Вы находитесь на странице: 1из 30

Utah

State University
ONBOARDING STUDENT EMPLOYEES

Cynthia M Stolpe
GEORGE MASON UNIVERSITY | EDIT 706

Table of Contents

EXECUTIVE SUMMARY 2

NATURE OF THE LEARNING CHALLENGE/OPPORTUNITY 3


PURPOSE 3

PERFORMANCE ANALYSIS 3
CURRENT STATE 3
EMPLOYEE QUALIFICATIONS 4
FULLY TRAINED EMPLOYEE OUTCOMES 4
TRAINING ALTERNATIVES TO CONSIDER 5

ASSUMPTIONS AND RISKS OF EACH ALTERNATIVE 7

FINANCIAL METRICS AND MEASURES 8

BUSINESS IMPACT OF EACH ALTERNATIVE 10

CONCLUSIONS AND RECOMMENDATIONS 12

HIGH-LEVEL IMPLEMENTATION AND EVALUATION PLAN 12


IMPLEMENTATION 12
EVALUATION 13

APPENDIX 15
JOB DETAILS 15
EMAIL CORRESPONDENCE FROM DIRECTOR OF STUDY ABROAD: 17
FERPA REQUIREMENTS 17
TRADEMARK LICENSING POLICY 17
PROCUREMENT POLICY 21
BUILDING ACCESS CONTROL 24

REFERENCES 29

Stolpe Edit 706 1



Executive Summary

Utah State University Huntsman School of Business will hire a new student employee every
one-to-three years to help complete low level time consuming projects. The Huntsman school
completes approximately 300 visa applications per year and is required to submit based on
bureaucratic requirements and varying timelines.

The projects being completed must be done for participants of the study abroad to leave the
country. The students will not be able to fully participate without a visa/passport, and program
fees are non-refundable for the participant for any reason.

The responsibilities of the student employee also engage former participants in online forums
and pass crucial information to perspective/current participants respectively.

Of the alternative presented in this case, it is recommended that the school choose an
asynchronous online module to complete training for the new student employee since the tasks
are low level but detail oriented, the student can complete it on his/her own time table instead
of strictly during business hours, and it will take very little upkeep after the initial input.

In conclusion, this will be the fastest and in the long run most time/money saving intervention
and will make the employee fully functional with the least amount of effort on the organization.

Stolpe Edit 706 2



Nature of the Learning Challenge/Opportunity



The John M Huntsman School of Business at Utah State University (USU) is in the process of
restructuring its study abroad program. This restructuring will shift some responsibility from
the Study abroad office to other areas of the organization including the Masters of Business
Administration programs study abroad and the Masters in Human Resources study abroad
program.

The study abroad office will still be involved in all other programs including the planning,
recruiting, classroom scheduling, course curriculum, visa applications, travel insurance,
coordinating with the central study abroad office, and all other aspects of each trip. The total
number of students per trip can range from 8 to 24 as well as will include 2 staff members.

There are typically 10 to 12 trips taken per year meaning the minimum number to students the
study abroad office will service is 80 and a maximum of 288 students.

The study abroad office consists of three employees. The Senior Director who is also a tenured
professor over the Operations Management department of the college, the Director who
oversees the programs day to day activities, and one half-time employee who serves as part
assistant and part coordinator of the program.

The restructuring based on workload has also increased the budget to help the director manage
the study abroad programs. The director has decided to use these extra funds to hire a student
employee to manage visa applications as well as the social media of the study abroad office.


Purpose

The purpose of this document is to describe the best interventions associated with training the
new student employee in a high turnover situation. This document will describe the benefits of
each intervention, expected costs, as-well-as evaluation practices associated with the
implementation of the new training.

Performance Analysis

Current State

After an analysis of the workload of the employees of the study abroad office the director of
the program found that there were between 10-20 hours of extra work that was not being
accounted for, and either was being done after hours or was being put aside for another school

Stolpe Edit 706 3



year. These projects are high-level projects that would improve the outcomes of student
experiences.

The employees instead spent much of their time managing social media and students to
complete applications for international visas, and passports in an appropriate and timely
manner.

Visa applications start at the end of the Fall semester and will be for the Asia (China, Thailand,
& India), South America (Brazil, & Peru), and African (South Africa) programs. The programs
may vary from year-to-year, but the type of visa application and type of information needed for
the visas will not. The information will need to be collected from each student compiled,
checked for accuracy, and sent to the visa processing center for a timely manner.

Though not difficult this part of the job is very time consuming and requires a great deal of
attention to detail. If there are any errors on the application then the visa will be rejected and
will need to be resubmitted with new fees. The visas must also be submitted on time or will
cost the school more money to have them expedited, or potentially the student will not be able
to participate. All fees associated each program are based on the number of students who sign
up. If one student is unable to attend the student is either required to pay for the difference in
cost or the college will be required to pay for the difference.

Social Media consists of Instagram, Facebook, LinkedIn, and Twitter accounts. It is not difficult
by any means, but requires about 10 hours a week to management and upkeep of these
accounts. Employees ensure appropriate language is used on all pages, are responsible for
posting updates and marketing, use different avenues to advertise programs via social media,
and post photos and captions to each of the appropriate pages.

Employee Qualifications

The hired student will have a high-school education or the equivalent, but is not required to
have any marketing background or experience traveling abroad. He/she will need to have
experience using social media, and have skill associated with operating a PC computer. The
student will also need to complete reports on changes social media. (see Appendix Job Details)

Fully Trained Employee Outcomes

Once fully trained the employee should be able to work independently on all visas applications
with student. He/she should be able to teach other students/help other students to complete
applications. He/she will also need to check applications for accuracy and submit them on time
with zero errors.

Stolpe Edit 706 4



The student should also be able to work within FERPA guidelines (see Appendix FERPA
Requirements) in a professional manner. He/she will be given reasonable goals to complete
and will be assessed on completion of those goals quarterly.
The student will also need to learn the different procurement systems (EZ Buy) to purchase gifts
and obtain approval for logoed items (see Appendixes Procurement and Trademark and
Licensing Policy).

Training Alternatives to Consider

The study abroad office is hiring a student and will need to replace them every few years for
this low-level work, below is a list of the options to consider training the new student
employee.


Alternative Pros Cons
Mentoring Student will be partially Will require more staff time
functional starting the first to work with the student
day each school year

Staff can manage/control Will require more money
social media posts for based on the amount of staff
beginning students time it will take for training

Will allow for more No guarantee that all
personalized learning information is conveyed
appropriately

Student must talk to staff for
any questions
Job Aid and Mentoring Student has a resource Will only allow minimal
eternal to staff for basic information to be shared and
questions still require staff time

Will require minimal time, Will not allow for video
money and resources to presentations or student
create watching materials again

Will take less staff time to Will have to cover multiple
implement/upkeep student software application and visa
progress applications

Stolpe Edit 706 5



Alternative Pros Cons


Gives the employee tips and
reminders on key aspects of
the position

Asynchronous Online Gives student flexible time Will take more time for
Training schedule to learn positon student to become
including social media completely functional
posting
Student will take longer to
Student can watch refresher develop relationships with
training as needed and can the team
review the course from year
to year Creates fewer opportunities
for student to ask questions.
Staff input will be minimal

Most likely to make student
independent for tasks
associated with
passport/visas
Do Nothing Will not require additional Student will feel confused
funding, or resources about work required

Allows student to research Will still require staff input to
individually to accomplish complete tasks
tasks including
troubleshooting and Will increase number of
resourcefulness returned
applications/inappropriate
Allows employee to develop social media posts
his/her own social media
management plan

Stolpe Edit 706 6



Assumptions and Risks of Each Alternative


The previous section provided alternative action to consider for the training of the part time
student employee for the School of Business. Below are the assumptions and risks associated
with each alternative regarding onboarding of the employee.

Alternative Assumptions Risks
Mentoring and live training Staff has the time necessary Mentoring may not be
to mentor the student conveyed in a timely manner
causing errors
Mentoring will be sufficient
to cover a range of tasks Student may quit
required. unexpectedly requiring more
staff time to mentor again.
Refresher training will be
required each year
Job Aid Students will know how to Materials may cost
access the job aid when it is significantly base on
needed accommodations for
disabilities
The job aid will not require
further explanation or Job aid may not cover
instruction enough material to be useful
Asynchronous Online Student will complete the Follow-up training my need
Training whole training course to be provided

Training will cover all aspects Training may not cover
of the job including HR, special projects that may
mission, and job need to be done by the
requirements student

Updates to training will be
mad in an timely fashion

Student will refer to training
if questions arise
Do Nothing Budget for the department At least some visas will be
will not decrease rejected for errors

All visa applications come Visas may not be submitted
with some instruction so the on time
student will have some
direction

Stolpe Edit 706 7



Financial Metrics and Measures



This section outlines the cost and the returns anticipated with the implementation of each of
the options. The Study Abroad office has an $8,000 budget for training of the new student.

Alternatives Notes Expenses Pricing Estimates
Mentoring The Mentoring will be face-to- Salary of the MI: 10 hrs. @$50/hr =
face and will be between the following: $500
three members of the Marketing DSA: 105 hrs. @
department except the Instructor (MI), $40/hr=
managing director (E.G. the the part time $4200
Director, the half-time employee (PTE) PTE: 50 hrs @ $20.67
employee) and Director of = $1033.50
Study Abroad
No other staff resources will be
incurred Student Student: 165 hrs. @
employee time $12/hr. = $1980
Student will still be required to
do a 3 hour Human Resources Total cost associated
training typically done online so with intervention =
this is excluded from costs $7713.50

Since the training will be based
on mentoring no course will be
created. The director will create
an outline of tasks for the
student and work with him/her
directly to accomplish goals.

The project team will consist of
the director and half time
employee

The cost for mentoring will be
needed every year
Job Aid & Since only one employee will be Salary of the MI: 25 hrs. @$50/hr =
Mentoring using the job aid, it will be kept following: $1250
in PDF format on the students Marketing CIDI: 50 hrs. @$29/hr
desktop. Instructor (MI), =
and CIDI $1450
After initial cost of creating the representative DSA: 55 hrs. @
intervention the cost of the CIDI (CIDI) (Center $40/hr=
representative and marketing for Innovative $2200

Stolpe Edit 706 8



Alternatives Notes Expenses Pricing Estimates


instructor will decrease Design and PTE: 30 hrs @ $20.67
significantly. Instruction, = $620.10
n.d.) the part

The project team would consist time employee
of a marketing instructor, CIDI and the Director Student: 120 hrs. @
representative, and Director of of Study Abroad $12/hr. = $1440
Study Abroad
Student Total cost associated
employee time with intervention =
$6960.10
Asynchronous No cost is incurred for Canvas Salary of the MI: 40 hrs. @$50/hr =
Online courses for instructors/staff. following: $2000
Training Employees already possess the Marketing CIDI: 105 hrs.
technology required to complete Instructor (MI), @$29/hr =
the course and the student (as a and CIDI $3045
student of the university) will representative DSA: 45 hrs. @
also have access and comfort (CIDI) (Center $40/hr=
with the technology for Innovative $1800
Design and
The training should take Instruction, Student: 58 hrs. @
approximately 10 hours for the n.d.) Director of $12/hr. = $696
student employee to participate Study Abroad
in and may require 3 hour a Total cost associated
week to review for the first four Student with intervention:
of months employee time $7,541.00

The project team would consist
of a marketing instructor, CIDI
representative, and Director of
Study Abroad

HR Portions of the course have
already been created and will
just need to be integrated into
the system

The course is estimated
approximately 200 hours
between all participants

Only minor costs would be
incurred for updates to this
training in future years
Stolpe Edit 706 9

Alternatives Notes Expenses Pricing Estimates


Do Nothing If no training were completed Increased Average cost of Visa


with the student the burden of number of Per Student: $340
creating the system of incorrect Expedited visa costs:
application submission by passports and $90 per visa
his/herself. visas (visa costs Average number of
based on an resubmitted
Staff will need to intervene if average cost per applications per year:
applications are rejected and visa with an 100
need to be expedited. An error rate of 10 = $43,000
average of 33% of applications applications per
have been rejected in the past program) Staff Hours:15 hrs @
per year equaling a total of 100 $20.67 = $310.09
expedited applications Required Staff Student Hour: 15 hrs
Intervention on @ $12.00 = 180
applications for
Assistant IV Total Costs
associated with
Student errors in visa
Intervention on applications:
Extra $43,490.09
applications

Business Impact of Each Alternative



The Study Abroad Office has made the decision to hire a new student employee. This employee
will need to be replaced every one-to-three years, and will need to have some kind of review of
the material each year as he/she will not be working with the study abroad office during the
summer.

Stolpe Edit 706 10



Visa applications, though not difficult will require a large amount to detail and are required for
participation in each study abroad. Incorrect completion of the visa applications will have large
costs associated with resubmission. Below is a detailed explanation of how each alternative will
impact the School of Business Study Abroad.

Mentoring This intervention will have the greatest impact on the departments
already limited time. Though within budget, the director and the half
time staff member will have to take time to meet with and direct the
students progress personally.

The Marketing instructor will also need to take the time to mentor the
student in the social media management/marketing aspects of the
position. This will take coordination and time on the part of all parties
involved but will have the least amount of up front impact to deploy.

This intervention will take the most amount of staff time and will need
to be continued every year to ensure retention of material and/or
training of a new employee every one to three years.
Job Aid & Mentoring If the intervention is chosen the school will have similar impacts as the
option above except it will take less of the Study Abroad Staffs time
to work with the student.

Each year this intervention will take staff time to implement and
review with the student employee

The job aid will require minimal amounts of updating time by the CIDI
department per year.
Asynchronous If this alternative is selected the student will have a higher level of
Online Training training and fewer questions needed for staff. It will increase his/her
overall effectiveness in the positon and take the least amount of time
on the part of staff in overall training.

This solution will also take the least amount of money for upkeep of
the training. This solution will require minimal updates each year.
Do Nothing If the School of Business opts to take no action regarding the new
student employee the student will quickly become frustrated and
confused about the requirements of his/her position. Which will lead
to higher turnover than should be expected.

The student will also not know exactly how to do his/her position the
student will not be able complete tasks appropriately which will either
create missed deadlines and/or more work for overburdened staff.


Stolpe Edit 706 11

Conclusions and Recommendations



Due to the high turnover rate of the student employees and the relative unchanging nature of
the information needed to be conveyed to the student being hired we recommend the online
module as the means of training and onboarding the new employee.

High-level Implementation and Evaluation Plan



The director will use the existing blackboard system to deploy and house the training.
Throughout the development we will ask for input from the director, and part time employee.
The leaders of the actual programs and the organization submitting the visa applications will
also be consulted during each aspect of the training creation but are included in the cost as
their services are included with the visa application price.

We will also be working with the instructors in the marketing department for feedback on
current social-media marketing/management techniques.

Implementation

Below is the implementation plan to show how the time of the project will be spent. This will
take anywhere between 3 to 6 months to be fully planned and implemented. Each type of
training is represented.

Mentoring
Outline of student responsibilities. The Director and part-time staff member will meet
and create a list of responsibilities
o Time Frame: Two Week
Student will meet with either the Director or part-time staff member daily to discuss
projects, timelines, and anything else that needs to be worked through.
o Student will meet once weekly with the marketing director to discuss any issues
with the social media, and may drop in to ask questions as needed.
o Time Frame: six months

Job Aid & Mentoring
The job aid creation will follow a condensed version of the asynchronous online training
below.
o Total Time for Job Aid Creation: two weeks
The mentoring will resemble the mentoring above except the student will have a job aid
to answer some questions about the position so will not need as much staff time for
mentoring in the long run.
o Time Frame: four months

Stolpe Edit 706 12




Asynchronous Online Training
Course Planning
o The CIDI representative will meet with Marketing Instructor and the Director of
Study Abroad to sketch out requirements and outline the course
o Time Frame: Two Weeks
Course Build
o The CIDI representative will manage the project and will complete the course in
Canvas including uploading any relevant documents, and additional research.
He/she will be responsible for communicating with the Director and Marketing
Instructor with questions and other needs.
o Time Frame: One Month
Review
o The course will be reviewed by the Director of Study Abroad for content
o Time Frame: Two Weeks
Training
o The student will participate in the training for the first few weeks of employment
and will use the training as needed in the future.
o Time Frame: Three Weeks


Evaluation

Multiple types of evaluations will be employed during the creation of the course, during
implementation and post full implementation of the course. The formative evaluation will be
conducted during the evaluation of the onboarding process. The summative evaluation will be
used during the implementation of the process and feedback will be sought from the employee
after each training. The confirmative evaluation will be completed after the employee is fully
trained has been working in the position for 4-6 months.

The student will have quarterly evaluations on projects completed. During the quarter
following the training the student will be asked questions regarding the effectiveness of the
training and if anything could be changed or updated. The success of the training will be
measured by the number of visas returned and needing expedited submission. It should be
fewer than 10 per year or 3% of applications.

The other staff members will also make note of any questions the student has. This
information will be reviewed and will be incorporated into any updated to
materials/explanations/notes for the next year.

The information for management of the social media will increase the awareness of students by
6% as shown by a yearend survey to all business students.

Stolpe Edit 706 13



As the student completes the online course he/she will be asked to complete a survey on the
effectiveness of the course.

Time frame for evaluations is ongoing.

Stolpe Edit 706 14



Appendix

Job Details
Title:
Social Media Marketing Assistant

Requisition:
H1600479

Open Date:

Review Date:

Job Category:
Hourly

College/Unit:
John M. Huntsman School of Business

Location:
Logan Campus

Posting Duration:
Open Until Filled

Position Summary:
Work as part of a study abroad team to develop, implement, and evaluate an
interactive, community intervention focused on improving parenting skills related to
childhood nutrition and feeding practices and relationship skills.
This is a part time position, $12 per hour, 10-20 hours a week.

Responsibilities:
Work as part of a team to develop a social media marketing plan.
Manage social media including twitter, Facebook, and Instagram.
Work with students to complete visas for business study abroad.
Help students prepare applications for passports.
Assist in research for gifts for participants and site visits.
Organize and maintain records of polo shirt sizes.
Assist with program evaluation including collecting data and data entry.
Advertising to potential participants, current and former participants
Other projects as assigned

Qualifications:

Minimum Qualifications:
Requires reading, communication, math and problem solving skills equivalent to a high
school education or GED.
High degree of self-motivation.
Ability to work independently and as a team member.

Stolpe Edit 706 15



Ability to communicate effectively in English.


Ability to work various hours.
Strong organizational, time, and project management skills.
Strong interpersonal, oral, and written skills.
Advanced Microsoft Offices skills
Strong computer and technology skills.

Preferred Qualifications:
Travel abroad strongly preferred
Experience applying for visas
Marketing experience

Opportunity Type:
ACA Variable (Hourly)

Percent of Time or Hours per Week:


10 - 20 hours per week

Advertised Salary:
$12.00/hour

Required Documents (The names and contact information of 3 references will


be collected during the application process):
Cover Letter, Resume/CV

Continuous Functional Requirements (75%+ time):


Both hands required or compensated by the use of acceptable prostheses, Routine
visual requirements (e.g. reading with attention to details; seeing activities near and
far),Routine hearing ability (e.g. whispers at close range; voices at 15 feet; converse by
telephone)

Continuous Environmental Factors (75%+ time):


Inside,Working closely with others

ADA Cognitive Requirements:


Apply common sense understanding to carry out instructions furnished in written, oral,
or diagrammatic form. Deal with problems involving several concrete variables in or
from standardized situations

ADA Math Requirements:


Use arithmetic to add, subtract, multiply, and divide whole numbers.

ADA Communication Requirements - Speech:


Expression of a level to communicate fluently with clients/customers and others to
obtain and provide complex information. Vocalize and explain detailed and problem-
solve, both in-person and by telephone. Capable of interpretation of technical materials,
oral presentation of reports and able to adapt vocabulary, tone and content for listener.

ADA Comm Requirements - Comprehension:

Stolpe Edit 706 16



Comprehension and expression of a level to routinely draft narrative information such


as case histories, compose routine correspondence on own initiative, make interview
notes. May involved a large volume of such composition.

Email Correspondence from Director of Study Abroad:

Full-time employee with benefits at USU varies depending on level. Hiring a Staff Assistant I
would start about $20,000 plus 45% benefits and a Staff Assistant IV (highest level) at the top
range would be about $38,000 plus 45% benefits.

Creating a Blackboard course does not cost anything to the academic unit at USU. USU has a
center, CIDI (Center for Innovative Design and Instruction) http://cidi.usu.edu/, that provides
these services to faculty. So, if you have to figure a cost estimate for in kind contribution, you
should figure the amount of time spent by the faculty member (salary level at $105,000 for 9
months) and the staff member in CIDI (I would estimate a range of $30,000 - $60,000 plus 45%
benefits).

FERPA Requirements

POLICY MANUAL OPERATING POLICIES AND PROCEDURES Number 504 Subject:
Student Records (Federal Statute: Family Educational Rights and Privacy Act of 1974 [FERPA])
Effective Date: September 18, 1996 504.1 POLICY Utah State University's policy and
procedures regarding the use and release of student records, adopted by the Executive Committee
on 4 August 1992, have been updated and amended on 22 July 1996. It is of the utmost
importance that all Utah State University employees who have access to student records,
including, but not limited to, electronic, handwriting, print tapes, film, microfilm, and microfiche
records, comply with the Family Educational Rights and Privacy Act of 1974 (FERPA).
Accordingly, be advised that: 1.1 As part of the general orientation of all new employees, the
Office of Human Resources will review the FERPA law and regulations. Current employees will
receive instruction regarding the FERPA law and regulations through the joint effort of the
Registrars Office and the Office of Human Resources. 1.2 Deans, department heads, directors,
and other supervisory personnel are responsible to ensure that their respective faculty and staff
understand the Family Educational Rights and Privacy Act of 1974, and are periodically oriented
regarding the provisions of this law. 1.3 Deans, department heads, directors, and other
supervisory personnel are responsible to ensure that their respective faculty and staff adhere to
the restraints and regulations as contained in the Family Educational Rights and Privacy Act.
These administrators must periodically review electronic security procedures to ensure only
authorized personnel can access student record files. 1.4 The intentional disclosure of student
records to any unauthorized person could subject an employee to criminal and civil penalties
imposed by law. 1.5 Unauthorized disclosure also violates Utah State Universitys student
records policy and could constitute cause for disciplinary action, including termination of
employment, regardless of whether criminal or civil penalties are imposed. {Citation}

Trademark Licensing Policy

Stolpe Edit 706 17



POLICY MANUAL OPERATING POLICIES AND PROCEDURES Number 510 Subject:


Trademark Licensing Effective Date: February 1, 2006 Date of Last Revision: January 24, 2012
1. Overview and Purpose All Utah State University trademarks are the exclusive property of
USU. Regulation of all uses of USU trademarks is essential to protect the university from
liability and to protect against dilution of the trademarks. USU authorization is required for all
trademark uses. The university has delegated the responsibility for maintaining, managing and
licensing university trademarks to the Trademark and Licensing Manager in conjunction with
Public Relations & Marketing. The mission and purpose of the Licensing and Trademark Policy
is to: (1) Ensure proper control and use of trademarks associated with USU, protect all university
trademarks from unauthorized uses and facilitate the process of granting authorization for
legitimate internal and third-party use of university trademarks. (2) Promote USU in a consistent
and uniform manner to protect the universitys reputation, name and image by permitting only
appropriate uses by Officially Licensed Vendors assuring that only quality products bear the
universitys trademarks and protect the consumer from inferior products bearing university
trademarks. (3) Strengthen the trademarks through relationships with retailers, licensees, campus
departments, student organizations, alumni and fans. (4) Generate royalty revenues; this benefits
the educational goals of the university by providing scholarships to deserving students. 2. What
is a trademark? A trademark is any logo, symbol, nickname, letter(s), word, slogan or derivative
that can be associated with an organization, company, manufacturer or institution and can be
distinguished from those of other entries or competitors. In addition to the trademarks listed in
section three, any indicia adopted hereafter and used or approved for use by USU shall be subject
to the policies and procedures of the trademark and licensing policy. Additionally, the trademark
and licensing program shall also cover any derivations of USU trademarks which would cause
consumer, to erroneously believe that the product originated from, or was sponsored or
authorized by the university. 3. Registered and Protected Trademarks (1) The following
trademarks are registered with the State of Utah on behalf of USU: Utah State University; Utah
State; Aggies; USU; USU Aggies; Block Letter (capital) A; Big Blue; Utah State Aggies;
Block Letter U with State stacked vertically within the U; Tower with an A; The School
Seal; Utah State University-College of Eastern Utah; USU Eastern; Utah State Eastern; Utah
State University-College of Eastern Utah San Juan; USU Eastern San Juan. Trademarks are
updated continually. A current listing of trademarks is available from the Trademark and
Licensing Manager in conjunction with Public Relations & Marketing. (2) All other names,
symbols, initials or graphic designs that refer to USU are protected by U.S. and state law. 4.
Policy Statements (1) The use of any trademark which identifies, or is associated with, USU may
not be used without the prior expressed written authorization from USU (represented by the
Trademark and Licensing Manager in conjunction with Public Relations & Marketing) and is
subject to the licensing requirements of this policy. (2) Only an Officially Licensed Vendor may
produce merchandise bearing USUs trademarks. For a current list of Officially Licensed
Vendors contact the Manager of Trademarks and Licensing in Public Relations & Marketing. (3)
Private companies creating merchandise for sale or distribution may use university trademarks
only after entering into a specific license agreement with the university through the Collegiate
Licensing Company (CLC) that acts on behalf of the university as its licensing agent for
trademark use. For additional information regarding either acceptable or inappropriate uses of
trademarks, contact the Manager of Trademarks and Licensing in Public Relations & Marketing.
(4) Companies using any university trademark for advertising or promotional purposes in any
format must first obtain written permission from the Trademark and Licensing Manager in

Stolpe Edit 706 18



conjunction with Public Relations & Marketing. In some cases, a royalty or usage fee is assessed.
Permission is typically granted for a specific length of time; no open-ended approval will be
granted. Acceptable appearance and usage criteria are defined in the Visual Identity Program
(VIP) for USU. (5) The Trademarks of USU will not be used in the promotion of weapons,
alcoholic beverages, tobacco products, "recreational" drugs or drug-related paraphernalia. The
university reserves the right to prohibit other uses that it deems inappropriate or inconsistent with
the image and mission of an educational institution. (6) Merchandise bearing university
trademarks and produced without proper written university authorization may be considered
counterfeit or infringing and therefore subject to all available legal remedies, including, but not
limited to, seizure of the merchandise. 5. Procedures (1) Departments of the university designing
merchandise to bear a university trademark must secure prior approval, in writing, from the
universitys Trademarks & Licensing Manager. Previous approval does not give the right to
produce the merchandise and requires the department to use an Officially Licensed Vendor. The
Licensed Vendor will then be required to submit final artwork through the universitys licensing
agent, CLC. After final artwork approval is given, the vendor may then produce the product. (2)
Departments and recognized student clubs and organizations may use certain logos for certain
official business. Departments and recognized student clubs and department organizations that
wish to design or create new trademarks for their department, club or organization must
coordinate their effort with the Trademark and Licensing Manager in conjunction with Public
Relations & Marketing. Departments requesting authorization for use of current trademarks
within official university publications, letterhead and business cards should direct their requests
to the Trademark and Licensing Manager. (3) Trademarks are to be used only in the specific
manner approved in writing; trademarks may not be otherwise altered without expressed written
authorization by the Trademark and Licensing Manager in conjunction with Public Relations &
Marketing. 6. Labor Practices/Code of Conduct (1) USU is committed to the concept that all
merchandise bearing reference to the university (including names of each department and any
recognized club and organization affiliated with the university) will be manufactured by
companies whose labor policies ensure that their employees are safe from abusive labor
conditions. (2) USU is an active member of the Fair Labor Association (FLA) and supports its
strict Labor Code Standards that require manufacturers of licensed products (licensees) to certify
their compliance with the code. In addition to certifying their compliance with the code,
licensees are required to disclose the location, address, phone number, email and contact person
for each facility it owns or contracts with for the production of goods and licensees must
authorize the FLA to make announced or unannounced inspections of their manufacturing
facilities. (3) In order to ensure the broadest interpretation of this policy, the university requires
that any product produced for the university (or for departments or recognized clubs and
organizations) which carries a university trademark, or that uses the name of, or refers to, a
university department or a recognized club or organization, be manufactured by those companies
that are appropriately licensed to use university trademarks (licensees), and are in compliance
with the universitys Labor Code Standards. For a current list of Officially Licensed Vendors,
contact the Trademark and Licensing Manager in Public Relations & Marketing. 7.
Implementation (1) All products bearing the USU trademarks must be approved and licensed as
specified by this policy. Resale items will be subject to the current standard royalty rate
established by the university. (2) Promotional and/or premium items are also subject to
licensing requirements. Royalties will be determined based upon the scope of the promotion and
other factors considered appropriate by the university. (3) Institutional, non-commercial

Stolpe Edit 706 19



marketing materials (e.g., printed or electronic communication to include Internet pages)


produced by the university for official university business shall meet the criteria established by
Trademark and Licensing Manager in conjunction with Public Relations & Marketing. Other
marketing materials and promotional items, regardless of production, method or source of
distribution, are subject to the approval process in this policy. (4) Companies and individuals
wishing to extend congratulatory messages (or statements of support) who do not meet the
criteria above may receive authorization to use prescribed trademarked verbiage (e.g. GO Aggies
or Congratulations Aggies). Such messages must be clearly separate from the sale or promotion
of any products or services. 8. Licensing and Royalties (1) Any person, business, or organization
desiring to use the universitys trademarks in any manner and for any purpose must be licensed
to do so. The university has arranged for licenses to be issued by the Collegiate Licensing
Company (CLC) on the universitys behalf. (2) The university has partnered with Collegiate
Licensing Company and offers the following types of licenses. (a) Internal Campus Supplier:
The Restricted License is for companies that wish to pursue items purchased by Institutions for
internal use only. Restricted Licensees are not permitted to sell product(s) to retailers, direct to
consumers, un-exempt Institutional departments or to any entities unrelated to an institution.
Official institution entities include athletic departments, alumni departments, recognized student
groups/organizations, etc. (b) Local License: The Local License is for companies that desire to
obtain a license with an institution located in their immediate in-state marketplace. This license
type may better suit companies that do not believe they can qualify for a Standard License, but
believe they can demonstrate sales success within a few years at the local level in order to
qualify for a Standard License. Local Licensees ARE permitted to sell product to institutions and
their departments, retailers and directly to consumers. (c) Standard License: The Standard
License is intended for companies that are capable of extensive production and retail distribution
of their product(s) and/or are introducing a unique and commercially viable product to the
collegiate market. The Standard License is usually not for first-time applicants or companies
without well-established marketing plans, existing product distribution and/or a solid financial
history of selling licensed products. (3) A product generally is subject to royalty or right fees if a
university trademark is utilized AND / OR: the product is for resale the product promotes a
specific event for which a fee is charged the name, trademark, or logo of a third party is used
with the universitys trademark. Activities or products that include the use of commercial
sponsors names or logos on the licensed product will be assessed a higher royalty contingent on
university approval. Exemptions to royalty fees are given when university trademarked products
are used to promote instructional programs, events, other activities that further the academic and
educational mission of the university as determined by the Licensing Manager. (Instructional
programs/events include, but are not limited to, classes, courses, seminars, workshops and other
activities directly sponsored by a college, division, department, program or service of USU.)
Exempting royalties is done in writing and does not exempt the requirement to use a licensed
vendor for manufacture or production. (4) These guidelines are usually sufficient in determining
royalty/non-royalty. However, each submission shall be reviewed individually to make sure all
aspects of the situation are taken into consideration. 9. Exemptions (1) For purposes of
consistency, the university does not exempt campus-operated stores from purchasing emblematic
merchandise from Officially Licensed Vendors. Royalties are charged to campus stores in the
same manner as charged to off-campus retail establishments. (2) Departments of the university,
and recognized clubs and organizations, are also required to purchase emblematic merchandise
from Officially Licensed Vendors. Receiving authorization for a design or to utilize a trademark

Stolpe Edit 706 20



does not constitute approval to manufacture a particular product. All products must be
manufactured by, and purchased from, an Officially Licensed Vendor. (3) Exemptions to royalty
fees are given when university trademarked products are used to promote instructional programs
or events, or other activities that further the academic and educational mission of the university
as determined by the Trademark & Licensing Manager. (4) All departments of the university,
recognized campus clubs and organizations, individuals and companies are required to obtain
approval from the Trademark & Licensing Manager under the direction of Public Relations &
Marketing prior to producing or arranging for production of any product or use that utilizes the
university's trademarks, regardless of use or method of distribution, except as otherwise
authorized. (5) This policy may be altered at any time without prior notice. For further
information contact: Utah State University | Public Relations & Marketing 0500 Old Main Hill |
Logan, Utah 84321 - 0500 Phone: 435.797.1351 | Fax: 435.797.1250
v

Procurement Policy

POLICY MANUAL OPERATING POLICIES AND PROCEDURES Number 510 Subject:
Trademark Licensing Effective Date: February 1, 2006 Date of Last Revision: January 24, 2012
1. Overview and Purpose All Utah State University trademarks are the exclusive property of
USU. Regulation of all uses of USU trademarks is essential to protect the university from
liability and to protect against dilution of the trademarks. USU authorization is required for all
trademark uses. The university has delegated the responsibility for maintaining, managing and
licensing university trademarks to the Trademark and Licensing Manager in conjunction with
Public Relations & Marketing. The mission and purpose of the Licensing and Trademark Policy
is to: (1) Ensure proper control and use of trademarks associated with USU, protect all university
trademarks from unauthorized uses and facilitate the process of granting authorization for
legitimate internal and third-party use of university trademarks. (2) Promote USU in a consistent
and uniform manner to protect the universitys reputation, name and image by permitting only
appropriate uses by Officially Licensed Vendors assuring that only quality products bear the
universitys trademarks and protect the consumer from inferior products bearing university
trademarks. (3) Strengthen the trademarks through relationships with retailers, licensees, campus
departments, student organizations, alumni and fans. (4) Generate royalty revenues; this benefits
the educational goals of the university by providing scholarships to deserving students. 2. What
is a trademark? A trademark is any logo, symbol, nickname, letter(s), word, slogan or derivative
that can be associated with an organization, company, manufacturer or institution and can be
distinguished from those of other entries or competitors. In addition to the trademarks listed in
section three, any indicia adopted hereafter and used or approved for use by USU shall be subject
to the policies and procedures of the trademark and licensing policy. Additionally, the trademark
and licensing program shall also cover any derivations of USU trademarks which would cause
consumer, to erroneously believe that the product originated from, or was sponsored or
authorized by the university. 3. Registered and Protected Trademarks (1) The following
trademarks are registered with the State of Utah on behalf of USU: Utah State University; Utah
State; Aggies; USU; USU Aggies; Block Letter (capital) A; Big Blue; Utah State Aggies;
Block Letter U with State stacked vertically within the U; Tower with an A; The School
Seal; Utah State University-College of Eastern Utah; USU Eastern; Utah State Eastern; Utah
State University-College of Eastern Utah San Juan; USU Eastern San Juan. Trademarks are

Stolpe Edit 706 21



updated continually. A current listing of trademarks is available from the Trademark and
Licensing Manager in conjunction with Public Relations & Marketing. (2) All other names,
symbols, initials or graphic designs that refer to USU are protected by U.S. and state law. 4.
Policy Statements (1) The use of any trademark which identifies, or is associated with, USU may
not be used without the prior expressed written authorization from USU (represented by the
Trademark and Licensing Manager in conjunction with Public Relations & Marketing) and is
subject to the licensing requirements of this policy. (2) Only an Officially Licensed Vendor may
produce merchandise bearing USUs trademarks. For a current list of Officially Licensed
Vendors contact the Manager of Trademarks and Licensing in Public Relations & Marketing. (3)
Private companies creating merchandise for sale or distribution may use university trademarks
only after entering into a specific license agreement with the university through the Collegiate
Licensing Company (CLC) that acts on behalf of the university as its licensing agent for
trademark use. For additional information regarding either acceptable or inappropriate uses of
trademarks, contact the Manager of Trademarks and Licensing in Public Relations & Marketing.
(4) Companies using any university trademark for advertising or promotional purposes in any
format must first obtain written permission from the Trademark and Licensing Manager in
conjunction with Public Relations & Marketing. In some cases, a royalty or usage fee is assessed.
Permission is typically granted for a specific length of time; no open-ended approval will be
granted. Acceptable appearance and usage criteria are defined in the Visual Identity Program
(VIP) for USU. (5) The Trademarks of USU will not be used in the promotion of weapons,
alcoholic beverages, tobacco products, "recreational" drugs or drug-related paraphernalia. The
university reserves the right to prohibit other uses that it deems inappropriate or inconsistent with
the image and mission of an educational institution. (6) Merchandise bearing university
trademarks and produced without proper written university authorization may be considered
counterfeit or infringing and therefore subject to all available legal remedies, including, but not
limited to, seizure of the merchandise. 5. Procedures (1) Departments of the university designing
merchandise to bear a university trademark must secure prior approval, in writing, from the
universitys Trademarks & Licensing Manager. Previous approval does not give the right to
produce the merchandise and requires the department to use an Officially Licensed Vendor. The
Licensed Vendor will then be required to submit final artwork through the universitys licensing
agent, CLC. After final artwork approval is given, the vendor may then produce the product. (2)
Departments and recognized student clubs and organizations may use certain logos for certain
official business. Departments and recognized student clubs and department organizations that
wish to design or create new trademarks for their department, club or organization must
coordinate their effort with the Trademark and Licensing Manager in conjunction with Public
Relations & Marketing. Departments requesting authorization for use of current trademarks
within official university publications, letterhead and business cards should direct their requests
to the Trademark and Licensing Manager. (3) Trademarks are to be used only in the specific
manner approved in writing; trademarks may not be otherwise altered without expressed written
authorization by the Trademark and Licensing Manager in conjunction with Public Relations &
Marketing. 6. Labor Practices/Code of Conduct (1) USU is committed to the concept that all
merchandise bearing reference to the university (including names of each department and any
recognized club and organization affiliated with the university) will be manufactured by
companies whose labor policies ensure that their employees are safe from abusive labor
conditions. (2) USU is an active member of the Fair Labor Association (FLA) and supports its
strict Labor Code Standards that require manufacturers of licensed products (licensees) to certify

Stolpe Edit 706 22



their compliance with the code. In addition to certifying their compliance with the code,
licensees are required to disclose the location, address, phone number, email and contact person
for each facility it owns or contracts with for the production of goods and licensees must
authorize the FLA to make announced or unannounced inspections of their manufacturing
facilities. (3) In order to ensure the broadest interpretation of this policy, the university requires
that any product produced for the university (or for departments or recognized clubs and
organizations) which carries a university trademark, or that uses the name of, or refers to, a
university department or a recognized club or organization, be manufactured by those companies
that are appropriately licensed to use university trademarks (licensees), and are in compliance
with the universitys Labor Code Standards. For a current list of Officially Licensed Vendors,
contact the Trademark and Licensing Manager in Public Relations & Marketing. 7.
Implementation (1) All products bearing the USU trademarks must be approved and licensed as
specified by this policy. Resale items will be subject to the current standard royalty rate
established by the university. (2) Promotional and/or premium items are also subject to
licensing requirements. Royalties will be determined based upon the scope of the promotion and
other factors considered appropriate by the university. (3) Institutional, non-commercial
marketing materials (e.g., printed or electronic communication to include Internet pages)
produced by the university for official university business shall meet the criteria established by
Trademark and Licensing Manager in conjunction with Public Relations & Marketing. Other
marketing materials and promotional items, regardless of production, method or source of
distribution, are subject to the approval process in this policy. (4) Companies and individuals
wishing to extend congratulatory messages (or statements of support) who do not meet the
criteria above may receive authorization to use prescribed trademarked verbiage (e.g. GO Aggies
or Congratulations Aggies). Such messages must be clearly separate from the sale or promotion
of any products or services. 8. Licensing and Royalties (1) Any person, business, or organization
desiring to use the universitys trademarks in any manner and for any purpose must be licensed
to do so. The university has arranged for licenses to be issued by the Collegiate Licensing
Company (CLC) on the universitys behalf. (2) The university has partnered with Collegiate
Licensing Company and offers the following types of licenses. (a) Internal Campus Supplier:
The Restricted License is for companies that wish to pursue items purchased by Institutions for
internal use only. Restricted Licensees are not permitted to sell product(s) to retailers, direct to
consumers, un-exempt Institutional departments or to any entities unrelated to an institution.
Official institution entities include athletic departments, alumni departments, recognized student
groups/organizations, etc. (b) Local License: The Local License is for companies that desire to
obtain a license with an institution located in their immediate in-state marketplace. This license
type may better suit companies that do not believe they can qualify for a Standard License, but
believe they can demonstrate sales success within a few years at the local level in order to
qualify for a Standard License. Local Licensees ARE permitted to sell product to institutions and
their departments, retailers and directly to consumers. (c) Standard License: The Standard
License is intended for companies that are capable of extensive production and retail distribution
of their product(s) and/or are introducing a unique and commercially viable product to the
collegiate market. The Standard License is usually not for first-time applicants or companies
without well-established marketing plans, existing product distribution and/or a solid financial
history of selling licensed products. (3) A product generally is subject to royalty or right fees if a
university trademark is utilized AND / OR: the product is for resale the product promotes a
specific event for which a fee is charged the name, trademark, or logo of a third party is used

Stolpe Edit 706 23



with the universitys trademark. Activities or products that include the use of commercial
sponsors names or logos on the licensed product will be assessed a higher royalty contingent on
university approval. Exemptions to royalty fees are given when university trademarked products
are used to promote instructional programs, events, other activities that further the academic and
educational mission of the university as determined by the Licensing Manager. (Instructional
programs/events include, but are not limited to, classes, courses, seminars, workshops and other
activities directly sponsored by a college, division, department, program or service of USU.)
Exempting royalties is done in writing and does not exempt the requirement to use a licensed
vendor for manufacture or production. (4) These guidelines are usually sufficient in determining
royalty/non-royalty. However, each submission shall be reviewed individually to make sure all
aspects of the situation are taken into consideration. 9. Exemptions (1) For purposes of
consistency, the university does not exempt campus-operated stores from purchasing emblematic
merchandise from Officially Licensed Vendors. Royalties are charged to campus stores in the
same manner as charged to off-campus retail establishments. (2) Departments of the university,
and recognized clubs and organizations, are also required to purchase emblematic merchandise
from Officially Licensed Vendors. Receiving authorization for a design or to utilize a trademark
does not constitute approval to manufacture a particular product. All products must be
manufactured by, and purchased from, an Officially Licensed Vendor. (3) Exemptions to royalty
fees are given when university trademarked products are used to promote instructional programs
or events, or other activities that further the academic and educational mission of the university
as determined by the Trademark & Licensing Manager. (4) All departments of the university,
recognized campus clubs and organizations, individuals and companies are required to obtain
approval from the Trademark & Licensing Manager under the direction of Public Relations &
Marketing prior to producing or arranging for production of any product or use that utilizes the
university's trademarks, regardless of use or method of distribution, except as otherwise
authorized. (5) This policy may be altered at any time without prior notice. For further
information contact: Utah State University | Public Relations & Marketing 0500 Old Main Hill |
Logan, Utah 84321 - 0500 Phone: 435.797.1351 | Fax: 435.797.1250

Building Access Control
POLICY MANUAL OPERATING POLICIES AND PROCEDURES Number 520 Subject:
Building Access Control Effective Date: September 4, 2013 520.1 OVERVIEW The objective of
the building access control policy is to provide a reasonable level of security for the University
and, at the same time, allow as much freedom of building access as possible to the campus
community. An Access Technical Group exists to resolve any disputes concerning denied access.
A listing of the members of the Access Technical Group can be located on the USU Facilities
web page. 520.2 ACCESS CONTROLS 2.1 Access Definitions: For a clear understanding of the
Building Access Control policy, and procedures, the following terms are defined: Building
Master Access. Allows access to all rooms within a single building excluding mechanical,
communication, electrical, and custodial rooms. Department Master Access. Allows access to
all rooms within an individual department. Group Master Access. Allows access to limited
subgroup areas within a single department. Outside Door Access. Allows access to a specific
building from a specific outside door. Individual Access. Allows access to a single room.
Mechanical Access. Allows access to mechanical areas, roofs, and outside entrances to buildings
for service people. Custodial Access. Allows access to custodial closets and designated outside
doors. Communication Access. Allows access to communication closets. Electrical Access.

Stolpe Edit 706 24



Allows access to electrical vaults. Utility Master Access. Any key or access that includes
communication closets, machine rooms, custodial areas, and electrical vaults. Prox Card
Access. Allows access to any building or room having an I-Class reader, upon required access
request approval. 2.2 Access Approval (1) Requests for access must be approved as outlined
below. A Dean, Vice President, or Director may designate someone from his/her area to approve
the request and sign for access. Building Master Access must be approved by Dean, Vice
President, NonAcademic Director responsible for the building, and Chief of Police Department
Master Access must be approved by Department Head, Director, and Chief of Police Group
Master Access must be approved by Department Head or Director Outside Door Access must
be approved by Department Head or Director Individual Access must be approved by
Department Head or Director Mechanical Access must be approved by Director of Facilities
Operations and Chief of Police Communication Access must be approved by Director of
Communication Electrical Access must be approved by Director of Facilities Operations
Custodial Access must be approved by Director of Facilities Maintenance Utility Master
Access must be approved by Director of Facilities Operations, Director of Communication,
Director of Facilities Maintenance, Associate Vice President for Facilities or Chief of Police (2)
No individual may sign his/her own access request. (3) Individuals denied access by the Access
Control Office may appeal, in writing, to the Access Technical Group if the request is believed to
be unjustly denied. The Access Technical Group will then determine if circumstances warrant
the issuance of access to the appealing party. 2.3 Access Control Request Form Access to
buildings, rooms, and closets is issued by the Access Control Office only when a completed
Access Control Request Form is signed by the authorized parties. The Access Control Request
Form is valid for thirty (30) days following the date of authorization. Access Control Request
Forms can be obtained from the Central Distribution Center. 2.4 Signature Card Each Dean, Vice
President, Department Head, Director, or his/her designee who authorizes and signs the Access
Control Request Form must have a signature card on file with the Access Control Office. The
card must be approved by the Dean, Vice President, or Director responsible for the area. The
signature card(s) must be signed at the Access Control Office. A valid photo ID will be required
from the person signing the signature card. 2.5 Obtaining Access (1) The department that
requests access for an employee must submit a completed Access Control Request Form to the
Access Control Office. The department will be notified when the key or prox card is ready to be
picked up. (2) Prox cards and keys cannot be obtained through the mail. They must be issued at
the Access Control Office to the individual who will have possession of the card or key. Proper
identification will be required to pick up keys/prox cards. (3) Generally, students may not have
master keys or master prox cards issued to them. (4) Whenever technology becomes available,
appropriate changes in the access request process will be implemented. 2.6 Access Transfers All
keys or prox cards must be checked out of and into the Access Control Office by the person to
whom they are issued. The transfer of keys directly from one person to another must be
completed at the Access Control Office. Prox cards cannot be transferred from one individual to
another. 2.7 Access Dispersals (1) Each college/department determines the access that may be
issued to its personnel. Full-time employees, students and part-time employees may not have
more than one key/card to the same area. (2) Students and part-time employees will be assessed a
$25 deposit for issued keys and a $50 deposit for issued prox cards. The deposit will be refunded
when the key(s) or prox card is returned. (3) If a college/department desires to control the keys or
prox cards to its own area, a request must be made in writing to the Access Technical Group. The
request must state the reason the college/department needs to control its own keys or prox cards.

Stolpe Edit 706 25



Such requests are discouraged but may be approved by the Access Technical Group under
extenuating circumstances. a. If approval is granted, the college/department must check out all
keys or prox cards at the Access Control Office so a current access list detailing the keys or prox
cards checked out to the college/department may be maintained. The college/department will be
responsible for the return of all keys or prox cards, and for the collection of replacement fees for
lost or stolen keys or prox cards. The college or department will be responsible for the cost of re-
keying or replacing cards due to lost items. A current list of those who have been issued access
must be maintained by the college/department. Access reports must be submitted annually or
approval may be revoked. (4) An individual must inform the Access Control Office within 24
hours of lost or stolen keys or prox cards. 2.8 Broken/Worn Out Keys or Prox Cards Keys or
prox cards that are broken or worn-out must be returned to the Access Control Office for
replacement by the person to whom they are issued. The broken or worn-out keys or prox cards
must be turned in before new ones will be issued. There will be no charge for replacing broken
or worn-out keys or prox cards. 2.9 Temporary Access (1) College/department and other
personnel requiring temporary access must present an approved Access Control Request Form to
the Access Control Office stating the length of time access is required. The Access Control
Request Form must be properly completed and approved by the appropriate authority.
Temporary keys or prox cards will not be granted to those who have forgotten or misplaced their
keys/prox cards; instead, they must rely on the University Police to obtain access to the locations
that need to be entered. (2) Under certain circumstances, University access may be granted to
outside vendors for service of, or bidding on, a project. An Access Request Form must be signed
by a Dean, Vice President, or the Associate Vice President for Facilities authorizing the issuance
of the access. This request must also be approved by the Director of the University Police. Keys
will be issued on a temporary basis from the Access Control Office. A $500 fine will be charged
to the department that authorized the request if keys/prox cards are not returned. (3)
Occasionally, a private contractor will be on campus for an extended period of time and will
need access to various areas to complete their work. In these situations, Facilities Design and
Construction must complete an Access Request Form requesting the necessary access which is
approved by the Associate Vice President for Facilities. The keys or prox cards will be issued at
the Access Control Office. The contractor will be required to sign a Contractor Key
Acknowledgment for the keys or prox cards to verify they will pay a fine of $2000 per key that is
lost, stolen, or late. All fines will be deducted from contracts pending with Utah State University.
2.10 Duplicating Access and Changing Locks (1) State of Utah law prohibits the
removal/installation of locking mechanisms or the duplication of any Utah State University key
or prox card by anyone other than the University Access Control Office. USU is using ASSA
high security cylinders and keys to increase security and provide excellent access control. ASSA
High Security Lock Company holds utility and design patents and will initiate a lawsuit against
anyone (individual or company) who duplicates its keys except for its registered agent. The USU
Lock Shop is the only registered agent to make keys or prox cards used by the University. The
USU Lock Shop is the only agent to purchase and issue Prox Cards. (2) Door locks may only be
removed or changed by the University locksmiths. Departments will be responsible for any cost
incurred to resolve unauthorized changes. 2.11 Returning Keys/Prox Cards (1) Before
terminating from the University or transferring to another department, all students, faculty, and
staff must return their University keys and prox cards to the Access Control Office. (2) Each
college/department is responsible for advising all terminating or transferring employees of their
obligation to return University keys or prox cards to the Access Control Office prior to leaving

Stolpe Edit 706 26



campus. Students and employees who have a deposit on file with the Access Control Office will
be given a voucher at the time keys or prox cards are returned that can be redeemed at the
Cashiers Office for the amount of deposit. Vouchers not redeemed within 90 days will result in
forfeiture of the deposit. (3) Students who fail to return keys or prox cards before transferring
departments, leaving the University, or by the due date listed on the Access Control Request
Form will have a hold placed on their transcripts or registration packets. Deposits will be
forfeited. (4) If a hold is placed on transcripts or registration packets, it can only be removed by
returning keys or prox cards to the Access Control Office or by paying the appropriate fee listed
in Section 520.2.12 (Lost/Stolen Keys or Prox Cards/Fees) for each uncollected key or prox card.
The intent is not to collect fees, but to demonstrate that uncollected keys or prox cards seriously
compromise the security of the campus. (5) If an employee or student leaves the University
without returning his/her key(s) and/or prox card or paying the appropriate lost key/card fee,
his/her home department will be liable for the costs incurred to re-key. 2.12 Lost/Stolen Keys or
Prox Cards/Fees (1) All lost or stolen keys or prox cards must be reported to the home
college/department, the Access Control Office and to the University Police. The University
Police will complete a Lost or Stolen Access Control Report. Replacement of keys or prox cards
will not be made until the Lost or Stolen Access Control Report is completed. (2) To replace lost
or stolen keys or prox cards, individuals must complete an Access Control Request Form. In the
List of Requested Access Control portion of the form, indicate that the keys or prox cards are
replacements. The Access Control Request Form must then be approved as outlined in Section
520.2.2 (Access Approval) and signed by the University Police. (3) A key or prox card
replacement fee will be assessed for all replaced keys or prox cards at the following rates
(established in 2008 and may increase over time): Building Master, Utility Master, or
Mechanical Access has a replacement fee of $200; Department Master Access has a replacement
fee of $100; Sub Master, Outside Door, Communication, or Electrical Access has a replacement
fee of $50; Individual or Custodial Access has a replacement fee of $25; and Access Card has a
replacement fee of $5. (4) The individual to whom the replaced key or prox card is issued is
responsible for payment of the replacement fee. (5) If an individuals keys or prox cards have
been stolen, that person may appeal the lost or stolen key or prox card fee by presenting to the
Access Technical Group a police report. If it is determined that negligence on the part of the
individual did not contribute to the key or prox card being stolen, the fee will be waived. (6) If a
Dean, Vice President, Director, or Department Head believes that extenuating circumstances
justify not charging a replacement fee for a lost key or prox card, an appeal can be presented in
writing to the Access Technical Group to determine whether or not a replacement fee is required.
(7) If keys have been lost or stolen, it is critical that those doors affected by the loss of the keys
be re-keyed. To re-key a door, the department needs to send a completed work order to Facilities.
2.13 Access Control Records/Inventory Lists (1) The Access Control Office maintains a
complete computerized access record on each key or prox card issued. An Access Control
Inventory List will be sent to each department on an annual basis for reconciliation purposes.
This list identifies all the department employees who have access rights issued to them.
Department personnel are responsible to verify that the report is accurate. Departments should
maintain a complete and current list that indicates the following: name of key or prox card
holder, key number, date issued, and date to be returned to the Access Control Office. The
departments access list will help when reconciling the Access Control Inventory List sent from
the Access Control Office. Discrepancies should be reported to the Access Control Office within
thirty (30) days. An amended list will be printed and sent back to the department to ensure that

Stolpe Edit 706 27



changes have been accurately entered on the access computer system. Since each person or
department is financially responsible for all keys or prox cards issued, accurate information is
essential. (2) If a department requires an Access Control Inventory List more often than annually,
it is available upon request from the Access Control Office. 2.14 Future Access Control (1) Utah
State University is in the process of installing an Access Control System in several new buildings
on campus. The new system is expected to expand into a campus-wide system with buildings
coming on-line as funds become available. INET is providing the software and all controllers
and door hardware will need to be compatible with their system. This will include all cameras
and equipment used for security purposes if the intent is to tie into the University system. Stand
alone systems such as Omni Lock, Alarm Lock, and Locknetics will no longer be allowed on
campus buildings maintained by Facilities. Existing systems will still be maintained at a cost to
the department until updated. Departments will be responsible for costs incurred on department
doors to install and maintain access control hardware. However, after installation, Facilities will
administer the new system at no cost to the department. A complete list of costs and
specifications is available from the University Lock Shop for departments desiring to add access
control to doors other than the ones Facilities is doing at the present time. (2) The new Access
Control System will be controlled and maintained by Facilities with no cost to the individual
departments. 2.15 Security For security reasons only Police, Fire Service, and Facilities
locksmiths may be issued override keys to any doors with a centrally managed electronic access
system that uses a prox card and provides an audit trail. Any exception to this policy must be
approved by the Chief of Police.

Stolpe Edit 706 28



References

Center for Innovative Design and Instruction. (n.d.). Retrieved May 7, 2017, from

http://cidi.usu.edu/

Stolpe Edit 706 29

Вам также может понравиться