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Academic Year Definition Adjunct & Clinical Faculty Appointments AIDS, UW-La Crosse Policy Statement Appointments, Academic Staff Appointments, Faculty Career Progression Code of Ethics Commencement & Reception Compensation for Services in Another UW-System Institution Children in the Workplace Drug-Free Workplace Emergency & Incident Reporting Emeritus Policy, Academic Staff Employee Assistance Program Equity Adjustments, Academic Staff Faculty Meetings Family & Medical Leave Identification Cards Identities of Applicants for Public Positions Inclement Weather Policy Leave Policies & Procedures Leaving University Service Nepotism Outside Activities & Interests Overload Activity Performance Evaluations, Academic Staff Performance Evaluations, Faculty Personnel Files Personnel Rules, Academic Staff Personnel Rules, Faculty Political Campaign Activity Promotion Resources for Faculty Rank, Promotion & Tenure Guidelines Retired Faculty, Policy on Hiring Sabbatical, Faculty Development, & Leave Without Pay Severe Acute Respiratory Syndrome, OSHA Information Smoking/No Smoking Policy Spouse/Partner Employment at UW-L Summer Session Assignments Teaching at Other Institutions Technology Resources Tenure Tenure Density Policy Worker's Compensation Workplace Violence Policy Click here to go there!

Academic Year Definition

Preamble: The activities of faculty and academic staff are not organized in terms of a specific number of hours and days in specified locations. Rather, the time devoted to professional activities may vary from week to week or month to month during the course of an academic year. Frequently, faculty and academic staff engage in activity related to university responsibilities outside the academic year. The university activities of faculty and academic staff are subject to institutional policy on teaching loads, advising, etc.; the primary responsibility for monitoring and assuring equity is placed at the departmental and unit level where judgements on retention, promotion, and salary levels are initiated. This pattern of individual activity best sustains the special character and vitality of an academic community.

The policies enunciated herein have been designed to preserve the essential character of the academic community while setting minimum service expectations of faculty and academic staff for the academic year. After the institution has determined its calendar and designated periods for instruction, registration, advising, examination, and other duties assigned by departments and units, and official state holidays have been noted, the time remaining is used by faculty and academic staff for scholarly pursuits and for individual, self-directed activities.

Contract Year Definition:

Unless otherwise specified in individual letters of appointment, the contract year for members of the faculty and academic staff who are employed on an academic year basis (two semesters) covers a period of 39 continuous weeks ordinarily beginning no earlier than one week before the first day of the scheduled registration for the fall term and ending no later than one week after the dated of spring commencement when such commencement follows the last day of scheduled instruction. On those days when the University is officially in session even though classes, examinations, or registrations are not being conducted (e.g., Fall Recess, Thanksgiving Recess, Semester (Christmas) Recess, Spring Recess, and Non-Class Days), faculty and academic staff with academic year appointments are expected to pursue individual, self-directed activities. The dates of such activities may, however, vary from week to week, month to month, and term to term during the course of an academic year. In all cases, such self-directed activities must be scheduled to meet departmental or unit needs and requirements.

(Reference: Academic Planning Statement No. 4, UW System Policy on Academic Year Definition and Assorted Derivatives, Approved by Board of Regents, [Rev. 5/11/84])

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Children in the Work Place

Liability and efficiency considerations require that the presence of children at the work place be restricted to occasional visits or emergency situations.

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Commencement and Reception

Participation in commencement activities by faculty and academic staff is strongly encouraged because of the dignity and the impressiveness which their presence and participation in the academic procession add to the occasions. To ensure an adequate representation of faculty members at the two commencements, the following policy has been implemented: faculty members are expected to attend one of the two academic year ceremonies. Requests for an excused absence are to be addressed to the appropriate dean.

The reception for graduates and their families is an important event for those honored and the occasion is enhanced by the presence of faculty and academic staff. Attendance is encouraged.

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Compensation for Services in Another UW System Institution

Faculty members of the University of Wisconsin System rendering services to another school in the system may under certain conditions be compensated for; (1) actual and necessary travel expense (travel voucher), and (2) additional compensation through the inter-institutional agreement process, Office of Budget Planning and Control. The services reimbursed must be beyond those required of this position and they must be performed without interference to one's normal schedule at one's resident institution.

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Emergency and Incident Reporting Procedures

The reporting of emergency conditions and other events which jeopardize the personal and financial assets is centralized in the Protective Services Office. Personnel should immediately call extension 9-9000 or 9-9999 or 5-8000 in all such cases. Employees should also notify other personnel in the area and their supervisor of the condition that creates the health and safety hazard. Examples of such events include, but are not limited to the following list:

1. Emergency  conditions may involve personal injuries, fires, explosions, chemical spills, campus disorders, demonstrations, weather conditions, bomb threats, work stoppage, sudden illness, or accidents.

2. All conditions which could result in personal injury, illness, or accident.

3. All thefts, property damage and losses or conditions which could result in such incidents.

Please Note: The Office of Student Life is responsible for coordinating matters related to any life-threatening emergency involving a student or the death of a student. This procedure provides for consistent University actions and a centralized communication source for families and survivors. Detailed procedures and follow-up responsibilities are available in the Office of Student life, Room 149 Main Hall.

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Emeritus Policy, Academic Staff

It shall be the policy of the University of Wisconsin-La Crosse that the Chancellor may designate qualifying members of the academic staff as emeriti. Departments, units, and functional equivalents may nominate qualified members of the academic staff to the Chancellor for designation as emeriti. These nominations shall be forwarded to the appropriate dean or division head for endorsement prior to their submission to the Chancellor. The Chancellor may also initiate nominations for emeritus designation.

Members of the academic staff may be nominated and designated as emeriti only at the time of retirement and must be recognized by their distinguished records of service at the University of Wisconsin-La Crosse. Nomination for and official designation as emeriti is dependent on the following measure of distinguished service:

Those members of the academic staff having a record of 15 or more years of service at the University of Wisconsin-La Crosse, and having attained the age of 55 or more, may be designated as Academic Staff Emeritus. 

On July 20, 2000, the Chancellor approved the following benefits for academic staff emeriti:
*  The use of Murphy Library including the interlibrary loan service and the general access computer labs located in that building.
* A lifetime of free parking in university lots.
* The same privileges as current employees for participation in purchases of surplus equipment.
* The same privileges as current employees for placing ads in the Campus Connection.

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Emeritus Policy, Faculty

It shall be the policy of the University of Wisconsin-La Crosse that the Chancellor may designate qualifying members of the faculty as emeriti. Departments and their functional equivalents may nominate qualified members of the faculty to the Chancellor for designation as emeriti. These nominations shall be forwarded to the appropriate dean for endorsement prior to their submission to the Chancellor. The Chancellor may also initiate nominations for emeritus designation.

Members of the faculty may be nominated and designated as emeriti only at the time of retirement and must be recognized by their distinguished records of service at institutions of higher education. Nomination for and official designation as emeritus is dependent on the following measures of distinguished service:

1. Those members of the faculty having a record of 25 or more years of service at accredited institutions of higher education, including 10 or more years of service at the University of Wisconsin-La Crosse may be designated by their rank and the title of emeritus. Thus, a faculty member may be designated as Faculty Emeritus with the appropriate rank held at the time of retirement.

2. Those members of the faculty not meeting the criteria under (1) above, having a record of 15 or more years of service at the University of Wisconsin-La Crosse, regardless of rank, and having attained the age of 55 or more, may be designated as Faculty Emeritus.

On March 29, 2000, the Chancellor approved the following benefits for faculty emeriti:

* The use of Murphy Library including the interlibrary loan service and the general access computer labs located in that building.
* A lifetime of free parking in university lots.
* The same privileges as current employees for participation in purchases of surplus equipment.
* The same privileges as current employees for placing ads in the Campus Connection.

Employee Assistance Program

The Employee Assistance Program (EAP) is available to all employees and their immediate family members, providing professional, confidential assistance to help individuals resolve concerns that affect their personal lives or work performance. UW-La Crosse cares about its employees and recognizes that work performance can be affected by problems related and unrelated to your job.

In order to help you work through these problems, UW-La Crosse has contracted with Gundersen Lutheran Business Health Services to provide EAP services. Up to three sessions with a counselor are offered at no direct cost to you or your family members.

Confidentiality is the foundation of the EAP. No information may be released to any other person about your participation without your written permission. Your participation is protected and covered by state and federal laws. For limitations to this confidentiality, please talk to your counselor.

For more information or to schedule an appointment, please call 608-775-4780 or 800-327-9991. You may also visit the web site at www.gundluth.org/eap.

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Faculty Meeting

Faculty meetings are held as necessary, on call by the Chancellor or Faculty Senate. Attendance at faculty meetings is not compulsory but is urged and expected of all who are free from conflicts with other important University activities. Most faculty business is conducted by the Faculty Senate, a representative group of 24 faculty members: four elected from the College of Liberal Studies, two elected from the College of Science & Allied Health, one elected from the College of Business Administration, one elected from the Non-Department Unit, and 15 elected At-Large. All members of the faculty, and those members of the academic staff with faculty status (See Faculty Bylaw IX), shall be eligible to nominate, vote for, and serve as members of the senate.

(Reference: Faculty Senate, Articles of Faculty Organization, Section IV(B) Membership)

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Identities of Applicants for Public Positions

On June 10, 1992, the Governor signed into law the following statute: 19.36(7) Identities of Applicants for Public Positions.

19.36(7)(a) In this section, "final candidate" means each applicant for a position who is seriously considered for appointment or whose name is certified for appointment and whose name is submitted for final consideration to an authority for appointment to any state position, except a position in the classified service, or to any local public office, as defined in s. 19.42(7w). "Final candidate" includes, whenever there are at least 5 candidates for an office or position, each of the 5 candidates who are considered most qualified for the office or position by an authority, and whenever there are less than 5 candidates for an office or position, each such candidate. Whenever an appointment is to be made from a group of more than 5 candidates, "final candidate" also includes each candidate in the group.

19.36(7)(b) Every applicant for a position with any authority may indicate in writing to the authority that the applicant does not wish the authority to reveal his or her identity. Except with respect to an applicant whose name is certified for appointment to a position in the state classified service or a final candidate, if an applicant makes such an indication in writing, the authority shall not provide access to any record related to the application that may reveal the identity of the applicant.

On the University of Wisconsin-La Crosse campus, this statute has the following impact, effective for all searches beginning on or after July 1, 1992:

1. INITIAL CORRESPONDENCE: Your initial correspondence to candidates/nominees should relay the essence of this policy to them, so that they can return a written request to you if they wish their identity to remain confidential during the search process. All such written requests are to be retained in your search and screen records.

2. IN THE SAME LETTER, you will want to inform them that "final candidates" names will be released. "Final candidates" at UW-L have been determined to be those persons who have been extended an invitation to be interviewed for a position and have accepted the invitation. The acceptance of the invitation, not their actual interview, will define them as final candidates for the purpose of this policy.

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Inclement Weather

UW-L's inclement weather plan is invoked in the most serious times when conditions make travel to and from campus dangerously imprudent or other events cause serious safety concerns.

• When inclement weather (dangerous temperature, snow, ice, wind or rain) or other events (electrical failure, chemical spill, etc.) strike, Protective Services will confer with the Chancellor or designee prior to 5:45 a.m. for day classes and 1:45 p.m. for evening classes and events to determine if classes and events are canceled. Based on changing conditions, the plan can be implemented at any time.
  

• A determination of closure means all university classes and events are canceled. It is State policy to keep State offices open even when severe weather exists.
  

• Protective Services notifies University Relations, which, in turn, will notify news media and update the events line.
  

• Hourly classified employees who don't report to work, report late, or leave work before the end of the work day because of weather conditions will be allowed to make up lost time during the remainder of the work week, as much time as is beneficial to the work unit. Make up time shall be at the regular rate of pay. Hourly employees may also take leave without pay, vacation, personal holiday, or compensatory time to cover absences. If specific contract language differs from this policy, the contract prevails.
  

• Salaried classified and unclassified employees may use available annual leave (vacation), compensatory time, available holidays, or leave without pay to cover inclement weather absences. An employee and the employee's supervisor may agree that the employee can account for the time of the absence in another manner consistent with the professional nature of the employee's work assignment.
  

• When the governor closes state government offices, this DOES NOT mean the UW System or UW-La Crosse.

Approved by Chancellor Kuipers on September 4, 1997 based on recommendations from the administrative leadership team and governance groups.

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Leaves: Sabbaticals, Faculty Development, And Leave Without Pay

The UW System, working with individual campuses, endeavors to provide opportunities for sabbatical leaves and other faculty development programs. When a faculty member is awarded a sabbatical, the faculty member must agree to return to the University of Wisconsin-La Crosse for at least one academic year of service after the termination of the sabbatical, or repay any compensation (salary, plus the University's share of fringe benefits) received from UW-La Crosse during the sabbatical.

Faculty members who take a one-semester sabbatical will be paid 100 percent of their salary. Faculty members who take a full academic year sabbatical will be paid 65 percent of their salary.

The faculty member will earn sick leave at the same rate as was in effect immediately before the sabbatical leave began. Therefore, a faculty member who is absent from work during a sabbatical leave must report sick leave usage. The payroll system will allocate only 65 percent of your sick leave earnings per month if you are on a full academic year sabbatical. Twice during the academic year, generally in January and June, a payroll & benefits specialist will make an adjustment to bring you up to the 100 percent earning rate.  For more information, see Leave Policies & Procedures or consult with the Office of Human Resources.

Current information on sabbaticals is available in each individual college, and faculty development leave programs can be obtained from the Office of the Provost/Vice Chancellor.

Unclassified personnel planning any leave would be well advised to consult with the Office of Human Resources early in the planning stage to become acquainted with all possible benefit options and responsibilities. Faculty and staff in the College of Liberal Studies may refer to the college's web site for specific information regarding sabbatical leaves.

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Leaving University Service

Departing employees should give at least two weeks advance notice to their supervisors and the Office of Human Resources. Please state the reason(s) why you are leaving and indicate your last date of work at UW-L. Your letter will be forwarded by your supervisor to your Dean/Division Officer who, after approval, forwards it to the Provost.  Upon Provost approval, the letter is delivered to Human Resources.  An acknowledgement letter is then issued to the individual leaving University service.

You should complete an Exit Checklist, available from your department, unit, or the Office of Human Resources, which will be maintained in the department or unit for one year following your departure from the University. The Office of Human Resources will also advise you regarding your benefits, final paychecks, and other separation information. For questions regarding the Exit Checklist, such as who should complete one and the responsibilities of the department or unit you are departing, please see the Exit Directions.

Sometimes an unpleasant, offensive, or hostile work environment contributes to the reasons why an employee leaves the University. The Office of Affirmative Action will send you an Exit Interview Questionnaire to be completed prior to your last day. Employees who would like to further communicate concerns about the work climate in their department or unit should contact the Office of Affirmative Action & Diversity to schedule an exit interview. Such information will be maintained in a confidential file in the  Affirmative Action & Diversity Office and will not become part of the employee's personnel file.

All University keys, equipment, uniforms, textbooks, library materials, etc. provided to you must be returned intact to the appropriate office to ensure proper processing of your final paycheck.

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Overload Activity, Restriction on Compensation

Full-time faculty members may not receive compensation for an overload activity from any funds administered within the university system, regardless of source, except through procedures and within standards stated in University of Wisconsin System, Academic Planning Statement No. 4.

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Performance Evaluations, Academic Staff

Every academic staff member shall undergo performance evaluataion annually. The results of the evaluation shall be made available to the academic staff member and provision shall be made for the academic staff member to respond formally for the record to the results of the evaluation, as stated in the Academic Staff Personnel Rules, UWL 10.03(2)(b).

1. Specific procedures and criteria for the evaluation of academic staff shall be decided by each division, department, or unit.

2. Written procedures and written criteria shall be on file with the dean or division head and provided to each academic staff member before the evaluation.

3. A written evaluation shall be filed with the dean or division and a copy shall be provided to the academic staff member.

4. Time lines for the annual evaluation processes are established each year by the Provost/Vice Chancellor.

5. Results of the academic staff evaluation may be used for a variety of purposes, including, but not limited to, the determination of merit distribution, and, in the case of fixed term appointees, subsequent appointments to the academic staff.

UW-La Crosse Category A Academic Staff Performance Review Policy

Overview

Each academic staff member shall receive an annual written performance evaluation by his or her immediate supervisor. The evaluation process shall include a face-to-face end of the year review, a written summary of the end of the year review for the academic staff member placed in the Personnel File, and a mid-year progress meeting between the immediate supervisor and the academic staff member. The purpose of the evaluation of each academic staff member shall be to:

1. assess the performance of the responsibilities of the job description;

2. assess the quality of service to students and the University community;

3. determine areas for improvement in job performance;

4. provide the basis for personnel decisions, including renewal and type of appointment, promotion, title review, and merit increases.

The timing of the review shall be as follows:

• review period extends from July 1 (or the beginning of the academic staff member's contract) through June 30 (or the end of the academic staff member's contract);

• performance evaluation process shall be completed by July 15 following the previous review period.

Criteria to be used in the review

The primary responsibilities of an academic staff member must be performance of assigned duties and responsibilities which are generally defined in the position description as taken from his or her current Position Description Questionnaire.

Performance evaluation criteria shall relate to:

• performance of responsibilities contained in the position description and the competencies necessary to fulfill these responsibilities (competencies include interpersonal and technical skills);

• annual goals and objectives (which can include, but are not limited to, changing priorities in the position description, professional development, and campus involvement) as discussed between the academic staff member and his or her immediate supervisor.

Performance criteria may also include:

• peer and/or student input on the academic staff member's performance of their position;

• community service.

Review process

1. At the beginning of the contract year, the immediate supervisor and the academic staff member shall meet to establish annual goals and objectives, review the position description for accuracy, and discuss the relative importance of each criterion. Ultimate responsibility for initiating the review process, determining goals, objectives and criteria, and weighting criteria rests with the immediate supervisor.

2. Near the mid-point of the academic staff member's review period, the immediate supervisor and the academic staff member shall meet to discuss the progress being made on the academic staff member's goals and objectives.

3. At the end of the evaluation year, a conference shall be held between the academic staff member and the immediate supervisor. At this conference, the immediate supervisor will provide an assessment of the academic staff member's performance. Following the conference, the immediate supervisor shall provide a copy of the final evaluation report to the academic staff member on or before July 15. The academic staff member shall sign the evaluation to indicate that he or she has reviewed the document. The academic staff member may choose to comment in writing on the contents of the evaluation report. The signed evaluation report, with optional comments by the academic staff member, shall be returned to the immediate supervisor for submission to the appropriate dean or division head, and ultimately placed in the individual's personnel file.

Adopted on August 5, 1994 by Academic Staff Council. Approved by Chancellor Kuipers September 20, 1994.

Important to note:

1. This policy is for Category A Academic Staff; it does not include instructional academic staff. Instructional academic staff shall be annually evaluated in accordance with Faculty Personnel Rules, UWS 3.05 and UWL 3.05.

2. This Plan is meant to set minimum criteria. Units that have other plans that meet these minimum criteria may continue to use their plans.

3. The Salary and Personnel Committee thought it was more appropriate to establish a process rather than a prescriptive form considering the diversity of functions performed by academic staff.

Administrative Review

Deans and division heads and other appropriate administrative officers shall review departmental or unit decisions based on the annual evaluation in keeping with the time lines issued by the Provost/Vice Chancellor.

Copies of UW-La Crosse Academic Staff Policies and Procedures (Personnel Rules) and Academic Staff Council Bylaws are also available in the Academic Staff Council Office, 133A Main Hall.

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Performance Evaluations, Faculty

An annual evaluation of all unclassified personnel is conducted on the basis of system policy and rules established by the faculty and administration. This evaluation serves as a basis for improvement of instruction, or other assigned duties, as well as a basis for making promotion, retention, and salary recommendations. Areas and criteria in evaluation shall include teaching, research, professional, and public service, and contribution to the University. The methods of evaluation of teaching shall include both student and peer evaluation and the evaluations of research, professional and public service, and contributions to the University shall be accomplished by peer evaluation (See UW-L Faculty Personnel Rules for more detailed information.)

FACULTY EVALUATION PROCEDURES

Adopted by the Faculty Senate, 4/7/77

1. Distribution of merit compensation shall be determined by the individual departments or functional equivalents according to their bylaws and/or other departmental rules and regulations. Each department shall specify its procedures for appeals of merit decisions with a time limit set prior to the date the department reports evaluations to the dean. No university-wide quotas shall be established for this purpose.

2. Each department or functional equivalent shall be allotted the authorized percentage of merit which multiplied by the total departmental payroll shall constitute the compensation to be distributed.

3. Student evaluation for merit purpose shall occur at least every three years.

4. Departments or functional equivalents, after consultation with the appropriate dean or other administrative officer,

a. shall establish and administer peer evaluations and shall determine how these will be used in deciding individual merit,

b. shall establish and administer student evaluations and shall determine how these will be used in deciding individual merit, and

c. shall report annually to the appropriate dean or other administrative officer what systems of student and peer evaluation are being used and how they are applied to individual merit decisions.

5. There shall be no composite department or unit reports prepared for evaluation of departments or units.

6. Departments or functional equivalents unwilling and/or unable to carry out determinations of merit shall request the appropriate dean or administrative officer to make the necessary determination.

7. Deans and other appropriate administrative officers shall be allotted funds necessary to resolve inequities such as may be identified because of the requirements of affirmative action, of minimum salary ranges, and of promotions. The Chancellor will annually advise the senate on the amount and distribution of such funds.

Understanding Related to Faculty Evaluation Procedures

1. All faculty shall be evaluated annually according to bylaws and/or rules of the respective departments or functional equivalents.

2. In accord with 4.c., each department and functional equivalent shall send to the dean (or other appropriate administrative officer) student and peer evaluation data pertaining to all faculty. The data requested are for the calendar year which serves as the evaluation period.

3. Each department or functional equivalent shall be allotted the authorized percentage of merit which multiplied by the continuing faculty and continuing academic staff share of the total departmental payroll shall constitute the compensation to be distributed. Such funds shall be allotted only to continuing faculty and continuing academic staff, including persons on leave.

4. Prior to allocation of merit increments to departments, cost-of-living adjustments shall be made for eligible faculty.

5. Each department of functional equivalent shall report annually to the appropriate dean or other administrative officer "what systems of student and peer evaluation are being used and how they are applied to individual merit decisions" at the time salary decisions are submitted.

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Personnel Files

Personnel files for all employees are officially maintained in the Office of Human Resources and include staff members' official transcripts (provided by employees), contract letters, copies of benefit forms, payroll changes, changes in rank or job title, annual reviews, and training records. 

Employees may arrange to review their own personnel file by contacting the Office of Human Resources. Employees should also contact the Office of Human Resources with any updated information relating to specialized training,
education, significant professional activities, publications, special honors, or noteworthy research, in addition to basic personnel changes such as change of address and/or telephone number, change in marital status, etc. 

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Retired Faculty, Policy on Utilization of

The University recognizes that retired members of the faculty continue to be a valuable resource in support of its mission and goals. Such faculty members who are interested in serving the University and its students MAY BE afforded opportunities to serve as part-time instructors under the following guidelines:

• Effective 7/1/96 all Wisconsin Retirement System (WRS) participants who retire must have a 30 day break in employment per WI Act 302 prior to beginning their post-retirement employment.

• Such ad hoc appointments will be academic staff appointments, at no more than .50 F.T.E.;

• Appointments may be made for one, two, or three years, and may be renewable.

• Salary will be set no higher than 40% of the final academic year salary for the equivalent of a .50 F.T.E. appointment;

• Such appointments will be made only upon the recommendation of the department and the dean, and the approval of the Chancellor.

• Any extensions of existing contracts with retired staff members should be negotiated pursuant to these guidelines.

Provided these requirements are met, departments may hire retired faculty as instructional academic staff without conducting a regular or pool search, simply by processing the Personnel Action Form (back of the pink sheet).

Utilization of Retired Faculty Policy approved by the Faculty Senate on October 23, 1997; Modified and Approved by Chancellor Kuipers on November 25, 1997.

Other Related links: 
Returning to Work After Retirement, UW-La Crosse web site
Returning to Work After Retirement Fact Sheet on DTF 10.08 Wisconsin Administrative Code
Department of Employee Trust Funds web site, Returning to Work After Retirement (ET-4105)
Rehired Annuitant Questions & Answers

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Smoking/No Smoking Policy

Section 101.123 of the Wisconsin Statutes commonly referred to as the "Clean Indoor Air Act" or "1983 Wisconsin Act 211," provides that no persons may smoke in educational facilities, public offices, passenger elevators, public waiting rooms, and any enclosed indoor area of a state building, except for areas which have been designated for smoking and offices occupied exclusively by smokers. The law states further that signs will be posted only in areas where smoking is permitted.

Section UWS 18.06 (18) of the Wisconsin Administrative Code similarly states "No person may smoke in any University building except in those areas designated for that purpose."

Questions regarding this policy may be directed to the Director of Protective Services.

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 Spousal/Partner Hiring Policies & Procedures at UW-L

To attract and retain faculty, instructional academic staff (IAS), and non-instructional academic staff (NIAS), and administrators of the highest caliber, UW-La Crosse (UW-L) must be prepared to meet the many challenges and opportunities of the higher education marketplace. Dual-career couples represent both such a challenge and opportunity. The University's success in building and nurturing the faculty and administrative leadership it seeks will depend, in part, on its capacity to help dual-career couples meet their professional objectives.  Approval of the spousal/partner hire must be obtained from the Chancellor or Provost/Vice Chancellor prior to this condition being added to the spouse's/partner's offer or contract (as a Memorandum of Agreement) or specified in a retention agreement.

The following policies and procedures have been developed to assist the University community in negotiating these appointments. Although the particulars of each negotiation will be unique, the following policies and procedures are intended to provide a framework for a timely and successful effort. Deans and/or Division Officers may need to take certain additional steps to enable agreement among various parties to the hiring process. These policies and procedures apply to the recruitment or retention of faculty, IAS, NIAS, or administrative individuals.  Classified positions need to follow Wisconsin Civil Service and respective union contracts and guidelines. 

Definitions

• Candidate refers to the member of a couple being recruited or considered for retention by the University whose appointment must be subject to Conditions of Faculty or Administrative Service.
• Spouse/partner refers to an accompanying spouse or partner whose employment at the University is a substantial factor in the candidate's acceptance of a University offer of employment or retention. The spouse/partner may be seeking a position in an faculty, IAS, NIAS, or administrative category.
• PVC refers to the Provost/Vice Chancellor
• AAO refers the Affirmative Action Officer
• HR refers to the Executive Director for Human Resources or designee 
• Department/Unit refers to the academic department or non-academic unit extending an offer to the candidate.
• Receiving department/Unit refers to the academic department or non-academic unit extending an offer to the spouse/partner.

Suggested Sequence of Events in Negotiating a Spouse/Partner Hire

When a candidate indicates that a spouse/partner hire would be a substantial factor in his or her decision to accept an offer or remain at the University, the following sequence of events is suggested.

Initial Internal Process

1. The Department/Unit head/director contacts the spouse/partner to gather information about the spouse’s/partner’s career objectives and qualifications. A curriculum vitae or résumé and other relevant information is submitted as soon as possible.  
2. The Department/Unit head/director consults with the dean or division officer regarding the importance of facilitating a spouse/partner hire, the possibilities for funding a position, possible departments/units to contact, and what further information may be required from the candidate and spouse/partner.
3. The Department/Unit head/director takes steps to gather information about possible job search directions and to distribute a curriculum vitae or résumé and other information about the spouse/partner as necessary. In this initial process, the Department/Unit head/director may wish to consult the following resources:
   • Other Department/Unit heads/directors regarding positions in appropriate disciplinary/support areas
   • College deans, division officers and PVC regarding appointed (faculty, IAS, NIAS or administrative) or classified staff positions
   • The Human Resources’ homepage regarding all vacant positions within the University.

The initial steps in the search or identification process for a position for the spouse/partner are to determine if there is the possibility of a “fit” within a receiving department and whether there is a basis to proceed to the interview stage.

Identification of and Consultation with Potential Receiving Department/Unit

5. Department/Unit heads/directors who express interest in the spouse/partner and who have or are willing to create an opportunity within their departments/units to employ the spouse/partner should then consult with their deans/division officers regarding the possibilities for a position, possible additional department/units to contact, and what further information may be required from the spouse/partner.  
6. The potential receiving department/unit head/director consults with his/her department/unit. Appropriate committees review the spouse's/partner's documentation, explore the relationship of the hire to department goals, opportunities and problems that may exist, and determine what further information may be required from the spouse/partner, including the need for a campus visit. If the initial exploration is clearly negative, the process ends at this point.
7. If the spouse/partner hire appears to have the potential for success within the receiving department/unit the affected deans or division officers consult with each other and Business Services to determine whether funding is viable. The deans or division officers work out a general funding plan to be proposed in writing to the PVC.  Funding specifics should include the cost of an interview with the individual.
8. The dean or division officer consults with HR in order to make sure that the potential hire appropriately reflects UW System and UW-L policies and procedures (title, salary ranges, job security, etc.).
9. The deans or division officers are required to consult with the AAO when considering the possibility of making a Spousal/Partner hire.  Approval by the AAO is required to move forward with the negotiations.  The AAO will take into account the following criteria when considering approval of a spousal/partner hire.

·     Whether an underrepresented individual has been identified by a search or an academic department is attempting to retain an underrepresented individual;

·     The affirmative action record of the unit and the impact of the proposed spousal/partner hire will be taken into account in the decision to permit the spousal/partner hire.

The AAO may also approve the hire based on department/unit, college/division, and/or university need. If these consultation steps continue to support the viability of a hire, a formal interview is arranged.  The Dean/Division Officer will initiate a “request to interview spousal/partner hire” email (indicated as such in the subject line) to both HR and AAO and secure approval prior to interviewing.

Interviewing of Spouse/Partner

10. The receiving Department/Unit generally uses the regular, formal interview process to determine if the spouse/partner is a desirable hire. Interview questions must be approved by HR, AAD, and the Dean/Division Officer of the receiving department/unit.  Other candidates do not need to be considered – the process mirrors an emergency hire.
11. Procedures generally include review by a faculty status committee or other search advisory committee within the department or unit as well as by the administration if the spouse/partner is a potential faculty member. The decision to hire needs to be based on the individual’s own merits vis a vis the department’s/unit’s goals. The spouse/partner in consideration needs to have sufficiently high achievements and/or potential that he or she would have been a member of a “short list” for a position in the department/unit if a position in the area (and for the type of position in question, e.g., lecturer, assistant professor) had been advertised. When the interests of the spouse/partner represents a new direction for the unit, the benefits of the addition of the spouse/partner to the unit may be weighed along with his or her qualifications and accomplishments and potential contributions to the unit. Departments/units might consider a hire’s effect on, among other things, future directions of the unit, potential as a teacher or scholar, potential contribution to the workload of the department and interdisciplinary connections to other department/units.

Outcome of the Spouse/Partner Interview

12. If the review process results in an overall negative recommendation by the receiving department, the process ends at this point. If the spouse/partner hire is supported by the receiving department, negotiations proceed to the formal agreement stage. The Dean/Division Officer of the department/unit will initiate an email to HR and AAO indicating no further action or request to hire (indicated “spousal/partner hire” in the subject line). 
13. The deans or division officers affected determine the elements of an agreement, including terms such as salary, sources of salary, space, rank or title, startup needs, tenure clock (if ranked position), contract length (if not ranked), or other status of the spouse/partner hire, in consultation with HR. Issues that may need to be addressed and that need to be agreed upon at the time of hire include the following: Do the hiring arrangements change over time (e.g., Does one unit phase out support?) Are there possible term or status limits on any shared funding? If the candidate leaves the University or their job terminates, how long does the commitment to the spouse/partner continue? If the spouse/partner leaves the University or moves to another university department, does the line and funding provided by the other sources stay in the spouse/partner's original department? Under what conditions is a term appointment renewed? What would happen if the spouse/partner shifts status (e.g., from multi-year lecturer to assistant professor)? What costs (i.e., start-up, space renovation, moving, laboratory facilities, campus visits, etc.) will be supported and by whom? Financial support available for a candidate and spouse/partner may vary substantially across colleges and divisions.

Request for Support from Provost or Vice President

14. Once all parties reach an agreement (see item 13), the dean(s)/division officer(s) approach the PVC to discuss commitments such as funding for salary, startup resources, and personnel needs as well as space needs, special tenure or continuing status issues, etc. Consideration of the current recruitment plan, as well as strategic planning will play a part in the discussion.

The PVC requires the following documentation for Spousal/Partner Hire Requests:

1.   Description of why the spousal/partner hire is needed and an analysis of his/her credentials supporting appointment.

2.   Copy of the hiring goals for each department affected by the primary hire and the proposed spousal/partner or retention hire and an explanation of the impact of these hires on the goals; Description of how the subject matter or professional expertise of the proposed hire impacts the unit's existing academic priorities and long-range plans.

3.   Statement describing the funding arrangements for the proposed hire; and

4.   Evidence that affected departments, deans, and the AAO are in agreement regarding the hire and that HR and Business Services have been consulted and the decision meets the pertinent policies.

15. Upon approval of the PVC, an offer can be extended.  HR will initiate the CBC process. The intent to hire the spouse/partner must be included in the candidate's offer letter or retention agreement by way of a Memorandum of Agreement. Approval of the spouse/partner hire must be obtained from the PVC before this condition may be added to the candidate's offer letter or retention agreement (MOA). In addition to the terms applicable to the candidate's hire or retention, the MOA contains the signatures of the affected department chairs or unit directors, affected deans or division officers, and the PVC in the hire of both the candidate and the spouse/partner.  The MOA will be housed in the personnel files of the both partners/spouses.

16.  If the hire is a domestic partner, following UW System policy, a Domestic Partner Affidavit needs to be filed in conjunction with the signed contract/MOA.  http://www.uwsa.edu/hr/benefits/ins/uws50.pdf

Domestic Partners are defined as two individuals who, together, each meet all of the following criteria set forth in the Domestic Partner Affidavit, UWS-50:
1. Are 18 years of age or older.

2. Are competent to enter into a contract.

3. Are not legally married to, nor the domestic partner of, any other person.

4. Are not related by marriage.

5. Are not related by blood closer than permitted under marriage laws of the State of Wisconsin.

6. Have entered into the domestic partner relationship voluntarily, willingly, and without reservation.

7. Have entered into a relationship which is the functional equivalent of a marriage, and which includes all of the following:
            a. living together as a couple;
            b. mutual support of each other;
            c. mutual caring and commitment to each other;
            d. mutual fidelity;
            e. mutual responsibility for each other's welfare; and
            f. joint responsibility for the necessities in life.
8. Have been living together as a couple for at least six (6) months prior to registration with the Subscriber's employer.  

9. Intend to continue the domestic partner relationship indefinitely, while understanding that the relationship is terminable at the will of either partner.

17. The position of the spouse/partner will remain funded until the stated term limitation of the offer or until such funding is no longer available. The offer letter may limit the term for which funding for the position is provided. This limitation does not preclude the department/unit from later extending the term of the funding and continuing the appointment.

Evaluation and Role of Spouse/Partner Within Receiving Department

18. During negotiations and after a spouse/partner joins the receiving department/unit, the spouse/partner will be treated in the same way as any other employee of the same rank and status within the receiving department. Thus, on matters such as merit review, retention, promotion and tenure or continuing status reviews, working conditions or workload assignment, the spouse/partner will be evaluated and treated in the same manner as all other similarly ranked individuals within the receiving department/unit.
19. All department heads, unit directors, or deans/division officers involved should consider the effects of the spouse/partner hire on recruitment plans and on the department's/unit’s or college's/division’s overall workload responsibilities. For example, does the individual hired fill a specific programmatic need within the department?  If not, will there be a negative effect upon the department's subsequent ability to recruit for other new appointments that are based on needs not satisfied by the spouse/partner hire? When the spouse/partner hire increases the number of faculty in the department who are available to share instructional, committee, and service duties, he or she is counted as part of the unit’s overall FTE in determining whether the unit has enough faculty to cover its general workload.
20. Effective date of this is January 11, 2008.

See also: Chancellor approval of Spousal/Partner Hiring Policy at UW-L 

Notes: Modeled on University of Arizona’s [http://web.arizona.edu/~vprovacf/couples/] and University of Minnesota’s [http://www1.umn.edu/ohr/toolkit/hiring/academic/guidelines/  appendixc/spousal.html]  policies. Hiring an international faculty member (who is not a United States' citizen or permanent resident) without a search can make it difficult or impossible for the UW-L to obtain permanent residency for that person. 

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Summer Session Assignments

Staffing for summer session is on a year-to-year basis. Guarantees of summer employment are not made in advance to academic year appointees. Those whose services are required for the summer session (normally eight weeks of both undergraduate and graduate instruction) are paid additional salary for that period.

Student enrollment is from 30 to 40 percent of that during the regular year and its composition differs markedly from that of the regular semesters. Summer assignments and plans for the ensuing summer session are usually distributed in April each year.

Summer Session Policy

1. The Purposes of Summer Session.

a. Instructional  Services. The primary purpose of the summer session is to provide instructional services. Instructors

    given summer classroom assignments should be those best qualified to teach the courses offered.

 

b. Professional Development. The summer period also provides opportunity for further study and professional

    development at a time when many instructors are not on regular assignments. The Senate, therefore, urges the

    various departments, schools, and colleges to establish policies which will encourage faculty and academic staff to

    pursue higher degrees or other scholarly activities during the summer.

2. The Determination of Course Offerings and Teaching Assignments.

Determination of course offerings and appointments for summer session instruction shall be made by the various academic departments following allotment of positions by the appropriate dean or other administrative officer. Each department in consultation with the appropriate dean or other administrative officer shall also determine:

a.  the extent to which rank, degrees, and longevity of service to the department and to the University are used

     in establishing priorities for appointments;

b. the nature of any rotational system deemed desirable; and

c. the suitability of appointing both faculty and academic staff to summer sessions.

3. Appointments for Potential Retirees.

Academic departments, in consultation with the appropriate dean or other administrative officer and the Chancellor's offices, are encouraged to develop plans which will provide the maximum summer appointment opportunities possible for persons in their last three years prior to retirement.

4. Chairpersons' Summer Appointments.

Upon approval of academic departments after consultation with the appropriate administrative officers, chairpersons may be given load reductions for administrative responsibilities during periods other than the thirty-nine week academic year. Such reductions should be derived from positions assigned to the department. When deemed necessary, departments should annually review with the appropriate administrative officers, the arrangements made for departmental administration during non-academic year periods.

5. Previous Policies.

Upon approval of this statement, all other summer session policies in which the Senate previously concurred become null and void.

6. Effective Date of this Policy Statement.

This policy shall be in effect beginning with the planning for the summer term of 1980.

Summer Session Policy approved by the Faculty Senate on April 12, 1979.

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Teaching at Other Institutions

Advance approval of the Chancellor is required for all arrangements or contracts involving teaching services to be rendered during the contract year to other institutions by UW-La Crosse faculty members.

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Technology Resources

The following policies on the use of University information technology resources are edited by the Division of Information Technology and apply to all employees.

Responsible Use of Computer and Communications Resources
UW-La Crosse World Wide Wed Policy Statement

Additional information on technology resources can be found at the following link: Distance Education, training for faculty/staff, training for students, web page construction information, and the NASA Teacher's Regional Resource Center.

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Tenure

Basic rules governing tenure in the University of Wisconsin System are found in Chapter 36 of the Wisconsin Statutes. Additional policies are found in the first five chapters of the Wisconsin Administrative Code, Rules of the Board of Regents of the University of Wisconsin System. Administrative code provisions are amplified in the University of Wisconsin-La Crosse Faculty Personnel Rules. Copies of the administrative code and the UW-L Faculty Personnel Rules may be obtained in the departmental, dean's and vice chancellor's offices.

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UW-La Crosse Tenure Density Policy

University policy provides that when potential tenure positions exist, appointments to the teaching staff shall be made on a probationary faculty basis. To provide flexibility, each department is required to maintain a five-year staffing plan based on agreed upon guides and gauges. Objectives should be structured to maintain between 50 and 80 percent of the positions as tenured. (The tenure density policy, revised by the Faculty Senate on November 15, 1984, provides a more detailed explanation. That policy is reprinted as follows:)

Prologue: The University of Wisconsin-La Crosse has since March of 1975 been guided in matters of tenure density by a policy designed and put into place by administrative officers of the University. In the spring of 1979, the UW-L Faculty Senate agreed to call upon its Promotion, Tenure, and Salary Committee to work with appropriate administrative staff to devise tenure density guidelines which were proposed and approved as of Nov. 29, 1979. Subsequently, in the fall of 1984, the Promotion, Tenure, and Salary Committee was charged with reviewing and updating the Tenure Density Policy. The Committee, following study of the matter, now proposes the following revised Tenure Density Policy.

Statement of Policy

It shall be the policy at UW-La Crosse that, with certain limited exceptions, appointments to the teaching staff shall be made on a probationary faculty basis. The goal of such a policy is to preserve the system which protects academic freedom. It is recognized that it will be necessary for departments to limit the proportion of tenured teaching appointments.

Maintenance of a Staffing Plan

The department chairperson, in consultation with the tenured members of the department and with the approval of the appropriate dean and the Provost/Vice Chancellor, shall maintain a staffing plan for his/her department for a five-year period beyond each current year. The purpose of this plan is to provide flexibility in staffing the department to accommodate anticipated changes in the program of departmental offerings and predicted fluctuations in the departmental workload. The staffing plan shall adhere to such University guides as weighted student contact periods and other staffing gauges, as may be accepted by the Faculty Senate. The data base used for planning shall include a history of previous student-contact periods and departmental staffing based on the tenure-density-quota guidelines up to and including the previous year.

Probationary Appointments

Appointments to the teaching staff of a department will normally be made as probationary faculty as provided for in U.W.S. 3.04, Wis. Adm. Code. Temporary appointments as fixed-term academic staff may be used in some instances at the request of the department and with the approval of the dean. Years of service on an academic staff appointment may be credited toward the probationary period if that person is subsequently appointed to a faculty position.

Responsibility for Implementation

It shall be the responsibility of the department to determine which positions within a department shall be tenured or filled with probationary faculty appointments. Such determination shall be communicated to the appropriate academic dean and the Provost/Vice Chancellor. Upon their confirmation, it shall become a part of the departmental plan. It shall be the responsibility of the Chancellor to state reasons if a departmental staffing decision based on the approved departmental staffing plan is overruled.

Tenure Density Objectives and Implementation Guides

1. Planning objectives should seek to maintain at least 50 percent but no more than 80 percent of the maximum number of positions each year of a department's five-year staffing plan as tenured positions.

2. Flexibility to exceed the 80 percent tenure maximum within a given department may be permitted for temporary periods of time on the basis of but not limited to the following considerations:

a. when there are imminent departmental retirements in the offing,

b. when there is a clear and ongoing programmatic need for the affected position,

c. when there has been either a positive or stable enrollment trend within the affected department over the past years,

d. when the professional merit of the tenure candidate is demonstrably superior, or

e. when the UW-L affirmative action objectives would be advanced.

The decision-making process to recommend or not recommend tenure would otherwise remain exactly the same as it is for ordinary tenure decisions within departments when the 80-percent rule is not an issue.

3. Although no university-wide tenure density quota is fixed, an individual department may set such a quote as a guide in its five-year staffing plan.

4. Tenured faculty on extended leave beyond two years may be included in the departmental staffing plan upon the annual renewal of their leave by the department, but need not be included in the departmental staffing plan nor be counted in the quota used as a reason for nonrenewal of a probationary faculty appointment.

5. Tenured faculty on leave from a department to administrative positions shall retain their tenure in the department, but need not be included in the departmental staffing plan nor be counted in the quota used as a reason for nonrenewal of a probationary faculty appointment.

6. Departmental staffing plans may include provisions for complying with goals of affirmative action plans, and such provisions may be used as reasons for nonrenewal of probationary appointments providing that such rules were in effect prior to the year in which the nonrenewal decision was made.

7. Departments shall design staffing plans with a view toward having them in readiness for use in each succeeding academic year. Each department plan shall summarize changes in departmental staffing which will follow from implementation of the plan. Revised staffing plans shall be communicated to members of departments and to the appropriate administrative officers. Continuity during any interim period shall be provided by tenure density planning under administrative guidance.

UW-L Tenured Faculty Review and Development

Criteria -- Individual departments (or functional equivalent) will develop a Tenured Faculty Review and Development Policy which includes the criteria and methods for the evaluation. The purpose of reviewing faculty is to encourage and support the meaningful growth and development of faculty in ways that positively contribute to the university mission and goals and to the missions of colleges and departments. The review is a collegial process with the goals of encouraging achievements of value and meaning in the roles that faculty play in their relations with students, colleagues, and local communities. Areas to be reviewed should include teaching, scholarship, and service. The review process will include the use of both peer and student input, as well as the missions of the departments, colleges, and university. The criteria should be flexible enough to allow shifts in professional emphasis and personal professional goals. The departments' Tenured Faculty Review and Development Policies will be submitted to the dean (or appropriate administrative officer) who will be responsible for assuring that all evaluation plans meet the minimal criteria. Academic freedom shall be respected at every level of the process.

Procedures -- Once every five years, each tenured faculty member's activities and performance will be reviewed in accordance with the mission of the department, college, and university. The department will establish a review cycle for its members and submit it to the dean. Each year the dean will send to the department notification of those faculty members who are subject to review. The Tenure Faculty Review will be conducted by the department or functional equivalent. The Tenure Faculty Review may be carried out as part of the merit determination process. Teaching, scholarship, and service will be evaluated, and the results may be used to facilitate and enhance faculty development. Each department shall formulate clearly stated written criteria describing what constitutes satisfactory performance in the areas of teaching, scholarship, and service within the context of the missions of the department, college, and university.

The results of the Tenured Faculty Reviews will be sent to the dean, who will forward them to the Provost/Vice Chancellor's office for centralized filing. If, according to the department's Tenured Faculty Review and Development Policy, a faculty member is judged to have significant areas of concern in performance, a list of these areas of concern will be given to the faculty member. The department will then meet with the faculty member to develop and write a plan, based on the departmental criteria, to overcome these areas of concern within a reasonable period of time.

If the identified areas of concern or departmental plan for removal of areas of concern cannot be resolved within the department, then:

a) the department will notify in writing the dean outlining the department's Tenured Faculty Review decision and recommended plan.

b) the department chair or designated committee, dean, and faculty member identified as having significant areas of concern shall meet to review the department's recommendations and, if appropriate, to determine a plan or other action(s) to remove any identified areas of concern.

Funds necessary to implement plans to remove areas of concern will be provided by the deans or the appropriate administrative officers.

A confidential file of the Tenured Faculty Review will be kept within the department. The file should contain all documents and correspondences involved in the evaluation of the faculty member and the resolution of any identified areas of concern. A copy of all items in the file of the individual faculty member will be given to that member.

Accountability -- At an agreed upon date, the department chair or designated committee shall meet with the faculty member with identified areas of concern to review the results of the plan to overcome the areas of concern.

a) If the areas of concern have been eliminated, the department chair or designated committee will write the faculty member a letter stating that the areas of concern have been eliminated and the letter will be placed in the faculty member's file. The department chair or designated committee will send a letter to the Dean and all individuals involved in the Tenured Faculty Review and Development process stating that the areas of concern have been eliminated.

b) If the areas of concern have not been eliminated, either the faculty member shall meet with the department to evaluate the need for additional steps which may be necessary to remove the areas of concern or the department chair may choose to meet with the faculty member and dean to establish a plan for removal of the areas of concern.

The faculty member shall have all the rights of appeal as outlined in the UW-L Faculty Personnel Rules 6.01 and 6.02 and may appeal department decisions to the Complaints, Grievances, Appeals, and Academic Freedom Committee (CGAAF) (Reference: Faculty Senate Bylaws (1.G).

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Worker's Compensation

The Wisconsin Statutes provide that an employee “suffering an injury while performing service grouping out of and incidental to his or her employment is entitled to Worker’s Compensation benefits.  This allows for the payment of medical expenses.  It also allows for the payment of lost wages based on two-thirds of the employee’s wages up to a weekly maximum which is re-established each year.

When Worker’s Compensation benefits are granted, employees may choose to use accrued sick leave or vacation to supplement Worker’s Compensation benefits to the extent that they shall receive the equivalent of their regular base pay.

All accidents (whether or not medical attention is necessary) must be immediately reported to the employee’s supervisor.  It is the responsibility of the immediate supervisor to investigate all Worker’s Compensation injuries or illnesses and report these to the Worker’s Compensation Coordinator within 24 hours of an accident the employee and supervisor must complete the following forms: Employees Work Injury and Illness report, WKC 12 Employee’s First report of Injury or Disease and the Supervisor’s Accident Analysis Report.  These forms can be found at http://www.uwsa.edu/oslp/wc/forms/forms.htm   Further investigation may be made by the Worker’s Compensation Coordinator or the Department of Environmental Health and Safety.

Employees have the choice of a physician or a chiropractor licensed in the State of Wisconsin to provide reasonable and necessary treatment to cure and relieve the effects of injury.  Employees have the choice of a second physician.  Simultaneous treatment by two doctors is not acceptable, nor is a third choice of physician unless referred by the primary doctor.

All medical bills resulting from an injury or illness must be presented to the Human Resources Office.  Employees should inform the clinic or hospital where treatment is rendered of the fact that the injury or illness is work related.  Do NOT give the hospital or clinic your group health insurance identification numbers for treatment covered under Worker’s Compensation.   In most cases, the hospital or clinic will send the bill directly to the Human Resources Office.  If an employee should receive a bill, including prescriptions, submit it to the Human Resources Office at your earliest convenience.  Seeking treatment does not guarantee medical expense will be approved under Worker’s Compensation.

If the injury will result in more than three days time lost from work, contact the worker’s compensation coordinator in Human Resources.  Medical documentation is required to substantiate disability payments.  Also, if an employee is no longer going to be on the payroll, they should contact the payroll office to make arrangements for premium payment of benefits and/or insurance, as well as appropriate leave of absence forms.

The State of Wisconsin provides managed health care services to injured State employees.  Utilization review is performed on all inpatient hospitalizations, surgical procedures, MRI and CT scans, and physical therapy and chiropractic treatment.  If such treatment is recommended by the doctor, promptly notify the worker’s compensation coordinator prior to having such treatment.

A doctor’s excuse is required for the employee to return to work when the injury resulted in medical attention and/or lost time.  Employees covered under Worker’s Compensation should be aware of the fact that, with doctor approval, they may be assigned part time or limited duties (if the restrictions can be met) until they are able to return to full time duty

Questions regarding Worker’s Compensation may be directed to the Human Resources Office.

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Last Updated: 06/06/08