconduct (and informed in writing that they are ineligible for rehire by the University) may qualify to become an Official University Retiree if age and service requirements are met

1. Employees Hired Before January 1, 1992
Employees with a benefits-eligible hire date before January 1, 1992 can qualify as an Official University Retiree one of two ways:

• Complete at least 10 years of benefits-eligible service and are at least age 55 at the time of retirement, or
• Meet the "Rule of 75" [see (2) below].

2. Employees Hired On or After January 1, 1992
Employees with a benefits-eligible hire date on or after January 1, 1992 qualify as an Official University Retiree when all the following requirements are met:

• At least 10 years of benefits-eligible service, and
• Age and years of service total 75 or more.
• This rule is called "The Rule of 75."

3. Gradual Retirement
A full-time staff member who qualifies for Official Retiree status but wishes to retire gradually by continuing to work part-time may make such arrangements when mutually acceptable to his/her department (including a department to which an employee is redeployed). Retirement benefits will continue to accrue on part-time employment when provided for in the applicable retirement plan.

4. Reemployment of Retirees
If a retiree returns to Stanford employment, he or she should call Stanford Benefits at (650) 736-2985 and press option 9 to discuss the effect, if any, on retiree health benefits.

b. Official University Retiree Benefit Program

• Medical Benefits
  Official Retirees may participate in a University-provided retiree medical plan. See the Retiree Health & Welfare Summary Plan Description, available at the Benefits web site for detailed information about eligibility, coverage, University contributions, costs and benefits. At age 65, retirees and spouses must apply for and maintain Medicare Parts A and B.
• Dental Plans
  Official Retirees may participate in the University-provided retiree dental plan. See the Retiree Health and Welfare Summary Plan Description for detailed information.
• Perquisites
  Official University Retirees may use University libraries and recreation/ athletic facilities and receive staff discounts for certain athletic events, as provided by the rules and policies of the department which provides the services or facilities. Official University Retirees remain eligible to participate in the Tuition Grant Program.

a. Arrangements for Retirement
(1) An employee is encouraged to attend a retirement meeting at least 2-3 months prior to his/her potential retirement date.
(2) Retirement is a form of voluntary termination of employment. See Guide Memos 2.1.9: Separation from Employment and 2.2.3: University Payroll.

b. Retirement Gifts
Departments may use University funds to purchase a retirement gift for the retiree. However, a gift of more than nominal value may be taxable to the recipient as additional income. For more information see Guide Memo 2.2.10: Gifts and Awards for University Employees.

c. Reemployment of Retirees
When individuals who have retired from the University are reemployed, the provisions of Guide Memo 2.1.2: Recruiting and Hiring of Regular Staff, and Guide Memo 2.2.3: University Payroll, are applicable.

Health Care: Retirees who are recalled to a benefits-eligible position working between 20-40 hours per week become eligible for the same benefits as an active employee and will need to enroll as such. If a recalled retiree fits these requirements, he/she should call Stanford Benefits at (650) 736-2985 and press option 9. When the recalled retiree terminates employment again, call Stanford Benefits at (650) 736-2985 and press option 9 to re-enroll in retiree medical benefits.

d. Recalled Retiree
If a retiree is receiving payments from SRAP, SCRP or TDA, those benefit payments continue if the retiree is recalled to a benefits-eligible position. In addition, the recalled retiree starts accruing additional retirement benefits based on salary.

To be eligible for the Staff Development Program, an employee must meet all the following criteria:

• Be a continuing regular or fixed-term staff employee (including a bargaining unit employee). See Guide Memo 2.2.2 for definition of regular staff or fixed-term employee.
• Receive no financial assistance from other sources that would duplicate SDP assistance (scholarships, grants, and departmental funds may augment but not duplicate SDP assistance).

Staff Training Assistance Program (STAP)

• STAP assistance funds are available to each eligible staff member on the first date of employment.
• Academic Staff-Teaching: senior lecturers, lecturers, artists-in-residence who work at least 50% time are also eligible for the Staff Training Assistance Program.
• Faculty, students, temporary employees, retirees, and other non-staff University affiliates are not eligible for STAP assistance.

Staff Tuition Reimbursement Program (STRP)

• Available after an eligible employee has completed one year in a continuing benefits-eligible position at 50% Full Time Equivalent (FTE) or greater.
• The amount provided is pro-rated if eligible staff works less than full-time, but at least 50% part-time.
• Faculty, students, and other temporary workers are not eligible for STRP assistance.

STAP assistance may be requested for job-related training, career development, STAP approved health improvement courses through the Stanford Health Improvement Program (HIP), and academic pursuit through the Stanford Continuing Studies Program.

a. Job-Related Training
Training must be directly related to performance requirements of the employee's current assignment, and either maintain or improve job skills; be required by law; or respond to organizational or operational need as defined by employee's supervisor including training required to respond to organizational or operational need as defined by the employee's supervisor or the university. STAP does not cover training to meet minimum educational requirements of the current job, or qualify the employee for a new trade or business.

Training may be a formal course given for academic credit or certificate of completion by an accredited college, university, technical/vocational school or institute, special skills school, or adult education school; a seminar, workshop or special emphasis short-duration program presented by an approved provider; or training obtained at a conference or professional organization. Online training may be allowable if it meets the requirements outlined in Section 2.a. The employee's supervisor must approve the training in advance. Questions about whether the training or the provider is eligible for STAP should be directed to the Stanford STAP administrator prior to the start of the training course or activity.

(1) Release Time/Time Off with Pay for Required Training
An eligible staff employee's supervisor must approve in advance the course as job-related training and approve the release time, if any, to attend the training. Such time off must be compatible with the work schedule of the department and consistent with requirements of contracts and grants regarding time worked. The department funds time off with pay for training.

(2) Reimbursement
Requests for reimbursement of allowable expenses through STAP must be made within 20 days of satisfactory completion of the training, with the supervisor's approval. Submitted requests will be charged against the STAP funds based on the class start date. When employees are reimbursed in advance of course completion, the employee must provide evidence of satisfactory completion to the supervisor. (See Section 5 for procedure).

b. Career Development Training
Training must be related to an identified and planned training objective for career development. Such training may be a formal course given for academic credit or certificate of completion by an accredited college, university, technical/vocational school or institute, special skills school, or adult education school; or be a seminar, workshop or special emphasis short-duration program presented by an approved provider. Career development must only be for training activity that will assist the employee in qualifying for a new position or advancement within his or her current trade or business at Stanford. The employee's supervisor must approve in advance this training and any release time needed to attend.

(1) Release Time/Time Off Without Pay
An eligible staff employee may be granted a maximum of 24 hours per month of release time without pay for approved training for career development purposes if no comparable course is offered during non-work hours. Time off for eligible part-time staff should be pro-rated based on the percent time worked. Approval of time off is at the department's discretion and must be compatible with the work schedule of the department and consistent with requirements of contracts and grants regarding time worked.

(2) Reimbursement
Requests for reimbursement of allowable expenses through STAP must be made within 20 days of the satisfactory completion of the training with the supervisor's approval. Submitted requests will be charged against the STAP funds based on the class start date. When employees are reimbursed in advance of course completion, the employee must provide evidence of satisfactory completion to the supervisor (see Section 5 for procedure). For IT Services, HIP and Continuing Studies courses, the STAP allowance will be deducted from the fee when employees register for classes.

Eligible employees may request STRP support for courses that fulfill undergraduate or graduate degree requirements at a fully accredited college, university, technical/vocational school or institute, special skills school, or adult education school when the employee is admitted to the degree program (certificate programs excluded). Courses must be taken at, or online through, a regionally-accredited institution recognized by the U.S. Department of Education in order to be eligible for reimbursement. The employee's supervisor must approve the request if release time/time off (with or without pay) is requested.

Covered degree programs:

• Associate
• Bachelor
• Master
• Doctoral

Programs that are not covered:

• Individual courses
• Certifications
• Graduate Certificate
• Degree program entrance exams, such as SAT, ACT, GRE, LSAT, GMAT, MCAT
• Challenge exams or credit by exam, such as CLEP, UEXCEL and DSST

a. Release Time/Time Off without Pay
An eligible staff employee may be granted a maximum of 24 hours per month of release time, without pay, for an approved undergraduate or graduate course, if no comparable course is offered during non-work hours. Time off for part-time regular staff should be pro-rated based on the percent time worked. Approval of time off is at the department's discretion and must be compatible with the work schedule of the department and consistent with requirements of contracts and grants regarding time worked.

b. Tuition Payment
Payment of tuition and covered fees through STRP will be made directly to the institution before attendance each quarter or semester.

An employee may not receive reimbursement under STAP and reimbursement under STRP for the same course or program. For example, you cannot use STRP for tuition and STAP for books, supplies and equipment for the same course or program.

a. STAP Expenses

• The current maximum STAP reimbursement is:
  • $800 for eligible employees not covered by the SEIU Collective Bargaining Agreement
  • $700 for eligible employees covered by the SEIU Collective Bargaining Agreement
    • $100 of STAP funds for SEIU-represented staff are reallocated for a leadership, training and educational program, known as the Apprenticeship Program. (For additional information, refer to the 2014 Collective Bargaining Agreement between SEIU Higher Education Workers Local 2007 and The Board of Trustees of the Leland Stanford Junior University, Side Letter 7: Leadership, Training and Educational Fund).
• Costs of tuition, registration fees and required textbooks, CDs, e-books or tapes are allowable for reimbursement up to a maximum determined each fiscal year.
• Travel expenses, parking, lodging, meals, professional memberships, testing and exam fees, reference books and professional subscriptions are not allowable.

b. STRP Expenses

• The current maximum annual STRP benefit amount is $5,250 granted to the eligible employee at the beginning of each fiscal year. Payments and reimbursements are pro-rated for part-time eligible staff working at least 50% time.
• Covered fees are limited to the cost of tuition, registration fee, lab fees, course fees and eLearning fees.
• Covered expenses are limited to required books, CDs, DVDs, and other published materials, supplies and equipment, including software. Supplies, equipment and software that the employee may keep after the course is completed are not a covered expense.
• An employee may not use STAP and STRP funds for the same course or program.

a. Timing of STAP Reimbursement
Requests for reimbursement of allowable expenses through STAP must be made within 20 days of satisfactory completion of the training, with the approval of the supervisor. Submitted requests will be charged against the STAP funds based on the class start date. Refer to the STAP Frequently Asked Questions for details on the reimbursement process.

b. Timing of STRP Payment
Payment of tuition and covered fees will be made directly to the institution by the program administrator before attendance each quarter or semester. If the employee makes payment directly to the institution, the employee must submit the invoice to the program administrator through a Direct Bill request. The program administrator will make payment directly to the institution, and the institution will issue a credit or reimbursement to the employee.

c. Departmental Reimbursement
When covered costs exceed the current STAP/STRP limit, the excess cost may be partially or fully reimbursed by the employee's department. Departmental reimbursement is at the department's discretion and is determined based on available departmental funds for training. Reimbursement for work-related or career development training may be taxable if the total exceeds $5,250 in one tax year (see Section 7a), regardless of the source of university funds. Departmental reimbursements have the same tax consequences as STAP/STRP reimbursements.

d. Employee Obligation
When the University reimburses an employee for training costs through STAP prior to completion of the activity, the employee assumes an obligation to complete the supported training in a satisfactory manner. An employee who does not complete University-reimbursed training must repay the University the total amount of the reimbursement.

e. Evidence of Satisfactory Completion
Employees utilizing funds for training expenses through STAP must provide the supervisor with evidence of satisfactory completion as soon as possible—but no later than 60 days after the training activity is completed. For STRP, evidence of satisfactory completion must be provided to both the supervisor (if supervisor approval was required) and to EdAssist, the STRP administration vendor, within 60 days of the course end date. Such evidence may be an official grade card or transcript from the institution or provider of the course. Failure to submit evidence of course completion within 60 days will require the employee to repay the tuition/fee/expense amount to Stanford and could result in denial of all future requests for tuition assistance. Refer to the STRP Guidelines for details on the Evidence of Satisfactory Completion submission process.

• For undergraduate academic courses using STRP funds, a grade C or better, or pass grade in a pass/fail course is required. A grade of C- or less will not be accepted as a satisfactory grade.
• For graduate academic courses, using STRP funds, a grade B or better, or pass in a pass/fail course is required. A grade of B- will not be accepted as a satisfactory grade.
• If a course may be taken for either a letter grade or a pass/fail grade, the employee must take the course for a letter grade to be eligible for STRP funds for this course.

f. Repayments
Staff members who have utilized STRP are required to repay tuition and fees that were paid to STRP to an institution for coursework if: 

• Employee withdraws from a course after the tuition was paid
• Employee fails to submit proof of satisfactory completion
• For undergraduate course work, the employee receives a grade of C- or lower or Fail (if a Pass/Fail course)
• For graduate course work, the employee receives a grade B- or lower or Fail (if a Pass/Fail course)

a. STAP
An employee planning a training or development activity should discuss development and performance objectives with his/her supervisor before registering for the course or program. Decisions regarding applicability of training and issues regarding release time should be made at this time. The employee and the supervisor should review career development plans before registration. No application form is needed.

Departmental Review
The supervisor should review the staff training assistance request and evidence of satisfactory completion, confirming the following:

• Employee eligibility (see Section 1)
• Program applicability (see Section 2 and 3)
• Covered fees and expenses (see Section 4)
• Course completion (see Section 5)

Courses taken through the Stanford Health Improvement Program (HIP) or Stanford Continuing Studies Program (CSP) are not subject to supervisor approval unless release time is required.

b. STRP
Prior to April 30, 2015, employee must submit a completed/signed STRP application to the Tuition & Training Programs Office before the beginning of the designated institution's academic year. The application and instructions can be found on the STRP website (My Learning Center). A supervisor's signature is required if release time/time off with pay is requested.

On or after April 30, 2015, employee must submit an application for each term (quarter or semester) no earlier than 90 days prior to the start of classes and no later than 30 days after the start of classes. If a supervisor's signature is required for release time/time off with pay, employee must complete the Supervisor Approval Form. The Supervisor Approval Form can be found and printed from the Stanford My Learning Center website and must be sent to the Stanford STRP office with the employee and supervisor signature within five business days of application submission. Failure to submit the Supervisor Approval Form will result in a denial of the application.

Payment of Tuition and Covered Fees
The Direct Bill option should be used to request payment of tuition and fees directly to the employee's school by following the four-step application process in My Learning Center, located on the STRP website.

Expense Reimbursement
The Expense Reimbursement option should be used if the employee has paid for tuition and/or allowable fees and or expenses. The employee must make the request and submit documentation as proof of payment within 60 days of the course end date.
Detailed information about the application, payment and reimbursement process can be found on the STRP website.

c. Tuition & Training Programs Review
The Tuition & Training Programs office monitors and periodically audits applications for conformance with standards of eligibility, applicability and allowability as outlined in this Guide Memo. The Tuition & Training Programs office has final approval over any disputes, of application denial or denial of payment and reimbursements for approved applications. A decision by Tuition & Training Programs office concerning approval or disapproval of applications, payments or reimbursements is not subject to review under any grievance procedure. Appeal of a decision by the Tuition & Training Programs office may be made in writing to the Director of Tuition & Training Programs in University Human Resources.

a. New Applications
No applications will be accepted after employment with the university or SLAC ends.

b. Expense Reimbursement
If employment with the university or SLAC ends before a request for reimbursement of covered expenses has been submitted, an employee may submit a manual request for reimbursement if the reason for termination is for any of the following reasons:

• Layoff
• Layoff to Retirement
• Retirement
• Military Service
• Transfer from the University to SLAC
• Transfer from SLAC to the University

If employment with the University or SLAC ended for any other reason, an employee will not be eligible to request or receive reimbursement for expenses after the date employment ended.  However, if an application was submitted and approved, and tuition and fees were paid directly to the employee’s school prior to the date employment ended for any reason, he or she will not be required to repay that amount.

SDP is intended to provide benefits that are, to the extent possible, excluded from taxation under federal and state laws. Accordingly, this Guide Memo constitutes a separate written plan for the exclusive benefit of employees under sections 127 and 132(d) of the Internal Revenue Code and its regulations, to provide such employees with educational assistance.

a. General Rule
In general, an employee may exclude up to $5,250 received for graduate or undergraduate education under STRP and up to $800 received under STAP from his/her gross income each tax year for allowable tuition and covered fees and expenses.

b. Tax Year
Employees should note that STRP provides reimbursements of up to $5,250 for each Stanford fiscal year. Because Stanford's fiscal year runs from September 1 through August 31, an employee could be eligible to receive reimbursements in excess of $5,250 for the employee's tax year.

c. Other Situations
Amounts paid to an employee in excess of $5,250 may also be excluded if they are payments for certain job-related training, when such training maintains or improves the skills of an employee. However, if the training is necessary for the employee to meet the minimum educational requirements for employment, or if the training will qualify the employee for a new trade or business, the payments will not qualify for this additional exclusion.

d. Getting Help
Employees should consult their personal tax advisor with any questions.

a. Administration
SDP is administered by the University. The University has the discretionary authority to determine all matters with respect to SDP, including, without limitation, eligibility issues, benefit amounts, evidentiary matters and tax treatment. Its decisions shall be final and binding on all persons.

b. Amendment and Termination
The University reserves the right to modify SDP in any respect, or to discontinue SDP, at any time.

Senior Staff employees have responsibilities and functions that require different policies and conditions governing their employment and termination. These employees are "at-will" employees and may be terminated at any time for any reason, including layoff, or no reason. Guide Memo 2.1.16: Addressing Conduct and Performance Issues, and the grievance procedure in Guide Memo 2.1.11: Grievance Policy, are not applicable to Senior Staff. Senior Staff have access to the Senior Staff Administrative Review described below.

This policy describes the unique employment relationship of Senior Staff to the university. It further sets forth the process for administrative review of Senior Staff employment disputes.

Effective July 1, 2015, Senior Staff positions are designated at levels N, O, P, N11, and N99 within the university classification system.  Only employees in positions designated at level N, O, P, N11, or N99 on or after July 1, 2015 are considered Senior Staff.

1. TGP Eligibility. Employees who were designated as Senior Staff prior to July 1, 2015, but who are designated at classification level A-M on July 1, 2015 will no longer be considered Senior Staff, but will retain the TGP coverage they had prior to July 1, 2015.
2. Housing Program Eligibility. University staff employed 100% time and matched to classification levels O, P and N11 are eligible for one or more housing assistance programs.  For those staff employees who were eligible for staff housing assistance before this date, but are not in classification levels O, P and N11, they will lose their eligibility for any applicable staff housing assistance unless they are already participating in the program.  For any questions about housing program eligibility or details of the programs, please contact Faculty Staff Housing at FSHousing@stanford.edu or 725-6893.

a. Termination Policy
Senior Staff may be terminated at any time for any reason, including layoff, or no reason upon the approval of the Dean, Vice Provost, Vice President, Provost or the President or his/her designee. Such termination is subject to the appropriate administrative review, but will not be subject to review under any grievance procedure in the University. Senior Staff who are terminated by the university receive notice and severance pay as described in section 4.c, except when the President or the Vice President for Human Resources or his/her designee determines the termination is for misconduct. Senior staff who voluntarily resign are not entitled to notice or severance pay.

b. Policy on Extended Notice
Senior Staff receive at least three months' notice. When pay is given in lieu of notice, the maximum payment period is three months. A combination of notice and pay in lieu of notice may be appropriate at the university's discretion. In such an arrangement, severance pay may be contingent on serving out a specified portion of the notice period.

c. Policy on Payment of Severance Pay
Senior staff will be paid a minimum of three months' salary and a maximum as listed in the following table, provided a General Release of All Claims and Severance Repayment Agreement is executed. Severance is not payable until the expiration of any revocation period in the General Release of All Claims and Severance Repayment Agreement.

Senior Staff Severance Pay

d. Policy on Continuation of Benefits
Senior Staff may continue their university medical insurance and receive the university's regular contributions for three months after the date of termination, subject to prompt payment of any required contributions by the employee. Stanford Contributory Retirement Plan (SCRP) Basic contributions continue during the notice period, including any period of pay in lieu of notice. If the Senior Staff member makes employee contributions to the plan during the notice period, matching contributions will also continue.

e. Policy on Repayment of Severance Pay
The months following the termination date comprise the "severance repayment period." This period is equal to the number of months of severance pay received. If a Senior Staff employee is reemployed by the University before the end of the severance repayment period, that portion of the severance pay equal to the base pay he/she would have earned if not terminated may be retained by the employee. The balance must be repaid to the University as stated in the General Release of All Claims and Severance Repayment Agreement.

a. Purpose

• The Senior Staff Administrative Review is a formal guideline for examination by line management of any action that the employee believes constitutes improper treatment and has directly affected him/her.
• The Administrative Review does not preclude informal discussions with senior university managers in an attempt to resolve problems.

b. Procedure

• Discussion With Supervisor
  The Senior Staff employee should first discuss the problem with his/her immediate supervisor, indicating the nature of the complaint, the university policies involved, and the desired resolution. The supervisor should respond orally or in writing as expeditiously as possible, but no longer than one week.
• Written Statement
  If the matter is not resolved by this discussion, the Senior Staff employee may present the problem in writing to the cognizant Dean, Vice President, Vice Provost, or Provost within one week. The Dean, Vice President, Vice Provost, Provost or his/her designee shall consider the issue, make whatever disposition he/she deems appropriate, and respond to the employee in writing within two weeks.
• Appeal
  The determination of the Dean, Vice President, Vice Provost, or Provost shall be final except in circumstances where he/she had direct and immediate involvement in the decision that gave rise to the complaint in the first instance. In this case, an appeal may be made to the Vice President for Human Resources or his/her designee. Unless the Vice President for Human Resources determines the matter is appropriate for Presidential review, the decision of the Vice President for Human Resources, or his/her designee, shall be final.

a. Policy Revisions
Send proposals for policy changes to the Vice President for Human Resources for study and recommendation.

b. Policy Interpretations
Address questions of policy interpretation to the Vice President for Human Resources.

c. Records
Send copies of appeals and dispositions to the Vice President for Human Resources.

It is the policy of the University that employees are expected to carry out their assigned tasks and responsibilities as instructed and to conduct themselves in accordance with reasonable rules and expectations for the work place. University policy is: Employees cannot be terminated without some form of cause. "Cause" is defined broadly as any legitimate business reason, including but not limited to: Failure to satisfactorily perform job duties or meet job requirements, unavailability for work, excessive absences or tardiness, disclosure/misuse of confidential information, damage or misuse of University property, insubordination, failure to follow University policies and procedures, failure to return from an approved leave, failure or refusal to fully cooperate with a university investigation and/or request for information, or any other misconduct or acts detrimental to University operations.

Written corrective action and involuntary termination are subject to Guide Memo 2.1.11: Grievance Policy.

Corrective action is taken when an employee has not conformed to performance or conduct expectations. University policy does not require corrective action be taken in any formal steps or order, and recognizes that the determination of appropriate corrective action will depend on the facts and circumstances of the particular situation. Moreover, some forms of conduct, including any form of misconduct, warrant immediate termination.

The purpose of this policy is to make clear to supervisors and employees when corrective action or termination can be imposed.

a. Overview
It is the responsibility of the supervisor to provide honest and constructive performance feedback to his/her direct reports.

b. Notice
Supervisors are normally required to give written notice (e.g., memo, performance evaluation, letter, etc.) that performance or behavior is unsatisfactory and improvement is needed before terminating an employee. Such notice may or may not be preceded by verbal coaching. However, prior notice is not necessary in cases where immediate termination is appropriate (please consult with local Human Resources office).

c. Discharge
As mentioned in section 3.b, supervisors are normally required to provide notice to an employee of performance deficiencies before termination. However, there is no requirement that notice be provided before termination of employment in all cases. A supervisor must consult with the local HR Office before the decision to discharge an employee, and cannot finalize the discharge decision without the concurrence of their next level manager and review and approval by the Office of the Vice President of Human Resources, or his/her designee.

a. When required to perform annual military training duty, a regular employee receives time off for the period of actual training, up to 17 calendar days a year. The University supplements the employee's military base pay for the scheduled working days of absence, up to the employee's full salary. Employees must complete one year of employment to receive supplemental military training pay from the University. Contact your local Human Resources Office for more information if needed.

b. Procedures for Military Training Pay
The affected employee should be placed on Leave of Absence Unpaid for reason of Military Service so health and life benefits are not interrupted. Upon conclusion of the training leave, the employee must provide a copy of the pay stub verifying income received from the military. The department then adjusts the employee's pay for the leave period so that the adjusted salary plus military pay equal the usual full salary.

An employee who voluntarily enters military service or is called to active duty for an extended period will have reinstatement rights to his/her current position if these requirements are met:

• The employee ensures Stanford receives advance written or verbal notice of military service,
• The period of service does not exceed five years,
• The employee returns to work or applies for reemployment in a timely manner after service ends, and
• The employee separates from military service under honorable conditions.

Contact your local Human Resources office with any questions about this information.

a. Type of Leave
Under California law, up to 10 days of unpaid leave is available to eligible employees who are spouses/domestic partners of deployed members of the military when the military spouse/domestic partner is on leave from deployment during a time of military conflict.

b. Eligibility
To be eligible for this form of leave, an employee must work an average of 20 or more hours per week and be the spouse or domestic partner of a "qualified member" of the United States Armed Forces, National Guard, or Reserves. A "qualified member" is a member of the United States Armed Forces who has been deployed during a period of military conflict. The employee also must provide: 

• notice of intention to take family military leave within two business days of receiving official notice that the employee's military spouse will be on leave from deployment, and
• documentation certifying the employee's military spouse will be on leave from deployment during the time that the employee requests leave.

a. Qualifying Exigency (Emergency) Leave
Qualifying emergency leave allows eligible employees (see 4.c) to use some or all of their 12-week FMLA leave entitlement for an emergency due to a family member's active duty or call to active duty in any branch of the U.S. Armed Forces. Armed Forces include National Guard and Reserves. Qualifying emergencies are defined by regulation and include issues arising from a short-notice deployment, military events, child care, school activities, financial or legal arrangements, counseling, rest and recuperation, post-deployment activities, or any issue the University and employee agree to designate as a qualifying emergency.

b. Military Caregiver Leave
Military caregiver leave allows eligible employees (see 4.c) up to 26 weeks of job-protected FMLA leave in a rolling 12-month period that begins on the verified FMLA start date to care for covered family member who is a member of the Armed Forces and who:

• suffers serious injury or illness in the line of duty, or
• undergoes medical treatment, recuperation, or therapy for a serious injury or illness.

Service member means veterans and current members of the U.S. Armed Forces including the National Guard or Reserves.

Eligible employees may request caregiver leave to care for a veteran who:

• is undergoing medical treatment, recuperation, or therapy for a qualifying serious injury or illness incurred in the line of duty, while on active duty. (A serious illness or injury can include a preexisting injury or illness that was aggravated in the line of duty, while on active duty.), and
• was a member of the Armed Forces (including the National Guard or Reserves) at some point during the five-year period before undergoing the treatment, recuperation or therapy.

c. Eligibility
(1) Employee must be a spouse, parent, son or daughter of the service member.
(2) Employees are eligible to take this type of leave if employed by the University at least one year and have worked at least 1,250 hours (paid time off, paid leave and unpaid leave not included) during the 12 months before the start of the requested leave.

NOTE: This leave entitlement does not increase the amount of time an employee can be off work for FMLA reasons, except that up to 26 weeks of unpaid leave is available to care for an injured service member during a 12-month period.

For example, if an employee has used 12 weeks of FMLA leave for the birth of a child, the employee is not entitled to an additional 12 weeks of leave within that 12-month period to deal with exigent circumstances arising from a family member call to active duty. But, the employee would be entitled to up to another 12 weeks (for a total of 26 weeks combined) to care for a covered family member who is injured in the line of duty.

a. Health and Life Benefits
Employees on unpaid leave for Military Service (MIL) will have the same University benefit contributions as when actively employed. The employee will be billed for the employee portion of the costs on an after-tax basis on the 7th and 22nd of each month.

b. Retirement Savings Plan (SCRP)
When an employee receives adjusted pay upon return from Military Leave, retirement savings plan benefit accruals and/or contributions will be made, subject to plan provisions.

c. Retiree Medical Eligibility
Time on Leave for Military Services counts toward official retiree medical eligibility.

d. Benefits in Cases of Termination

• Medical and Dental Coverage
  A regular employee whose University employment is terminated while the employee is on Military Leave may continue medical and dental coverages at the employee's expense through COBRA for 18 months.
• Life Insurance
  Life insurance portability or conversion to an individual plan is available. The employee should contact Stanford Benefits at the time of termination for the appropriate forms.

a. Reimbursement Reported as Additional Income
When applying this relocation policy, departments should be aware that the Internal Revenue Service (IRS) requires the University to report any reimbursements and advances associated with the move that exceed IRS guidelines as additional compensation income to the employee, subject to payroll taxes.

b. Reimbursement Not Tax-Reported As Additional Income
Reimbursements and advances of “qualified moving expenses” are not tax reportable as additional income. These reimbursements are reported as information only. IRS guidelines identify the following criteria for “qualified moving expenses:”

(1)  The Job is:

• A new job for the person being moved
• Full-time
• Expected to last at least nine months if a new employee, or 12 months if a relocation of an existing employee
• At least 50 miles farther from the old residence than the old job was from the old residence

(2) The Expense includes reasonable costs for:

• Moving household goods and personal effects
• En route travel (for current applicable mileage rates for moving, see Mileage Reimbursement Rates)
• En route lodging (but not meals)
• Storage of household goods for up to 30 days

(3) The People whose expenses qualify are:

• The new employee or a current employee transferring to a qualified job.
• Members of the employee's household (The IRS does not recognize a domestic partner as a member of the employee's household.)

c. Tax-Reportable Reimbursements
Additional reimbursements and advances allowed by Stanford's relocation policy and reported as additional income to the employee may include, but are not limited to:

• House-hunting expenses
• Temporary living expenses
• Same-sex domestic partner moving expenses
• En route meals
• University Vehicle Allowance over IRS Approved mileage rate for moving (see Mileage Reimbursement Rates)
• An additional 30 days storage of household goods
• Expenses for return trips to the employee’s former residence

d. More Information
Guidance on tax issues may be obtained from the Controller’s Office. Further information about tax reporting of moving expenses may be obtained from the IRS web site at http://www.irs.gov. Look for Publication 521.

a. Responsibility for Administering Policy
This policy is administered by the appropriate vice president, vice provost, dean or designee. Guidance on policy interpretation and procedural issues may be obtained from the Vice President of Human Resources and from the SLAC Travel Office.

b. Responsibility for Relocation Costs
The unit approving the relocation bears all costs.

(1) Charges to Sponsored Projects
Where costs are to be charged to a sponsored project, the terms of the applicable sponsored project award will take precedence.
(2) Exceeding Relocation Allowances
The appropriate vice president, vice provost, dean or designee may authorize the reimbursement of actual moving expenses in excess of the relocation allowances stated in this policy.

c. Reimbursement Authorization
When an offer is made to pay moving expenses, a letter of authorization must be sent to the new employee at the time employment is offered. It is the responsibility of the department issuing the reimbursement request to be sure it complies with the letter of authorization. The letter of authorization must specify:

• Reimbursable expenses and the maximum actual expenses that will be paid by the University
• Any lump sum amounts that would be in excess of actual expenses
• Any expenses subject to tax reporting and withholding

d. Preferred Carriers
The department or the individual being moved can go to Moving Services for information.

Relocation allowances should be offered only when the University feels that payment of part or all of relocation expenses is a significant factor in being able to attract a potential employee to Stanford, or in being able to attract an employee to accept a temporary reassignment. Eligibility for relocation allowances does not establish an entitlement. Payment of relocation expenses to an eligible person is at the discretion of the hiring unit.

a. Stanford Employees
Employees eligible for non tax-reportable moving reimbursements and advances per IRS guidelines (see section 1) include:

• New full-time employees whose new Stanford job location is at least 50 miles farther from their former home than their old job location was from their former home.
• Current full-time employees temporarily reassigned to a location 50 or more miles away. If such a reassignment is for less than a year, it is a Stanford business expense and not tax-reportable. Travel rules apply; see Guide Memo 5.4.2: Travel Expenses. However, if relocation is for a year or more, relocation rules apply, as covered in this Guide Memo.

Exceptions to the eligibility criteria may be made by the appropriate vice president, vice provost, dean or designee.

Tax Note: Exceptions that do not meet IRS guidelines (for example: full-time employment or 50-mile distance) are tax-reportable to the employee.

b. Spouses/Same-Sex Domestic Partners and Dependents
Relocation costs for spouses/same-sex domestic partners and dependents are reimbursable to the extent described in this Guide Memo.

Tax Note: Domestic partner expense reimbursements are tax-reportable to the employee.

c. Non-employees and Distinguished Visitors
Travel reimbursements for non-employees and distinguished visitors are described in section 11 of this Guide Memo.

Tax Note: Any reimbursement of moving expenses for a part-time appointment is tax reportable.

a. Policy
All or part of the expenses associated with a trip to Stanford for the purpose of house-hunting may be reimbursed to a prospective employee. Generally these may include those expenses reimbursable for travel by University employees (see Guide Memo 5.4.2: Travel Expenses), except that the per diem method may not be used. However, the Per Diem Rates may be used as a guideline for defining reasonable costs.

In addition, the vice president, vice provost, dean or designee may authorize the following:

• Expenses related to bringing a spouse/same-sex domestic partner
• Expenses for necessary child care
• Expenses related to a professional relocation service

Reimbursement for house-hunting expenses does not apply to dependents other than to a spouse/same-sex domestic partner.

b. Procedure — In any instance where house-hunting trip expenses are to be reimbursed by the University, the cognizant University officer should specify in writing to the prospective employee the terms and conditions of the reimbursement, including a maximum dollar amount to be reimbursed. It is the responsibility of the department issuing the reimbursement request to be sure it complies with the letter of authorization. Receipts must be submitted for expenses, as required in Guide Memo 5.4.2: Travel Expenses, section 14.

Tax Note: All house-hunting expenses are tax reportable.

a. Policy
All or part of the actual expenses associated with a new employee's travel to take up a position at Stanford may be reimbursed. This policy also covers spouses/same-sex domestic partners and dependent children living at home. Costs covered include reasonable transportation costs (see Guide Memo 5.4.2: Travel Expenses) and actual and reasonable costs of lodging, meals and gratuities. Mileage reimbursement is at the current Stanford rate (see Mileage Reimbursement Rates).

b. Procedure
See section 4, House-hunting Expenses.

c. Guidelines
The cognizant vice president, vice provost, dean or designee defines reasonable costs. If further guidance is needed the following guidelines are suggested:

• Transportation Costs — Airline tickets may be reimbursed. If a vehicle is driven, a typical minimum expectation for travel by personal auto is 350 to 400 miles per day.
• Lodging, Meals and Gratuities — Although the per diem method may not be used for reimbursement, the per diem rates may be used as a guideline for defining reasonable costs.

Tax Note: Tax-reportable items in en route/travel expenses include:

• All domestic partner expenses
• Meals and gratuities
• Vehicle mileage allowance over the IRS approved mileage rate for moving (see Mileage Reimbursement Rates)

a. Policy
A reasonable part (as defined by the cognizant vice president, vice provost, dean or designee) of the actual or incremental expenses associated with temporary living arrangements while relocating near the University may be reimbursed.

b. Procedure
See section 4, House-Hunting Expenses.

Tax Note: All temporary living expenses are tax reportable, except for the day of departure from the old location and day of arrival in the new location.

a. Policy
All or part of the actual and reasonable expenses of moving the household and personal effects of a new employee may be reimbursed. This policy also covers spouses/same-sex domestic partners and dependent children living at home. Where a mobile home is the principal place of residence, the University may reimburse the employee for expenses associated with unblocking, wheel rental, transportation, and resetting at the new location.

b. Procedure
In addition to the procedures outlined in section 4 (House-Hunting Expenses) above, the cognizant officer should specify the appropriate details in the letter of authorization. Unless there are unusual circumstances, a reasonable weight allowance is 15,000 pounds.

(1) Reimbursable Costs
The moving allowance may include:

• The actual cost of packing, crating, transporting, unpacking, and uncrating household effects
• Costs incurred for moves to and from storage
• Storage costs (limited to 60 days)
  Tax Note: Tax-reportable after 30 days.
• Costs of connecting and disconnecting household equipment
• “All risk” replacement cost insurance (which should be arranged through the shipping agent or carrier)
• Household pets

(2) Non-reimbursable Costs
Moving allowances exclude such items as:

• Animals (except for household pets)
• Pleasure boats
• Airplanes
• Vacation trailers
• Recreational vehicles
• Canned, frozen and bulk foodstuffs
• Building supplies
• Plants
• Storage sheds
• Farm equipment
• Firewood

a. Policy
Moving of laboratory supplies and equipment is a Stanford business expense, not subject to IRS reporting.

b. Procedure
The letter of authorization should instruct the moving company to document the costs of packing, crating, transporting, uncrating, and unpacking laboratory effects separately from the costs of moving household effects.

The vice president, vice provost, dean or designee may authorize all or part of the actual and reasonable expenses of moving two cars per household. The cars may be driven or shipped.

a. Policy
In a case where a new employee must return to his/her former residence to help with a move, or where the new employee is separated from his/her family for more than one month, the cognizant officer may authorize reimbursement for expenses relating to up to two trips to the employee's former residence.

b. Procedure
Any reimbursement should cover transportation costs only and should be confirmed in writing before the travel takes place. Receipts are required (see Guide Memo 5.4.2: Travel Expenses.)

Tax Note: All expenses for return trips are tax reportable.

a. Policy
The payment of expenses by the University may be authorized for faculty and regular staff with specifically limited assignments and for non-employees and distinguished visitors who perform teaching, research, or other related services. Limited assignments are for one calendar year or less and presuppose no change in permanent residence nor primary affiliation with another organization. All travel expense policies of the University (Guide Memo 5.4.2: Travel Expenses) apply to limited assignments, with these points of clarification:

b. Expenses are reimbursable only to the extent authorized in a formal letter of authorization (invitation). Transportation expenses for dependents may be allowed at the discretion of the vice president, vice provost, dean or designee, but will not be allowed for an assignment of fewer than 30 days.

Tax Note: Limited assignment expenses are tax reportable unless these conditions occur:

• The person on limited assignment has duplicate expenses (both the home residence and the limited assignment lodging).
• A member of the person's family continues to live in the home residence.
• The person retains a primary affiliation to the home institution (i.e., to Stanford for employees on limited assignment elsewhere, to their other employer for visitors to Stanford).
  Tax Note: Dependent expenses for a person on limited assignment are tax reportable.

c. Local transportation costs should be held to a minimum by the use of University vehicles and public transportation, but car rentals and taxi expenses are reimbursable when necessary and reasonable, to the extent authorized in the letter of authorization.

d. Reimbursement
The University will not reimburse expenses except those specifically detailed in the letter of authorization. Expenses reimbursed by other sources may not be included in the reimbursement request.

e. Lodging
While a person is seeking longer term suitable housing, payment by the University of actual and reasonable short term lodging costs or a per diem reimbursement is allowed, consistent with section 5 (En Route/Travel Expenses) of this Guide Memo. After suitable housing is obtained, a lodging allowance may be authorized if deemed necessary. A lodging allowance may be necessary if the employee has actual expenses greater than those incurred living in his/her primary residence. Any income from renting the primary residence while on temporary assignment must be considered in the lodging reimbursement calculation.

If reassignment of a faculty or staff member for official University purposes requires relocation, the University may pay the actual, reasonable, and necessary costs incurred, as approved by the cognizant vice president, vice provost, dean, or designee, subject to a maximum agreed upon in writing in advance. Expense incurred in connection with sabbaticals (unless retained on salary by Stanford) and leaves of absence will not be reimbursed.

Where appropriate, the University may elect to advance a relocating employee an amount to cover anticipated expenditures. Such advances may cover only expenses reimbursable to the employee and must be made in accordance with Guide Memo 5.4.1, Expense Advances.

Faculty or staff members who receive relocation assistance to accept a Stanford position will be required to reimburse the University for relocation assistance if they voluntarily leave the University for any reason within 12 months from their date of hire. Reimbursement to the University will be pro-rated according to the number of months the employee has worked at Stanford. (For example, an employee who leaves after six months would be required to repay half the relocation allowance paid.) This repayment provision must be included in the offer letter.

Tax Note: Non-repayment of relocation allowances has tax implications.

a. Oracle Financials Reimbursement Request
To claim reimbursement for relocation expenses the individual should submit an online Expense Report the through the Oracle Financials Expense Requests system. For requirements on receipts and other documentation, see Guide Memo 5.4.2, Travel Expenses, section 14.

b. Accounting
Relocation expenses are coded to moving expense expenditure types. Most such costs are classified as allowable. However, if the employee voluntarily resigns within 12 months of hire, the net moving costs (that is, the portion not repaid) must be transferred to an unallowable moving expense expenditure type.

c. Tax Withholding
For reimbursements on which income tax and Social Security withholding are required at the time of payment, Travel and Reimbursement will arrange with the Payroll Office for payment to be made through the payroll process.

1. Eligibility

Contingent employees delineated in the Applicability section above accrue and use sick time as described below.

2. Accrual of Sick Time

• Contingent employees accrue sick time at the rate of .03334 hours per hour of straight time. This equates to one (1) hour for every 30 hours worked.
• Unused sick time accumulates from year-to-year, with a maximum limit of 48 hours or six (6) days.
• When a contingent employee leaves one position and accepts another one within the University, the contingent employee’s sick time balance is transferred to the new department; the contingent employee is subject to any policies applicable to the new position regarding sick time use and limits on sick time accruals. 
• If a contingent employee separates from the University and is rehired by the University within 12 months from the date of separation, previously accrued and unused paid sick days shall be reinstated.
• Sick time shall not be paid out upon separation of employment.

Contingent employees may begin using sick time on the 90^th calendar day after the start of employment with the University. Sick time must be accrued before it can be used. The use of sick days is limited to 24 hours or three (3) scheduled work days each year of employment, whichever is greater. Sick time may only be used for an absence that a contingent employee has during scheduled work hours.

Sick time may be used for the following reasons:

a. Absence Due to Illness or Injury

Sick time may be used when a contingent employee’s illness or injury prevents the contingent employee from working.

   b. Medical and Dental Appointments

   Sick time may be used for all medical and dental appointments, including: 

• Diagnosis, care, or treatment of an existing health condition
• Preventative care
• Those appointments associated with a work injury (e.g., physical therapy)

   c. Domestic Violence, Sexual Assault, or Stalking

Sick time may be used by a contingent employee who is a victim of domestic violence, sexual assault, or stalking in order to:

• Obtain or attempt to obtain any relief, including, but not limited to, a temporary restraining order, restraining order, or other injunctive relief, to help ensure the health, safety, or welfare of the victim or his or her child
• Seek medical attention for injuries caused by domestic violence, sexual assault, or stalking
• Obtain services from a domestic violence shelter, program, or rape crisis center as a result of domestic violence, sexual assault, or stalking
• Obtain psychological counseling related to an experience of domestic violence, sexual assault, or stalking
• Participate in safety planning and take other actions to increase safety from future domestic violence, sexual assault, or stalking, including temporary or permanent relocation

   d. Family Sick Time

Contingent employees may use sick time for diagnosis, care, or treatment of an existing health condition of, or preventive care for, a contingent employee's family member. For the purpose of this policy, family member includes only the contingent employee's:

• Spouse or registered domestic partner
• Children of the contingent employee or spouse or registered domestic partner (including a biological, adopted, or foster child, stepchild, legal ward, or a child to whom the contingent employee stands in loco parentis, regardless of the child’s age or dependency status)
• Parents and parents-in-law (including a biological, adoptive, or foster parent, stepparent, or legal guardian of a contingent employee or the contingent employee’s spouse or registered domestic partner, or a person who stood in loco parentis when the contingent employee was a minor)
• Brothers and sisters
• Grandparents or grandchildren
• Other family member dependent on the contingent employee and living in the contingent employee's household

a. Notification of Absence

The contingent employee reports an absence (or planned absence) to the supervisor. The department is responsible for establishing and communicating rules on how contingent employees notify the department of absences. If the need for sick time use is foreseeable, the contingent employee shall provide reasonable advance notice. If the need for sick time use is unforeseeable, the contingent employee shall provide notice of the need for sick time use as soon as practicable. If a contingent employee has accrued sick time available and has not reached applicable limits of sick time use per year of employment, a request to use sick time should not be denied because details are not provided about the sick time use. Contingent employees may be asked to schedule appointments at a time convenient for the department. Where flexible schedules work for the department, supervisors are encouraged to accommodate appointments by flexing a contingent employee’s work hours.

b. Recording and Reporting Sick Time Accumulation and Use

The University uses the human resources management system (Axess/PeopleSoft HRMS) to record sick time credited, used, and accumulated for all contingent employees. Contingent employees record hours of sick time used in the Axess Timecard each pay period. The use of sick time is limited to 24 hours (or three scheduled workdays, whichever is greater) during each year of employment. Up to 24 hours of sick time use may be recorded in Axess; if a contingent employee has three scheduled work days of sick time use that exceeds 24 hours, the contingent employee should request assistance from the local Human Resources Office. Contingent employees are not paid for time spent away from work in excess of the sick time limit per year of employment, and such time is not recorded in Axess. (For information about Axess, see the Time & Leave System overview.)

c. Sick Time Credit Date

Sick time is credited at the beginning of each month of service, calculated based upon work hours recorded during the previous month. If a contingent employee needs to use sick time that has been accrued but not yet credited in Axess, the contingent employee should speak to the local Human Resources Office for assistance.

d. Tax Status

Sick time is taxable income. Federal, state and FICA taxes are deducted.

e. Medical Confirmation

(1) Medical Confirmation Related to Use of Sick Time

Acceptable medical evidence may be required for the use of sick time. However, for a contingent employee’s use of the first 24 hours of sick time (or three scheduled work days, whichever is greater) during each year of employment, excepting circumstances involving abuse or misuse of sick time as stated in subpart (2) below, supervisors may not require acceptable medical evidence, and supervisors should not deny sick time use based on a contingent employee’s failure to provide details about the sick time use. The supervisor who approves the use of sick time is responsible for confirming that the conditions for use of sick time are met.

(2) Medical Confirmation Related to Possible Abuse or Misuse of Sick Time

If the University has reasonable basis to believe that a contingent employee may have engaged in abuse or misuse of sick time at any time (even during the first 24 hours or three scheduled workdays of sick time use during each year of employment), the University may ask for acceptable medical evidence or other proof showing that a contingent employee has not engaged in abuse or misuse of sick time. Abuse or misuse of sick time, failure to follow sick time notification procedures (e.g., failing to provide reasonable advance notice for foreseeable sick time use, not providing requested medical information when abuse or misuse is suspected, or not giving notice as soon as practicable for unforeseeable sick time use) may be a basis for discipline, up to and including termination of employment. Also, use of sick time may be denied if there is abuse or misuse of sick time.

(3) Acceptable Medical Evidence

Acceptable medical evidence includes, but is not limited to, a healthcare practitioner’s statement that certifies a medical need for sick time, the expected duration of absence and anticipated return to work date, and any work-related limitations or restrictions (including the duration of those limitations or restrictions) when the contingent employee is released to return to work.

f. Sources of Funds for Sick Time

As sick time is used to replace scheduled work hours, it should be recorded in Axess on the timecard associated with the job for which the work time was scheduled. Sick time used is charged to the department that owns this job record.

g. Applicable Laws

The intent of this Guide Memo 2.1.22 is to meet or exceed requirements of all applicable laws, including, without limitation, the California Paid Sick Leave Law enacted by Assembly Bill 1522.

a. Voluntary Disability Insurance (VDI) and Short Term Disability (STD)

The VDI and STD plans provide partial income continuation for periods of disability. Stanford’s VDI and STD plans are administered by Liberty Mutual Insurance Company, and there are specific rules regarding disability insurance benefits, including rules about eligibility and duration. For more information, contingent employees should contact their supervisors, the applicable local Human Resources office, or contact the University HR Service Team; they also may contact Liberty Mutual Insurance Company at (800) 896-9375 or submit a claim at www.mylibertyconnection.com (claimant service ID: stanford).

b. Family Temporary Disability (FTD)

FTD provides partial income replacement to care for seriously ill family members or to bond with a new child. Stanford’s FTD plan is administered by Liberty Mutual Insurance Company, and there are specific rules regarding the FTD benefit, including rules about eligibility. For more information, contingent employees should contact their supervisors, the applicable local Human Resources office, or contact the University HR Service Team; they also may contact Liberty Mutual Insurance Company at (800) 896-9375 or submit a claim at www.mylibertyconnection.com (claimant service ID: stanford).     

The Professoriate consists of the tenure line professoriate, the non-tenure line professoriate, and the Medical Center Line. Appointments to the Professoriate require approval by the department chair, school dean, Provost, Advisory Board of the Academic Council, and the President of the University.

a. Tenure Line Professoriate
Professor, Associate Professor, Assistant Professor. Members of the Tenure Line Professoriate are members of the Academic Council. Professors are normally appointed with tenure; i.e., without limit of time. Associate Professors may be appointed either for a term of years or with tenure. Assistant Professors are appointed for a term of years. Individuals appointed to the rank of Assistant Professor with a "Subject to Ph.D." contingency are not members of the Academic Council until official confirmation of completion of Ph.D. requirements is received.

b. Non-tenure Line Professoriate
Professor or Associate Professor followed by the parenthetical designation (Clinical), (Performance), (Research), or (Teaching); Assistant Professor (Research); and Professor (Applied Research). The "Performance" designation is used in the fine arts, "Clinical" in the Medical School, and "Applied Research" at the SLAC National Accelerator Laboratory (SLAC). Members of the non-tenure line professoriate are members of the Academic Council.

c. Medical Center Line
Professor, Associate Professor, or Assistant Professor of "Subject" at "a specified Medical Center," such as the Stanford University Medical Center or the Lucile Packard Children's Hospital at Stanford. Faculty in the Medical Center Line are voting members of the Faculty Council of the Medical School but are not members of the Academic Council. They are eligible to vote on departmental and school matters according to departmental and school policies, and to serve on faculty committees, except for those specifically reserved for Academic Council members.

a. Senior Fellow
Senior Fellows at specified policy centers and institutes are members of the Academic Council. Their appointments are for a specific period of time or for a continuing term (subject to programmatic need and/or funding) and are not in the tenure line. (Note: Senior Fellows at the Hoover Institution are not members of the Academic Council. Their appointments require different procedures.)

b. Center Fellow
Center Fellows are not members of the Academic Council. Appointments are for a specific period, renewable, and contingent on programmatic need and/or funding.

Non-professorial academic staff is comprised of the teaching staff (Lecturers, Senior Lecturers, and Artists-in-Residence), research staff (Research Associates, Senior Research Scientists, Senior Research Engineers, Senior Research Scholars) and Professional Librarians (Assistant Librarian, Associate Librarian, Librarian, and Senior Librarian). These appointments are made for a specific period of time, for a continuing term (subject to satisfactory performance, programmatic need, or financial support), or for the duration of an administrative appointment or project. Procedures for Academic Staff-Teaching appointments are established by the Provost's Office. Procedures for Academic Staff-Research are established by the Office of the Dean of Research. Academic staff are not members of the Academic Council.

Appointments to the following positions require approval of the department chair and school dean. These appointments may be for a specific period of time or for a continuing term (subject to programmatic need and/or funding), with or without salary, and for various percentages of time. Other Teaching Title appointees are not members of the Academic Council. Individuals in any of the following categories who teach academic courses for credit and who receive compensation from Stanford must be Stanford employees, paid through normal payroll procedures.

a. Acting Professor, Acting Associate Professor, Acting Assistant Professor, Acting Instructor

b. Visiting Professor, Visiting Associate Professor, Visiting Assistant Professor, Visiting Instructor, Visiting Lecturer

c. Consulting Professor, Consulting Associate Professor, Consulting Assistant Professor, Consulting Instructor

d. Adjunct Clinical Professor, Adjunct Clinical Associate Professor, Adjunct Clinical Assistant Professor, Adjunct Clinical Instructor
See Voluntary Clinical Appointments and Faculty Handbook Chapter 6: Adjunct Clinical Faculty

e. (By Courtesy) Appointments

f. Teaching Specialist
 

Appointees to these postdoctoral training titles are considered to be advanced students. They register as non-matriculated students. If they are employed by the University at least 10 percent time, they receive tuition remission.

Guests of the University who are pursuing individual research or other scholarly activities. Visiting scholars must hold a doctoral degree (or be a recognized expert in his or her field) and be from an outside institution or organization. "Visiting scholars" do not receive compensation or benefits provided for students, faculty, or staff. They are sponsored by schools or academic departments and have certain courtesy privileges.

Individuals on the University payroll who are not Stanford students, faculty, academic staff, other teaching staff or postdoctoral research affiliates. "Staff employees" are subject to appointment procedures and terms set forth in Memos of the Administrative Guide or applicable collective bargaining agreements. Clinician/Educators and Instructors are staff employees subject to the terms set in the Administrative Guide memos except that procedures for appointments, pay and grievance review are established by the Dean of the School of Medicine.

For more information about Clinician/Educators and Instructors, see:
http://med.stanford.edu/academicaffairs/CEs/,
http://generalsurgery.stanford.edu/academicaffairs/handbook/chapt8_TOC.html, and https://med.stanford.edu/academicaffairs/administrators/handbook/chapt5.html

Employees have "regular" status when appointed at 50% FTE or more for at least six consecutive months, or as described in the applicable collective bargaining agreement. Regular status is a requirement for most health and welfare benefit plans and programs. In the Administrative Guide, "benefits-eligible" refers to regular employees who are eligible for University sponsored health and welfare benefits.

Employees on the University payroll appointed less than 50% FTE and work no more than 980 hours during the calendar year for all job assignments. [Note: Departments may elect a discretionary limit of less than 980 hours based on their business need.] Once a casual employee reaches the 980-hour limit, the position should be posted and filled as a regular, benefits-eligible employee on the University payroll for any further work in the same calendar year. An individual should not be hired or rehired into a casual position if it can reasonably be anticipated that the assignment will result in the employee working 980 hours or more in a calendar year as a casual (or temporary) employee.

Employees on the University payroll appointed at 50% FTE or more for no longer than six consecutive months and work no more than 980 hours during the six-month period for all job assignments. [Note: Departments may elect a discretionary limit of less than 980 hours based on their business need.] Once a temporary employee reaches the 980-hour limit, the position should be posted and filled as a regular, benefits-eligible employee on the University payroll for any further work in the same calendar year. An individual should not be hired or rehired into a temporary position if it can reasonably be anticipated that the assignment will result in the employee working 980 hours or more in a calendar year as a temporary (or casual) employee.

Important Notes on CASUAL and TEMPORARY Employees:

a. If duties are technical, maintenance, or service, employees may be appointed at 50% FTE or more for no longer than four consecutive months.

b. Temporary and casual employees are not regular employees.

c. An individual may be hired in a regular benefits-eligible position at any time after reaching the 980-hour maximum, as long as he/she meets all employment requirements. Admin Guide Memo 2.1.2: Recruiting and Hiring of Regular Staff, outlines information about employment preference provided to temporary or casual staff.

Employees who are registered Stanford students have "student" status excepting those whose employment is totally independent of and unrelated to their Stanford student role. Stanford students who are not currently registered are considered casual or temporary employees.

All University employees, including students, faculty, and staff are subject to federal and state requirements regarding minimum wages, payment for overtime work, and related record keeping. However, employees may be exempt from the overtime pay and record keeping requirements when they occupy bona fide professional, managerial, or executive positions. At Stanford, "exempt" positions normally are executive officers, faculty, academic staff, other teaching staff, and certain professional, administrative, and executive staff. The Vice President of Human Resources, in accordance with provisions of the Fair Labor Standards Act and regulations of the U.S. Department of Labor determines exempt status.

These are the employees who are not "exempt" under federal and state overtime regulations. They must receive compensation for overtime work.

A "salary," as distinguished from an "hourly wage" is compensation established by the month (e.g. $1,000 per month) with the amount remaining the same each month without regard to the variations from month to month in the normal number of working hours (e.g., in 2010 a salaried full-time employee received the same salary for January with 184 working hours and for February with 160 working hours.)

Compensation established on an hourly basis, so that pay varies with the actual number of hours worked (or on paid leave) in each pay period.

Each month has two pay periods: The first day of the month through the 15th and the 16th through the last day of the month. Paychecks are issued on the workday that falls on or immediately prior to the seventh calendar day after the end of each pay period.

Plans and programs made available by the University for the benefit of faculty and staff. Included are legally required programs such as Social Security and short-term disability insurance, as well as University programs such as health plans, personal and life insurance, disability income plans, education and training plans, retirement income plans, and recreation facilities.

All faculty and staff have one of the following appointment terms:

a. Continuing
Without a specified duration or time limit.

b. Fixed-term
Employees who meet the definition of regular staff employees and appointed for a fixed duration with a specified ending date. Fixed-term employees are subject to University policies applicable to regular staff except as those policies may be modified by the specific terms of their fixed-term offer letters or other written employment contracts or agreements.

Base Pay is the hourly rate or monthly salary paid for a job performed. It does not include any premium pay, e.g., overtime, shift differentials, supplemental pay, or any pay element other than the base rate.

Regular Pay is the hourly rate or monthly salary paid for a job performed, including any premium pay, e.g., shift differentials, supplemental pay, or any pay element other than the base rate.

It is the policy of Stanford University that all smoking, including but not limited to tobacco products and the use of electronic smoking devices, is prohibited in enclosed buildings and facilities and during indoor or outdoor events on the campus.

“Smoke-free” refers to an environment that is free of smoke from, among other things, tobacco products and/or vapors from electronic smoking devices.

a. Smoking-Prohibited Areas
Specifically, smoking is prohibited in classrooms and offices, all enclosed buildings and facilities, in covered walkways, in University vehicles, during indoor or outdoor athletic events, during other University sponsored or designated indoor or outdoor events and in outdoor areas designated by signage as "smoking prohibited" areas.

• Ashtrays will not be provided in any enclosed University building or facility.
• "Smoking Prohibited" signs will be posted.

b. Outdoor Smoking Areas
Except where otherwise posted as a "smoking prohibited area," smoking is generally permitted in outdoor areas, except during organized events. Outdoor smoking in non-prohibited areas must be at least 30 feet away from doorways, open windows, covered walkways, and ventilation systems to prevent smoke from entering enclosed buildings and facilities. To accommodate faculty, staff and students who smoke, Vice Presidents, Vice Provosts and Deans may designate certain areas of existing courtyards and patios as smoking areas, and must provide ashtrays. The specific academic or administrative unit(s) will be responsible for absorbing all costs associated with providing designated smoking areas and ashtrays.

This policy relies on the consideration and cooperation of smokers and non-smokers. It is the responsibility of all members of the University community to observe and follow this policy and its guidelines.

a. Smoking Cessation Information
Smoking cessation programs are available for faculty and staff through the Center for Research in Disease Prevention, Health Improvement Program (HIP). Students may contact the Health Promotion Program (HPP) through the Student Health Center for smoking cessation information or programs.

b. Repeated Violations
Faculty, staff and students repeatedly violating this policy may be subject to appropriate action to correct any violation(s) and prevent future occurrences.

This policy will be disseminated to all faculty, staff and students and to all new members of the University Community.

a. Health Risks
It is widely recognized that the misuse and abuse of controlled substances, illegal drugs (collectively called controlled substances¹ and alcohol are major contributors to serious health problems and social and civic concerns. The health risks associated with the use of illicit drugs and the abuse of controlled substances and alcohol include various physical and mental consequences including addiction, severe disability and death. Information concerning the known effects of alcohol and specific drugs is available from the Office of Alcohol Policy and Education at (650) 723-3429.

b. Federal Legislation
In response to these concerns, the U.S. Congress passed the Drug-Free Workplace Act of 1988, the Drug-Free Schools and Communities Act Amendments of 1989 and the Omnibus Transportation Employee Testing Act of 1991.In accordance with these Acts, Stanford University has enacted the following policy applicable to all employees and students.

¹Controlled substances are those defined in 21 U.S.C.812 and include, but are not limited to, such substances as marijuana, heroin, cocaine and amphetamines.

It is the policy of Stanford University to maintain a drug-free workplace and campus. The unlawful manufacture, distribution, dispensation, possession and/or use of controlled substances or the unlawful possession, use or distribution of alcohol is prohibited on the Stanford campus, in the workplace or as part of any of the University's activities. (For clarification of what activities related to controlled substances and alcohol are unlawful, see the Appendix at the end of this Guide Memo.) The workplace and campus include all Stanford premises where the activities of the University are conducted. Moreover, employees are prohibited from being under the influence of controlled substances or alcohol while at work. Violation of this policy may result in disciplinary sanctions up to and including termination of employment or expulsion. Violations may also be referred to the appropriate authorities for prosecution.

a. Employees
As a condition of employment, all Stanford employees are expected to report to work in a condition that enables them to perform their job duties, with or without reasonable accommodation, in a safe manner that does not jeopardize their own safety or the safety of others.

Employees are prohibited from being under the influence of controlled substances or alcohol while at work. "Under the influence" is a condition where an employee's sensory, cognitive, motor functions or job related capabilities are affected, impaired or diminished and may be exhibited through various behaviors including slurred speech, difficulty walking, red eyes, erratic or threatening behavior, the odor of alcohol, etc. (Note: Lawfully prescribed prescription drugs used in accordance with their instructions are not subject to this policy.)

Employees who unlawfully manufacture, distribute, dispense, possess or use controlled substances or unlawfully use, possess, or distribute alcohol in the workplace, on the campus, or as part of any University activity will be subject to discipline up to and including termination of employment. Employees required to obtain Commercial Drivers Licenses to drive vehicles heavier than 26,000 pounds, vehicles placarded for the transportation of hazardous materials, and/or vehicles designed to carry 16 or more persons are subject to a protocol of testing for the use of drugs and alcohol in accordance with DOT guidelines. Employees at SLAC National Accelerator Laboratory must comply with SLAC's Fitness for Duty policy.

b. Students
Students are bound by this policy and the Stanford Student Alcohol Policy.

c. Others on Campus
Individuals who are not Stanford employees, but who perform work at Stanford for its benefit (e.g., independent contractors, temporary employees provided by agencies, visitors engaged in joint projects at Stanford or volunteers) are required to comply with this policy. Such individuals who violate this policy may be barred from further work for and at Stanford.

d. Rehabilitation
Successful completion of an appropriate rehabilitation program (including participation in aftercare) may be considered evidence of eligibility for continued or future employment or for reinstatement of student status.

e. Reporting of Convictions
An employee who is convicted (including a plea of nolo contendere) of a criminal drug statute violation occurring in the workplace or on Stanford property must, notify Stanford University of the conviction within five days after the conviction. Notification must be in writing to the local human resources office, the Associate Vice President of Employee & Management Services (for staff) or the Dean (for faculty).

Responsibility for effective implementation and enforcement of Stanford's Controlled Substances and Alcohol Policy begins with supervisors. Supervisors must be alert to indications or evidence of the use or presence of controlled substances or alcohol in the workplace.

a. Communication
Supervisors must make sure that employees are aware of Stanford's Controlled Substances and Alcohol Policy and understands that violation of this policy is a serious matter and cause for disciplinary action including possible termination.

b. Consultation with Human Resources
If and when an employee is suspected of violating this policy, the supervisor should consult with the local human resources office to plan and carry out an appropriate investigation and resolution of the situation.

c. Impaired Performance on the Job: Under the Influence of Controlled Substances or Alcohol in the Workplace
Performance problems on the job can have many causes. In discussions with an employee concerning any performance problem, the supervisor should offer to help the employee determine the source of the problems and offer guidance on appropriate assistance, counseling or other resources.

When job performance has become impaired, the supervisor should take normal corrective action, beginning with discussion with the employee. When the behavior of an employee on the job raises safety concerns for the employee and/or others in the workplace, the supervisor must take immediate action and prohibit the employee from continuing on the job until it is determined that he/she is fit to return to work and perform safely. Specific actions to be taken depend on the facts of the particular situation. Supervisors should consult with their local human resources office and document any cases of suspected employee impairment while at work.

In a situation when the employee acknowledges to the supervisor that poor performance or unacceptable conduct results from a substance or alcohol abuse problem, the supervisor should urge the employee to seek help from a qualified substance abuse treatment resource. If the employee requests a leave of absence for a rehabilitation program, the supervisor should take normal steps to review the leave request. After a review of the situation, any misconduct, performance issues or policy violations which occur before, or coincident with, a voluntary admission of impairment may form the basis of disciplinary consequences up to and including termination.

d. Testing for Drugs and Alcohol
Supervisors of employees who are required to obtain a Commercial Drivers License to drive vehicles weighing more than 26,000 pounds, vehicles placarded for the transportation of hazardous materials, and/or vehicles designed to carry 16 or more persons are responsible for making sure the appropriate tests for the use of drugs and/or alcohol are administered through a suitable drug testing service provider. The department/ school is responsible for managing the testing process and determining if the use of an outside vendor is needed for this purpose.

Employees concerned about substance use, abuse, and rehabilitation are strongly encouraged to contact their physician, their medical plan, or the Stanford Faculty & Staff Help Center, which can refer employees to appropriate resources (community or private agencies) that provide complete, confidential substance abuse counseling.

Stanford's medical insurance plans provide coverage for substance abuse programs. Go to the Stanford Benefits Web site for additional information.

Students (including employees who are also Stanford students) are urged to contact the Office of Alcohol Policy and Education at (650) 723-3429.

The unlawful manufacture, distribution, dispensing, possession, and/or use of a controlled substance or alcohol is regulated by a number of federal, state and local laws. These laws impose legal sanctions for both misdemeanor and felony convictions. Criminal penalties for convictions can range from fines and probation to denial or revocation of federal benefits (such as student loans) to imprisonment and forfeiture of personal and real property.

This Appendix contains a list of some of the laws pertaining to the unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance or alcohol. Because the laws change from time to time, the information provided in the Appendix is illustrative, not exhaustive. More detailed and current information is available from the Stanford Department of Public Safety.

APPENDIX

Generally, as of February 2006 it is a criminal offense:

• to illegally manufacture, sell, distribute or possess controlled substances (those listed in Schedules I through V of the Controlled Substances Act (21 U.S.C.812) (21 U.S.C. 828, 841, 844, 859, 860)
• to unlawfully possess or possess for sale controlled substances specified in California Health and Safety Code 11054, 11055, 11056, 11057, 11058
• to possess, cultivate, sell or possess for sale marijuana (CA Health and Safety Codes 11357, 11358, 11359)
• to use or be under the influence of a controlled substance (CA Health and Safety Code 11550)
• to transport, sell, or distribute marijuana to a minor or to use a minor to transport, sell, or distribute marijuana (CA Health and Safety Code 11361)
• to possess, furnish or manufacture drug paraphernalia (CA Health and Safety Code 11362 et seq.)
• to provide any alcoholic beverage to a person under 21 or to any obviously intoxicated person (CA Business and Professions Code 25658; 25602)
• to be under the influence of alcohol in a public place and unable to exercise care for one's own safety or that of others [CA Penal Code 647(f)]
• for persons under 21 to have any container of alcohol in any public place or any place open to the public (Business and Professions Code 25662)
• to operate a motor vehicle while under the influence of alcohol or other intoxicants or with a blood alcohol level of .08% or higher (CA Vehicle Code 23152)
• for any person under the age of 21 to operate a motor vehicle with a blood alcohol level of .05% or higher (CA Vehicle Code 23140)
• to have an open container of alcohol in a motor vehicle and for persons under 21 to drive a vehicle carrying alcohol or to possess alcohol while in a motor vehicle (CA Vehicle Code 23223; 23224)
• to have in one's possession or to use false evidence of age and identity to purchase alcohol (CA Business and Professions Code 25661)
• for any person under age 21 to purchase alcohol (CA Business and Professions Code 25658.5)

At the discretion of each department or school, gifts or awards may be made to University employees for non-performance related recognition, such as to acknowledge years of service or celebrate retirement. The expense of such gifts or awards must come from appropriate University funds. In addition, the succeeding award guidelines must be followed or all or part of the value of gifts or awards will be reportable to the Internal Revenue Service (IRS) as taxable income to the employee.

This policy does not cover ordinary business expenses in the promotion of employee morale. Examples of such business expenses are: occasional business lunches; office gatherings; or flowers for bereavement, hospitalization, or family crises. Nor does this policy cover performance-based awards or bonuses, which are generally taxable to the recipient and are processed through Payroll. Furthermore, this policy does not preclude individual faculty or staff members from giving personal gifts to their colleagues provided University funds are not used for this purpose.

Stanford University understands the importance of maintaining morale by recognizing employee length-of service, retirement or other special occasions. This guide memo provides specific guidelines regarding the value and type of gifts or awards that are nontaxable income.

A regular staff employee and an academic staff employee must be in active service on his/her anniversary date to receive the length-of-service award. Length of service is determined by computing the period of service as defined in Guide Memo 2.1.6: Vacations, Section 1.a. The following length-of-service/retirement award guidelines have been developed according to IRS regulations. Awards which adhere to the following parameters and are given to eligible employees are not subject to taxes:

a. Timing
The length-of-service/retirement award may not be made within the employee's first five years of service or more frequently than every five years. Length-of-service and/or retirement awards given within the first five years of service or more frequently than every five years will be taxable in full and must be reported as such to the Controller's Office.

b. Dollar Limit
The value or cost of the award should not exceed $400. Also, it is recommended that the value or cost of the award be commensurate with the number of years of service being recognized (e.g., the 15-year service award is greater than the 10-year service award). Length-of-service or retirement awards with a value or cost over $400 will be taxable to the extent the value or cost exceeds the dollar limit (e.g., if a $450 award is given, then $50 will be taxable).

If the staff employee elects to retire the same year he/she becomes eligible for a length-of-service award, then the maximum value or cost of the award(s) should not exceed $400 for the award(s) to be nontaxable. In rare circumstances the nontaxable amount of the award may be higher than $400. Any exceptions must be approved in advance by the Associate Controller that oversees Disbursements. (See the Financial Management Services Organization Chart. 

c. Form of Awards
In order to avoid tax reporting as income, the award must be in the form of tangible personal property. The IRS does not consider gift certificates to be tangible personal property, and accordingly, they are subject to tax. If the award is in the form of cash, check, or gift certificate, the value of such items is treated as additional wages regardless of cost or value (see Section 5.a. below for an exception for nominal gifts).

d. Meaningful Presentation
The award must be presented as part of a special event or celebration that marks the occasion, such as a departmental meeting, party, or luncheon. Every attempt should be made to give a length-of-service/retirement award during the year the anniversary occurs. To avoid tax liabilities to the attendees, departments or schools should ensure that special presentation events are conducted only on an occasional basis and that the costs of the events are reasonable.

Deans/Directors/Vice Provosts/Vice Presidents are responsible for ensuring that award programs at different levels within their organization comply with all the above IRS requirements for nontaxable gifts.

Faculty members with more than 5 years of service are eligible to receive an award from the University upon retirement or departure from the University to recognize their service and contribution. (Faculty members do not participate in the staff 5-year incremental length-of-service award.) For retirement awards to be nontaxable to the recipient, they must meet the 5-year service requirement noted in this section as well as the requirements listed under Sections 3.b. to 3.d. of this policy. Any award that does not meet the IRS requirements will be taxable income and must be reported as such to the Controller's Office. For example, if an award is granted prior to 5 years of service or is a gift certificate, the entire award amount is taxable income. Also, if the award value/cost exceeds $400, then any amount over $400 will be taxable (e.g., if a $600 retirement award is given, then the $200 over the dollar limit will be taxable income).

It is the Department Chair's responsibility to ensure that awards comply with the IRS requirements. In rare circumstances the non-taxable amount of the award may be higher than $400. Any exceptions must be approved in advance by the Associate Controller that oversees Disbursements. (See the Financial Management Services Organization Chart.

Each department or school determines who is eligible and what occasions warrant the gift. To ensure these gifts are nontaxable to the recipient(s), departments need to follow the IRS regulations outlined below:

a. Dollar Limit
The aggregate gift value should not exceed $50 per individual. If the value of the gift(s) exceeds $50, then the entire gift will be taxable. Qualifying gift certificates in amounts not exceeding $50 will be considered nominal and not taxable. To qualify, a gift certificate must be one that requires the recipient to exchange the certificate for tangible personal property from the issuing vendor, and cannot be convertible to cash or used to reduce the balance of the recipient's account with the company issuing the gift certificate.

b. Frequency
The gift should be given only on an occasional basis. Gifts given to an employee(s) on a regular or routine basis do not qualify for nontaxable treatment and must be reported as taxable income.

c. Noncash Gift
The gift must be tangible personal property. That is, it may not be a check, or a gift certificate over $50. (see qualifying gift certificate description in 5.a. above).

a. Nontaxable Gifts/Awards
The cost of the nontaxable gift and/or award may be paid personally and reimbursed by the University using the Oracle Financials reimbursement application or purchased using a university PCard. The name of the employee and the occasion for the gift (e.g., 10-year service) must be included on the request or included in the PCard verification information to ensure timely processing. For more information see Guide Memo 5.4.3: Reimbursement of Expenses.

b. Taxable Gifts/Awards
The cost of gifts or awards that fail to meet one or more of the IRS requirements outlined in this policy may be paid personally and reimbursed by the University using the Oracle Financials reimbursement application or purchased using a University PCard. The name of the employee, his/her employee ID number and occasion for the gift must be included on the request, or included in the PCard verification information, to ensure timely processing of the request. All reimbursements processed for these types of gifts will be sent to the Payroll Department and the amounts will be included in the employee's W2 or 1099 forms. For more information, see Guide Memo 5.4.3: Reimbursement of Expenses. Any gift purchased using the PCard must be clearly identified in the business purpose as being a gift. The PCard verifier must be able to provide tax information to Disbursements upon request in order to properly complete any required tax reporting to the recipient. Failure to do so will result in loss of card privileges.

For more information about employee gifts, please contact the appropriate local human resources manager.

An "out-of-state employee" is defined as an employee of Stanford University whose primary work site is located outside the state of California. All individuals defined in Guide Memo 2.2.2: Definitions, are considered employees for the purpose of this Guide Memo. Consultants and contractors are not covered by this Memo.

a. Applicable laws
Employees outside the state of California and Stanford University as their employer are subject to all employment-related laws of the state or foreign nation in which they work.

State taxes, employment tax, and workers compensation provisions vary from state to state. University Payroll is primarily responsible for compliance with these various rules. Therefore, departments must notify Payroll immediately of any prospective arrangements involving Stanford employees outside the state of California by submitting a HelpSU ticket (Category: Financial Management, Request Type: Payroll).

The existence of Stanford University employees in a state outside California may trigger additional compliance requirements besides those relating to employment. Therefore, the hiring or reassignment of employees to positions outside California must be supported by an important University business purpose and not be merely an accommodation to the employee.

b. Approval
Approval of the hire or reassignment must be obtained in advance in writing from the responsible Vice Provost, Vice President (or similar level equivalent to the highest administrative person within the organizational unit), or his/her designee, identifying the key University business reasons for the assignment.

c. Payroll
Notify University Payroll of the out-of-state assignment in advance of the start of work outside of California by sending a completed Approval of Out-of-State Employee Approval form to the Payroll Office. 

d. Administrative costs
Administrative costs per capita for out-of-state employees are high due to the extraordinary costs to assure compliance and, in some cases, liability for unemployment and disability benefits. Therefore, a one-time $500 fee is charged to the assigning department for each new out-of-state employee on payroll, to be assessed when the assignment begins. Departments are also charged $200 each year for each out-of-state employee. Failure to report out-of-state employees to University Payroll in a timely manner may result in compliance penalties, which will be assessed to the assigning department.

e. Benefits
The choices of health and welfare benefits plans may be more limited for employees who work outside of the Bay Area. You can find more information at http://benefits.stanford.edu.

f. When Employee Works in California
Notify University Payroll of any days that the out-of state employee is present in California on Stanford business. Compensation earned on such days is considered California-sourced taxable income regardless of employee’s state of residence and is subject to all California tax provisions. Use the Out-of-State Employee Days Worked in California form to report annually the number of days an out-of-state worker works in California.

Contact University Payroll by submitting a HelpSU ticket (Category: Financial Management, Request Type: Payroll).

All faculty and staff are eligible to enroll if hired/appointed to a 50% time or more position for a period of at least six consecutive months (four months or more for bargaining unit employees). Eligible dependents may also be enrolled. Additional information is available at Stanford Benefits. Exceptions (not eligible): Temporary employees, employees working less than 50% time, Stanford students, visiting scholars and postdoctoral fellows.

a. Medical Plan
The University makes available to each eligible employee and official University retiree several medical plan choices. These medical plan choices are described in the Summary Plan Descriptions (SPD) and the Evidence of Coverage (EOC) at Stanford Benefits or by calling (650) 736-2985 (press option 9). The SPD is the official University communication on the plan and contains information on eligibility, enrollment and participants' rights under the plan and federal law, and certain other subjects. Each carrier's EOC describes the carrier's benefits and how the plan operates.

b. Dental Plan
The University offers a choice of dental plans, covering certain expenses for necessary dental coverage for enrolled employees. The Summary Plan Description is available at Stanford Benefits or by calling (650) 736-2985 (press option 9). It includes information on eligibility, benefits and participants' rights under each plan and federal law, and certain other subjects.

a. New Hire
Faculty and staff may enroll themselves and dependents in a medical and/or dental plan by completing the online enrollment at Stanford Benefits during the first 31 calendar days after their hire/appointment date.

b. Change in family status
Mid-year enrollments and changes are allowed (as defined by federal law) within 31 calendar days of a qualified family status change. For more information, go to Stanford Benefits and click on Life Event.

c. Open Enrollment
Stanford has an annual open enrollment period, usually in November, to enable employees to review and/or change their benefit options. Elections are effective at the beginning of the new plan year, January 1.

For the current University contributions to medical and dental plans go to Stanford Benefits and click on Resource Library.

Stanford's ERISA (Employee Retirement Income Security Act) benefits plans operate in compliance with the Privacy Rule under the Health Insurance Portability and Accountability Act of 1996 (HIPAA), which governs the treatment of individually identifiable health information.

The purpose of the University's housing programs is to further Stanford's objectives of teaching and research. Access to affordable housing is essential if the University is to recruit and retain outstanding faculty. University housing programs available to faculty (and certain senior staff positions as designated by the Provost's Office) are designed to mitigate the effect of the high cost of local housing in a cost effective manner with available financial, administrative and land resources.

Faculty Staff Housing (FSH) administers the University's housing programs, and monitors eligibility requirements and guidelines for the programs.

To qualify for University housing programs, one must meet the criteria for an Eligible Person. Information about current housing programs and eligibility criteria is available from the FSH website. You may contact FSH by calling (650) 725-6893 or emailing fshousing@stanford.edu. The Faculty Staff Housing office is located at Owen House, 552 Lane A, Stanford, CA 94305-8630. Programs and eligibility requirements are subject to modification or discontinuation without notice by the University.

Stanford University provides resources and services to support employees and students in balancing their work/family/personal lives.

The services and resources are available to Stanford faculty, staff and students; some services are also available to the families of faculty, students and staff.

The WorkLife Center supports Stanford community members in all the stages of family life, providing information on education, campus and community programs and services for a variety of issues. See WorkLife Center for more information.

a. Policy
All matters regarding the provision of child care services on the Stanford University campus must have the concurrence of the Director of the WorkLife Center. On the Stanford campus child care is permitted only in designated Stanford University academic or administrative buildings which are licensed by the State of California, Department of Social Services, Community Care Licensing.

b. Services, Resources and Referrals
Information on campus programs, community child care centers and home-based child care is available from the WorkLife Center, or (650) 723-2660.

c. Child Care Grant Program
Information is available from the WorkLife Center, or (650) 723-2660.

d. Adoption Expense Reimbursement
Information is available from the WorkLife Center, or (650) 723-2660.

a. Human Resources Managers (HRMs)
Human resources managers in each academic school or functional area are responsible for the implementation of Stanford's personnel policies and can also help and advise on personnel matters. To find the human resources manager in your School or area, visit the HR at Stanford website or call (650) 725-8356. If you are in the School of Medicine, call (650) 725-8607; if you work at SLAC, call (650) 926-2358.

b. Employee & Labor Relations
Employee and Labor Relations provides resources for solving workplace problems, and offers policy interpretation and advice. Your area may also have an Employee Relations Specialist you can contact. Email stanfordelr@stanford.edu or call (650) 723-2191. If you are in the School of Medicine, please call (650) 725-8607. If you work at SLAC, contact SLAC Employee/Labor Relations at (650) 926-2358.

c. The Help Center
Free, confidential counseling, workshops and groups are offered for Stanford faculty, staff and their families. See the Help Center website or call (650) 723-4577 for more information.

d. Ombuds
Contact the Ombuds' Office and Mediation Center for impartial dispute resolution. See the Office of Ombuds website or call (650) 723-3682. If you are in the School of Medicine, please call (650) 498-5802.

e. Dispute Resolution
Formal Grievance, Appeal, and Disciplinary Processes are on the Cardinal at Work website, or can be obtained from the Sexual Harassment Policy Office.

See Administrative Guide Memos 2.2.4: Sexual Harassment and Consensual Sexual or Romantic Relationships, and 2.2.5: Sexual Misconduct and Sexual Assault, for policy and resources.

The University Privacy Officer is responsible for Stanford's compliance with the Privacy Rule under the Health Insurance Portability and Accountability Act of 1996 (HIPAA), which governs the treatment of individually identifiable health information.

a. Diversity & Access Office
For information about Cultural Centers, Disability Access, Staff Groups, and the University's Affirmative Action plans, see the Diversity & Access Office call (650) 725-0326.

b. Public Safety
Stanford's Department of Public Safety is a multi-service agency providing law enforcement, security, safety, crime prevention and emergency services on the Stanford campus 24 hours a day. See the Stanford's Department of Public Safety or call (650) 723-9633. At the School of Medicine, contact the Stanford Medical Center Security Services at (650) 723-7222.

c. Recreation
Consult the Stanford University Home Page for further information.

d. Other Resources
Consult http://www.stanford.edu/about/administration/ for a complete listing of University centers, services and programs.

a. Publicly Available Information

(1) Privacy
Students have rights with respect to their educational records under the Family Educational Rights & Privacy Act (FERPA); see the Student Bulletin, for more information. Additionally, students, affiliates, faculty and staff may have rights to privacy under California Law with regard to certain information used in distribution lists and directories. StanfordYou allows faculty, staff and students to change, protect and preview information published about them in Stanford directories.

(2) Printed Stanford Directory
Contains information about Stanford employees, and students registered for autumn term. It is available free of charge to all continuing Stanford employees and registered students, and for purchase by the general public. By making this information publicly available, the University relinquishes control over the use to which it may be put. Therefore, particular care is taken to carry out individuals' wishes regarding the confidentiality of their home address and telephone number information. See 1.a (1) above.

(3) StanfordWho
Official online directory of Stanford University at http://stanfordwho.stanford.edu/, contains directory information for and about current Stanford students, faculty and staff, including people affiliated with the University, the Hospital and SLAC National Accelerator Laboratory (SLAC). Stanford community members may choose to keep some or all of their contact information private in the public and Stanford-only versions of the directory. See 1.a (1) above.

b. Alumni Directory
The Stanford Alumni Association and other school alumni associations publish an online and print directory that is available to alumni, current students and some University departments for the user's personal use only. It may not be used for commercial purposes.

c. Lists for University Purposes
Distribution lists not publicly available may be used only for University purposes. Such lists include both mailing lists and electronic mail distribution lists including those created by members of the Stanford community from University sources. Use of the distribution lists (including production of listings of file contents, production of mailing labels and online use of electronic mail distribution lists) is authorized only when all of the criteria below are met:

• The organization is responsible to the President of the University;
• The use is for official University business; and
• When such use is consistent with the University responsibilities of the individual requesting or using the list.

University distribution lists may not, for example:

• Be used for personal, partisan political, or commercial purposes
• Be provided to persons or entities outside the University
• Be used for promotional purposes or solicitations by other than Stanford University

d. Department Responsibilities
Departments are responsible for ensuring that any lists they maintain are used in conformity with University policies. In addition to this Guide memo, the following contain applicable policies:

• Admin Guide Memo 1.5.1: Political Activities
• Admin Guide Memo 1.5.2: Conflict of Interest
• Research Policy Handbook: Faculty Policy on Conflict of Commitment and Interest
• Admin Guide Memo 6.2.1: Computer and Network Usage Policy

e. Exceptions
Any request for University data for use other than in accordance with this policy must have the approval of the President of the University or his/her designee.

a. Contents
The Person Registry contains basic identifying information for all faculty, staff, students and affiliates.

b. Original Sources of Information
The Person Registry brings together student information from Student Administration, faculty and staff information from the Human Resources Management System, (HRMS) and sponsored affiliates' information from the SUNet ID system.

c. How Changes are Made
Faculty, staff, students and recent graduates may change their own information using Axess on the web (https://axess.stanford.edu) or by using StanfordYou for service related information (e.g., email settings). See StanfordYou for details (secure login required). Faculty and staff may change their own personal demographic information in StanfordYou; work-related changes are made in PeopleSoft HRMS by human resources administrators.

d. Outputs
(1) StanfordWho: See 1.a (3) above.
(2) Listings in the Printed Stanford Directory: See 1.a(2) above.
(3) Axess: A web service that faculty, staff and students use to complete many administrative tasks.
(4) Corrections to Source Systems: Changes made through StanfordYou and Axess go to the Person Registry and then to PeopleSoft Student Administration and HRMS.
(5) Other authorized uses: Data is available to other official University business systems, e.g., the ID Card system and the Library system.

e. More Information
See Applications and Integration Services for more details.

a. Contents
The Human Resources Management System (HRMS) contains detailed demographic and work data on all University employees and retirees.

b. Sources of Information
Information on current employees and retirees comes from PeopleSoft HRMS and is submitted by the employee or retiree's department.

c. How Changes are Made
(1) Employees' Address and Phone Information
StanfordYou allows employees to change and/or keep private information published in Stanford directories. See StanfordYou for more information.
(2) Work-Related Changes
Changes other than the employee's address and telephone information are generated by the department's human resources administrator online in PeopleSoft HRMS.
(3) Retirees
Changes to retiree information are entered by the Benefits Office, on receipt of written instructions from the retiree. Only emeriti are included in StanfordWho.

d. Outputs
(1) Person Registry
PeopleSoft HRMS feeds data to the Person Registry.
(2) Mailing Labels
PeopleSoft HRMS can generate mailing labels for specific populations. For advice on options available, departments should consult with Mail and Delivery Services.

a. Contents
The PeopleSoft Student Administration database includes student and applicant demographic information, including physical and email addresses.

b. Sources of Information
(1) Central Offices
Including: Bursar's Office, Office of the Registrar, Financial Aid, and Undergraduate Admissions
(2) Academic Departments
Department administrators with appropriate access enter advisors, graduate degree support information, graduate financial support information, and admissions data.

c. How Data Changes are Made
Central offices and academic departments can, in most cases, update data they have originally entered. Students can update personal information through Axess, https://axess.stanford.edu, and StanfordYou.

d. Outputs
(1) Person Registry
PeopleSoft Student Administration sends data to the Person Registry.
(2) Student Records
PeopleSoft and ReportMart Student Administration contain detailed student information including personal addresses. Access to this data requires approval by the appropriate School Dean for academic departments or the Registrar's Office for central office staff, and access to private information is set up only on a "need-to-know" basis. Address rosters, mailing labels, and personal reports can be generated from ReportMart for business purposes.
(3) Applicant Information
Undergraduate and graduate applicant demographic information is contained in PeopleSoft, ReportMart and Stanford's web application vendor's database. Access to this data requires approval by the appropriate School Dean for academic departments or the Registrar's Office for central office staff, and is set up only on a "need-to-know" basis. Mailing labels and personal reports can be generated from the application vendor, ReportMart, and PeopleSoft Student Administration.

a. Contents

(1) PostGrads
The PostGrads alumni information database includes basic demographic data for Stanford alumni, parents of students, and University friends, including corporations and foundations. This file is used to create mailing lists for the Stanford Magazine and various mailings and solicitations sent by the Office of Development, the Stanford Alumni Association, and the University. The data in this file may be selected according to particular purposes, such as those alumni who received law degrees in 1980. The Office of Development maintains and controls PostGrads.

(2) Department and School Databases
Some departments and schools keep records of their own alumni and friends. The following restrictions apply to such databases:

• Schools and departments may receive data changes as a result of their mailings. The data changes should be sent to alumni.information@stanford.edu for updating in PostGrads.
• Any use of PostGrads information for gift solicitations outside of the Office of Development must be approved in advance by the Senior Director of the Stanford Fund and Operations.
• Any use of records must be consistent with the purpose communicated to the persons providing such information.

b. Sources of Information
(1) Alumni
Data on current and graduated students is downloaded to PostGrads from PeopleSoft Student Administration. Although recent graduates can update information in Axess, information is not currently shared between Axess and PostGrads.
(2) Parents
Data on parents of Stanford students is forwarded to Development Operations and PostGrads by the Stanford Parents section of the Development Office, which receives the information from the New Undergraduate Student Information Project, administered by the Housing Center.
(3) Stanford Friends
Data on Stanford friends is forwarded to Development Operations by various other sections of the Development Office.

c. How Data Changes are Made
Development Operations enters changes into PostGrads. Sources of information for changes are returned mail, postal change of address cards, correspondence with individuals on the list, changes made by the individual via their online profile, and notification from a University department with which the individual is associated. Information needed includes:

• The individual's University ID number
• The individual's name
• Change information
• Name, Stanford department, and phone number of the information source, when the information is not directly from the individual

d. Outputs from File
(1) Lists for Directories
Directories of specific populations published by schools use PostGrads as source data.
(2) Labels and Address Lists
Departments and schools needing output from PostGrads should contact their School's Development Office for assistance, after obtaining approval from the Senior Director of the Stanford Fund and Operations. Mailing information will be prepared only for University departments. If an outside vendor provides mailing services, the department is responsible for assuring that the vendor will protect the confidentiality of the data and will gain no rights over the data.

e. Control of File
Only Development Operations may make changes to PostGrads biographic and gift information. The Managing Director of Development Operations acts as coordinator in resolving questions that may arise in application of University policies on use of PostGrads.

a. Administration of Insurance
The Risk Management Office is responsible for obtaining insurance and self-insurance coverage and processing all claims.

b. Who Pays for Insurance
Risk Management charges income-producing operations, formula schools, auxiliaries and general funds for their Aggregate Annual Insurance Premiums.

c. Special Insurance Coverage
Any department having special risks that it feels should be insured should discuss the issue with Risk Management. If insurance does appear to be the best way of managing a risk, Risk Management will negotiate a policy with the insurance carrier and rebill the cost to the requesting department.

d. What to do in the Event of an Accident
(1) Emergency Action
Take whatever steps are immediately necessary to render emergency medical care, salvage property, or reduce the further extent of the loss. If anyone is injured, see Guide Memo 7.2.1: Emergency/Accident Procedures, for emergency procedures, and Guide Memo 7.6.1: Accident and Incident Reporting, for reporting requirements. Report injuries promptly to comply with state law.
(2) Evidence for Insurance Claim
If possible, do not disturb the evidence or hazard which caused the claim until the area can be inspected, pictures taken, and conditions recorded. Obtain the names and addresses of parties involved, witnesses, etc. Under no circumstances should one admit liability; to do so could jeopardize the insurance coverage. As soon as possible record the details of the accident. The report should include: date, time, place, who or what was involved, how it happened, names, addresses, and estimated ages of persons involved; description of injury, loss or damage; and action that was or will be taken to prevent a recurrence. All claims must be reported immediately to Risk Management.

a. General Property Insurance 

(1) Situations Covered
Stanford's insurance and self-insurance on buildings and their contents includes coverage for fire, smoke, windstorm, explosion, riot, civil commotion, vandalism, malicious mischief, falling aircraft, and theft.

(2) Situations not Covered
The University does not provide insurance coverage for the following situations:

• Damage caused by rough wear and tear, rust, dust, mechanical failure, maintenance problems, breakage, scratching, marring and staining
• Items identified as lost as a result of inventory
• Failed experiments, or lost or damaged research efforts
• Management errors, financial decisions, or lost income or opportunities
• Government-owned property
• Personal property of faculty, staff, or students
• Damage caused by earthquake, or natural disaster flood
• Damage caused by terrorism or bioterrorism, except damage due to terrorism as defined by TRIA (Terrorism Risk Insurance Act) is covered.
• In any country where trade relations are unlawful, as determined by the Government of the United States of America or its agencies, are not covered. In addition other countries may be excluded from time to time. Please see the Risk Management website for a current list of excluded countries.

(3) Deductible
The first $1,000,000 of each claim is self-insured by the University. The department that suffered the loss or damage of property pays for the first $1,000 of each claim. See Guide Memo 2.4.5: Protection of Property, for information on possible waivers of the $1,000 deductible through the Police Department's STOPP program.

(4) Claim Processing
Risk Management processes all claims for the replacement value or repair of University property that has been stolen, destroyed or damaged. Depending upon the type, size and location of the loss, Procurement or Land, Buildings and Real Estate (LBRE) will be directly involved in the repairs or reconstruction. The preparation of specifications and a bidding process may be necessary. Risk Management must receive copies of all contracts, work orders, and purchase requisitions.

In the event a claim exceeds $1000, insurance or self-insurance may pay for repair or replacement value (whichever is less). "Replacement value" means the cost to repair or replace (not book value). Loss settlements are based on the cost to repair or replace with like kind and quality. Any upgrading will be at the cost of the department that suffers the loss. If property is not to be replaced (due to obsolescence or no continuing need or use for the property) insurance proceeds will not be based on the actual cash or depreciated value.

b. Boilers, Pressure Vessels and Heavy Machinery
(1) Situations Covered
Insurance covers explosion, burning, bulging, and cracking of insured objects; machinery and equipment are covered for sudden and accidental breakdown.
(2) Deductible
There is a $25,000 deductible per occurrence, except $50,000 for medical diagnostic equipment, the full amount of which is coordinated with LBRE/Buildings and Grounds Maintenance (or the department if it is a service center, an income-producing operation, or an auxiliary).

c. Budgeting Total Property Insurance Expense
(1) Total Property Insurance Expense includes General Property Insurance and Boilers, Pressure Vessels and Heavy Machinery Insurance. Following the end of each fiscal year, the Risk Management department will secure an actuarial study of claims under the Property Insurance Program. The actuarial study will provide two key figures that will be used to budget future property insurance expenses:

(a) Self-insurance reserve required to fund claims (and related expenses) that have occurred prior to the end of the recently completed fiscal year but have not yet been settled/completed. (This can be an accumulation of several years of claims estimates, net of settlements). This actuarial required reserve may be higher or lower than the actual reserve balance at Fiscal Year End.
(b) Actuarial projected self-insurance funding levels, or cost of claims and expenses that will be incurred in the next fiscal year. This will be the amount added to the reserve balance each year to cover claims incurred in that year.

(2) During the budget planning cycle (and no later than February 1), Risk Management will provide the Budget Office with the Aggregate Annual Premium to be charged internally for Property Insurance during the next fiscal year. At the same time, Risk Management will also provide the income-producing operations, formula schools, and auxiliaries with their respective property premium allocation to be charged during the next fiscal year. The Aggregate Premium will be composed of the following five elements:

(a) Actuarial Projection of self-insurance funding for the cost of claims and expenses that will be incurred in the budget year.
(b) A reserve for future catastrophic events.
(c) Risk Management's estimate of premiums to be paid to outside insurers for excess coverage insurance during the next fiscal year.
(d) Risk Management's estimate of other direct expenses (e.g., actuarial studies, legal expenses, brokerage fees, operating expenses) associated with the Property Insurance Program.
(e) 30% of the surplus or deficit in the self-insurance reserve to the actuarial required reserve balance at the prior year-end. The application of a portion of the surplus or deficit (vs. 100%) is intended to provide a smoothing effect to avoid large year-to-year changes in the Aggregate Premium.

(3) The Aggregate Annual Premium is allocated to income-producing operations, formula schools, auxiliaries, and general funds based on property replacement values.

a. Situations Covered
Stanford's insurance on transit covers all goods shipped inland to or by Stanford when the transit agreement assigns the risk to Stanford. For large (over 75 lbs.) or complicated shipments, including packing and crating, departments are encouraged to use American Overseas Air Freight.

b. Situations Not Covered
(1) Situations described in section 2.a (c).
(2) Waterborne shipments, unless by inland water, by roll-on/roll-off ferries operating between European ports, or by coastal shipments
(3) Shipments to any country where trade relations are unlawful as determined by the Government of the United States of America or its agencies are not covered. In addition other countries may be excluded from time to time. Please see the Risk Management website for a current list of excluded countries.

c. Deductible
The first $50,000 of each claim is self-insured by the University. The first $1,000 of each claim loss is the responsibility of the department.

d. Claim Processing
Immediate notification of loss to Risk Management is required for losses greater than $1,000. Risk Management must receive copies of contracts, purchase orders, bills of lading or any transit agreements, shipping documents and/or invoices.

a. Situations Covered
Liability insurance covers all locations and activities including University and government-owned vehicles. (For information on coverage for vehicles, including personal vehicles used on University business, see Guide Memo 8.4.2: Vehicle Use. Liability insurance also covers non-owned aircraft, watercraft, professional liability, employers' liability, products liability, etc. University trustees, officers, faculty, and staff are included as additional insureds for activities arising out of and in the scope of their employment.

b. Situations Not Covered
Stanford and insurers do not cover employees or others for their following personal acts:

• Criminal acts (including assault, battery, homicide, manslaughter, etc.)
• Fraudulent/dishonest acts (including theft, plagiarism, false testimony, etc.)
• Acts in which there is a conflict of interest (including personal gain)
• Acts not connected with or arising out of or related to Stanford employment or Stanford activities (e.g., personal gain, etc.)
• Fines, penalties or punishment which government authorities or law places on an individual (includes traffic fines, jail sentences, etc.)

c. Deductible
(1) Public Liability
The first $1,000,000 of each claim for public liability is self-insured by the University.
(2) Employee and/or Student Relations
The first $1,000,000 of each claim for liability claims involving student and/or employee relations is self-insured by the University.

d. Claim Processing
Upon becoming aware of an incident, which could lead to a liability claim or when a claim for liability is received, the department should immediately notify Risk Management.

e. Budgeting Liability Insurance Expense
(1) Liability Insurance includes General Liability, Educators Legal Liability, Automotive, Non-owned Aviation, and Crime Insurance. Following the end of each fiscal year, the Risk Management department will secure an actuarial study of claims under the Liability Insurance Program. The actuarial study will provide two key figures that will be used to budget future liability insurance expenses:

(a) Self-insurance reserve required to fund claims (and related expenses) that have occurred prior to the end of the recently completed fiscal year but have not yet been settled/completed. (This can be an accumulation of many years of claims estimates, net of settlements) This actuarial required reserve may be higher or lower than the actual reserve balance at Fiscal Year End.
(b) Actuarial projected self-insurance funding levels, or cost of claims and expenses that will be incurred in the next fiscal year. (This will be the amount added to the reserve balance each year to cover claims incurred in that year.)

(2) During the budget planning cycle (and no later than February 1), Risk Management will provide the Budget Office with the Aggregate Annual Premium to be charged internally for Liability Insurance during the next fiscal year. At the same time, Risk Management will also provide the income-producing operations, formula schools, and auxiliaries with their respective liability premium allocation to be charged during the next fiscal year. The Aggregate Premium will be composed of the following four elements:

(a) Actuarial Projection of self-insurance funding for the cost of claims and expenses that will be incurred in the budget year
(b) Risk Management's estimate of premiums to be paid to outside insurers for excess coverage insurance during the next fiscal year
(c) Risk Management's estimate of other direct expenses (e.g., actuarial studies, legal expenses, brokerage fees, operating expenses) associated with the Liability Insurance Program
(d) 30% of the surplus or deficit in the self-insurance reserve to the actuarial required reserve balance at the prior year-end. The application of a portion of the surplus or deficit (vs. 100%) is intended to provide a smoothing effect to avoid large year-to-year changes in the Aggregate Premium.

(3) Allocation of Liability Insurance Expense
A portion of the Aggregate Annual Premium will be carved out and allocated to certain income-producing operations, formula schools and auxiliaries based on use, attendance, occupancy and square footage measures. The balance of the Aggregate Annual Premium after carve outs is then allocated to all income-producing operations, formula schools, auxiliaries, and general funds based on the prior year's actual payroll and headcount data.

Vehicle insurance premiums are allocated on a per vehicle basis and are not included in the Liability Aggregate Annual Premium calculations.

(4) Allocation of Settlement Costs
Following the end of each fiscal year, Risk Management will provide an analysis of the cost of settling all liability claims paid during the year (regardless of the year the claim was incurred). To the extent settlement costs for a particular income-producing operation, Formula School, or auxiliary exceeds the liability insurance premium paid by that unit over the same time period, the unit will be responsible for paying eighty percent (80%) of the excess cost back to the self-insurance reserve account over a three year period. To the extent that these settlement costs are less than the liability insurance premium paid by that unit over the same period, 50% of the surplus will be credited to the unit over a three-year period. To the extent that these settlements result in over funding of the reserve account, the surplus will be applied to lower the Aggregate Annual Premium charged across the University as described in the budget section above.

a. Situations Covered
Crime insurance covers loss of monies and securities due to robbery, burglary, theft, or employee dishonesty.

b. Situations Not Covered
Once a loss due to the dishonesty of an employee becomes known, the insurance company will not pay for any future losses caused by that employee. Departments must report claims promptly and take action to prevent or reduce further loss.

c. Deductible
The first $1,000,000 of each claim is self-insured by the University.

d. Claim Processing
(1) Police Report
The department must notify the Police Department immediately (see Guide Memo 2.4.5: Protection of Property.
(2) Internal Audit Report
The department must notify the Internal Audit department, which will conduct an audit of procedures and policies and make recommendations to strengthen internal controls to help prevent a recurrence of losses.
(3) Insurance Claim
The department must contact the Risk Management office for assistance and instructions on processing a claim.

e. Budgeting Crime Insurance
Included in General Liability Budgeting Process section above.

a. Bonds
Notary and other miscellaneous bonds are arranged through Risk Management. The premium is charged to the requesting department.

b. Property Leased or Loaned to Stanford
Arrangements must be made through Procurement for any property, which is to be received or accepted as a loan or a lease. It is important that an authorized official sign the agreement. The agreement must indicate the description and value of the property, the party responsible for insurance, the perils to be covered, the party responsible for transportation insurance (both coming and going), etc. Copies of such agreements must be sent to Risk Management.

Forms for loan of artwork are available from the Risk Management forms webpage. 

c. Aircraft and Watercraft
If aircraft (other than scheduled airlines) or watercraft (25 H.P. or more and/or 26 feet in length or more) are to be used on University business, call Risk Management, as special insurance arrangements may be necessary to protect both the University, faculty, and staff.

d. Medical Malpractice Insurance
Contact Risk Management for additional information.