1200.00 Other General Policies
- Table of Contents
- 1210.00 Sexual Harassment
- 1210.10 Policy
- 1210.20 History
1220.00 Equal Opportunity/Affirmative Action
- 1220.10 Policy
- 1220.20 History
1230.00 Drug and Alcohol Abuse Policy
- 1230.10 Reference
- 1230.20 Coverage
- 1230.30 Policy
- 1230.40 Legal Sanctions
- 1230.50 Health Risks
- 1230.60 Employee Education and Assistance Programs
- 1230.70 Requirement to Report a Drug Statute Conviction
- 1230.80 History
- 1230.90 Appendix A - Community Resources
1240.00 Progressive Discipline
- 1240.10 General Provisions
- 1240.20 Informal Discipline
- 1240.30 Formal Disciplinary Actions
- 1240.40 Steps of Progressive Discipline and Examples of Infractions and Penalties
- 1240.50 Right to Representation
- 1240.60 Training and Accountability of Supervisors
- 1240.70 Just Cause - The Seven Steps
- 1240.80 History
1250. TIP Incentive Award Program - To Improve Productivity
- 1250.10 Reference
- 1250.20 Program Purpose
- 1250.30 TIP Incentive Award Committee
- 1250.40 Eligibility to Receive a TIP Incentive Award
- 1250.50 Relationship to Other Employee Recognition Programs
- 1250.60 Procedure to Submit a Proposal
- 1250.70 Evaluation Criteria
- 1250.80 Evaluation and Award Process
- 1250.90 Organization-wide Cost Savings/Productivity Gains
1260.00 Presentation of Awards
- 1260.10 History
Modified November 2001
MSU-Bozeman's policies on prohibiting sexual harassment are available by contacting
Office of Institutional Equity (OIE) at 406-994-2042 or at
Memo to President Tietz regarding Sexual harassment Policy, June 9, 1982. Section reviewed by the MSU Personnel Board on September 22, 1986, and approved by Director of Administration on March 20, 1987. Revision approved by the Vice President for Administration on October 28, 1992. This modification approved by the Vice President for Administration & Finance on November 29, 2001.
Modified November 2001
MSU-Bozeman's policies on Equal Opportunity/Affirmative Action are available by contacting Office of Institutional Equity (OIE) at 406-994-2042 or at http://www.montana.edu/equity/.
Procedures reviewed by the MSU Personnel Board on March 25, 1992, and approved by the President on September 4, 1992. This modification approved by the Vice President for Administration & Finance on November 29, 2001.
Modified November 2001
- Drug-Free Workplace Act of 1988, Public Law 100-690, Title V, Subtitle D.
- Drug-Free Schools and Communities Act Amendments for 1989, Public Law 101-226.
- Board of Regents Policy, 503.1, "Alcoholic Beverages."
This policy applies to all employees, including student employees.
Montana State University-Bozeman is committed to maintaining a work environment which is drug and alcohol free. The unlawful and unauthorized use, possession, manufacture, distribution, or sale of controlled substances and alcohol are prohibited in and on MSU-Bozeman property and during the performance of one's duties.
Compliance with Montana State University - Bozeman's Drug and Alcohol Abuse policy is a condition of continued employment. Violations of this policy will result in disciplinary action, up to and including termination of employment. An employee who violates the provisions of this policy may be required to successfully complete a drug/alcohol abuse rehabilitation program as an alternative to termination.
Persons convicted of crimes involving the unlawful possession, use, or distribution of illicit drugs or alcohol are subject to penalties under state law and local ordinances. Local and state statutory penalties include the following:
A. Public drinking (Bozeman Municipal Code 9.30.10) - fine of $25.00 to $300.00.
B. Criminal sale or possession of dangerous drugs (Title 45, Chapter 9, MCA) - fines from $100 to $50,000 and imprisonment from not more than six months to life, depending on the type of drugs involved and the circumstances surrounding the sale or possession.
Severe federal penalties exist for the use, possession and/or distribution of illicit drugs, which include marijuana, speed, crack, and cocaine. Federal judges are empowered to sentence offenders to a federal penitentiary or to mete out substantial fines, depending on factors such as the drug and the nature of the offense.
Abusive alcohol consumption and any use of illicit drugs are detrimental to physical and mental health in a myriad of ways. Dependency on alcohol and illicit drugs can take three forms:
A. Psychologic craving, with antisocial behavior involved in the procurement of the drug;
- Physiologic dependence, whereby withdrawal symptoms are displayed when the use drug is discontinued;
- Tolerance, where there is a need to increase the dose of the drug to obtain the desired effects.
Adverse effects of alcohol can include illnesses such as alcoholic liver disease and cerebellar degeneration; impairment of social and occupational functioning, including poor work performance; depression, frequent accidents, fights, family abuse, suicide and homicide; acute intoxication, blackouts, alcoholic hallucinosis, and delirium tremens.
A wide variety of medications and illicit drugs can also be abused. Associated health risks include: dependency; acute intoxication with depression or euphoria; altered time perception; impairment of immediate memory; overdose with hallucinations, stupor, shock, coma, or death; acute withdrawal syndromes; psychosis; or aggravation of existing mental illness.
The above information is from Current Medical Diagnosis & Treatment, 1990.
For additional information about health risks and legal penalties, contact Personnel and Payroll Services.
An employee assistance program (EAP) is available to provide information or confidential referral to drug and/or alcohol counseling or rehabilitation programs. Employees needing help in dealing with drug/alcohol problems may contact Personnel and Payroll Services for referrals to education, treatment, and rehabilitation programs. Information relative to insurance coverage for such programs is also available through Personnel and Payroll Services. (Cross reference Section 1055.00, "Employee Assistance Program," of this manual.)
The University's Counseling and Psychological Services, in conjunction with the Alcohol/Drug Prevention Center, provides counseling and/or referral services to employees. The Counseling and Psychological Services Center is housed in the Swingle Health Center.
When supervisors feel they have an employee who may have a drug/alcohol problem, they should contact the Director of Personnel and Payroll Services for guidance and assistance in dealing with any aspect of the problem in the work setting.
A list of community based services is attached as Appendix A.
In compliance with the Drug-Free Workplace Act of 1988, employees are required to notify their supervisor of a criminal drug statute conviction for a violation occurring in the workplace within five days of the conviction. The supervisor is then responsible for notifying Personnel and Payroll Services immediately upon notice from the employee. If the employee is receiving federal funding, the appropriate federal contracting agency will be notified within 10 days of notice of the conviction.
Reviewed by the Personnel Board on January 18, 1989, and approved by the Director of Administration on March 17, 1989. This revision reviewed by Personnel Board on September 26, 1990, and approved by the Vice President of Administration on January 17, 1991. This modification approved by the Vice President for Administration & Finance on November 29, 2001.
502 West Babcock
Bozeman, MT 59715
Alcohol Services of Gallatin County
502 South 19th Street, Suite 302
Bozeman, MT 59715-6827
586-5493 - outpatient
Alcoholism Service of Anaconda/Deer Lodge County
100 West Park
Anaconda, MT 59711-2259
563-6601 - outpatient
Battered Women's Network
Crisis Line, 586-0263 or 586-4111
Boyd Andrew Chemical Dependency Care Center
P.O. Box 1153
Helena, MT 59624-1153
443-2343 - out patient, intermediate care
Butte Alcohol & Drug Services
53 West Granite
Butte, MT 59701-9213
723-4001 - outpatient
Butte Indian Health & Chemical Dependency Program
303 West Silver
Butte, MT 59701
782-0461 - outpatient, intermediate care
Chemical Dependency & Family Counseling, Inc.
304 Milwaukee, Suite 27
Deer Lodge, MT 59722
846-3442 - outpatient
Galen Alcohol Service Center
Warm Springs, MT 59756-9999
323 South Wallace Avenue
Bozeman, MT 59715
Lighthouse Residential Drug Treatment Center
Warm Springs, MT 59756-9999
Montana Deaconess Medical Center
Chemical Dependency Unit
1101 26th Street South
Great Falls, MT 59405-5193
761-1200, ext. 5570
1231 North 29th Street
P.O. Box 30374
Billings, MT 59107-0374
Rocky Mountain Treatment Center, Inc.
920 4th Avenue North
Great Falls, MT 59401-4199
Southwest Chemical Dependency Services
414 East Callendar
Livingston, MT 59047-2746
222-2812 - outpatient
Wilderness Treatment Center II
Route 1, Box 245
Wilsall, MT 59806
854-2838 - inpatient
A. Coverage - This policy applies to classified employees who have completed a probationary period. It does not cover employees in positions defined as temporary or fixed term.
B. Role of Personnel and Payroll Services - Personnel and Payroll Services is responsible for assisting supervisors in administering discipline in accordance with collective bargaining agreements, applicable state and federal law, and university policies and procedures. Personnel and Payroll Services shall be consulted prior to imposing formal disciplinary action, and is available to provide supervisors with assistance in dealing with employee problems prior to the commencement of formal disciplinary action. If Personnel and Payroll Services is not consulted, the disciplinary action may be declared invalid. However, failure to consult with Personnel and Payroll Services shall not be sufficient grounds in itself for a grievance committee or arbitrator to overturn a disciplinary action.
C. Reasons Employees May Be Subject to Discipline and Discharge - Montana State University-Bozeman has an obligation to maintain a safe and efficient operation. Employees may be subject to discipline and discharge for reasons including but not limited to:
1. failure to perform job duties in a satisfactory manner;
2. violation of work rules, policies, laws, labor contract provisions, supervisory orders or directives or other forms of misconduct;
3. failure to meet applicable professional standards; or
4. any behavior that interferes with or disrupts the efficient operation of the university system including certain off-duty conduct when it is harmful to the university's operation or reputation.
D. Progressive Discipline Endorsed - Management shall, when appropriate, use progressive discipline. However, the appropriateness of using progressive discipline in each case lies with the discretion of the employer. Supervisors and managers shall first consult with Personnel and Payroll Services in situations where formal discipline is being considered. Progressive discipline involves applying disciplinary actions which may progress from less serious to more serious actions based upon the initial severity, an employee's overall work history, and the repeated nature or pattern of misconduct or unsatisfactory performance. Progressive discipline may range from corrective counseling to discharge from employment. The number of steps may vary and steps may be repeated or skipped. Discharge should not be an initial disciplinary action except in severe cases of unsatisfactory performance or behavior.
Corrective counseling and oral warnings are informal disciplinary actions which may be used at the option of management prior to or in addition to formal discipline to deal with performance deficiencies or misconduct. They are not part of formal discipline and are not grievable. Documentation is encouraged, but is not required.
A. Types of Formal Discipline - Formal disciplinary actions include but are not limited to written warnings, suspension without pay and discharge. Formal disciplinary actions may be combined or include other disciplinary measures such as a requirement to seek counseling, job transfer or reassignment, demotion, cancellation of leave, last chance agreement, requirement to provide a doctor's verification of illnesses, etc.
B. Notification of Discipline - Each formal disciplinary action shall include written notification to the employee which includes, at a minimum, the following:
1. a detailed, specific description of the problem or incident such as places, times, and examples;
2. a summary of any prior discussions and formal or informal disciplinary actions over similar or related matters;
3. the disciplinary action to be taken including dates and duration where applicable;
4. the improvement or correction expected, if applicable; and
5. the consequences of the employee's failure to make required improvements or correction.
The employee shall typically be offered an opportunity to review, sign and date any notice of formal disciplinary action (except discharge) and shall have the opportunity for verbal and/or written response. The employee's signature indicates that the employee has had the opportunity for review but not necessarily that the employee agrees with the action. If the employee refuses to sign, a witness to such refusal may sign and date the notice. Where notices cannot be issued in person, they should be delivered by certified mail.
An employee may file a grievance over a formal disciplinary action. Employees should refer to the applicable collective bargaining agreement for grievance procedures and timelines. Classified employees who are union exempt may file a grievance under Section 800 of the Personnel Policy and Procedures Manual.
It is difficult to list specific infractions and prescribe the appropriate penalty because each situation needs to be analyzed and a determination of the appropriate penalty made on a case-by-case basis in consultation with Personnel and Payroll Services. The context in which an infraction occurs needs to be examined in addition to a number of other variables such as the length and quality of the employee's service. For example, recurring tardiness is an offense that would more quickly lead to the discharge of an employee with receptionist duties than of someone working in a more flexible work environment. The following examples serve only as a general point of reference. It is understood that individual circumstances may result in a more or less severe penalty.
A. Performance Counseling/Oral Warning - Behaviors that may result in performance counseling and/or oral warnings include but are not limited to: routine performance errors; tardiness; mild cases of inappropriate use of work time; rudeness to coworkers; and wearing dirty or inappropriate work attire.
B. Written Warning
1. Uses of Written Warnings - Written warnings are issued when an employee fails to correct a problem after receiving performance counseling and/or an oral warning. It may also be appropriate as the first step of progressive discipline for more serious misconduct including but not limited to: violation of safety rules; displays of anger or disrespect including cursing; leaving work early without prior authorization; horseplay not resulting in significant harm or damage of property; or sleeping on the job.
2. Limitations on Duration - Employees have the right to have a warning letter removed from their personnel file if after a reasonable period of time the reason for the warning letter has been corrected. The first warning letter that an employee receives will not remain in the personnel file for longer than one (1) year unless there are repeated offenses or insufficient progress. Warning letters may be removed earlier than one (1) year by agreement of the appropriate personnel/human resources director and the bargaining agent. If the first warning letter is to remain longer than six (6) months, the employee will be provided an interim written progress report by the supervisor within six (6) months from the issuance of the warning letter.
1. Suspensions Without Pay - Suspensions without pay are used when an employee fails to correct the problem after receiving a letter of warning. They may also be appropriate as the first step of progressive discipline for very serious misconduct or when there are mitigating factors in circumstances that might otherwise be cause for immediate discharge. Examples of situations where a suspension may be appropriate include but are not limited to: deliberate refusal to follow the reasonable directives of a supervisor; disclosing confidential information; or fighting with a coworker. The length of the suspension should be considered in light of any prior disciplinary action and the seriousness and type of offense. Suspensions normally do not exceed ten (10) days.
2. Suspensions With Pay - Exception - A paid leave of absence may be imposed when it is determined an employee must be immediately removed from the workplace during an investigation of the facts. Suspension with pay is not a disciplinary measure. If during the investigation the employee is exonerated, the employee will be reinstated without discipline. If misconduct is verified, the employee shall be subject to formal discipline, up to and including discharge.
D. Discharge - Discharge is the ultimate form of progressive discipline and is used in situations when other forms of disciplinary action fail to remove or correct the problem or it may be used as the first and only step of discipline in response to the most serious types of offenses. Discharge may be appropriate in situations including but not limited to the following:
· endangering or threatening the health or safety of others
· using alcohol or illegal drugs on university property or during work hours or reporting for duty under the influence thereof
· falsifying official records
· unauthorized absence from work in excess of five days
· using or authorizing another to use any state owned or leased vehicle or other property for other than official purposes
· physical violence or fighting on the employer's premises
· brandishing any firearm or weapon on the employer's premises
· immoral or indecent conduct on the employer's premises
· serious or pervasive sexual harassment
· willful destruction or abuse of the employer's or another employee's property or materials
· failure to maintain a valid and current MT driver's license or other professional license when required to perform job duties
Many of MSU-Bozeman's collective bargaining agreements state that employees may be discharged for "just cause." A guideline for determining if a discharge meets the standard of "just cause" is included in Section 1240.70.
Personnel and Payroll Services must be consulted prior to any discharge to insure the requirements for a pre- termination hearing are met. Employees must be given an opportunity to respond to the charges against them in front of an administrator (other than the supervisor who is recommending discharge) prior to imposing discharge.
Under certain circumstances, an employee may have a legal right to union representation at an "investigatory" meeting between the supervisor and employee, if such meeting may result in formal disciplinary action. It is the employee's responsibility to request a union representative. Non-union employees may request a co-worker to be present during an investigatory meeting.
Supervisors must recognize that failure to discipline employees properly in accordance with this policy and applicable collective bargaining agreements may result in the disciplinary action being overturned. Improper terminations may also have financial consequences. Supervisors are accountable for compliance with this policy and may be subject to disciplinary action for repeated violations.
The need to discipline employees is often reduced when supervisors fulfill their responsibilities in the following areas: orienting and training employees; establishing, communicating and enforcing rules, policies and procedures; identifying and solving problems; providing ongoing feedback; and coaching and counseling employees. Training shall be provided to supervisors who need additional assistance fulfilling their supervisory responsibilities. Personnel and Payroll Services is available to provide guidance regarding discipline handling to supervisors.
1. Did the employee have forewarning or foreknowledge of the possible or probable disciplinary consequences of the employee's conduct?
2. Was the University's rule or managerial order reasonably related to (a) the orderly, efficient, and safe operation of the department's business, and (b) the performance that the supervisor might properly expect of the employee?
3. Did the supervisor, before administering discipline to an employee, make an effort to discover whether the employee did in fact violate or disobey a rule or order of management?
4. Was the University's investigation conducted fairly and objectively?
5. Did the investigation produce sufficient evidence or proof that the employee was guilty as charged?
6. Has the department applied its rules, orders and penalties even-handedly and without discrimination?
7. Was the degree of discipline administered by the supervisor in a particular case reasonable related to (a) the seriousness of the employee's proven offense, and (b) the employee's records of service?
If the answer to one or more of the above questions is "no," it may signify that just cause for discharge does not exist.
Approved by Legal Counsel on February 12, 2003. Effective date: February 12, 2003. Review date: February 12, 2006. Reviewer: Personnel and Payroll Services.
· Title 2-18, Parts 1101 through 1106, "Employee Incentive Program," Montana Code Annotated
· Policy 3-0550, "Incentive Award Program," Montana Operations Manual
The TIP (To Improve Productivity) Idea Program promotes participation and rewards proposals for cost savings or cost avoidance improvements, improving the effectiveness of the University, or improving services by permitting more work to be accomplished within a department without increasing the cost of operations. Montana State University-Bozeman administers its own TIP Idea Program.
Proposals may be submitted by current MSU-Bozeman individual employees or students, or groups of employees and/or students. All valid proposals will be eligible for a $15.00 gift and quarterly prize drawing worth approximately $150.00. In addition, all implemented proposals will receive an award, as described further in Section 1250.80.
The President shall appoint a TIP Award Committee, comprised of 5 members, from submissions made by the following groups: CEPAC, Faculty Senate, Professional Council, ASMSU, and the Vice Presidents. Appointees shall serve staggered two year terms.
The Vice President for Administration and Finance shall assign an employee from the Administration and Finance division to serve as the TIP Program Coordinator. The Program Coordinator is responsible for the following:
1. Notifying submitters of the status of proposals.
2. Convening and chairing committee meetings to perform initial evaluations and forward feasible proposals to the appropriate department administrator.
3. Promoting the program within MSU-Bozeman.
4. Arranging presentation ceremonies, including coordinating monetary awards.
5. Publicizing awards to the University and the media.
6. Preparing the annual report of activity for submission to the Commissioner of Higher Education.
7. Making or arranging a reasonable accommodation for an individual to participate in the program, if one is requested.
A current MSU-Bozeman employee, student or group of employees and/or students may be eligible for a TIP Award if the suggestion results in:
1. Eliminating or reducing University expenditures without adverse material effect on quality or scope of service; and/or
2. Improving services to the public/students by enhancing productivity within the University without increasing the cost of operations.
As a normal part of their duties, employees are encouraged to take responsibility for enhancing the efficiency and effectiveness of their own areas; these efforts by classified employees may be recognized through employee recognition programs, such as the Lump Sum Bonus Program. Ideas generated that are above and beyond the normal scope of an employee's responsibilities could be recognized through the TIP Idea Program, if the suggestion is so meritorious as to warrant special recognition.
The President, Provost, Vice Provosts, and Vice Presidents of MSU-Bozeman are not eligible to participate in this program.
If duplicate suggestions are received, the one bearing the earliest date of receipt by the TIP Award Committee shall be eligible for consideration and all others shall be ineligible. Similar suggestions may be eligible for consideration to the extent the subsequent proposal(s) adds to the cost savings or value of improved services realized by the first suggestion.
If a department administrator modifies a suggestion that is subsequently approved, the submitter(s) is eligible for an award based only on the savings or value of improved services that directly result from the suggestion. Parts of a suggestion not used or modifications made during the administrative review shall not be used as a basis for calculating the amount of an individual's award. Parts of a suggestion may be considered ineligible.
As noted in Section 1250.40, both the TIP Idea Program and the MAP Lump Sum Bonus Program can reward cost saving and cost avoidance initiatives.
There are important differences in the two programs. Under the TIP Idea Program, employees and students may nominate themselves. Under the Lump Sum Bonus Program, employees may not nominate themselves for a bonus; nominations must come from a supervisor. The Lump Sum Bonus Program applies only to eligible classified employees. The TIP Idea Program may provide an opportunity for greater monetary award. An employee will not be eligible for a TIP Award and a Lump Sum Bonus for the same activity.
Individuals or groups of employees and/or students may submit proposals to the TIP Program Coordinator for consideration for a TIP Award on the official TIP submittal form or by email providing the required details listed below. The TIP Program Coordinator will maintain a log of all submitted proposals and their status.
The following information must be included for a suggestion to be eligible for a TIP Award:
1. Name, address, e-mail address and telephone number of person(s) submitting the nomination for an incentive award.
2. Name(s) of individual or group or team of employees nominated, if applicable.
3. A description of the proposal explaining how cost savings or productivity gains would be achieved
4. A description of how the outcome, achievement or savings exceeds normal expectations for the employee, or group or team of employees.
5. The dollar value of the documented savings, including the method used to determine the value.
6. Signature of the submitter(s) and the date submitted. Upon receipt of a paper submission, the TIP Program Coordinator will date stamp each nomination; this will become the official receipt date of the nomination. An electronic submission will be date stamped electronically.The Program Coordinator will notify the submitter that the nomination has been received. The TIP Award Committee may request additional information from the submitter or others in order to evaluate the nomination.
Proposals submitted for TIP Awards are public information and available for review.
The employees/students are responsible for researching the cost savings of their proposals and for providing supporting data.
Employees may submit suggestions for use in other departments.
The committee will use the following criteria to evaluate and prioritize nominations:
1. Compare the outcome, accomplishment or savings to what is normally expected from the employee, group or team of employees through the duties and responsibilities of their positions.
a) Those outcomes, accomplishments or savings that exceed expectations by the greatest degree should be given priority for awards. For example: Some positions are responsible for managing costs either 'through audit functions, fund management or though management of benefit or claims payments. Cost avoidance may be an integral part of their duties.' There is likely an expectation that the normal completion of duties and responsibilities should result in a certain level of cost savings or cost avoidance.
b) When cost savings or cost avoidance result from the expected performance of regular duties, outcomes should not be given priority for awards.
c) Priority should be given if cost savings or cost avoidance results from activities that:
1) are highly original or creative, involving innovative or novel approaches developed by members of the group or team;
2) significantly exceed the level of effort or diligence normally expected from the employee's positions;
3) require cooperative work efforts possible only through initiatives of group or team members that go above and beyond what is normally expected through existing work structure or organization.
2. Evaluate the impact of the outcome, accomplishment or savings on delivery of service to the public or other customer.
a) The resulting outcomes, achievements or cost savings should be given priority for award.
b) Outcomes, accomplishments or savings having the greatest impact on the well being of the University's customer groups should be given the highest priority for award.
3. Evaluate the outcome, accomplishment or savings in terms of how directly and to what degree they contribute to the University's objectives, goals and mission.
a) Outcomes, accomplishments or savings making the greatest contribution towards the University's stated objectives, goals and mission should be given the highest priority for award.
When evaluating a suggestion, invention or idea, consider:
1. Is the suggestion, idea or invention original? Is it highly innovative, representing a significant departure from previous approaches or ideas or is it a minor modification to an existing approach?
2. Has the suggestion, idea or invention been fully implemented? To what degree did it require modification or further development before it could be successfully implemented?
3. How important was the suggestion, idea or invention in contributing to the outcome, accomplishment or cost savings? Did it allow a minor improvement in an outcome that would have occurred without the suggestion, idea or invention, or did it provide the principal impetus or mechanism for an outcome that would not have occurred without the suggestion, idea or invention?
The TIP Award Committee shall perform an initial evaluation of all proposals submitted for TIP Awards. Proposals that are deemed invalid will not be forwarded for further consideration.
The TIP Award Committee may request additional assistance from other department staff and/or any person or group able to provide information necessary to make an informed recommendation.
If a suggestion is deemed valid, the submitter(s) will become eligible for a quarterly prize drawing. The TIP Award Committee will remove the name of the submitter(s) and forward the proposal to the appropriate department administrator.
The department administrator or designee shall evaluate the proposal and prepare a statement concerning feasibility of implementation, cost savings analysis (if the proposal is deemed feasible), and recommended modifications. This statement will be provided to the TIP Program Coordinator by the department administrator within thirty (30) days of receipt of the proposal.
Regardless of whether a suggestion is implemented, each valid suggestion will be rewarded with a gift worth $15.00.
If an achievement or outcome produces cost savings that can be measured after the savings are actually realized or that can be accurately projected for a period of 12 months following implementation, a larger award may be granted. The amount of the award may not exceed:
1. 10% of the first $100,000 of cost savings actually incurred during the 12 months following implementation of the suggestion; plus
2. 5% of the next $100,000 of cost savings actually incurred during that 12 month period; plus
3. 2% of the next $100,000 of cost savings actually incurred during that 12 month period.
The funding for the cost savings awards will be provided by the department(s) that benefit from the suggestion.
Any proposal submitted by a group of employees and/or students that is implemented and awarded a TIP Award shall be equally divided among the individuals making the proposal.
The TIP committee has the discretion to award up to an amount of $200 if the proposal fulfils all the requirements for implementation but has an organization wide benefit where the cost savings cannot be directly attributable to a single department.
An awards ceremony will be held at the MSU Employee Recognition Awards to celebrate all students and employees who submitted valid proposals under the TIP Idea Program.
Approved by Legal Counsel on February 12, 2003. Effective date: February 12, 2003. Review date: February 12, 2006. Reviewer: VP Admin & Finance. Revised November 16, 2006.