Recruitment and Selection of Full-Time Personnel - Procedure 2.0100

Purpose:

To ensure that the College, an equal opportunity employer, employs persons who meet the requirements for positions in compliance with all applicable laws, including those relating to race, color, sex, age, religion, national origin or disability.

Procedure:

Definition:

The hiring manager is the person who initiates the hiring request and who sees that the various steps are followed.

Recruitment:

1. The hiring manager completes a position advertisement form (SCC form number 108).
   
   Recruitment efforts shall include:
   
   Advertising in the College's "Weekly Bulletin," on the Personnel Office bulletin board, the Employment Opportunity Hot-line and the Florida State Community College Position Vacancy Listing, if appropriate.
   
   The following may also be utilized:
   
   
   1. Advertising in the local media, national and professional publications and journals, and through local organizations including minority publications and groups.
      
      
   2. Advertising through institutions of higher education whose graduates might have an interest in the position.
      
      
   3. Advertising which encourages minorities and persons with disabilities to apply.
      
      
2. Requests to waive advertising must be submitted in writing to the President. Such requests must document special and/or emergency situations justifying a waiver. The President may designate the Dean of Personnel Services to act on such requests.
   
   
3. The hiring manager submits the Position Advertisement form accompanied by a copy of the official position description to the hiring manager's supervisor. The pink copy of the Position Advertisement form will be returned to the hiring manager following approval at all levels.
   
   
4. If the hiring manager's supervisor approves the request, the hiring manager forwards the two documents to the Personnel Office.
   
   
5. The Dean of Personnel Services determines that the Position Advertisement is for an approved, vacant position and is consistent with the official position description.
   
   
6. Personnel Office staff provide the Equity Coordinator with the Position Advertisement form and the official position description, for approval and recommendation for advertising to increase circulation to minorities and persons with disabilities.
   
   
7. Once approved, the documents are returned to the Dean of Personnel Services. The President may designate the Equity Coordinator's responsibility in this matter to the Dean of Personnel Services.
   
   
8. The Dean of Personnel Services ensures that the position is advertised for a minimum of two weeks. The white copy of the Position Advertisement form along with the official position description is filed in the applicant file.
   
   
9. When advertising in the local media has been requested, the Dean of Personnel Services sends the yellow copy of the Position Advertisement form to the Coordinator of Public Information who calls the media for advertising cost figures.
   
   
10. The hiring manager prepares a purchase order to pay for the advertising and provides a copy of this order to the Coordinator of Public Information who places the advertisement(s).
    
    
11. The Coordinator of Public Information sends copies of all local media advertising to the Personnel Office where they are filed in the applicant file.
    
    
12. When advertising in regional or national media is requested, the determination of the cost and the placement of this advertising shall be accomplished by the hiring manager in consultation with the Dean of Personnel Services.
    
    
13. Waiver of minimum experience and/or training requirements may be made only after concerted efforts to solicit qualified applicants have failed.
Selection:
1. The Personnel Office staff distribute the application forms (SCC form number 41) to applicants.
   
   
2. Applications will only be accepted by the College for an advertised position vacancy, unless advertising has been waived.
   
   
3. A completed application, resume, or letter of intent must be received in the Personnel Office by the advertised application deadline date except in the case of mailed documents where the postmark must meet the deadline. FAXed documents must also have a transmission date meeting the deadline.
   
   
4. An applicant cannot be interviewed unless a completed SCC application form has been submitted.
   
   
5. The Dean of Personnel Services may extend the application deadline for any position on recommendation of the hiring manager when the hiring manager feels that it would be in the best interest of the College to seek additional applicants.
   
   
6. The applications and supporting documents submitted to the Personnel Office will be filed in the applicant file for the particular position vacancy. The application supplements, which indicate the applicant's ethnic origin, sex, etc..., are filed in a separate file for the position vacancy.
   
   
7. The Personnel Office staff and the Equity Coordinator are the only persons permitted to have access to the applications supplements.
   
   
8. Following the application deadline the hiring manager will review the applications and schedule interviews.
   
   
9. The Screening Committee Procedure (under consideration) must be followed for the hiring of faculty and of administrators who have a salary schedule classification of ED or higher.
   
   
10. The hiring manager and others who are involved in the employment decision may review the applicant file in the Personnel Office or may sign-out applications for review elsewhere. Applications must be returned to the Personnel Office by 4:30 p.m. on the day they were released, unless exception is made by the Dean of Personnel Services.
    
    
11. The hiring manager shall coordinate all background and reference checks with the Dean of Personnel Services. There shall be documentation of at least two references.
    
    
12. Records of reference checks shall be dated, signed and sent in a sealed envelope marked "confidential" to the Dean of Personnel Services.
    
    
13. Access to information resulting from reference and background checks will be on a "Need to Know" basis only and information will be retained in the Limited Access files of the Personnel Office.
    
    
14. The hiring manager shall complete a Recommendation for Employment form (SCC form number 86) and, in the case of teaching faculty, an Approved To Teach form for the applicant recommended to fill the position.
    
    
15. The recommendation must be approved by the hiring manager's supervisor, the appropriate dean and vice-president and the President. The Equity Coordinator signs the recommendation to advise the President that the process has complied with all equity requirements.
    
    
16. The person disapproving a recommendation shall confer with the appropriate supervisor.
    
    
17. The President will send the approved recommendation to the Dean of Personnel Services.
    
    
18. The Personnel Office staff will enter personal and payroll information in the Human Resources Database.
    
    
19. In the case of teaching faculty, the day after the information is entered in the Human Resources Database, the Executive Vice-President office will enter the information from the Approved To Teach form in the IDSS Database. The Approved To Teach form is then sent to the Personnel Office for insertion in the applicant's personnel file.
    
    
20. The Dean of Personnel Services will send written notification to the unsuccessful applicants advising them that another applicant has been recommended for the position. The hiring manager may make verbal notifications.
    
    
21. The Dean of Personnel Services will prepare a summary of the final personnel recommendations each month and present them to the District Board of Trustees for approval. The President may authorize appointments pending approval by the Board at its next regularly scheduled meeting. An applicant is not regularly employed until the Board has given its approval.
    
    
22. The Dean of Personnel Services sends written notification to each successful applicant after the Board decision.
    
    
    

Recommended by	President Council	Date	2/28/94
Approved:	President, Earl S. Weldon	Date	3/2/94

Screening Committee - Procedure 2.0150

Purpose:

The purpose of this procedure is to outline the steps to be taken by a screening committee used in selecting personnel for employment.

Procedure:

1. Definition: Hiring Manager - The person who approves the Position Advertisement Form (form 81). The hiring manager may serve as a non-voting member of the screening committee.
   
   
2. A screening committee is utilized to review applications and select and interview applicants for recommendation for a position.
   
   
3. The principle of equal opportunity guides all processes and employment decisions at the College.
   
   
4. A screening committee shall be used for all full-time instructional and other contractual positions above pay grade 49. A screening committee may be used for other positions. (For example: secretary, paraprofessional, coordinator, etc.)
   
   
5. Appointment and composition of a screening committee
   
   
   1. The hiring manager shall recommend to his/her immediate supervisor names of persons to serve on the screening committee and specify the person to serve as chair. The recommendation is sent through administrative channels to the appropriate director, vice-president, Coordinator, Equity and Employment Services and the Director, Human Resources. Any of these individuals may recommend changes to the committee's membership.
      
      
   2. When the membership is certified by the Coordinator, Equity and Employment Services and the Director, Human Resources, the Director, Human Resources shall notify the hiring manager and the committee. The signed recommendation of committee membership shall be filed in the folder of applications for the position.
      
      
   3. Committee size may be from three to nine members excluding the Coordinator, Equity and Employment Services (a non-voting, ex officio member of all screening committees).
      
      
   4. Committee members should be chosen so as to provide the committee with varied and appropriate points of view. For example, a committee for a faculty member in Nursing might reasonably include a faculty member from Biological Sciences.
      
      
   5. Departments or areas of the College which have close working relationships with agencies or businesses in the community may include one or more representatives of an outside agency on the committee if the position to be filled is directly related to the College's work with that agency. It is the responsibility of the hiring manager to insure that any non-college member of a screening committee understands that the Board has the responsibility for employing college staff, unless a contract between the College and the agency specifies otherwise.
      
      
   6. Committee members shall disqualify themselves if they are related to any applicant as defined in the College's nepotism policy, or if they do not believe that they can be impartial.
      
      
   7. Committee members and persons involved in the employment decision for a position may not serve as references for applicants. If a committee member has written a letter of reference for an applicant, either the letter must be withdrawn or the committee member must resign from the committee.
      
      
6. Committee chair responsibilities
   
   
   1. It is the responsibility of the chair, in cooperation with the hiring manager, to ensure that the committee's work is completed in a timely manner.
      
      
   2. The committee chair shall appoint a recorder to take and prepare minutes of the committee meetings.
      
      
   3. The committee chair shall be the official contact concerning committee work. The chair shall be responsible for making committee contacts with applicants and any college employees involved in the hiring process, unless such duties are delegated in writing to other committee members.
      
      
   4. The committee chair shall keep the hiring manager and the Director, Human Resources informed of the progress and work of the committee.
      
      
   5. The committee chair shall schedule and coordinate telephone interviews, if appropriate, and on-campus visits of each applicant to be interviewed. The visits shall consist of interviews with the screening committee, administrators and other college personnel.
      
      
   6. The committee chair shall contact those applicants who are to be interviewed, informing them of the interview process, the amount of time the applicant should allow, any demonstration or exercise to be completed by the applicant, and any other special arrangements or requirements relating to the interview. Arrangements should include date and time of interview, place where applicants are to be met by college personnel, information that the applicants are to bring to the interview, etc. Information about the College, area transportation, hotels, restaurants, etc. will be provided to out-of-area applicants.
      
      
   7. It is the responsibility of the chair to provide information to Human Resources so that persons not selected by the committee may receive appropriate letters in a timely manner.
      
      
   8. At the conclusion of the screening committee's work, the chair is to collect the following written material pertaining to the committee's work and submit it to Human Resources so that it may become part of the applicant file:
      
      
      1. Minutes of the committee meetings.
         
         
      2. Memoranda pertaining to the work of the committee, both to and from the committee, including the committee's recommendation about the applicants.
         
         
      3. Any other documents pertaining to the committee's work.
         
         
7. Screening committee meetings
   
   
   1. A screening committee may not meet and has no authority to act until the hiring manager and the committee chair receive from the Director, Human Resources the memorandum indicating that the committee has been approved.
      
      
   2. The committee's deliberations are confidential and committee members are expected to limit discussions of committee activity to other committee members. The chair may represent the committee to other interests.
      
      
   3. At the first meeting of the committee, the Coordinator, Equity and Employment Services and the hiring manager shall instruct the committee about their duties, responsibilities and limitations.
      
      
   4. For any meeting of a screening committee, including interviews, the quorum shall be a majority of the members. A quorum must be present throughout each meeting.
      
      
8. Screening applications
   
   
   1. The Human Resources shall screen all applications to determine whether or not applicants meet the minimum qualifications as stated in the position advertisement. No applicant shall be presented for screening committee consideration who does not meet minimum qualifications.
      
      
   2. In the event that the number of qualified applicants is large enough to place a burden on all members to review every application, the committee may devise a proportioning of responsibility for initial reviewing of groups of applications. If this happens, at least two committee members shall be responsible for reviewing each application to make recommendations for full committee consideration. Any committee member may bring any application up for full committee consideration.
      
      
   3. Point value rating systems are not to be used.
      
      
   4. After review of the applications, the committee may recommend that the position be readvertised. If this occurs, the hiring manager shall notify the Director, Human Resources so that applicants can be informed.
      
      
9. Interviews with applicants.
   
   
   1. No formal interviews may be conducted until after the application deadline date.
      
      
   2. The committee shall prepare a basic core of interview questions for all applicants. Demonstrations, tests or other exercises to be completed by the applicants may be devised by the committee. Demonstrations, tests or other exercises devised by the committee must be coordinated with the hiring manager and approved by the Director, Human Resources. Spontaneous, follow-up questions may be asked during the course of the interview. All prepared or spontaneous questions must be non-discriminatory, and they must logically relate to duties in the position description.
      
      
   3. The committee shall determine which applicants will be interviewed.
      
      
   4. The hiring manager may provide travel costs for applicants from the cost center's budget with the approval of the President or appropriate vice-president.
      
      
   5. It shall be up to the screening committee to determine if the nature of the position is such that it would be appropriate for persons who are not committee members or administrators involved in the hiring process to meet the applicants being interviewed. If such meetings are determined to be appropriate, the committee shall plan the place and time and shall notify the college community of the opportunity to meet the applicants. If such meetings are held, the hiring manager may solicit and take into consideration the opinions of those persons who met the applicants.
      
      
   6. Telephone interviews may be used. A telephone interview does not substitute for a personal interview at the College. No applicant can be recommended who has not had a personal interview with the hiring manager.
      
      
   7. After the interviews have been concluded, the committee may decide to return to the applicant pool and interview additional applicants.
      
      
   8. It is preferable that the same person contact all references. It shall be the choice of the hiring manager as to whether s/he or a member of the committee shall contact references.
      
      
10. Recommendation/decision process
    
    
    1. Applicants who are recommended for a position must come from the pool of applicants and must have been interviewed by the committee and appropriate administrators.
       
       
    2. After interviews have been completed, the committee, acting through the chair, shall make a recommendation to the hiring manager.
       
       
    3. The hiring manager will ask the committee to recommend a maximum of five applicants. Applicants will be recommended in alphabetical order with no ranking indicated.
       
       
    4. If the hiring manager does not concur with the committee's recommendation, s/he shall meet with the committee to discuss the lack of agreement. If there is still no agreement between the committee and the hiring manager, the recommendation from the hiring manager to other administrators within the chain of authority shall indicate the lack of concurrence and the reasons for it.
       
       
    5. Once the committee recommendation has been made, further contacts by any applicant shall be referred to the Director, Human Resources.
       
       
11. The President has the authority to waive any or all of this procedure.

Recruitment and Selection of Adjunct Faculty - Procedure 2.0200

Purpose:

To ensure that the College, an equal opportunity employer, employs persons who meet the requirements for positions in compliance with all applicable laws, including those relating to race, color, sex, age, religion, national origin or disability.

Procedure

Recruitment:

1. Advertising for part-time instructional positions is optional. When advertising is desired, the hiring manager completes a position advertisement form (108) and submits it to the Dean of Personnel Services for approval.
2. When advertising is desired the Dean of Personnel Services coordinates the advertising of the part-time instructor position with the hiring manager.
3. Receipt of Applications:
4. An SCC application must be on file for an applicant to be considered for a position.
5. Applications for employment with the College are filed with the Personnel Office, and it is the responsibility of this office to process the applications and establish a position file and an applicant pool.
6. The Personnel Office accepts applications for part-time instructional positions on a continuing basis and retains them on file for two calendar years from the end of the calendar year in which they are received. A separate application is required for each discipline or instructional area.
7. Applicants who are applying for position vacancies requiring degrees must provide official transcripts from each degree granting institution.
8. Adjunct instructors must provide the College with transcripts by the end of the first academic term of employment. Adjunct instructors will not be reappointed unless the official transcripts have been received. The Personnel Office will send the hiring manager the names of those adjuncts whose files do not include official transcripts by the end of the first term in which they are employed.
9. Applicants who are applying for position vacancies and who are substituting work experience and/or special training for educational requirements to meet SCC employment criteria must provide documentation of that experience.

Reference and Background Checks:

1. The hiring manager is responsible for all background and reference checks.
2. If information obtained from reference checks is to be retained it must be kept in the Personnel Office.

Selection and Approval of Applicant:

1. The hiring manager completes a Recommendation for Employment, Part-Time Instruction form (No.97) and an Approved To Teach form (No. 106), to recommend an applicant.
2. The recommendation is forwarded for consideration to the appropriate dean.
3. The hiring manager makes an offer of employment to the selected candidate.
4. When the Personnel Office receives an employment recommendation, staff will enter personal information in the Personnel Database within two working days.
5. Personnel in the Executive Vice-President's office will enter the information from the Approved To Teach form in the IDSS Database. The Approved To Teach form is then sent to the Personnel Office for insertion in the applicant's file.
6. Disapproved recommendations may be resubmitted.
7. The Dean of Personnel Services prepares a summary of final recommendations each month and presents them to the Board for approval. Adjunct instructors may teach pending Board approval.
8. Appointees are notified of Board action by the Personnel Office.
9. An adjunct faculty member may be recommended for employment in subsequent terms without repeating the previous steps. When a twelve-month break in service occurs, the procedure must be repeated.

Background Checks for Employees - Procedure 2.0300

Purpose

Seminole Community College employs well-qualified faculty and staff. Thorough background checks will be required of all current and potential SCC employees. The purpose of this procedure is to describe the types of background checks that may be administered and findings that may render an individual ineligible for employment.

Procedure

Definition:
Conviction: A conviction is defined as any finding of guilt by a court, whether as the result of trial or the entry of a plea of guilty or plea of nolo contendere.

Background Checks

1. The College will conduct various types of background checks which may include, but are not limited to:
   
   1. Criminal background
   2. Credit check
   3. Driver's license check
   4. Previous employment and references
2. The Office of Human Resources will determine what background checks shall be conducted for each position, based upon its review of job descriptions and the responsibilities of the position. These include, but are not limited to, positions that have access to money, master keys, security-sensitive areas and confidential information; positions that have the capability to create, delete, or alter records; and positions that are responsible for the care and instruction of children.
3. None of the provisions of this procedure shall be used as the basis for illegal discrimination or retaliation against any individuals or groups.
4. All job postings will include a statement indicating that candidates may be subject to background investigations.
5. All final candidates will be given, upon interview, a background investigation authorization to complete. Background investigations will normally be conducted on the intended offeree only. All offer letters must include a statement that the offer is contingent on the results of a background check. Refusal to sign the background investigation authorization shall eliminate the candidate from further consideration for employment.
6. The Office of Human Resources is responsible for ensuring compliance with the requirements of the Fair Credit Reporting Act. Should an adverse action be contemplated or taken because of the results of a background investigation on matters covered by the Fair Credit Reporting Act, the Office of Human Resources shall comply with the notice provisions of the Fair Credit Reporting Act.

Individuals Subject to Background Checks

1. Criminal Background Checks.
   Criminal background checks will be conducted and documented by the Office of Human Resources for all current employees who have never had a criminal background check, all new employees, and for rehired employees who have had a break in service of one year or more.
2. Credit Check
   A pre-employment credit check will be conducted on finalists for positions that are directly involved in the finances of the College. Such positions may include but are not limited to: President; Vice President for Administrative and Business Services; and Comptroller. Credit checks will be conducted and documented by the Director of Human Resources and results will be provided to the hiring manager.
3. Driver's License Check
   A driver's license check will be conducted on all employees who drive a College-owned vehicle during the course of their work at SCC. Driver's license checks will be conducted and documented by the Human Resources Department.
4. Previous Employment and References
   Previous employment and references will be verified for all new employees or employees who are rehired following a break in SCC service of 12 months or longer. Previous employment and reference checks will be conducted and documented by the hiring manager.

Criminal Background Check Findings and Employment Eligibility

1. The Office of Human Resources will coordinate the criminal history check process. Results of the criminal history background check shall be sent directly to the Director of Human Resources, or designee.
2. Upon receipt of criminal history results, the Director of Human Resources, or designee, shall review and evaluate all criminal history records. Results that indicate any conviction or deferred adjudication from the age of eighteen will be reviewed based on the nature of the offense as it relates to the employment involved and its implications for the general safety and security of the campus community.
3. The determination of eligibility for employment shall be made on a case-by-case basis. Where there is a record of criminal conviction or deferred adjudication, consideration shall be given to, but is not limited to, the following factors:
   
   
   1. the specific duties of the position
   2. the nature of the offense
   3. the number of offenses and circumstances of each
   4. how long ago the conviction occurred
   5. whether the offense arose out of an employment situation, and
   6. the accuracy of any explanation on the application.
4. After the review and evaluation of a candidate's criminal history by the Office of Human Resources, the Director of Human Resources will make an initial determination whether the candidate presents a questionable risk for hire, promotion, reclassification, transfer or continued employment. The Director of Human Resources will then consult with others as appropriate to ensure that the employment decision is fair and legal based on the information obtained.
5. If it is determined that the candidate does not possess the qualifications or characteristics necessary to perform the duties of the position most effectively, or would not be the best candidate to serve the institution in the position, an offer of employment, promotion, reclassification or transfer should not be made. The Director of Human Resources will inform any Screening Committee involved in the hiring process that the candidate is not eligible for employment.
6. In the event that a finalist's criminal history results in an adverse hiring decision, the Office of Human Resources will be responsible for notifying the candidate in accordance with the Fair Credit Reporting Act. Prior to taking adverse action, the Office of Human Resources will provide the candidate with a copy of the background check report, along with a summary of rights. After the adverse action is taken, the candidate will be given an adverse action notice.
7. False statements, including omissions, of material fact, will disqualify an applicant from further consideration from employment. An applicant who provides misleading, erroneous, or deceptive information on the application form, resume, credential documents, disclosure form, or in an interview will be eliminated from further consideration for employment or be subject to employment termination.

Reduction in Force - Procedure 2.0400

Purpose:

To set out a procedure for the reduction of personnel when required because of financial exigency or for more efficient operation of the College.

1. Employee(s) affected by a reduction in force will be determined by the needs of the College. In the determination of which employee(s) will be affected, due consideration will be given to such factors as (1) the essentiality of the position, (2) work performance, (3) attendance record, and (4) supervisory recommendations. If all factors are equal, length of service to the College will be the determining factor.
   
   
2. The affected employee will be given at least two (2) weeks notice prior to the reduction. The employee will receive severance which equals 10% percent of the affected employee's annual base salary plus three (3) months of health and dental coverage for the employee. Affected employees shall have the right to participate in the College Group Health Insurance Program under the provision of COBRA for a total of 18 months from the date of termination.
   
   

   Recommended by	Executive Staff	Date	2/26/02
   Approved:	President, E.Ann McGee	Date	4/1/01

Reorganization - Procedure 2.0450

Purpose:

To define the procedure to be used when establishing one or more new operating units, consolidating operating units, dissolving an operating unit, reorganizing one or more operating units, and/or changing reporting relationships within existing operating units of the College.

Definitions:

Reorganization: A rearrangement of departments, duties, responsibilities, and/or reporting relationships of positions within or between operating units. Position appointments, reclassifications and other related personnel actions might occur as a result of the reorganization process. During a reorganization, situations may arise when additional or temporary positions and reporting relationships may be established for a specified period during a transition.

Procedure:

1. Planning and Implementation Timeline
   
   Although reorganizations normally are effective at the beginning of the fiscal year (July 1st ), they may occur at any time. When planning to reorganize departments, positions, etc., the Administrator(s) involved will consider the impact of proposed changes on:
   
   
   • The beginning/end of the fiscal, academic, and calendar years;
   • Schedule building, college catalog printing, student registration, financial aid processing;
   • Payroll deadlines;
   • Lead times required for recruiting staff;
   • Lead times required for securing space, furniture, and equipment;
   • Short-term and projected long-term financial impact;
   • Impact on student learning and success
   
   Reorganization proposals should be submitted to the President well in advance of a proposed effective date to allow adequate time for review and assessment of the proposed or phased-in recommendation.
2. Administrative Process
   
   
   1. Proposal Development
      The Administrator(s) initiating the reorganization will prepare a Proposal that includes but is not limited to:
      • A written description of the proposed changes, the rationale behind them, and their relationship to the College's strategic goals;
      • Current and proposed organization charts;
      • Current and proposed position descriptions showing any changes in duties or responsibilities;
      • Short-term and projected financial impact of the reorganization.
      
      The Administrator initiating the reorganization is responsible to review any recommended personnel actions with the Office of Human Resources prior to preparing the Proposal for consideration by the President.
   2. Proposal Approval
      
      Upon completion, the Administrator will submit the developed Proposal to the appropriate Vice President (VP) or President for review and refinement as necessary.
      
      The VP/President may elect to discuss the proposed reorganization with Executive Team, Human Resources or others prior to making a recommendation to the President.
      
      The Vice President is responsible for making a specific recommendation and forwarding the Proposal to the President.
      
      The President may approve all, any portion or none of the Proposal. If approved to any degree, the President shall assign a person, usually the Administrator/Vice President who initiates the reorganization, to oversee the timely and orderly implementation of the Proposal as approved.
      
      The President may waive recruitment and appoint personnel to any current or new positions related to the reorganization. The President will ensure that such personnel actions are congruent with the College's strategic objectives and commitment to diversity.
   3. Implementation of an Approved Proposal
      
      The Person assigned to oversee the implementation shall work with the Office of Human Resources to implement personnel changes resulting from the reorganization.
      
      • changes in the classification, pay grade, and salary of positions;
      • job data changes required (i.e., job code changes, reclassifications, changes in reporting relationships);
      • accounting for the creation/filling/elimination of existing positions;
      • coordinating updates to the staffing table with the Office of Finance and Budget
      • completion and distribution of forms that are required to process any changes or notices for hiring;
      • notification of constituents that the reorganization has been approved and that changes are forthcoming.
      
      The Person assigned to oversee the implementation will be responsible for working with all other areas of the College as noted below for the timely and orderly implementation of the reorganization as approved.
      
      
      • Finance and Budget Office
        To change existing/create new departments and chart fields in the Finance system and notify budget managers and constituents upon completion.
        To process necessary budget amendments.
      • Purchasing
        To establish protocols for initiating and approving purchases.
      • Payroll Office
        To address processing time reporting and time approval roles as assigned by the reorganized department(s).
      • Facilities Planning and Plant Operations Office
        To ensure that employees' work environments are compliant and suitably furnished.
      • Security Office
        To ensure that keys are collected/distributed in accordance with established practice and process.
      • Property Control Office
        To ensure that the quantity and location of all furniture, equipment, and College property is accounted for and properly inventoried.
      • CTS: PS Security, Network Administration, and Telecommunications
        To change permissions and roles, and add or delete access to the PeopleSoft Financial, Human Resources, and Student Administration systems.
        To provide access to network and GroupWise
        To relocate, add, and/or delete telephone service and assignment of long distance codes.
3. Miscellaneous
   • Appointments, reclassifications, reassignments, and other related personnel actions developed under this procedure will be brought to the Board as part of the regular monthly personnel recommendations.
   • Recommendations of annual contract appointments may be revised as necessary to implement the reorganization

Contract Personnel; Dismissal or Return to Annual Contract, Hearing Options - Procedure 2.0500

Purpose:

It is the purpose of this procedure to provide due process by providing the option for a hearing before the District Board of Trustees to employees of the College as follows:

• Those terminated while on Annual Contract or Continuing Contract; or
• Those on Continuing Contract that are returning to annual contract.

Procedure:

1. An employee on Annual Contract shall have the right to a hearing before the District Board of Trustees if terminated prior to the contract's expiration date.
2. An employee on Continuing Contract shall have the right to a hearing before the District Board of Trustees (the "Board") if terminated or returned to Annual Contract. As an alternative, but not in addition to the hearing rights provided by this procedure, the employee may elect to request an administrative hearing in accordance with the guidelines of Chapter 120, Florida Statutes, by filing a petition with the Board within twenty-one (21) days of notice of the Board's action.
3. The President shall notify the affected employee in writing of the recommendation for termination or return to Annual Contract. The notice by the President to the affected employee shall include the basis for the action and the recommendation(s) to be made to the Board.
4. If the recommendation of the President is approved by the Board, the President shall give notice of the Board's action to the affected employee within five (5) calendar days of the Board's action. The notice shall advise the employee that he or she may request a hearing and that said request must be made in writing to the Board within ten (10) calendar days after the employee's receipt of the notice of Board action. A copy of this procedure shall accompany the notice.
5. Any notices to the affected employee governed by the time requirements hereof shall be sent by certified mail return receipt requested, or hand delivered to the employee with instructions to the individual delivering the notice to record the time and date of delivery and provide the Board with proof of personal notification.
6. . If the employee requests a hearing before the Board, the Board shall, at its next regularly scheduled meeting, establish and have the Secretary of the Board communicate to the employee in writing, that the full Board or the member of the Board designated as the Board's hearing officer, will conduct the hearing. The notice shall also inform the employee of the following:
   
   • The time and place of the hearing;
   • That the employee shall have the right to be heard in their own defense;
   • That the employee shall have the right to be represented by legal counsel of their choosing at their own expense, or to represent themselves;
   • That the employee or their counsel shall have the right to produce and cross-examine witnesses; and to produce relevant evidence;
   • That all parties shall be afforded the opportunity to procure the assistance of the Board in obtaining the attendance of witnesses.
7. Not later than ten (10) calendar days prior to the hearing, the parties shall exchange a list of the names and addresses of witnesses to be called at the hearing, a statement of the issue(s) of the case, and a statement as to any proposed evidence, such as all papers, statements, documents, or other tangible evidence to be introduced at the hearing. Each party shall have the right to examine and copy the evidence of the other party. Rebuttal witnesses need not be listed.
8. The hearing shall be conducted in the following manner:
   
   • The hearing shall be fully and accurately recorded and all testimony and exhibits shall be preserved. The Board shall be responsible for providing an electronic recorder or certified court reporter. The employee may choose to provide a court reporter at his or her own expense and notify the Board accordingly.
   • The rules of evidence in accordance with the dictates of Chapter 120, Florida Statutes, shall be implemented during the hearing. All rulings as to the admissibility of evidence shall be made by the Board's hearing officer or, if heard by the full Board, by the Chairperson of the Board. Rulings of the Chairperson shall be subject to challenge by any member seated and subject to determination by majority vote of the members.
   • The Board or designated hearing officer, shall inform the parties of the following procedures:
     • Each party shall have the opportunity to make an opening statement.
     • The College will present its case.
     • At the conclusion of the College's case, the employee will present his/her case.
     • Each party shall be afforded the opportunity to cross-examine witnesses.
     • The designated hearing officer or the members of the Board shall have the opportunity to inquire of the witnesses and review the evidence.
     • All witnesses shall be duly sworn prior to testifying.
     • Each party shall be afforded the opportunity to present a final argument.
9. All hearings are public and no interested person shall be precluded from attendance except upon implementation of the rule of sequestration of witnesses.
10. Ex parte communications germane to the subject matter of the pending action are prohibited and shall be excluded from consideration by the Board or hearing officer. Ex parte communications shall be disclosed including;
    
    • Name of such person;
    • Matter(s) sought to be communicated;
    • intended recipient of the communication;
    
    
    Such communication(s) shall be grounds for mistrial.
11. The College bears the burden of proving that the recommended action is supported by substantial competent evidence.
12. The Board or designated hearing officer shall make findings, conclusions and a final determination of the issues solely upon the evidence presented at the hearing. A final written order shall be prepared and delivered to all parties within a reasonable time after the hearing.
13. The decision by the Board or designated hearing officer shall be final.
14. Any appeal of the final written Order shall be perfected and filed within thirty (30) days of entry of the Order.

Overloads - Procedure 2.0701

Purpose:

To better accomplish the instructional goals of the college and to meet student demand for courses, faculty and staff may be permitted to teach courses above the normal workload. This procedure outlines the conditions and process for such assignments.

Definition: An overload is defined to be any class load that is assigned in addition to the regular class load for and instructor. Regular class loads may vary by divisions.

Procedure:

1. Overload hours are in addition to the 37.5 hour work week.
   
   
2. A chair or director may recommend a faculty member to teach ninety student contact hours of overload in each of the three major terms. In addition, a faculty member may work with students in Cooperative Education (2949) or Directed Individual Studies (2905). The chair or director is responsible for checking the faculty member's teaching assignments in other departments before recommending an overload.
   
   
3. The chair or director shall include any approved release time when determining the full-time load for the purpose of calculating overloads for full-time faculty.
   
   
4. College employees whose normal work assignment is other than teaching may be assigned to teach courses as an overload at a time other than their normal duty day. The chair or director recommending the assignment should be sure that the employee has the approval of his or her supervisor.
   
   
5. Whenever possible, the dean will approve overload requests prior to the start of the development of the class schedule.
   
   
6. All overloads will be reported by the department chair or director on the preliminary load sheet for each term. The chair or director will insure that all overloads are for contact hours above the assigned full-time load.
   
   
7. Once the preliminary load sheet has been reviewed by the chair or director, in consultation with the faculty member, the official load sheets will be distributed for signatures.
   
   
8. The dean shall approve for overload pay only those student contact hours that are shown on the official load sheet for the instructor. All overloads shall be paid at the appropriate part-time salary schedule rates.
   
9. Overload exceeding 90 course contact hours exclusion of COOP and DIS must be approved by the over allowable load procedure.

Faculty Underloads - Procedure 2.0702

Purpose:

District Board of Trustees Policy requires the President to approve assigning a full-time faculty member to less than a full teaching load. This procedure outlines the steps to be taken to receive such approval.

Procedure:

1. When a department chair or director realizes that a full-time instructor may not have a full teaching load, the dean shall be notified immediately.
   
   
2. The dean, in consultation with the instructor, the chair or director, and other deans as appropriate, will try to identify a full teaching load for the faculty member.
   
   
3. If efforts to identify a full load for the instructor are not successful, the chair or director will recommend alternative assignments for the instructor. A copy of the faculty member's official load sheet for the term in question will be attached to the recommendations and forwarded to the dean.
   
   
4. The dean, in consultation with the chair or director and the instructor, may revise the recommended alternative assignments.
   
   
5. If the dean concurs with the recommendations, the recommendations will be initialed and forwarded to the appropriate Vice President.
   
   
6. The Vice President will review the recommendations and either approve them or return them to the dean for revision.
   
   
7. During each term, the Vice President will submit a list of approved underloads to the President.
   
   
8. When an underload occurs for any two terms within a two year period, the need to continue that faculty position or to revise the faculty contract will be analyzed by the appropriate Vice President, Dean, and Department Chair. The Vice President shall report results of this analysis to the President.
   
   

Release Time from Teaching - Procedure 2.0703

Purpose:

The full-time faculty of the college represents a source of talent and experience above and beyond its teaching skills that can be called upon to further the aims of the college. When a faculty member provides such service, there is an appropriate reduction in teaching assignments. This procedure defines the process for assigning release time.

Procedure:

1. Department Chairs and Directors are responsible for initiating requests for release time for full-time faculty. A Dean may initiate requests for release time. A Faculty Release Time Request form (SCC Form 93-5/91) must be completed for each faculty member who is being recommended to teach less than a full load.
   
   
2. The completed forms will be forwarded to the Dean for review and signature at least thirty duty days prior to the start of the development of the class schedule for the term in which the release time is requested.
   
   
3. If the Dean agrees with the request, it will be forwarded within five duty days to the Vice President for Educational Programs. Otherwise, the recommendation will be returned, with explanation, to the originator.
   
   
4. The Vice President for Educational Programs will review Release Time Requests to ensure that they are administered consistently throughout the college.
   
   
5. The basis for all faculty release time is the normal teaching load for the faculty member. Implicit in teaching load calculations is the preparation time for each course; therefore, release time represents a percent of total effort based on a 37.5 hour work week. For example, three hours of release time for a faculty member whose normal load is fifteen hours would equate to the part of the work week associated with the preparation and teaching of a three credit course. In most cases the reassignment will be scheduled on campus.
   
   
6. A faculty member who is receiving release time may teach overload classes if the overload is scheduled in addition to the required 37 1/2 hours (32 1/2 hours on campus).
   
   
7. Upon approval, the Vice President will enter all release time on the faculty member's load sheet. A copy of the approved Faculty Release Time Request form will be sent to the Dean.
   
   
8. If the Vice President does not approve a request for release time, the Faculty Release Time Request form will be returned to the Dean with an explanation prior to the beginning of the development of the class schedule. The Dean will inform the originator of the request.
   
   
9. Not later than the end of the fourth week of classes, the Vice President will provide the President and each instructional Dean with a summary of all approved release times for the term.

Virtual Office Hours - Procedure 2.0704

Purpose:

To implement virtual office hours as an alternative to "on campus" office hours in situations that warrant such virtual office hours. When conducting virtual office hours, the faculty member conducts electronic communication (instead of face-to-face) with students. These virtual office hours may be conducted on or off campus.

Procedure:

1. A faculty member shall initiate a Request for Virtual Office Hours form by completing part I. A course syllabus (or syllabi) must be attached clearly indicating how and when the virtual office hours will be conducted.
   
   
2. Faculty member shall submit the form to his/her Department Chair for review and approval. The completed form shall be submitted prior to the start of the academic term in which virtual office hours are being requested.
   
   
3. The Department Chair shall indicate approval by signing and dating the form and forwarding it to the Dean.
   
   
4. The Department Chair can deny the request by checking the "Request Denied" box and entering a reason in the space provided. The Department Chair shall then sign and date the form. The form is returned to the initiating faculty member.
   
   
5. The Dean shall indicate approval by signing and dating the form. Copies are returned to the Department Chair and the initiating faculty member.
   
   
6. The Dean can deny the request by checking the "Request Denied" box and entering a reason in the space provided. The Dean shall then sign and date the form. Copies are returned to the Department Chair and the initiating faculty member.
   
   

How To Report Work-Related Injuries - Procedure 2.1100

Purpose:

Procedure:

1. General
   
   
   1. ALL WORK-RELATED INJURIES SHALL BE REPORTED ON THE COLLEGE ACCIDENT/INCIDENT REPORT WHETHER THE INJURY REQUIRES MEDICAL ATTENTION OR NOT!
      
      
   2. It is the responsibility of the injured employee to immediately complete an Accident/Incident report, sign the report (FCC/RMC Form F-277) as "claimant" (Section 8) and deliver it to the appropriate supervisor for review and approval. (Note: If the injury is of an emergency nature, requiring immediate medical treatment - it is the responsibility of the supervisor or designee to report the injury.)
      
      
   3. The completed Accident/Incident report shall then be immediately forwarded to the Risk Management Coordinator's office (Director of Business Services).
      
      
   4. Any injured college employee is required to obtain college authorization from the Risk Management Coordinator, or his designee, prior to medical treatment. Medical treatment can only be provided by the college's designated medical services provider - except in the case where immediate emergency medical treatment is required.
      
      
   5. Failure to report a work-related injury in a timely manner could result in the injured employee being denied workers' compensation eligibility and may require disciplinary action.
      
      
2. "Band-Aid" injuries (requiring no outside medical attention and no lost time from work).
   
   
   1. Complete sections 1, 2, 3, 6, 7 and 8 of the Accident/Incident report.
      
      
      Be certain to complete all blocks in section 3, most importantly, section 3A.
      
      
   2. Process the Accident/Incident report as indicated in the procedure "How to Report Work-Related Injuries".
      
      
3. Medical Only (requiring medical attention by a provider outside the college but no lost time from work other than the visit to the medical provider).
   
   
   1. Complete sections 1, 2, 3, 6, 7 and 8 of the Accident/Incident report.
      
      
      Block 3A of section 3 should be marked "yes".
      
      
   2. Process the Accident/Incident report as indicated in the procedure "How to Report Work-Related Injuries".
      
      
   3. The injured employee must obtain authorization to see a college designated medical provider via A Referral for Medical Services form issued by the Risk Management Coordinator or a designee. Department heads, supervisors, etc., shall not make medical referrals.
      
      
      In the case of an emergency requiring immediate medical attention, the Risk Management Coordinator, or a designee, must be immediately notified either by a witness to the injury or the supervisor of the injured employee. Only the Accident/Incident report must be submitted to the Risk Management Coordinator immediately after the emergency.
      
      
   4. The employee must also have a Notice of Injury completed by the Risk Management Coordinator and sign the Notice of Injury within three (3) working days after requesting medical attention.
      
      
4. Lost Time (requiring the employee to be absent from work for more than one (1) week).
   
   
   1. Follow procedure B (Medical Only).
      
      
5. Medical Emergency (injury requiring immediate transfer to a medical facility).
   
   
   1. Call 9 - 9-1-1 immediately or have college telephone operators do so.
      
      
      No authorization is needed from the Risk Management Coordinator's office under these circumstances.
      
      
   2. Notify the Security office immediately (ext. 2178).
      
      
   3. Someone should stay with injured person until assistance arrives.
      
      
   4. Notify supervisor of injured employee, supervisor in turn, is responsible for notifying the Risk Management Coordinator.
      
      
6. If you are unable to return to work immediately due to a work related injury:
   
   
   1. Unless you have been given a doctor's excuse for a specific time period and provided your supervisor with a copy, you must call your supervisor every day.
      
      
   2. You must have prior authorization from the college's Risk Management Coordinator for recurring medical attention or other opinions unless the doctor specifically schedules you for a follow-up visit.
      
      
   3. Keep all medical appointments with the College authorized physician, until a release is received by the physician.
      
      
   4. Failure to report to duty on the first day after being released could result in the absence not being paid and you may be subject to disciplinary action, unless some other form of leave is approved prior to the absence.
      
      
   5. If you are to return to work with limitations, you must obtain written directions from the doctor specifying those limitations and the estimated length of time involved. This documentation should be provided on the Referral for Medical Services form originally supplied to the physician upon you initial visit or on the physicians own form. The Risk Management Office will work with your supervisor in delegating the type of work you are limited to. If appropriate light duty in your department cannot be assigned, you will be assigned light duty responsibilities in another departmental area - at the discretion of the College.

Authorized Medical Facilities

Alafaya Woods Family Medical Center
110 Alafaya Woods Blvd., Oviedo,FL
407-366-3577

Altamonte Springs Centra Care
440 W. State Road 436 Altamonte Springs, FL
Phone: 407-788-2000

Kissimmee Centra Care
7848 W. Hwy 192 Kissimmee, FL
Phone: 407-397-7032

Lee Road Centra Care
2540 Lee Road Winter Park, FL
Phone: 407-629-9281

Longwood Centra Care
855 S. Highway 17-92 Longwood, FL
Phone: 407-699-8400

Oakridge Road Centra Care
1462 W. Oak Ridge Road Orlando, FL
Phone: 407-851-6478

Orlando Centra Care
601 Rollins Street, Orlando, FL
Phone: 407-896-6611

Oviedo Centra Care
1410 W. Broadway Street Oviedo, FL
Phone: 407-359-5098

Quick Care Medical Treatment
650 W. Plymouth Avenue, Deland, FL
Phone: 386-736-6070

Pine Hills Centra Care
4801 Silver Star Road Orlando, FL
Phone: 407-291-2400

Sanford Centra Care
308 N. Entrance Rd., Sanford, FL
Phone: 407-330-3412

Vineland Centra Care
6001 Vineland Road Orlando, FL
Phone: 407-351-6682

The following medical facilities are to be used only when referred by Centra Care.

Orlando Orthopedic Center
Lawrence S. Halperin, MD
515 W. St. Rd. 434 Ste. 310 Longwood, FL 32752
Phone: 904-834-1556

Jewett Orthopedic Clinic, P.A.
515 W. Hwy. 434 Ste. 210 Longwood, FL 32750
Phone: 407-767-9610

The following medical facilities are to be used only for emergencies or if the College is closed and Security Staff is not on duty to assist.

Central Florida Regional Hospital
1401 W. Seminole Boulevard Sanford, FL 32773
Phone: 407-321-4500

Orlando Regional Healthcare Systems
1414 S. Kuhl Avenue, Orlando, FL
Phone: 407-841-5111

South Seminole Community Hospital
555 W. State Rd. 434 Longwood, FL 32750
Phone: 407-767-1200

Winter Park Memorial Hospital
200 N. Lakemont Avenue, Winter Park, FL 32792
Phone: 407-646-7000

Full-Time Teaching Faculty Evaluation - Procedure 2.1500

Purpose:

The faculty evaluation process is intended to encourage and support professional development as well as to promote personal reflection, planning, and experimentation on the part of each faculty member. It also provides a positive environment and collegial context for review of teaching purposes, strategies, and materials. The procedure also provides a basis for any necessary personnel action.

Procedure:

1. By September 30, each full-time faculty member will complete the Goals section of the Faculty Goals and Accomplishments form (SCC form number 102.1), and deliver it to the department chair or director.
   
   
2. By October 15, the department chair or director will meet with the faculty member to discuss the goals. A signed copy of the goals will be kept in the department or division office until the May meeting. The goals may be modified during the year with the approval of the department chair or director.
   
   
3. Between March 1 and April 15, all faculty will have Student Perception of Instruction forms (SCC form number 102.2) completed by students in each section, in accordance with published guidelines. These forms will be tabulated by the Data Processing Office. The faculty member and the department chair or director will receive a summary report for each section and a composite report for each faculty member during the second week of Term III-A classes. Written student comments will be forwarded to the department chair or director at the same time. Following review by the department chair or director, all student comment sheets will be forwarded in a sealed envelope to the faculty member.
   
   
4. By May 10, each full-time faculty member will complete the Accomplishments section of the Faculty Goals and Accomplishment form and submit it to the department chair or director.
   
   
5. The department chair or director will review the Student Perception of Instruction summaries and the Faculty Goals and Accomplishments form and then will complete the Overall Summary form (SCC form number 102.3).
   
   
6. By the end of Term III-A, the department chair or director will meet with each full-time faculty member assigned to the instructional unit to discuss the overall evaluation.
   
   
7. The faculty member may add written comments to the evaluation form and will sign the form to verify the discussion.
   
   
8. If an unresolved issue remains after the discussion, the faculty member has ten contracted duty days to provide a written statement to the department chair or director outlining the concerns and suggesting adjustments to the evaluation. The department chair and director will respond in writing within ten duty days of the receipt of the statement.
   
   
9. If the issue remains unresolved, then it will be reviewed through administrative channels by the director, if appropriate, and the dean. Within ten duty days the director, if appropriate, and the dean will add a statement to the evaluation materials. A copy of the statement will be given both to the department chair or director and to the faculty member.
   
   
10. Any faculty member receiving an evaluation of unsatisfactory may appeal the decision in accordance with the college grievance procedure (SCC procedure 2.1800).
    
    
11. Before the last day of Term III-B the dean will review and sign each Overall Summary form, then forward this document to the Executive Vice President.
    
    
12. By the last duty day in August the vice president will sign the Faculty Evaluation form of each full-time member and forward the Overall Summary forms to the Personnel Office. The evaluation will be filed as a confidential part of the faculty member's official personnel record.
    
    
13. In addition to the process outlined above, the following apply to full-time faculty members on annual contract.
    
    
    1. During Term I the department chair or director will visit at least one class session.
       
       
    2. During the month of November, Student Perception of Instruction forms will be completed by each section.
       
       
    3. Before January 30 the faculty member and the chair or director will receive a summary report for each section, and a composite report for each faculty member. The department chair or director will meet with the faculty member to discuss performance.
       
       

Non-Instructional Personnel Performance Appraisal Procedure - Procedure 2.1501

Purpose:

To define the procedure for conducting performance appraisals for full-time and regular part-time employees.

A performance appraisal for each employee is to be performed annually to encourage quality work performance, job related development, and effective communication between supervisors and employees. The process should promote understanding between supervisors and employees as to job requirements, expectations, and performance levels achieved.

Appraisal of performance is closely linked to the specifications in the Position Description. Supervisors are to review for accuracy, and revise if necessary, the employee's Position Description as part of the performance appraisal process. Changes are to be submitted to the Human Resources office.

Procedure:

1. The appraisal period will normally be January 1 through December 31.
   
   The appraisal interview process should be completed by the end of February.
   
   Employee comments and appeals must be completed and the appraisals given to the appraiser's supervisor; and, subsequently to the President or appropriate vice-president by the end of March.
   
   By April 1, the supervisor will send the completed appraisals with any attachments to the Human Resources office in a confidential envelope. The appraisal will be filed in the limited access section of the employee's personnel file. No copies should be made or filed.
   
   
2. During January and February each year, performance appraisal interviews for the previous calendar year shall be conducted. Employees hired during the appraisal period shall be appraised for the partial year.
   
   The performance appraisal process shall be discussed with newly hired employees during their orientation and they shall be given a copy of the appraisal form.
   
   Career employees who are new to a position by virtue of being newly hired, reclassified, or being reassigned shall be on probation for their first ninety (90) days. A performance appraisal shall be conducted during the probationary period.
   
   
3. When employees are reclassified and/or reassigned to a new position, the supervisor shall discuss with the employee the performance criteria and standards upon which the appraisal in the new position will be based. In conjunction with this review of standards, the Position Description shall be reviewed with the employee.
   
   
4. At the discretion of the supervisor, this procedure and the associated forms may be used for an interim appraisal. In this event, the subsequent annual appraisal shall be for the period between the interim appraisal and the end of the calendar year.
   
   
5. The appraiser shall prepare for the interview by entering ratings and comments on the Performance Appraisal form and relating the criteria on the form to the requirements on the Position Description.
   
   
6. During the performance appraisal interview, the appraiser shall discuss entries on the appraisal form with the employee. Appraisers shall make comments and recommendations, reinforcing good performance and offering supportive suggestions to improve less than standard performance. Feedback should be specific and related to performance and results. The appraisal process is expected to be used as a tool in maintaining strong performance levels and encouraging employee improvement.
   
   
7. During the performance appraisal interview, specific goals for the following appraisal period are to be formulated. These goals shall be entered on the Performance Appraisal form.
   
   
8. If the employee refuses to sign the performance appraisal form, the supervisor shall so note on the "Employee's Signature" line.
   
   
9. Supervisors are expected to continually monitor employee performance; and, provide direction and guidance so that the employee meeting performance expectations and established goals.
   
   
10. After the interview, the employee will be given two duty days to review a copy of the appraisal after which the employee may provide a written statement to the appraiser outlining concerns and suggesting revisions to the appraisal. Upon receipt of the employee's written statement, the appraiser will respond in writing and may discuss the employees concerns with her/his supervisor.
    
    If issues remain unresolved, they will be reviewed by the appraiser's supervisor. The supervisor may add comments to the appraisal form.
    
    An employee who receives an unsatisfactory rating, may appeal to the next level supervisor.
    
    
11. The supervisor will provide the employee a copy of the appraisal after all the required signatures are affixed. No other copies should be made or filed.
    
    
12. A scheduled salary increase will be processed for qualified employees who (1) have a current performance appraisal on file in the Human Resources Office, and (2) receive an overall performance rating of "Outstanding"; "Exceeds Expectations"; "Meets Expectations"; or "Needs Improvement."
    
    

Adjunct Teaching Faculty Evaluation - Procedure 2.1502

Purpose:

The adjunct teaching faculty evaluation process is intended to improve the teaching/learning environment.

Procedure:

1. Adjunct faculty (instructor of record) teaching courses totaling at least 30 contact hours in a term, will be evaluated either during that term or in the next term in which they teach. In the event that the adjunct faculty member teaches more than one term during an academic year, additional evaluations are not required during that academic year; however, they may be carried out at the supervisor's discretion.
   
   
2. During the term that an adjunct faculty member is to be evaluated, the Student Perception of Instruction form (S.C.C. Form Number 102.2) will be completed by students in each section. These forms will be tabulated by Information Services and compiled in a summary report. The supervisor will receive the student comment sheets collected with the Student Perception of Instruction forms and the summary report. In addition, the supervisor or designee will observe a class session and complete the Adjunct Faculty Observation Form.
   
   
3. The supervisor will complete and sign the evaluation side of the Adjunct Faculty Observation Form. At the end of the semester, the supervisor will give the observation form, a copy of the Student Perception of Instruction summary report and the Student Comment Sheets to the adjunct faculty member. The adjunct faculty member will sign on the back of the Adjunct Faculty Observation Form, write comments if desired, and return it to the supervisor. The supervisor will send the Adjunct Faculty Observation Form along with the summary report of the Student Perception of Instruction sheets to the Human Resources Office for filing in the adjunct faculty member’s personnel file.
   
   
4. Experienced adjunct faculty with a record of satisfactory evaluations in the Human Resource Office may be evaluated by the supervisor on a three year cycle, at the discretion of the supervisor. However, the Student Perception of Instruction and the student comment sheets will continue to be collected on an annual basis, sent to the Human Resources Office and to the adjunct instructor as above.
   
   

Reclassification of Jobs and Positions - Procedure 2.1600

Purpose:

To specify the process through which positions are reclassified to a different Pay Grade.

Procedure: Definitions:

1. Job - A job is a group of positions that are alike with respect to their major or significant tasks and similar enough to be classified in the same pay grade. One or more employees may be employed in the same job. For example, the job of "Staff Assistant" is a group of several "Staff Assistant" positions.
   
   
   1. Job Classification - Placement of jobs in a particular category based on compensable factors.
      
      
   2. Job Reclassification - Reassignment of a job to a different classification based on change(s) in compensable factors.
      
      
   3. Job Analysis - Systematic process used to gather, document, and analyze information necessary to describe jobs and determine their classification.
      
   
   
2. Position - A position is a group of tasks that collectively make up the work assignment of a single employee. Only one employee may be employed in a position.
   
   
   1. Position Classification - Placement of a position in a particular category based on compensable factors.
      
      
   2. Position Reclassification - Reassignment of a position to a different classification based on change(s) in compensable factors.
      
      
   3. Position Review - A process used to gather, document, and analyze information necessary to describe a position and determine its classification.
      
      
   4. Position Number - A number assigned to a specific position. Note: Each employee is assigned a primary position number; however, an employee may be assigned more than one position number.
      
      
   
   
3. Compensable Factors - Jobs or position attributes (such as knowledge, skills ability, effort, responsibility, working conditions) that are used to determine the value of a job or position.
   
   
4. Description of Record - A description of the purpose, tasks, duties, responsibilities, knowledge, skills, abilities, etc. that are necessary to perform a job or position at a minimal level, which has been approved by the direct supervisor and the next level supervisor to whom it is assigned.
   
   
5. Pay Grade - A numbered category on the salary schedule associated with a specific salary range.
   
   
6. Salary Range - The minimum and maximum limits of salaries that will be paid for jobs within a specific classification.
   
   

Procedure for Job Reclassification

1. The Director of Human Resources and designated Human Resources staff periodically will review current SCC job classifications and relationships between jobs to ensure that job classifications and salary ranges are equitable and competitive. Market conditions, benchmark data, salary surveys, job analysis, position reviews, etc. will be considered during this process. Upon conclusion of the review, the Director of Human Resources will make appropriate recommendations to the President regarding the need for a job reclassification and a plan for implementation. The implementation plan will include a recommendation for placing incumbents in the new classification and an estimate of expense.
   
   

Procedure for Position Reclassification

1. An employee may request a Position Review by submitting a written request (memo) to his or her supervisor. The supervisor must note his/her approval to proceed with the review and forward the request for secondary approval. Secondary approval must be given by an administrator at or above the Director/Dean level.
   
   
2. Following approval of the request, the employee's supervisor will initiate a Position Review by meeting with the employee and a Human Resources staff member to record the proposed revisions to the Position Description.
   
   
3. A supervisor may request a Position Review for an employee by following the steps 1 and 2 indicated above.
   
   
4. The Human Resources staff will collect information used to analyze, revise, and evaluate the Position Description using an appropriate method (or combination of methods) which may include interviews with the incumbent and the incumbent's supervisor; questionnaires; observation; a review licensure or certification requirements; internal equity; a review of compensable factors; a review of internal information such as organization charts, job titles and descriptions, pay rates, instructional books or manuals; documented working conditions; a review of external data such as market pay rates, survey data, other classification systems; etc.
   
   
5. Position Review documents will be analyzed by Human Resources staff. The Director of Human Resources will prepare a recommendation to approve or to not approve a reclassification. The recommendation will be forwarded to the appropriate Director/Dean for approval, and then to the appropriate Vice President for approval. The recommendation will then be forwarded to the President for final approval. If it is determined that the reclassification will not be forwarded to the President for approval, the Director of Human Resources will contact the employee and supervisor to explain.
   
   
6. If approved, the President will recommend the reclassification to the Board at its next monthly meeting. The reclassification recommendation will be included in the personnel recommendation package. Board decisions are final.
   
   
7. If the President does not approve a request, the Director of Human Resources will notify the appropriate Vice President and Director/Dean. The Director of Human Resources will meet with the employee and supervisor and will explain the reasons why the reclassification was not approved.
   
   
8. If not approved, a Position Reclassification for the same position will not be considered until twelve months following disapproval.
   
   
9. When a department is considering significant restructuring that affects the duties and responsibilities of several employees within the department, the supervisor will work with a Human Resources staff member to revise position descriptions and review position classification levels. Under these circumstances, the Director of Human Resources may determine that it is in the best interests of the department and the College to review a position that previously was not approved for reclassification even though the 12-month period described above has not ended.
   

Position Reclassification Review Log

The position description of record; a proposed revised position description, when applicable; and, a completed position reclassification request form must be attached. Other supporting documents may be attached as well.

Position Title ____________________________ Position Number _________

Position Currently Occupied By ____________________________________

Please write "n/a" in the appropriate blanks if there is no person in the position preceding yours on this sheet.

                                                                                              Not
                                      Signature                Date   Approved Approved

Employee                     __________________     ________   n/a        n/a

Supervisor                    __________________    ________    ____    ____

Next Level Administrator __________________     ________   ____     ____

Director                       __________________     ________   ____     ____

Vice President              __________________      ________   ____     ____
                                                                    Review  Review

Human Resources         __________________       ________   ____     ____

Executive Staff            __________________       ________   ____     ____

President                    __________________       ________   ____     ____

If Approved, Position Reclassification Effective Date: ____ - ____ - ____

Grievance Procedure for Career Service Employees - Procedure 2.1700

Purpose:

It is the purpose of this procedure to provide full-time Career Service Employees of the College with a fast and fair way to resolve grievances related to job performance by providing a process for review of employment-related issues by senior administration.

Definitions:

"Career Service Employee" is defined as a full-time employee of the College who is paid on the Career Service Salary Schedule.

"Duty Day" is defined as a day of college operation as determined by the District Board of Trustees' approved calendar.

"Grievance Procedure" refers to the process outlined herein to contest an employment-related action by the College, based upon an alleged violation, misrepresentation, or misapplication of Policies, rules, directions, orders, or procedures governing or affecting the employee within the scope of his/her work and work environment. This procedure does not apply to rates of pay for specific positions, disagreements with supervisor decisions (unless there is an indication of the Policy, procedure, etc. that has allegedly been violated), or to complaints of discrimination based on race, color, religion, gender (including sexual harassment), sexual orientation, national origin, age, marital status, or disability.

"Class A Grievance" is defined as any complaint by a Career Service Employee regarding employment-related actions taken by the College that do not result in the loss of income to the Career Service Employee. Employment-related actions that support a Class A Grievance include, but are not limited to: attendance, working conditions, assignment of work, non-selection for promotion, participation in training opportunities, scheduling, leaves, job performance, conduct and attitude, discipline, and corrective actions.

"Class B Grievance" is defined as any complaint by a Career Service Employee regarding employment-related actions taken by the College that have resulted in a loss of income earned through the college to the Career Service Employee. Employment-related actions that support a Class B Grievance include, but are not limited to: reduction in pay grade, suspension without pay, or termination from employment.

Procedure:

Class A Grievance

1. Step I: Discussion with Immediate Supervisor
   
   1. Any individual desiring to pursue a Class A Grievance must first discuss the grievance with his or her supervisor. This discussion should take place no later than ten (10) Duty Days from the incident giving rise to the grievance. The supervisor may engage in informal discussions with the employee and any other individuals involved for purposes of settling differences in the simplest and most direct manner. The individual and/or the supervisor may invite an observer to attend the meeting. The supervisor should make a determination and notify the employee in writing as soon as practical, but no more than ten (10) Duty Days after the informal discussion with the employee.
2. Step II: Written Grievance.
   
   1. If the Class A grievance is not resolved to the employee's satisfaction at Step I, the employee may file a written grievance. The employee must file a written grievance with the next level of supervision (i.e. the supervisor's supervisor) within ten (10) Duty Days after the employee's immediate supervisor has rendered a determination at Step I. A copy of the written grievance must also be given to the immediate supervisor and to the Director of Human Resources. The Office of Human Resources will review the grievance and determine if it meets the criteria for a Class A or Class B Grievance. If necessary, the Office of Legal Affairs and Risk Management and/or another appropriate party will be consulted to assist in making that decision.
   2. Written grievances shall be submitted on a Grievance Report Form, which is available from the Office of Human Resources. The written grievance shall serve as the grievant's position statement and must contain, at a minimum, the following:
      
      1. a complete statement of the grievance, the facts upon which it is based, and a summary of the informal discussions with the immediate supervisor;
      2. an identification of the individual or individuals responsible for the alleged violation;
      3. an identification of any written documentation involved in or pertinent to the grievance
      4. an identification of any individuals with knowledge of the facts surrounding the grievance
      5. an indication of what Policies or procedures, if any, the grievant alleges were violated; and
      6. the remedy or correction requested.
   3. The administrator responsible for receiving the written grievance at this step shall meet with the grievant within ten (10) Duty Days of receiving the grievance, or as soon thereafter as is reasonably practicable. The administrator may also meet with any other individuals allegedly involved in the matter. If discussions have already been held with these individuals at Step I, the administrator, at his or her discretion, may request these individuals to meet again to secure additional information or clarify the information previously given.
   4. The administrator shall then provide a written response to the written grievance within ten (10) Duty Days of meeting with the grievant. A copy of the administrator's answer must be furnished to the grievant's immediate supervisors, the Office of Human Resources, and the appropriate Vice President.
   5. In the event that a grievant files an additional grievance(s) before the first grievance has been resolved, the administrator responsible for receiving the grievance at this step also shall follow this procedure for the additional grievance(s). The administrator shall provide a written answer to the additional grievance(s), clearly identifying which grievance is being addressed by that answer, and shall distribute the answer as indicated above.
   6. The Director of Human Resources or designee shall ensure that Steps I and II of this procedure have been followed for all grievances.
3. Step III: Appeal to the Vice President
   
   1. If the grievant is not satisfied after Step II of the Class A Grievance, he or she may appeal the administrator's decision in writing to the appropriate Vice President. If the employee works in a division that is not led by a Vice President, i.e. individuals who report directly to the President, the employee may select a Vice President to fulfill requirements at this and subsequent stages of the process. The grievant must file a written notice of the intention to appeal to the Vice President within ten (10) Duty Days of receiving the response to Step II. The written notice shall include all information and documentation presented at Steps I & II of this procedure. Copies of the written notice shall be provided to the grievant's immediate supervisor and the Office of Human Resources.
   2. Upon receipt of notice of appeal, the Vice President shall review the information and documentation submitted with the notice of appeal and shall issue a determination that upholds, reverses or modifies the employment-related action that is the subject of the grievance.
   3. The Vice President may consider any information or documentation submitted with the appeal, or developed in the course of the grievance. The Vice President may also meet with any other individuals allegedly involved in the matter. If discussions have already been held with these individuals at earlier steps in the grievance, the Vice President at his or her discretion may request these individuals to meet again to secure additional information or clarify the information previously given.
   4. The Vice President shall render a decision to uphold, reverse or modify the employment-related action. A written answer to the appeal shall be provided to the grievant, the immediate supervisor and the Office of Human Resources within ten (10) Duty Days of receiving the appeal, or as soon as practical. The decision of the Vice President shall be final.

Class B Grievance

1. Step I: Discussion with Immediate Supervisor
   
   1. Any individual desiring to pursue a Class B Grievance shall follow the process outlined in Step I of a Class A Grievance.
2. Step II: Written Grievance
   
   1. If a Class B Grievance is not resolved to the employee's satisfaction at Step I, the employee may file a written grievance as outlined in Step II of the Class A Grievance.
3. Step III: Grievance Review Panel
   
   1. If the employee is not satisfied with the answer of the administrator at Step II of the Class B Grievance, he or she may request a hearing by a Grievance Review Panel. Such a hearing request must be received by the Human Resources Office within ten (10) Duty Days of the date of the administrator's answer at Step II.
   2. The Grievance Review Panel shall be selected as follows:
      1. Within ten (10) Duty Days of filing the request for a hearing, the grievant and the employee's supervisor shall each provide to the Human Resources Office the name of four (4) persons selected from among current fulltime College employees to serve on the Grievance Review Panel. The President, the Director of Human Resources, the Legal Affairs Administrator and the Equity Coordinator shall be ineligible to serve. The names submitted shall be individuals who are not directly involved with the grievance.
      2. The Director of Human Resources shall promptly submit these names to the President who will appoint two names from each list to serve on the Panel and a fifth person of his/her choosing to serve as Chairperson. The employees selected for the Grievance Review Panel shall not be a relative, as defined in Section 116.111 (1) (c), Florida Statutes, of any party to the proceeding.
   3. A hearing shall be held within ten (10) Duty Days of the selection of the Chairperson, unless otherwise agreed to by a majority of the Grievance Review Panel members.
   4. The Director of Human Resources, or designee, will coordinate preparation of the College's position statement relevant to the grievance(s). The Director of Human Resources, or designee, will meet with the Grievance Review Panel to explain the process to be followed and to distribute relevant materials. HR will provide to the Hearing Panel, Grievant, and those who are called to testify written guidelines regarding the hearing process.
   5. If multiple grievances are filed prior to the resolution of the first grievance, step III will be delayed to begin within ten (10) Duty Days of the date the administrator responds in step II to the most recent grievance filed. HR will inform the Panel of this and will advise the Chairperson of the need to clarify the Panel's findings relevant to each grievance.
   6. The Grievance Review Panel shall review the written record of the grievance as it has proceeded through the various administrative levels, and afford the grievant, supervisors and administrators the opportunity to make presentations regarding the dispute. The Grievance Review Panel may request other employees to appear and be questioned. The Panel shall be a fact-finding and recommending body and courtroom rules of evidence or procedure shall not apply.
   7. At the conclusion of the hearing, the Panel shall deliberate and reach a recommended decision by majority vote. The Chairperson shall then be responsible for preparing a written report, signed by each panel member, and issue it to the President within ten (10) Duty Days of the hearing's adjournment. The report shall contain a brief summary of the hearing, the issues in dispute and a recommended resolution.
   8. In the event that a grievant files an additional grievance(s) after the Grievance Review Panel has completed its review, the Director of Human Resources or designee shall ensure that Steps I and II of this procedure have been followed prior to accepting the grievant's request for a hearing. Within ten (10) Duty Days of receiving the request, HR will notify the President that an additional request for a hearing has been received. Within ten (10) Duty Days of notification, the President will reconvene the previously assigned Grievance Review Panel or will decide to appoint a new Panel following the procedure described in this Step, and will notify the grievant of that decision.
4. Step IV: President's Action
   
   1. The President may uphold, reverse or modify the recommendations of the Grievance Review Panel or may empanel the President's Advisory Panel for further review of the matter alleged in the grievance.
   2. The President's Advisory Panel shall include:
      1. Three Vice Presidents. The Vice President who is responsible for the department in which the grievant is employed shall not serve on the President's Committee. The President shall appoint one of the Vice Presidents to serve as Chairperson.
      2. The Fourth Vice President (ex-officio)
      3. The Director, Risk Management and Legal Affairs (ex-officio)
   3. After receiving the Grievance Review Panel's report, the President's Advisory Panel shall make a decision to uphold, reverse, or modify the decision of the Grievance Review Panel. The President's Advisory Panel shall endeavor to issue a decision within ten (10) Duty Days of receiving the Grievance Review Panel's report, or as soon as is reasonably practical. Copies of the President's Advisory Panel decision shall be given to the President.
   4. No additional information shall be submitted to or given consideration by the President's Advisory Panel, unless it can be shown that the party or parties seeking to introduce the new information could have had no knowledge of its existence at the time of the hearing. The President shall uphold, reverse or modify the recommendation of the President's Advisory Panel. The President's decision shall be final; the President will notify the employee in writing of this determination.
   5. In the event that the grievant files multiple grievances, the President's Advisory Panel will address any of those grievances that are referred to them in a timely manner, ensuring that all steps outlined in this procedure have been followed.

Miscellaneous Provisions

1. The time frames imposed on the grievant in this procedure will be strictly construed in order to ensure a timely complaint process, and cannot be waived without the written mutual consent of the grievant and the Director of Human Resources. The failure of a grievant or administrator to appeal a decision to the next step of the process within the specified time frames shall terminate the proceedings based on the decision most recently rendered.
2. In the event that the Director of Human Resources is a grievant or a supervisor in the chain of the grievant's, the President shall appoint a full-time employee to perform the Director of Human Resources duties as defined in this grievance procedure.
3. In the event that the President is a direct supervisor of the grievant, the President shall designate an individual to perform the President's duties as defined in this grievance procedure beyond Step 1.
4. Meetings and hearings shall be conducted during regularly scheduled hours of employment whenever possible; however they may be held during off duty hours to accommodate the schedules of those involved.
5. The grievant may invite someone unconnected to the facts alleged in the grievance to accompany him/her to meetings relevant to this process, however, the Grievant's guest will not be permitted to participate or comment during the proceedings.
6. All original documentation, including paper and electronic records related to the grievance shall be maintained in the designated grievance file by the Director of Human Resources, and may be released only in accordance with the requirements of Florida law.
7. The College will continue to administer discipline as warranted while the grievance process is in progress.
8. The President may temporarily reassign a grievant to a different position pending resolution of the grievance.
9. The Chairperson of the Grievance Review Panel is the presiding officer over the hearing and shall have control of the proceedings. The Chairperson shall take whatever action is necessary to insure an equitable, orderly and expeditious hearing. The Chairperson or any member of the Panel may direct questions to either party or witnesses at any time during the proceedings.

Discrimination Complaint - Procedure 2.1800

Purpose:

This procedure is intended to provide employees, students, and applicants for employment or admission to the College an opportunity to file a complaint of discrimination and to seek a resolution of that complaint through a procedure devoid of coercion, interference, restraint, discrimination, or reprisal.

This procedure shall apply only to complaints of discrimination based on race, color, religion, gender (including sexual harassment), national origin, age, marital status, or disability. Employment termination is not covered by this procedure.

Procedure:

1. Definitions:
   
   
   1. Alleged Discriminating Party (the respondent): The person acting individually or as a representative of the College who is believed by the complainant to be creating, or to have created, the incident of discrimination.
      
      
   2. Complainant: An individual employee or group of employees having the same complaint.
      
      
   3. Complaint: A dissatisfaction wherein a person feels he/she has been adversely affected by discrimination at the College. The words "complaint" and "grievance" are interchangeable; however "complaint" is used in this procedure to reflect current usage.
      
      
   4. Contact Person: The Coordinator of Equity and Employment Services or if s/he is unavailable, the Director of Human Resources.
      
      
   5. Discriminate: To act with partiality or prejudice either for or against a person or group based on race, color, religion, gender, national origin, martial status, age or disability.
      
      
   6. Duty Day: A duty day as defined by the College District Board of Trustees' approved calendar.
      
      
   7. Coordinator of Equity and Employment Services (Coordinator): A person employed by the College to assist the administration in avoiding situations of discrimination and in resolving situations where discrimination is alleged.
      
      
   8. Evidence: As applied in this procedure, any information, including documents and testimony, which relates to the alleged circumstances which gave rise to the complaint.
      
      
   9. File Date: The date the Discrimination Report Form is received by the Coordinator of Equity and Employment Services which initiates the inquiry process, or the date the Hearing Request Form is received by the Coordinator of Equity and Employment Services, which initiates a hearing.
      
      
   10. Grievance: See "Complaint."
       
       
   11. Hearing: A process used by the complainant in which a hearing panel is convened to hear a discrimination complaint.
       
       
   12. Hearing Panel (Panel): The five-member panel, chosen to hear a discrimination complaint.
       
       
   13. Inquiry: A process used by the complainant in an endeavor to amicably resolve a discrimination complaint.
       
       
2. General Information
   
   
   1. A person may informally discuss an alleged situation or incident with a contact person prior to or without initiating an inquiry or hearing.
      
      
   2. The Coordinator shall assume a neutral role during an inquiry or hearing. The Coordinator's role shall include assisting involved persons, arranging meetings, and processing documents. In the event that the Coordinator is a complainant, a named respondent, or is on leave, the President shall appoint a full-time employee to perform the Coordinator's duties as defined in this procedure.
      
      
   3. Inquiries and hearings shall be processed and conducted during regularly scheduled hours of employment whenever possible; however they may be held in the evenings or on weekends to accommodate the schedule of the complainant and/or the supervisor/administrator.
      
      
   4. The failure of any individual, or group of individuals, to communicate a written decision to the complainant within specified time constraints shall permit the complainant to proceed to the next step in the complaint process.
      
      
   5. The failure of the complainant to appeal a decision to the next step of the process within the specified time constraint shall constitute withdrawal of the complaint and bar further action on the complaint.
      
      
   6. Specified time constraints at each step of an inquiry or hearing are the maximum times allowable, but may be extended by the Coordinator upon written approval of the complainant and the respondent. Requests for extensions shall be processed through the Coordinator.
      
      
   7. All communications, documents, and records paper or electronic, pertinent to the complaint process shal