chapter iv · 2019. 5. 19. · iv-51 employee shall be deemed re-employed for the coming year...

CHAPTER IV

ACADEMIC PERSONNEL

Many aspects of the Lake Tahoe Community College District's relations with the faculty are

covered by the Agreement Between Board of Trustees Lake Tahoe Community College District

and Lake Tahoe Community College Faculty Association CCA/CTA/NEA which should be

consulted along with Chapter IV of the Board Policy Manual.

4.01 Employment of Academic Personnel

A. An active program of recruitment to obtain the services of the most qualified

personnel shall be conducted to fill all positions authorized by the Board of Trustees.

The administration will publicize all vacancies in accord with Board policy regarding

Equal Employment Opportunity (cf. 4.38).

§ 1. Faculty hiring procedures will be established to provide for a college faculty of

highly qualified people who are expert in their subject areas, who are skilled in

teaching and serving the needs of a varied student population, who can foster

overall college effectiveness, and who are sensitive to, and themselves represent,

the racial and cultural diversity of the District community.

§ 2. Hiring procedures for administrators will be established to provide highly

qualified people who are expert in the field of educational administration, skilled

in teaching or counseling, and in serving the needs of a varied student and faculty

population, who can foster overall college effectiveness, and who are sensitive to,

and themselves represent, the racial and cultural diversity of the District

community.

B. Written notice of selection will be given to all nominees as soon as possible after the

Board of Trustees acts. Any academic person who fails to file written acceptance

postmarked within 14 days after nomination will be deemed to have declined the

offer. The individuals who accept positions shall also accept the professional

obligation to execute faithfully the duties of their respective positions.

C. Eligibility to work will be in accordance with Board Policy Manual section 5.05 C.

D. On and after August 1 of each year, the District will not release any academic

employee under contract except under circumstances satisfactory to the District.

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E. The Board of Trustees is the sole hiring agency of the District. The Superin-

tendent/President, in order to avoid a conflict of interest in the District, shall

specifically call to the Board's attention the recommendation to employ a person who

is a member of the immediate family (cf. 4.34 D.) of any member of the Board of

Trustees, the academic or classified staff.

F. All candidates for academic positions must hold valid credentials authorizing service

or meet State-adopted discipline minimum qualifications or District-adopted

equivalencies in the area for which they are being considered.

G. All academic employees will be assigned a faculty service area(s). The Board of

Trustees will approve faculty service areas as developed and agreed upon jointly by

representatives of the Board of Trustees and the Academic Senate.

H. An academic employee is competent in a faculty service area if he/she meets the

minimum qualifications for a discipline within the faculty service area. Academic

employees may not use equivalency to establish competence.

4.02 Definition of Employment

Full-Time Academic Administrators

1. Administrative work days in the college year: All days the College is open (12

month salary).

2. Assignment: 40 hours per week of administration and other comparable professional

duties.

4.03 Classification of Academic Personnel

A. A community college faculty member is any non-administrative academic employee

who is required to meet the minimum qualifications for hire as established in

Education Code section 87356 or whom is determined by the governing Board to

possess qualifications that are at least equivalent to the minimum qualifications as

authorized in Education Code section 87359.

B. Contract academic teaching employees are classified as first year contract (Contract

I), second year contract (Contract II), third and fourth year contract (Contract III) or

permanent.

1. Full-time instructors are those who serve on at least 75% of the school days in the

college year and perform an assignment more than 60% of that considered to be

full-time, or who are employed to serve more than 75% of the cumulative hours

that would have been served in a college year by a person serving full-time in a

similar position.

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2. A permanent academic employee is a person who has been appointed by the

Board as a permanent tenured employee. Status may be granted after the

successful completion of service as a first or a second or a third year contract

academic employee (Education Code section 87602).

C. Adjunct Faculty (Part-Time/Temporary)

Part-time/temporary academic employees, administrative and non-administrative, are

defined as those who serve less than 75% of the work days in the college year and

perform an assignment less than 50% of that defined as full-time, or who are

employed to serve less than 75% of the cumulative hours in any given position

during the college year as previously defined.

D. Substitute Faculty

Substitute faculty are those who serve on an hourly basis to fill the positions of

faculty who are absent from service.

E. An academic administrator is any administrative employee who is required to meet

the minimum qualifications for hire as established in Education Code section 87356

or whom is determined by the governing Board to possess qualifications that are at

least equivalent to the minimum qualifications as authorized in Education Code

section 87359.

4.04 Status of Contract Academic Personnel

A. Contract employees are those employees of the District who have not achieved

permanent (tenured) status. Before making a decision relating to the continued

employment of a contract employee, the following requirements shall be satisfied:

1. The employee has been evaluated in accordance with the evaluation standards

and procedures established in accordance with the provisions of Educational

Code Article 4 (commencing with section 87660), a fact determined solely by the

governing board.

2. The governing board has received statements of the most recent evaluations.

3. The governing board has received recommendations of the superintendent/

president of the district and, if the employee is employed at the community

college, the recommendations of the president of that community college.

4. The governing board has considered the statement of evaluation and the

recommendations in a lawful meeting of the board.

B. If an employee is working as a Contract I academic employee, the Board of Trustees

may, at its discretion and not subject to judicial review except as expressly provided

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in Education Code sections 87610.1 and 87611, select one of the following

alternatives:

1. Not enter into a contract for a second academic year

2. Enter into a contract for a second academic year as a Contract II academic

employee, or

3. Employ the Contract I employee as a regular employee (Education Code section

87608)

Written notice of non-employment for the ensuing college year from the Board of

Trustees shall be given to the Contract I employee on or before March 15 of the

academic year covered in the existing contract.

C. If an employee is working as a Contract II academic employee, the Board of

Trustees, at its discretion and not subject to judicial review except as expressly

provided in Education Code sections 87610.1 and 87611, shall elect one of the

following alternatives:

1. Not enter into a contract for the following academic year

2. Enter into a contract for the following two academic years

3. Employ the contract employee as a regular employee for all subsequent academic

years


Trustees shall be given to the Contract II employee on or before March 15 of the


D. If an employee is working as a Contract III academic employee, employed under his

or her third consecutive contract entered into pursuant to Education Code section

87609 the Board of Trustees shall elect one of the following alternatives.

1. Employ the probationary employee as a tenured employee for all subsequent

academic years

2. Not employ the probationary employee as a tenured employee


Trustees shall be given to the Contract III employee on or before March 15 of the


E. The dismissal of academic personnel during the academic year shall be in accordance

with Education Code provisions (Education Code section 87666). Should the Board

of Trustees not give the first notice of a decision not to re-employ by March 15, the

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employee shall be deemed re-employed for the coming year (Education Code section

87610).

4.05 Instructional and Student Services Administrative Personnel

A. An instructional or student services administrator hired prior to July 1, 1990 and

granted status as a permanent employee shall be assigned from an administrative

position to a faculty member position in accordance with section 4.05 C.

B. An administrator hired after June 30, 1990 and who did not have status as a

permanent employee in the district at the time of hire may be reassigned to a first-

year probationary faculty position provided that he or she meets all of the following:

1. Holds an administrative position that is not part of the classified service

2. Has served in this district a total of at least two (2) years as one or more of the

following: a faculty member or instructional or student services administrator

3. Is being terminated from an administrative assignment for any reason other than

dismissed for cause

C. To determine the discipline to which an administrator shall be assigned, the

following shall apply:

1. The administrator can be assigned only to a discipline in which he or she has at

least the minimum qualifications as specified by the Education Code and Title V.

The Board of Trustees shall determine whether the administrator meets the

minimum qualifications for employment as a faculty member relying on advice

and judgment of the Academic Senate. The Board of Trustees shall also provide

the Academic Senate with an opportunity to present its views to the governing

Board before the Board makes a determination. A written record of the Board's

decision, including the views of the Academic Senate, shall be available pursuant

to Education Code section 87359.

2. Whenever possible, the administrator shall be assigned to a discipline in which

he or she has not only the minimum qualifications, but also where all of the

following apply:

a. There are sufficient assignments in the discipline or service at one college or

location currently held by adjunct faculty to make a full-time assignment for

an additional faculty member.

b. The administrator has an interest as indicated by a statement of the

administrator's own preference for assignment.

c. The administrator has the most academic preparation and experience.

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4.06 Academic Freedom

Academic freedom and academic responsibility are inseparable. Academic freedom is

the right of instructors in their area of expertise to teach, conduct research and to

communicate one's knowledge to the academic community openly, honestly and without

interference. Academic responsibility is the acceptance on the part of the instructor

while teaching, researching and communicating, to do so in such a manner as not to

bring discredit to the College, profession or community.

4.07 Instructional Faculty Duties and Responsibilities

A. Full-time Faculty

It is the responsibility of the full-time faculty member to teach, to serve on

committees and to perform other comparable professional duties as assigned. Each

faculty member is responsible to the Vice President, Academic Affairs and Student

Services via the appropriate Dean.

THESE DUTIES SHALL INCLUDE BUT ARE NOT LIMITED TO:

1. Teach assigned classes

2. Exhibit in their professional performance that they understand and accept the

philosophy upon which Lake Tahoe Community College is based

3. Develop, review and revise course outlines on a regular basis in accordance with

Title V and District guidelines

4. Be responsible for any work relating to the classroom (e.g., census rosters, roll

books, end-of-quarter reports, assigning and reporting grades, submitting book

orders)

5. Assist in the development of academic area teaching schedules

6. Post office hours and be available to students for advising at those times

7. Attend administration-called and/or assigned meetings

8. Attend professional meetings and initiate and establish a professional

development program

9. Supervise student assistants, tutors and teacher aides assigned to the faculty

members' teaching area

10. Assist in the development of the faculty members' subject area(s) budget

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11. Assist in the planning, development, and implementation of long-range

programmatic goals and objectives and review these annually

12. Be aware of and responsive to the needs of students and assist them in their

educational development

13. Attend commencement exercises as prescribed by the District

14. Perform other duties as assigned by the Vice President, Academic Affairs and

Student Services or Superintendent/President

B. Adjunct Faculty

It is the responsibility of the adjunct faculty member to teach and to perform other

comparable professional duties as assigned. Each instructor is responsible to the

Vice President, Academic Affairs and Student Services via the appropriate Dean.





3. Develop, review and revise course outlines as needed

4. Be responsible for any work relating to the classroom (e.g., census rosters, roll

books, end-of-quarter reports, assigning and reporting of grades, submitting book

orders)


6. Be aware of and responsive to the needs of the students and assist them in their


C. Substitute Faculty

Substitute faculty are those who serve on an hourly basis to fill the positions of

faculty who are absent from service.

It is the responsibility of the substitute faculty member to teach and to perform other

comparable duties as assigned. Each substitute faculty member is responsible to the

Vice President, Academic Affairs and Student Services via the appropriate Dean. A

roster of academic and competent substitute faculty will be kept in the Vice

President, Academic Affairs and Student Services office. The College may employ

members of the faculty in the appropriate subject area(s) to serve as temporary

substitutes for absent faculty at the substitute rate of pay.

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4.08 Counselors' Duties and Responsibilities

It is the responsibility of full-time Counselors to counsel, advise, render services in the

student services area and perform other comparable duties as assigned. Each Counselor

is responsible to the Vice President, Academic Affairs and Student Services via the Dean

of Student Services.

DUTIES SHALL INCLUDE BUT ARE NOT LIMITED TO:

1. Counsel and advise students in the area of academic planning

2. Counsel and advise students regarding personal concerns and educational planning,

including transfer and career planning

3. Coordinate various student support services and programs such as: EOP&S, CARE,

basic skills, career services, transfer services, articulation with four-year institutions;

student follow-up activities; and student assessment services

4. Assist in outreach to potential students

5. Assist in the planning, development, and implementation of programmatic goals and

objectives and review these annually

6. Prepare student services budgets; publications; and federal, state, regional and local

reports


8. Attend administration-called and/or assigned meetings and committees





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11. Attend professional meetings and initiate and establish a professional development

program


13. Perform other duties as assigned by the Dean of Student Services, Vice President,

Academic Affairs and Student Services or Superintendent/President

4.09 Director, Library and Media Services Duties and Responsibilities

It is the responsibility of the Director, Library and Media Services to coordinate, plan,

organize, direct and supervise the activities involved in the College Library and Media

Services, to serve on committees and to undertake other comparable duties as assigned.

The Director, Library and Media Services is responsible to the Vice President, Academic

Affairs and Student Services.


1. Develop and operate the College Library and Media Services

2. Supervise the staff of the College Library and Media Services; develop staffing

criteria and regularly assess job performance of College Library and Media Services

staff; and arrange and supervise work schedules

3. Plan, design and implement new services within the context of both short and long

range planning; undertake planning to accommodate both physical and online growth

within the College Library and Media Services facilities.

4. Be responsible for the selection and organization of all library materials including the

selection of electronic resources

5. Exhibit in his/her professional performance that he/she understands and accepts the


6. Be responsible for the selection and acquisition of all media services equipment

7. Be responsible for acquisitions and cataloging of all print and non-print materials

acquired for the College Library collection

8. Prepare regular reports for the Vice President, Academic Affairs and Student

Services and other administrators including mandated state and federal reports

9. Prepare, coordinate and administer grant programs for the College Library and Media

Services

10. Develop, prepare and administer the annual College Library and Media Services

budget; solicit individual faculty input affecting the College Library budget; establish

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purchase priorities for collection development consistent with College goals and

objectives

11. Provide resource and research services for students, faculty, staff, and the

community; provide instruction and teaching in library research and information

competency skills

12. Develop, implement and supervise circulation policies and procedures

13. Publicize College Library events, materials, and Media Services and promote their

use by students and faculty

14. Provide training to students, faculty, and staff in the use and care of library and

media materials and equipment

15. Provide guidance to faculty and staff on copyright issues as they affect classroom

instruction

16. Be responsible for coordinating the interlibrary loan program

17. Develop, prepare, recommend to the College administration, and supervise policies

and procedures affecting all aspects of the operation of the College Library and

Media Services and their services


program



21. Perform other duties as assigned by the Vice President, Academic Affairs and

Student Services or Superintendent/President

4.10 Disability Resource Center Faculty Duties and Responsibilities

A. Director

It is the responsibility of the Director of the Disability Resource Center to teach

assigned classes and coordinate, plan, organize, direct, and supervise the activities

involved in the Disability Resource Center program, to serve on committees, and to

perform other comparable duties as assigned. These duties may be performed by one

or more faculty members in the Disability Resource Center program. The Director of

the Disability Resource Center is responsible to the Vice President, Academic Affairs

and Student Services via the Dean of Student Services.

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1. Develop and operate the College Disability Resource Center program

2. Exhibit in his/her professional performance that he/she understands and accepts the


3. Interview, recommend for hire, train, supervise the Disability Resource Center staff;

develop staffing needs and selection criteria; regularly assess job performance of

Disability Resource Center staff and arrange and supervise work schedules

4. Plan, design and implement new curriculum and services within the context of both

short- and long-range planning; undertake planning to accommodate enrollment

shifts within the Disability Resource Center; coordinate use of the Disability

Resource Center program with other disciplines

5. Prepare regular reports and research documents including mandated state and federal

reports

6. Prepare, coordinate, and administer grant programs for the Disability Resource

Center program

7. Develop, prepare, and administer annual Disability Resource Center budget; solicit

individual faculty recommendations affecting the Disability Resource Center budget;

establish purchasing priorities for the Disability Resource Center consistent with the

college's goals and objectives


9. Coordinate the use of the Disability Resource Center computers with the Director of

Computer Services and and the Director of Technology



program

12. Serve on appropriate college committees




15. Perform other duties as assigned by the Dean of Student Services, the Vice President,

Academic Affairs and Student Services, or Superintendent/President

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B. Learning Disabilities Specialist

It is the responsibility of the Learning Disability Specialist to provide assessment,

evaluation, and specialized tutorial services to students with learning disabilities, and

teach special classes. The Learning Disabilities Specialist is responsible to the Vice

President, Academic Affairs and Student Services via the Dean of Student Services.


1. Identify educational limitations of and appropriate accommodations for learning

disabled students

2. Develop student educational plans for learning disabled individuals

3. Assist in development and maintenance of departmental budget

4. Maintain appropriate student records for purposes of evaluation and accountability

including federal and state reporting






program



11. Assist in the planning and development of long-range programmatic goals and

objectives and review these annually



13. Perform other duties as assigned by the Dean of Student Services; Vice President,

Academic Affairs and Student Services; or Superintendent/President

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4.11 Director, Tutoring and Learning Center Duties and Responsibilities

It is the responsibility of the Director of the Tutoring and Learning Center to teach

assigned classes; to coordinate, plan, organize, direct, and supervise the activities

involved in the Tutoring and Learning Center; to serve on committees; and to perform

other comparable duties as assigned. The Director of the Tutoring and Learning Center

is responsible to the Vice President, Academic Affairs and Student Services via the

Dean of Student Services.


1. Direct the operations of the College Tutoring and Learning Center



3. Post office hours and be available to students for advising at those times

4. Recommend for hire, train, and supervise Tutoring and Learning Center staff;

recommend staffing needs and assist in development of selection criteria; regularly

assess job performance of Tutoring and Learning Center staff and arrange and

oversee work schedules

5. Plan, design and implement new curriculum and services within the context of both

short- and long-range planning; undertake planning to accommodate growth within

the Tutoring and Learning Center enrollment and facility; coordinate use of the

Tutoring and Learning Center with other disciplines

6. Prepare regular reports and research documents including mandated state and federal

reports

7. Prepare, coordinate, and oversee grant programs for the Tutoring and Learning

Center

8. Develop, prepare, and administer annual Tutoring and Learning Center budget;

solicit individual faculty input affecting the Tutoring and Learning Center budget;

establish purchasing priorities for the Tutoring and Learning Center consistent with

the college's goals and objectives


10. Coordinate the use of Tutoring and Learning Center computers with the Director of

Computer Services


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program


14. Assist in the planning and development of long-range programmatic goals and

objectives and to review these annually




17. Perform other duties as assigned by the Dean of Student Services, Vice President,

Academic Affairs and Student Services, or Superintendent/President

4.12 Adjunct and Substitute Appointments

A. The Vice President, Academic Affairs and Student Services will be responsible for

providing and assigning all adjunct and/or substitute instructors via the appropriate

Dean.

B. Substitute faculty will be arranged only in the case of the bona fide absence of the

regular faculty member and in the interest of providing essential instruction for the

student. A procedure for implementing this policy will be developed by the Vice

President, Academic Affairs and Student Services and published in the faculty

handbook.

C. A faculty member may not substitute for another on an informal, unauthorized basis.

A procedure for implementing this policy will be developed by the Vice President,

Academic Affairs and Student Services and published in the faculty handbook.

4.13 Academic Personnel Salary Schedule, Benefits, Workload

The Lake Tahoe Community College Board of Trustees shall define, establish and

annually review and adopt the several salary schedules, benefit allowances and workload

of all academic personnel. Such items will be published in appropriate publications and

documents.

4.14 Vacations, Holidays, and Duty Days for Academic Personnel

A. Vacations for academic personnel will be governed by the terms of the contract and

the individual assignment. Vacation will be in accord with Board Policy Manual

section 5.06 K.1.

1. Administrative Academic Personnel: 24 days, 12 month contract (prorated for

less than 12 months)

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B. No academic employee will leave for the summer without first clearing all records as

indicated by the Vice President, Academic Affairs and Student Services.

C. All academic personnel will report to duty at the College on the effective date of their

contract.

D. Academic personnel will be granted such holidays and/or vacations as are designated

by law and the Board of Trustees (see section 5.06 K.10).

E. In the event the College is closed, academic employees will not be required to report

to work. Instructional days missed may be rescheduled according to the Education

Code.

4.15 Resignations

Resignations will be submitted to the Superintendent/President. The Superinten-

dent/President will accept the resignation of any employee and will mutually fix the time

with the employee when resignation takes effect (see Board Policy Manual section 4.01

D.).

4.16 Guest Lecturing in a District Classroom

Staff, faculty members and other qualified employees of the District, both full- and part-

time, may guest lecture (that is, lecture while the regular instructor is present) in a faculty

member's class only on a non-paid, voluntary basis.

4.17 Outside Employment

A full-time academic employee's primary job responsibility is to the College. Any

academic employee, full-time or adjunct, engaging in outside employment shall do so in

a way which will not interfere with the ability to carry out that person's contractual

assignments.

4.18 Sabbatical Leaves

A. Professional Development Leave--Administrative

1. All full-time academic administrative employees shall be granted and are

expected to make full use of a professional development leave in accordance with

the following criteria:

a. After five (5) years of full-time continuous academic administrative service a

leave shall be granted for 60 calendar days.

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b. The program to be followed must be approved by the

Superintendent/President (or in the case of the Superintendent/President,

approval by the Board of Trustees).

c. Leave shall be at a time convenient to the College.

d. Professional development leave will be at 100% of that which would be

received had this individual remained in his/her regular assignment and with

all District benefits.

e. No replacement shall be provided for administrators on leave.

f. Under special circumstances and with the approval of the

Superintendent/President (or in the case of the Superintendent/President,

approval by the Board of Trustees) leaves may be combined with not more

than four (4) weeks of regular vacation.

g. The time spent on leave shall count as service in completing eligibility for the

next leave.

h. Persons receiving grants, fellowships or fees for professional services

provided as part of a professional development leave program will not

normally receive funds from the District, which, when combined with such

grants, fellowships or fees exceed the anticipated amount they would have

received from the District during that period. Professional development leave

stipends may be reduced to a point where the combination of stipend and that

portion of grants, fellowships or fees designated solely for salary equals full

salary.

i. All work developed directly related to the professional development leave

program belongs to and is the property of the Lake Tahoe Community

College District.

j. Individuals granted leave must agree to return to the College for a minimum

of one year after the completion of their leave or reimburse the District all

costs incurred during the leave.

B. Professional Development Leave--Change of Status

Individuals moving from full-time, administrative status to full-time, non-

administrative status and vice versa shall be eligible for professional development

leave under the terms of the position held the year before the year of the leave but

must have spent two (2) years in that category.

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4.19 Appearance Before the Board of Trustees

A. Any academic employee of the District has the right to appear before the Board of

Trustees.

B. Academic employees desiring to appear before the Board of Trustees on matters

pertaining to the College will apply through the Superintendent/President, who will

make necessary arrangements for such appearances. Appearances before the Board

shall be granted provided all normal and regular procedures at the College level have

been pursued or exhausted.

§ 4.20 Grievance Procedure

The Board of Trustees will adopt a grievance procedure applicable to all academic

personnel. This procedure will be published in the Faculty Handbook and other

authorized publications and documents.

This grievance procedure is applicable in all instances except those covered by the

District's Faculty and Staff Diversity Plan and the Agreement Between Board of Trustees

Lake Tahoe Community College and Lake Tahoe Community College Faculty

Association CCA/CTA/NEA and as provided for by the California Education Code

relative to discipline matters. Copies of these plans are available in administrative

offices and in the College Library.

4.21 Due Process

The Board will adopt a due process procedure consistent with the California Education

Code applicable to all academic personnel. This procedure will be published in the

Faculty Handbook and other authorized publications and documents.

4.22 Employee Representation

A. It is the policy of the Lake Tahoe Community College District that academic

employees are recognized as free to join or not to join employee organizations.

B. Decisions affecting the individual employee will be made without regard to

membership or non-membership in such organizations.

C. Any person or organization wishing to communicate with the faculty or members

thereof must do so at times and places which do not conflict with the instructional

program of the College.

4.23 Academic Senate

A. The Academic Senate, organized under the provisions of the Title V, Regulation

53200, is an organization formed with the primary function to represent faculty,

counselors, and librarians in making recommendations to the administration and

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Governing Board of the District with respect to academic and professional matters.

The Governing Board will consult collegially with the Academic Senate when

adopting policies and procedures on academic and professional matters.

B. Definitions

1. "Faculty" means those employees of the District who are employed in positions

that are not designated as supervisory or management for the purposes of Article

5 (commencing with section 3540) of Chapter 10.7 of Division 4 of Title 1 of the

Government Code, and for which minimum qualifications for hire are specified

by the Board of Governors.

2. "Academic Senate" means an organization formed whose primary function is as

the representative of faculty, counselors, and librarians to make recommendations

to the administration of a college and to the Governing Board of the District with

respect to academic and professional matters.

3. "Academic and professional matters" means the following policy development

and implementation matters The Board of Trustees will rely primarily upon the

advice and judgment of the Academic Senate on those items noted below and

reach mutual agreement on those items noted as mutually agree.

1. Curriculum, including establishing prerequisites and placing courses within

disciplines—rely primarily

2. Degree and certificate requirements—rely primarily

3. Grading policies—rely primarily

4. Educational program development—mutually agree

5. Standards or policies regarding student preparation and success—rely primarily

6. District and college governance constitutions, as related to faculty roles—rely

primarily

7. Faculty roles and involvement in accreditation processes, including self-study and

annual reports—mutually agree

8. Policies for faculty professional development activities—rely primarily

9. Processes for program review—mutually agree

10. Processes for institutional planning and budget development—mutually agree

11. Appointment of faculty to committees—rely primarily

12. Prioritization and processes for hiring of faculty—rely primarily

13. Other academic and professional matters as are mutually agreed upon between the

Board of Trustees and the Senate—mutually agree

4. In those areas where the Governing Board elects to rely primarily upon the advice

and judgment of the Academic Senate, the recommendations of the Senate will

normally be accepted, and only in exceptional circumstances and for compelling

reasons will the recommendations not be accepted. If a recommendation is not

accepted, the Governing Board or its designee, upon request of the Academic

IV-65

Senate, shall promptly communicate its reasons in writing to the Academic

Senate.

5. In those areas where the Governing Board elects to provide for mutual agreement

with the Academic Senate, and agreement has not been reached, existing policy

shall remain in effect. In cases where there is no existing policy, the Governing

Board may act, absent mutual agreement, only for compelling legal, fiscal or

organizational reasons.

6. The selection of faculty representatives to serve on College committees, task

forces or other governance groups shall be made after consultation with the

Superintendent/President and/or the Vice President, Academic Affairs and Student

Services by the Lake Tahoe Community College Academic Senate (Title 5 section

53203).

4.24 Loyalty Oath/Tuberculosis

A. Loyalty Oath

Under provisions of the Constitution of the State of California, every Lake Tahoe

Community College District employee, including academic employees, must sign the

following loyalty oath:

"I solemnly swear (or affirm) that I will support the Constitution of the United States

of America, the Constitution of the State of California and the laws of the United

States and the State of California."

B. Tuberculosis

1. Academic employees are required to submit evidence of freedom from active

tuberculosis, pursuant to Education Code section 87408.6, by means of an

intradermal test or chest x-ray. Such evidence may be required for each year of

continuing employment but will be required at least once every four years.

2. The provisions of the above paragraph will not apply under Education Code

section 87408.6 subdivision (G) pertaining to exemption on account of an

employee's adherence to the faith or teachings of any well-recognized religious

sect, denomination or organization.

3. Nothing in this section shall prevent the Board of Trustees from establishing a rule

requiring a more extensive physical examination than required by this section

(Education Code section 87408).

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§ 4.25 Evaluation of Administrative Personnel

All administrative personnel shall be evaluated on a regular basis.

4.26 Notification of Inability to Meet Assigned Duties

Any academic employee who cannot meet assigned duties on any given day(s) with the

exception of the Superintendent/President, the Vice President, Academic Affairs and

Student Services and the Vice President, Business Services, shall inform the office of the

Vice President, Academic Affairs and Student Services as soon as possible.

4.27 Academic Employee's Personnel File

A. The Superintendent/President shall keep the Superintendent/President's personnel file

in the office of the Superintendent/President.

B. All other administrators’ personnel files shall be kept in the Human Resources

office and shall be available to the individual staff member by appointment.

C. All other full-time academic employees' personnel files, as well as those of adjunct

faculty, shall be kept in the Human Resources office and shall be available to the

individual staff member by appointment.

4.28 Physical Examinations at the District's Expense

The District may request a physical examination at the District's expense by a physician

mutually agreed upon by the District and the employee, to determine the ability of the

employee to return to normal duties.

4.29 Leave for Academic Administrative Employees

A. Full-time academic administrative employees will be granted one day sick leave per

month of contract with full salary in each school year (Education Code section

87781).

B. Credit for sick and related leaves may be taken at any time during the year. Credit for

such leave need not be accrued prior to taking such leave. The maximum amount

credited is equal to the amount able to be earned in each year's contract.

C. Unused Sick Leave

1. Unused sick leave will be accumulated indefinitely and will not be compensated

for in terminal pay.

2. Cumulative sick leave from the Lake Tahoe Community College District may be

transferred to other districts depending upon the policies of the receiving

institution.

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3. Cumulative sick leave accrued in other California public school/community

college districts by an employee employed for one year or more in another district

shall be transferred to the Lake Tahoe Community College District under sections

87782 and 87783 of the Education Code.

D. An academic administrative employee, when on leave of absence, except leave of

absence without pay, not connected with any other College leave, policy or

philosophy relative to the improvement of the employee's assigned duties and subject

to that person's return for one year following, or reimbursement to the District for all

expenses incurred, will maintain any prior sick leave rights which may have

accumulated and will accumulate additional sick leave during the period of the leave.

E. Deductions for any person placed under quarantine will be made on the same basis as

if the employee were ill.

F. When an academic administrative employee is absent from his/her duties on account

of illness or accident for a period of five school months or less, he/she shall receive

50% of his/her regular salary during the period of such absence. The 50% salary

begins after exhaustion of current sick leave and runs concurrently with accumulated

sick leave (Education Code section 87786).

G. An absence report explaining the illness will be completed on the first day back by

any academic employee absent because of illness. A statement from a physician may

be required as a matter of policy.

4.30 Bereavement Leave

A. Bereavement leave with pay up to three (3) days will be allowed for the death of an

immediate family member as defined in section 4.34 D. Up to five (5) days will be

allowed if out-of-state travel or travel beyond 300 miles one way is required.

B. This leave is independent of sick leave.

C. No deduction shall be made from the salary of such employee nor shall such leave be

deducted from leave granted by other sections of the Education Code or provided by

the Board of Trustees (Education Code section 87788).

4.31 Industrial Accident and Industrial Illness Leave

A. "Industrial Accident" as used in this section, is defined as any accident or illness

arising directly out of, or in the course of, employment of the employee which forces

that person's absence from work.

B. In accord with Education Code section 87787, industrial accident and illness leave

shall be in effect for all academic employees according to the following provisions:

IV-68

1. Allowable leaves shall not be for more than 60 working days in any one (1) fiscal

year for the same accident or illness.

2. Allowable leave shall not be accumulative from year to year.

3. Industrial accident or illness leave will commence on the first day of absence.

4. Payment for wages on any day shall not, when added to an award granted the

employee under worker's compensation laws of this state, exceed the normal

wage for the day.

5. Industrial accident leave will be reduced by one (1) day for each day of

authorized absence regardless of any compensation award made under worker's

compensation.

6. When an industrial accident or illness occurs at a time when the full 60 days will

overlap into the next fiscal year, the employee shall be entitled to only that

amount remaining at the end of the fiscal year in which the injury or illness

occurred, for the same illness or injury.

7. The industrial accident or illness leave of absence is to be used in lieu of

entitlement acquired under section 87781 of the Education Code. When

entitlement to industrial accident or sick leave has been exhausted, entitlement to

other sick leave will then be used; but if an employee is receiving worker's

compensation, the entitlement shall be to use only so much of accumulated or

available sick leave, vacation leave or other available leave which, when added to

the worker's compensation award, provide for a full day's wage or salary.

8. Periods of leave of absence, paid or unpaid, shall not be considered a break in

service of the employee.

9. During all paid leaves of absence, whether industrial accident leave as provided

in this section, sick leave, vacation, compensated time off or other available leave

provided by law or the action of a governing Board, the employee shall have

deducted from the employee's salary the amount received under worker's

compensation insurance. Reduction of entitlement to leave shall be made only in

accordance with this section.

10. When all available leaves of absence, paid or unpaid, have been exhausted and if

the employees are not immediately able to assume the duties of their positions

they shall, if not placed in another position, be placed on a re-employment list for

a period of 39 months, and shall be employed in a vacant position in the class of

that person's previous assignment over all available candidates except for a re-

employment list established because of lack of work or lack of funds, in which

case, the employee shall be listed in accordance with appropriate seniority

regulations.

IV-69

11. An employee who has been placed on a re-employment list, as provided herein,

who has been medically released for return to duty and who fails to accept an

appropriate assignment shall be dismissed.

12. The District reserves the right to secure proof of industrial injury or illness of an

employee.

4.32 Military Leave

A. Employees will be granted military leave in accordance with the provisions of the

Education Code and the Military and Veteran's Code.

B. Military leave during a normal academic year or during an employee's contract period

shall be granted only after certification from proper military authorities that such

leave is a necessity or an emergency.

4.33 Leave for Required Court Appearance

An employee ordered to appear in court (personal business excluded) will receive full

salary less an amount equal to any fees received for jury service or appearance as a

witness under subpoena.

4.34 Leave for Necessity

A. An employee may elect to draw on accumulated sick leave, up to a maximum of

seven (7) days in any school year, for any one or combination of the following:

1. Death (also see section 4.30) or serious illness of a member of the immediate

family (see section 4.34 D. for definition of immediate family)

2. Attendance at the funeral of close relatives not living in the immediate household

3. Accident involving the person or property of the employee or the person or

property of a member of the immediate family of the employee (see section 4.34

D. for definition of immediate family).

4. Appearance in court as a litigant (including personal business) (also see section

4.33).

5. Not more than two (2) days each school year may be used by each employee

without loss of pay to conduct necessary personal business which cannot be

accomplished during hours outside of the regular work schedule

6. Disabling dental or optical conditions (such as broken glasses) which cannot be

classified as sick leave, but which impairs effectiveness because of the nature of

that person's job as an employee of the District

IV-70

7. Hazardous weather conditions making it impossible or imprudent to come to

work

8. Such other reasons which may be prescribed by the Board of Trustees, the

Superintendent/President of the District or the Vice President, Academic Affairs

and Student Services

B. Nothing in this section is meant to deprive the District from granting additional

necessity leave with pay to any academic administrative employee.

C. Advance notice must be given to the appropriate administrator except in cases of

serious illness of a member of the immediate family or accident to person or property

of self or immediate family (see section 4.34 D. for definition of immediate family).

A personal necessity leave form must be submitted to the Vice President, Academic

Affairs and Student Services within five (5) working days after returning to work

with validation as requested by the Vice President, Academic Affairs and Student

Services.

D. Immediate family: mother, father, guardian, grandmother, grandfather or grandchild

of the employee or of the spouse of the employee, and the spouse, son, son-in-law,

daughter, daughter-in-law, brother or sister of the employee, or any relative living in

the immediate household of the employee.

E. An academic employee who is absent for any reason not covered in the Education

Code, the rules and regulations of the Lake Tahoe Community College, or the above

section on Leave for Necessity, will be subject to a deduction of a full day's salary for

each day of absence or that portion of each day's schedule missed relative to a full

day's salary.

4.35 Catastrophic Leave Program

Full-time academic employees are eligible to participate in the catastrophic leave

program pursuant to Board Policy Manual section 5.06 K.9.

4.36 Family and Medical Leave

Eligible academic employees will be granted family and medical leave of up to 12 weeks

unpaid leave in accordance with the provisions of the California Family Rights Act of

1991 (CFRA) and the Family and Medical Leave Act of 1993 (FMLA).

A. Eligible employees are those who have worked at least one (1) year and have worked

a minimum 1,250 hours during the previous 12 months.

B. Leave may be granted for any of the following:

IV-71

1. to care for the employee’s child after birth or placement for adoption or foster

care

2. to care for the employee’s spouse, son or daughter, or parent who has a serious

health condition

3. a serious health condition that makes the employee unable to perform his/her job

duties

C. The District has the right to require certification from the employee’s or family

member’s health care provider to verify medical necessity, and may also require

second or third opinions at the District’s expense. A fitness for duty report prior to

returning to work may also be required.

D. The employee must provide 30 days advance notice when the leave is foreseeable. If

unforeseeable, notification must be made immediately upon knowledge of the need

for leave. Failure to comply with notice requirements is grounds for deferral of the

requested leave until notice requirements are met

E. The District will maintain the employee’s health coverage under the group health

plan during the duration of the leave

F. Leaves granted under this provision run concurrently with any paid leaves

G. Employees will be reinstated to the same or a comparable position at the end of the

leaves

4.37 Leave to Attend Professional Conferences

A. The Lake Tahoe Community College will cause procedures to be adopted by which

leaves may be granted to academic personnel to attend professional conferences,

special meetings or any other temporary change of assignment in the performance of

school duties.

B. The District may request any of its employees to represent it at professional meetings

or conferences. In such cases expenses and loss of employee time will be borne by

the District.

4.38 Equal Employment Opportunity

The Lake Tahoe Community College adopts and adheres to a policy of non-

discrimination on the basis of race, color, sex, age, religion, national origin, ancestry,

marital status, sexual orientation, disability, status as a Vietnam veteran or other

categories as defined by Executive Order 11246 in its employment practices for all

personnel except as otherwise provided for in the law. Moreover, the College shall take

all reasonable steps to actively recruit, employ and promote employees in a non-

IV-72

discriminatory fashion and to conduct on a regular basis a utilization analysis of its staff

to dissuade improper employment practices.

See the Lake Tahoe Community College District Faculty and Staff Diversity Plan for

details.

4.39 Health Benefits, Continuation After Retirement

A. The District shall provide medical and major medical insurance for the first five (5)

years immediately succeeding retirement from the District for retired academic

employees in the same manner provided regular academic employees if they meet the

following criteria:

1. Have been in continuous full-time employment of the District for a minimum of

ten (10) years immediately prior to retirement.

2. Have reached the age of 55 or older upon retirement.

B. No benefits will be paid by the District after the retired employee reaches the age of

eligibility for Medicare. The retired employee may continue to be carried as a

member of the group by reimbursing the District for his/her individual medical

insurance costs.

C. Those academic employees who retire at age 55 or older and are not eligible for the

District contributions as outlined above and have a minimum of five (5) years of

continuous full-time service in the District immediately preceding retirement, may

continue to be carried as members of the group by reimbursing the District for their

individual medical insurance.

D. The employee may continue to be carried as a retiree in the vision and/or dental

groups by reimbursing the District for his/her costs.

E. The retiree must request any insurance(s) in writing from the District prior to the date

of retirement.

F. Provisions of this policy are available contingent upon availability from the insurance

carrier.

G. Any retired employee more than 60 days in arrears in reimbursing the District for

his/her insurance(s) will be dropped from the plan(s) and will not be eligible to

participate in the District's insurance programs.

4.40 Drug-Free Workplace

Lake Tahoe Community College is committed to maintaining a drug-free workplace.

Pursuant to the Drug-Free Workplace Act of 1988 (P.L. 100-690), the District will

annually publish a statement to employees describing the District's policy.

LAKE TAHOE COMMUNITY COLLEGE DISTRICT

REGULATION 4.01 A.1. (#1)

Board Policy Manual Section: 4.01 A.1. Employment of Academic Personnel

A Model for Contract Faculty Hiring Procedures

(Adopted from the Academic Senate for the California Community Colleges)

Philosophy

It is the policy of the Lake Tahoe Community College District that faculty hiring procedures

and guidelines be established to provide for a college faculty of highly qualified people who

are expert in their subject areas, who are skilled in teaching and serving the needs of a varied

student population, who can foster overall college effectiveness, and who are sensitive to,

and themselves represent, the racial and cultural diversity of the district community.1

The governing board represented by the administration has the principal legal and public

responsibility for ensuring an effective hiring process.2 The faculty represented by the

faculty senate has an inherent professional responsibility in the development and

implementation of policies and procedures governing the hiring process3 which is to ensure

the quality of its faculty peers.4

1Section 4 (0): "Any set of laws, regulations, directives, or guidelines regarding community college faculty and

administrator qualifications, evaluation, hiring, or retention should promote the efforts of local community

colleges to ensure that their faculty and administration consists of: (1) Teachers who can teach and who are

experts in the subject matter of their curriculum. (2) Counselors, librarians, and other instructional and student

service faculty who can foster college effectiveness and who are experts in the subject matter of their

specialty." Section 4 (p) (1) also applies: "The laws, regulations, directives, or guidelines should help the

community colleges ensure that the faculty and administrators they hire and retain are people who are

sympathetic and sensitive to the racial and cultural diversity in the colleges, are themselves representative of

that diversity, and are well prepared by training and temperament to respond effectively to the education needs

of all the special populations served by community colleges." 2AB 1725, Section S (2): "The governing board of a community college district derives its authority from

statute and from its status as the entity holding the institution in trust for the benefit of the public. As a result,

the governing board and the administrators it appoints have the principal legal responsibility for ensuring an

effective hiring process. 3AB 1725, Section 4 (s) (3): Faculty members derive their authority from their expertise as teachers and

subject matter specialists and from their status as professionals. As a result, the faculty has an inherent

professional responsibility in development and implementation of policies and procedures governing the hiring

process." 4AB 1725, Section 4 (t) (1): "...While the precise nature of the hiring process for faculty should be subject to

local definition and control, each community college should in a way that is appropriate to its circumstances,

establish a hiring process that ensures that: (1) Emphasis is placed on the responsibility of the faculty to ensure

the quality of their faculty peers."

REGULATION 4.01 A.1. (#1) Page 2

District hiring procedures are based on a recognition that responsibility for selecting these

well-qualified people is shared cooperatively by both faculty members and college

administrators, participating effectively in all appropriate phases of the hiring process.5 The

responsibilities of these individuals include identifying positions; following the district's

EEO policy; reviewing and formulating position descriptions; advertising positions;

screening, interviewing, and selecting the recommended candidates. All procedures relative

to faculty hiring shall be characterized by strict confidentiality. Beyond requiring a joint and

cooperative exercise of responsibility, the hiring process should be focused on ensuring that

the community colleges will select teachers who can teach and who are experts in the subject

matter of their curriculum; and counselors, librarians, and other instructional and student

services faculty who can foster community college effectiveness and who are experts in the

subject matter of their specialty.

Equal Employment Opportunity Procedure

"All participants in the process are to be given appropriate training in equal employment

opportunity (EEO)procedures of the community college so that success in hiring a highly

qualified, diverse faculty that supports the success of all students is asssured."6 At each

level, nominating entities and Selection Committee members have the responsibility to

ensure that "individuals, including minorities or women, who are knowledgeable about and

responsible to the community college's EEO procedure are included on all Selection

Committees or similar groups."7 The district EEO Officer or the Director of Human

Resources will meet with each hiring committee and review all EEO policies and

procedures. The EEO Officer shall serve as a consultant on the district's EEO procedures,

including but not limited to a review of the position descriptions and announcements,

composition and procedures of selection committees, and the adequacy of the pool of

applicants.

Position Identification and Search Procedures

The need for contract faculty positions shall be cooperatively determined through a well-

defined, thoughtful planning process involving college administrators, the faculty senate, and

faculty in the subject area departments.8 A joint recommendation on the positions to be

filled shall be presented by the Superintendent/President to the Board of Trustees. Subject

area needs shall have been reviewed to determine strengths, weaknesses, and special skills

needed. The appropriate subject area faculty, together with the first-line administrator, shall

develop the faculty position descriptions, requirements, desired characteristics, and a

supplemental application to assist the applicants in addressing their qualifications. This

means that the college may establish criteria for hiring that go well beyond the minimum

5AB 1725, Section 4 (t) (2): "Both faculty members and administrators participate effectively in all appropriate

phases of the process." 6AB 1725, Section 4 (t) (6). 7AB 1725, Section 4(t) (7). 8AB 1725, Section 4 (t) (3).


qualifications set by regulation. Such practice is expected and encouraged."9 "Clear and

complete position descriptions, including all job-related skills requirements and any

additional qualifications recommended by the faculty when appropriate, are prepared for

each position, and these position descriptions are reviewed before each position is

announced, to ensure conformity with the community college's EEO and nondiscrimination

commitments."10

It is the intent of the district that approval of open positions and initiation of the hiring

process occur early enough in the year to allow for all procedures to be undertaken in a

thorough and thoughtful manner, ensuring that the hiring process is completed during the

academic year, whenever possible, and well in advance of employment.11 The length of the

advertising period should be at least two months to allow for adequate distribution and

response and to help obtain larger and more balanced pools of applicants.

SELECTION COMMITTEE PROCEDURES

The EEO Officer shall review and approve the composition of the committee within EEO

guidelines. The initial meeting of this committee shall be arranged by the area administrator,

the committee shall then select its chair who shall be a faculty member from the discipline or

subject area. In the event there is no faculty member from the discipline, the chair shall be

one of the other faculty members of the committee.

Composition of Committee: The Selection Committee shall consist of:

1. At least four faculty members appointed by the Academic Senate President after

consultation with the faculty of the discipline or subject area and the

Superintendent/President. Participation of an adjunct faculty member is strongly

encouraged. When appropriate, a faculty member from the subject area at another

college or university may be appointed.

2. The area administrator appointed by the Superintendent/President.

3. A non-voting EEO monitor appointed by the EEO Officer.

4. One classified employee appointed by the Classified Employees Association President

after consultation with the Superintendent/President.

5. One non-voting student appointed by the President of the Associated Student Body after

consultation with the Superintendent/President.

9AB 1725, Section 4 (s) (4). 10AB 1725, Section 4 (s) (4). 11AB 1725, Section 4 (t) (4): "The time between the announcement of the position and the selection of a

candidate for hire is long enough to allow a thorough, complete, and thoughtful search." And Section 4 (t) (8):

"Final hiring decisions are, whenever reasonably possible, made during the regular academic year and promptly

communicated to the faculty..."


Adequacy of the Pool: The EEO Officer will review the applicant pool to determine if the

pool is adequately diverse in accordance with the College's EEO Plan. Prior to any further

action regarding the review of applications, the EEO Officer will review the adequacy of the

pool with the chair of the Selection Committee. The EEO Officer may then approve the

pool or recommend to the Superintendent/President the pool be rejected. If the pool is

rejected, the position may be readvertised and the selection process delayed.

Review of Applications: The ideal process would have each application screened by every

member of the Selection Committee; however, in instances where there are a large number

of applicants an alternative procedure may be utilized. In these cases, each application must

be screened by at least two committee members during initial screening. Final screening

shall be done by the entire committee. The Selection Committee shall select those

applicants for an interview who best meet the desired qualifications listed on the position

description, as measured by evidence of professional qualifications, including educational

background and experience. All relevant academic information shall be submitted to the

Selection Committee.

Each individual considered for employment must possess "qualifications that are at least

equivalent to the applicable minimum qualifications specified in regulations adopted by the

Board of Governors." Local equivalency procedures "have been developed and agreed upon

jointly by representatives of the governing board and the academic senate."12

The faculty on the selection committee from the given discipline or subject area, or the area

administrator in the event there is no full-time faculty in the area, shall make the

determination whether applicants meet the desired qualifications, the state minimum

qualifications, or when applicable, their equivalents as specified above.

It is not required that all members of the Selection Committee participate in the screening for

interview; however, the members of the Screening Committee shall be selected from the

membership of the Selection Committee. The minimum composition of the Screening

Committee shall consist of two faculty and one administrator. Additional members from the

Selection Committee may serve on the Screening Committee if they so choose.

Screening criteria are to be developed by the Selection Committee based upon the position

announcement and detailed position description.

The entire selection process requires the greatest sensitivity on the part of the Selection

Committee members regarding the need for confidentiality. The rights and reputations of

the candidates need to be protected. Names, ratings or other comments made by committee

members must not be shared with noncommittee members.

12Education Code Section 87359 (b).


The Screening Committee, utilizing a process to be determined by the committee, shall

determine the candidates to be interviewed. From among those considered for an interview,

the committee may elect to conduct telephone reference checks. Reference checks shall

include academic background and professional experience relevant to performance in the

faculty position. Only those references the candidates have listed may be contacted at this

point in the selection process. The results of the reference checks shall be shared with the

committee prior to the final determination of the pool to be interviewed. The EEO Officer

will review the pool to be interviewed for diversity and may approve the pool, recommend

additional candidates in order to assure an appropriately diverse pool, or recommend to the

Superintendent/President the pool be rejected. If the pool is rejected, the position may be

readvertised and the selection process delayed.

Evaluation of Candidates: The Selection Committee shall evaluate candidates in regard to

subject area knowledge and competency, teaching and communication skills, commitment to

professional growth and service, potential for overall college effectiveness, and sensitivity to

and understanding of the diverse academic, socioeconomic, cultural, disability, and ethnic

backgrounds of the district's students.

The committee shall formulate interview questions (including an appropriate follow-up

question procedure) to ensure a thorough assessment of the candidate's qualifications. The

committee shall also provide for appropriate teaching demonstrations, writing samples,

and/or other performance indicators related to the subject area.

The committee and the Superintendent/President and Vice-President Academic Affairs and

Student Services shall conduct interviews and evaluate responses in a systematic manner.

Individual members must be present for each interview in order to participate in the

evaluation of candidates. All evaluation procedures shall be approved by the EEO Officer.

The chair shall lead the committee discussion regarding strengths and weaknesses of the

candidates and summarize final committee ratings. The committee may include written

comments for each candidate as a further means of communicating its recommendations, but

should avoid numerical rankings.

The committee should recommend a minimum of two, but preferably no less than three

candidates to the Superintendent/President for final consideration. The chair shall meet with

the Superintendent/President to provide him or her with a written list of the candidates

recommended and review the committee's comments on each candidate. If the committee

cannot recommend any of the applicants, the hiring process shall be reopened.

Selection of the Final Candidate: The Superintendent/President shall review the Selection

Committee's recommendation and the qualifications and reference checks on the final

candidates. The Superintendent/President may conduct additional reference checks. The

final candidate will be chosen from those recommended by the Selection Committee. "Final


hiring decisions are, whenever reasonably possible, made during the regular academic year

and promptly communicated to the faculty."13

The selection of the finalist to be recommended to the Board of Trustees shall be made by

the Superintendent/President in joint consultation with the selection committee, and the Vice

President, Academic Affairs and Student Services. If exceptional circumstances and

compelling reasons exist why the Superintendent/President cannot choose any of the final

candidates recommended, then he/she shall meet with the selection committee to discuss

these issues. If the selection committee and the Superintendent/President cannot reach an

agreement as to a candidate, then the position shall be reopened.

Review and Revision: This hiring policy and its procedures are subject to review and

revision at the request of either the Academic Senate or the Board of Trustees. Such revised

policy or procedures shall be mutually agreed upon by both parties before it replaces the

previously agreed upon hiring policy or procedures.

Z:\President's Office\Board Policy Manual & Regulations\REGULATI\Reg4_01 A1 (#1).doc

13AB 1725, Section 4 (t) (8).


REGULATION 4.01 A.1. (#2)


Guidelines for the Hiring of Full-time Temporary Replacements

for Tenured Faculty on Professional Development Leave

The following is a procedure for hiring a full-time, temporary instructor to replace a

tenured faculty member on professional development leave.

A. Length of Leave and Replacement

Past practice has been to hire adjuncts to replace a full-time instructor on a quarter-

long professional development leave. The use of adjunct instructors will generally

continue for leaves of that length.

Consideration will be given to replacing the faculty member with a full-time,

temporary instructor given the following conditions:

1. duration of professional development leave will be two or more quarters; or

2. academic department will be adversely affected (i.e., department's ability to offer

the usual spectrum of courses at the same level of quality will be impacted).

In assessing the need for a replacement, the full-time instructor(s) in the department

will meet with the appropriate Dean to review the situation and make a

recommendation to the Vice-President, Academic Affairs and Student Services.

This recommendation, along with the approval/disapproval of the Vice-President

will be forwarded to the Superintendent/President for final consideration.

B. Procedure for Search

If the need for a full-time replacement is established, a hiring committee will be

formed. This committee will be composed of the appropriate Dean and two full-

time faculty members selected by the Academic Senate President relying primarily

on the advice of the full-time instructor(s) in the department. Working with the

Human Resources Office, the committee will develop a job announcement (which

may include course-specific assignments). The application may include a

supplemental questionnaire if deemed appropriate by the hiring committee.

Advertisement of the position will be coordinated through the Human Resources

Office.


\\Ltccdomain\data\Departmental Data\President\S-P Data\President Assistant's Files\Board Policy Manual &

Regulations\REGULATI\Reg4_01 A1 (#2).doc

All positions will be open to all interested parties.

C. Procedure for Screening, Interviewing and Recommending for Hire

The hiring committee will be responsible for screening the applications and

conducting the interviews. The committee will follow the standard screening and

interviewing processes as set forth in district policies and procedures. A mandatory

component of the interview process will be a teaching demonstration. The Vice-

President, Academic Affairs and Student Services and the Superintendent/President

may be included in the interview process. At the conclusion of the interviews, the

committee will recommend one candidate to the Vice-President, Academic Affairs

and Student Services. This recommendation, along with the approval/disapproval

of the Vice-President will be forwarded to the Superintendent/President for

consideration. The decision to hire will be made by the Board of Trustees upon

recommendation from the Superintendent/President.

2/2001


REGULATION 4.01 A.2.


Administrator Hiring Procedures

(For all administrative positions other than the Superintendent/President)

Philosophy

It is the policy of the Lake Tahoe Community College District that administrator hiring

procedures and guidelines be established to provide administrators who are highly qualified

to lead, manage and supervise a community college, who have demonstrated that ability

through experience in a school, institute of higher education or equivalent organization, who

have the ability to serve the needs of a varied student population, who can foster overall

college effectiveness, and who are sensitive to, and themselves represent, the racial and

cultural diversity of the district community.1

The governing board represented by the administration has the principal legal and public

responsibility for ensuring an effective hiring process.2

District hiring procedures are based on a recognition that responsibility for selecting these

well-qualified people is shared cooperatively by faculty, staff, college administrators, and the

Board of Trustees, participating effectively in appropriate phases of the hiring process. The

responsibilities of these individuals include identifying positions; following the district's

equal employment opportunity policy; developing position announcements based upon

established position descriptions and criteria; advertising positions; and screening,

interviewing, and selecting the recommended candidates. All procedures relative to

administrator hiring shall be characterized by strict confidentiality.

Equal Employment Opportunity Procedures

"All participants in the process are to be given appropriate training in equal employment

opportunity (EEO) procedures of the community college so that success in hiring a highly

1Section 4 (0): "Any set of laws, regulations, directives, or guidelines regarding community college faculty and

administrator qualifications, evaluation, hiring, or retention should promote the efforts of local community

colleges to ensure that their faculty and administration consists of: (1) Teachers who can teach and who are

experts in the subject matter of their curriculum. (2) Counselors, librarians, and other instructional and student

service faculty who can foster college effectiveness and who are experts in the subject matter of their

specialty." Section 4(p)(1) also applies: "The laws, regulations, directives, or guidelines should help the

community colleges ensure that the faculty and administrators they hire and retain are people who are

sympathetic and sensitive to the racial and cultural diversity in the colleges, are themselves representative of

that diversity, and are well prepared by training and temperament to respond effectively to the education needs

of all the special populations served by community colleges." 2AB 1725, Section S(2): "The governing board of a community college district derives its authority from

statute and from its status as the entity holding the institution in trust for the benefit of the public. As a result

the governing board and the administrators it appoints have the principal legal responsibility for ensuring an

effective hiring process.

REGULATION 4.01 A.2. Page 2

qualified, diverse administration is better assured."3 At each level, nominating entities and

Selection Committee members have the responsibility to ensure that "individuals, preferably

including minorities or women, who are knowledgeable about and responsible to the

community college's EEO goals are included on all Selection Committees or similar

groups."4 The District EEO Officer or the Director of Human Resources will meet with each

hiring committee and review all EEO policies and procedures. The EEO Officer shall serve

as a consultant on the District's EEO procedures, including but not limited to a review of the

position descriptions and announcements, composition and procedures of Selection

Committees, and the adequacy of the pool of applicants.

Position Identification and Search Procedures

The need for administrative positions shall be cooperatively determined through a well

defined, thoughtful planning process involving college administrators, faculty, staff, and the

Board of Trustees. A recommendation on the positions to be filled shall be presented by the

Superintendent/President to the Board of Trustees. "Clear and complete position

descriptions, including all job-related skills requirements and any additional qualifications

are prepared for each position, and these position descriptions are reviewed before each

position is announced, to ensure conformity with the community college's EEO and non-

discrimination commitments."5

It is the intent of the District that approval of open positions and initiation of the hiring

process occur early enough in the year to allow for all procedures to be undertaken in a

thorough and thoughtful manner, ensuring that the hiring process is completed during the

academic year, whenever possible, and well in advance of employment.6 The length of the

advertising period should be at least two months to allow for adequate distribution and

response and to help obtain larger and more balanced pools of applicants.

SELECTION COMMITTEE PROCEDURES

All members of the Selection Committee shall be knowledgeable about the EEO goals and

procedures of the District which shall be reviewed by the committee. The Human Resources

Office shall review and approve the composition of the committee within EEO guidelines.

The initial meeting of this committee shall be arranged by the Superintendent/President; the

committee shall then select its chair.

Composition of Committee: The Selection Committee shall consist of:

1. Faculty

a. Five faculty members for instructional positions

b. Three faculty members for non-instructional positions

3AB 1725, Section 4(t)(6) 4AB 1725, Section 4(t)(7) 5AB 1725, Section 4(t)(5) 6AB1725, Section 4(t)(4): "The time between the announcement of the position and the selection of a

candidate for hire is long enough to allow a thorough, complete and thoughtful search." And Section 4(t)(8):

"Final hiring decisions are, whenever reasonably possible, made during the regular academic year and promptly

communicated to the faculty..."


Faculty members will be appointed by the Academic Senate President after

consultation with the Superintendent/President regarding the needs of the position

vacancy. Participation of an adjunct faculty member is strongly encouraged.

2. An administrator appointed by the Superintendent/President.

3. A representative of the EEO Committee appointed by the EEO Officer.

4. From one to three classified employees (generally three only for the Vice President,

Business Services) appointed by the Classified Employees Association President after


vacancy.

5. One student appointed by the President of the Associated Student Body after


vacancy.

Screening for Interview: The Selection Committee shall review all applications and shall

select those applicants for an interview who best meet the desired qualifications listed on the

position description as measured by evidence of professional qualifications, including educa-

tional background and experience. All relevant information shall be submitted to the

Selection Committee.

Each individual considered for employment must possess "qualifications that are at least

equivalent to the applicable minimum qualifications specified in regulations adopted by the

Board of Governors." Local equivalency procedures, "have been developed and agreed upon

jointly by representatives of the governing board and the academic senate."7

It is not required that all members of the Selection Committee participate in the screening for

interview, however, the members of the Screening Committee shall be selected from the

membership of the Selection Committee. The minimum composition of the Screening

Committee shall consist of one faculty, one administrator, one classified employee and the

representative of the EEO Committee (if not one of the other members). Additional

members from the Selection Committee may serve on the Screening Committee if they so

choose.

Screening criteria are to be developed by the Screening Committee based upon the position

announcement and detailed job description.

The entire selection process requires the greatest sensitivity on the part of Selection

Committee members regarding the need for confidentiality. The rights and reputations of

the candidates need to be protected. Names, ratings or other comments made by committee

members must not be shared with non-committee members.

The Screening Committee, utilizing a process to be determined by the committee, shall

determine the number and persons to be interviewed. The EEO Officer will review the pool

7Education Code Section 87359(b)


to be interviewed for diversity and may approve the pool, recommend additional candidates

in order to assure an appropriately diverse pool, or reject the pool. If the pool is rejected, the

position may be readvertised and the selection process delayed.

Evaluation of Candidates: The Selection Committee shall evaluate candidates in regard to

subject area knowledge and competency; teaching and communication skills; commitment to

professional growth and service; potential for overall college effectiveness; and sensitivity to

and understanding of the diverse academic, socioeconomic, cultural, disability, and ethnic

backgrounds of the District's students.

The committee shall formulate interview questions (including an appropriate follow-up

question procedure) to ensure a thorough assessment of the candidate's qualifications. The

committee shall also provide for writing samples, and/or other performance indicators

related to the subject area.

The committee, administration, and Superintendent/President shall conduct interviews and

use a rating system to evaluate responses. Individual members must be present for each

interview in order to participate in the evaluation of candidates. All evaluation procedures

shall be reviewed by the Human Resources office.

The chair shall lead the committee discussion regarding strengths and weaknesses of the

candidates and summarize final committee rankings. The committee may include rankings

and/or written comment for each candidate as a further means of communicating its

recommendations.

From among those interviewed and considered well qualified, the committee, after

conferring, may select up to four candidates for reference checks. Reference checks shall be

conducted by the administrator and the Selection Committee chair and shared with the

Selection Committee before names are forwarded. Reference checks shall include academic

background and professional experience relevant to performance in the administrative

position. The committee shall recommend candidates to the Superintendent/President for

final consideration. If the committee cannot recommend any of the applicants, the hiring

process shall be reopened.

Selection of the Final Candidate: The Superintendent/President shall review the Selection

Committee's recommendation and the qualifications and reference checks on the final candi-

dates. The Superintendent/President may conduct additional reference checks. The final

candidate will be chosen from those recommended by the Selection Committee.

Candidates for positions at the Vice President level will be interviewed by the Board of

Trustees. The Superintendent/President will make a recommendation following the

interviews to assist the Board of Trustees in making an appointment.

Candidates for other administrative positions will be recommended to the Board of Trustees

for appointment by the Superintendent/President, but will not be interviewed by the Board.


If the Superintendent/President or the Board of Trustees cannot choose any of the final

candidates recommended, then the Superintendent/President shall meet with the Selection

Committee to discuss these issues. If the Selection Committee and the

Superintendent/President cannot reach an agreement as to a candidate, the position shall be

reopened.

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REGULATION 4.20

Board Policy Manual Section: 4.20 Grievance Procedure

A. The following grievance procedure shall be available to all academic employees. The

procedural steps included herein have been designed to secure an equitable solution to a

grievant's claim at the earliest possible date. The grievance procedure shall not be used

to establish new policies or to change existing rules and/or regulations, and shall not be

used in matters for which other appeal procedures, means or methods of review have

been established, such as in a disciplinary action.

B. Definition of Terms

1. Grievance: A "grievance" is a formal written allegation by an employee that he/she

has been adversely affected by a violation, misinterpretation or improper application

of a Lake Tahoe Community College District policy, rule and/or regulation.

2. Days: All references to "days" included herein shall be days when the District

administrative offices are open for business.

C. Informal Grievance Procedure: Before filing a grievance, an employee shall first discuss

the basis for the contemplated allegation with the employee's immediate administrator

with the objective of resolving the matter through such an informal conference. This

informal conference may include any other involved parties at the discretion of the

grievant.

D. Formal Grievance Procedure

1. Level I

a. Within 60 days after the occurrence of the act or omission or within 60 days of

the time the grievant became aware or should have become aware of the act or

omission giving rise to the grievance, the employee must present his/her

grievance in writing to the supervisor of the person against whom the grievance

is filed.

b. The written grievance must include a description of the general and specific

grounds for the grievance, a list of specific actions upon which the grievance is

based, including the names of all persons involved, and the times, places and

events when each person so named was involved, the conclusion reached at the

informal conference, and a list of specific actions which the grievant feels the

college should take to remedy the grievance.

REGULATION 4.20 Page 2

c. The supervisor shall communicate a written decision to the grievant within ten

(10) days after receiving the grievance. If the supervisor does not respond

within the time limit, the grievance is deemed denied, and the employee may

appeal in writing to the next level. Such appeal must be made within five (5)

days after expiration of the time limit or after the written answer is received,

whichever occurs first.

d. Within the specified time limit, the grievant or the supervisor may request a

personal conference with the other, and such request shall be granted, with the

objective of resolving the matter at this level.

2. Level II

a. If the grievant or the subject of the grievance is not satisfied with the decision

of the grievance at Level I, either party may appeal by filing a Notice of Appeal

with the Vice President for Academic Affairs, which shall include a copy of the

original grievance, the response, if any, from Level I, and a notice stating that

the employee is appealing, with a clear and concise statement of the reasons for

the appeal.

b. The Vice President may request a personal conference with the grievant or any

party named in the grievance, and shall render a written decision within 10 days

of receipt of the appeal. If the Vice President does not render a written decision

within the prescribed time limit the grievance is deemed denied, and the

employee may appeal to the next level. Such appeal must be made within five

(5) days after the expiration of the time limit or after the written response is

received, which ever occurs first.

3. Level III

If the grievance is not resolved at the level of the Vice President, the grievant or the

subject of the grievance may appeal for the grievance to be considered by a hearing

committee. The hearing committee shall be composed of three members consisting

of a faculty member recommended by the grievant, a faculty member

recommended by the chief party against whom the grievance is brought and a

faculty member (full-time or adjunct) or an administrator appointed by the

Superintendent/President who shall chair the committee. The hearing committee

shall meet within 20 days of its appointment for the purpose of conducting a

hearing at which all parties to the grievance shall be present and allowed to present

information and argument. The hearing committee shall render its decision in

writing to the Superintendent/President within 10 days after the close of such

hearing. If the hearing committee does not respond within the time limit the

grievance is deemed denied, and the employee may appeal in writing to the next


level. Such appeal must be made within five (5) days after expiration of the time

limit or after the written answer is received, whichever occurs first.

4. Level IV

If the grievance is not resolved at Level III, the grievant or the subject of the

grievance may appeal to the Superintendent/President by filing a written Notice of

Appeal, together with a copy of the original grievance and any responses at Levels

I, II and III, and a statement of reasons for the appeal. The

Superintendent/President may conduct a review of the matter himself/herself,

including requesting meetings with the grievant and other parties concerned. These

meetings may be held separately or together with the involved parties. The

decision of the Superintendent/President on the grievance shall be in writing, and

shall be issued within 20 days after the filing of the grievance.

5. Level V

In the event the grievance is not resolved at Level IV, the grievant or the subject of

the grievance may appeal the decision of the Superintendent/President by filing a

written Notice of Appeal with the governing board within five (5) days after receipt

of the Superintendent/President's decision. The appeal must be in writing, and

shall include the original grievance, the responses at Levels I, II, III and IV, and a

clear and concise statement of the reasons for the appeal. The governing board

shall conduct such hearings as the board determines necessary in order to review

the matter and render a fair and just decision. The board shall render its decision

within thirty (30) days after receipt of the appeal, or such extension of that time as

determined by the board to be necessary to complete its review of the matter. The

decision of the board shall be final and binding.

E. Other Provisions

1. An employee may represent him/herself at all stages of the informal or formal

grievance process, or may be assisted by a representative.

2. A resolution of the grievance shall be deemed to exist at any level either by

affirmation of the grievant or the subject of the grievance to concur with the

decision rendered or by failure of the grievant or the subject of the grievance to

appeal the decision within the specified time period to the next higher level.

3. The filing of a grievance shall in no way interfere with the right of any District

administrator to proceed in carrying out his/her management responsibilities and

decisions prior to a final resolution the grievance. In the event that an employee

protests an order, requirement or other directive, the employee shall fulfill or carry

out such order, requirement or other directive pending final resolution of the

grievance.


4. The time limits as specified at each level of the grievance procedure may be

extended by mutual written agreement between the parties.

5. A grievant shall be released from regular assignment if required by this grievance

procedure.

6. If a grievance is against an Instructional Dean or a Director, the grievance process

shall begin at Level II; if against Vice President for Academic Affairs and Student

Services, the grievance process shall begin at Level III; if against the

Superintendent/President, the process shall begin at Level V.

7. There shall be no reprisals of any kind taken against any of the participants or

representatives because of participation in a grievance or support thereof.

8. All documents, communications and records dealing with the processing of a

grievance will be filed in a separate grievance file and will not be kept in the

personnel file of any of the participants.

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REGULATION 4.25

Board Policy Manual Section: 4.25 Evaluation of Administrative Personnel

I. INTRODUCTION

A. Philosophy for Administrator Evaluations

It is the policy of the Lake Tahoe Community College District that administrator

evaluation procedures and guidelines be established to "ensure that [the] administration

consists of administrators who can lead, organize, plan, and supervise; who understand the

needs of faculty and the learning process; who value institutional governance based upon a

genuine sharing of responsibility with faculty colleagues" (Sec. 4.03 of AB1725); who

understand the needs of students and staff; and who generally support a governance

system which encourages and respects the participation of the entire college community.

The District's goal is to ensure that its administrators fit the above description. In

addition, the District has an interest in administrators who are focused on quality and

competence, provide strong and directed leadership, possess strong values as related to

their management of this educational institution, and display high standards of personal

and professional ethics. To that end the District has established an administrator

evaluation procedure that promotes these goals. The District has an inherent responsibility

to establish clear goals and expectations for its administrators and to recognize the

dedication and achievement of its administrators.

Administrator evaluations should contain appropriate input, be clear, relevant, substantive,

and timely. Ultimately, the evaluation process should promote teamwork and excellence

in administration.

II. PREPARATION FOR EVALUATION

A. Calendar

In July of each year, the Superintendent/President will set the calendar schedule of

evaluations for each administrator and determine whether the evaluation will be an In-

Progress Report or Comprehensive Evaluation.

B. Administrators will be evaluated in two ways:

1. Annual evaluations will normally involve only the administrator being evaluated

and his/her supervisor. The focus will be on performance objectives and success

in meeting position duties and responsibilities as detailed in Chapter II of the

Board Policy Manual. Annual evaluations will be conducted by the supervising

administrator unless a comprehensive evaluation is scheduled for a particular year.


2. Comprehensive evaluations will involve the administrator being evaluated, his/her

supervisor and an opportunity for others on the faculty and staff to participate through

surveys, interview and comments, as appropriate. In addition to areas covered in the

annual evaluation, a comprehensive evaluation will include a broader view of

leadership potential, interpersonal skills and professional growth and development.

III. ANNUAL EVALUATION

A. In an annual evaluation the supervising administrator and the administrator being

evaluated review the prior year's goals and objectives and determine the goals and

objectives for the current year. This evaluation report will contain the following items:

1. To what extent recommendations from the previous comprehensive evaluation have

been addressed;

2. To what extent recommendations from the previous annual evaluation have been

addressed;

3. Assessment of progress in meeting current year's goals and objectives; and

4. New goals and objectives for the next evaluation year.

B. Schedule of Activities

1. July 15 Superintendent/President announces the schedule of who undergoes

annual and comprehensive evaluations

2. September 1 Administrator submits proposed objectives for the academic year

3. October 1 Administrator and supervisor meet to agree upon administrator's

performance objectives for the academic year

4. October 2 -

May 31

Administrator and supervisor meet periodically throughout the

academic year to review progress on objectives and related

performance results.

5. June 1 Administrator prepares a written self-evaluation to include at least the

items enumerated above

6. June 10

Supervisor meets with administrator to review written self-evaluation

and discuss supervisor's observations

7. June 25 Supervisor completes final written evaluation and reviews with

administrator


8. June 30 The written evaluation is delivered to the Superintendent/President

with a copy to be filed in the personnel file of the administrator being

evaluated

IV. COMPREHENSIVE EVALUATION

A. A Comprehensive evaluation will be conducted by the supervising administrator.

Comprehensive evaluations, when they are scheduled, will take the place of annual

evaluations. Comprehensive evaluations will occur as follows:

1. All academic administrators will undergo a comprehensive evaluation at least once

every three years;

2. All new academic administrators will undergo comprehensive evaluation two

consecutive years after appointment; and

3. Any administrator can be evaluated at any time as determined by the

Superintendent/President. In such cases, a comprehensive evaluation shall be

conducted.

B. Schedule of Activities

1. July 15 Superintendent/President announces the schedule of who undergoes

annual and comprehensive evaluations

2. August 1 The supervisor and the administrator being evaluated meet to discuss

the comprehensive evaluation process and the responsibilities of both

participants and intent to collect data from the college community, if

any.

3. September 1 Administrator submits proposed objectives for the academic year

4. October 1 Administrator and supervisor meet to agree upon administrator's

performance objectives for the academic year

5. October 2 -

May 31

Administrator and supervisor meet periodically throughout the

academic year to review progress on objectives and related

performance results.

6. April 1 –

May 15

The supervisor develops (in collaboration with the administrator being

evaluated), distributes, collects and analyzes survey information and/or

other data from the college community, if appropriate.

7. June 1 Administrator prepares a written self-evaluation to include at least the

items enumerated above


8. June 10

Supervisor meets with administrator to review written self-evaluation,

discuss supervisor's observations and review the results of any

additional data collected during the prior year

9 June 25

Supervisor completes final written evaluation and reviews with

administrator

10. June 30

The written evaluation is delivered to the Superintendent/President

with a copy to be filed in the personnel file of the administrator being

evaluated

C. Evaluation Process

1. Prepare a self-evaluation: The administrator being evaluated will assess his/her

performance in each of the areas indicated below. Listed under each main topic are

specific points to guide and to focus the responses.

a. Performance of Administrative Duties

professional knowledge

effective organizational, planning and administrative skills

supervision of assigned areas

management skills (e.g., judgment, implementation of programs and processes,

interpersonal skills, supervisory skills, appropriate delegation of responsibility)

quality and quantity of work

planning and managing in the context of an institution of higher education

b. Leadership

vision, innovation, initiative

commitment to mission of the College

ability to guide and motivate others

acceptance of responsibilities and challenges

decision-making

campus service and involvement

community service and involvement

statewide community college system involvement

c. Interpersonal Skills

working relationship with faculty, staff, students, administrative team, and

Board members

communication skills

team-building skills

problem-solving and conflict resolution


d. Professional Growth and Development

professional improvement

breadth and depth of professional abilities

self-improvement

long-term goals

areas in need of improvement and plans for improvement

professional activities

knowledge of current issues related to the position

e. Assessment of Previous goals and objectives

f. Proposed future goals and objectives

2. Meet with the supervising administrator and participate in the evaluation of the data.

3. Meet with the supervising administrator and review the final written evaluation.

4. Sign the evaluation and, if appropriate, prepare a written response to the evaluation

which will be filed with the evaluation.

D. Evaluation Input

1. Vice Presidents

The vice president and the president will jointly develop a specific list of people who

will be asked to complete the written Administrator Comprehensive Evaluation (ACE)

form (Attachment A). This list is to include at least:

5 full-time faculty

5 classified employees

2 adjunct faculty

2 administrators

2. Deans

The administrator and his/her supervisor will jointly develop a specific list of people

who will be asked to complete the written Administrator Comprehensive Evaluation

(ACE) form (Attachment A). This list is to include at least:

5 full-time faculty


5 adjunct faculty

3 administrators


3. Directors

The director and his/her supervisor will jointly develop a specific list of people who

will be asked to complete the written Administrator Comprehensive Evaluation (ACE)

form (Attachment A). This list is to include at least:

5 full-time faculty


2 adjunct faculty

2 administrators

4. In addition, the evaluation process will be available to the entire college community

and anyone else who would like to complete the ACE will be encouraged to do so.

The supervising administrator will circulate the ACE and monitor the process of

collecting the data.

The goal is to collect as complete a response as possible. If the response is inadequate,

it may be necessary to ask again for the evaluation forms to be filled out and returned

5. The supervising administrator will prepare a summary of the survey results. The

supervising administrator and/or the Superintendent/President will be available to

meet with the President of the Academic Senate and/or the President of the Classified

Employees Association to discuss specific and/or general evaluation comments the

organization feels should be noted in the final written evaluation.

E. The supervising administrator will meet with the administrator being evaluated and review

the survey summary and the self evaluation. They will discuss the general nature of the

final written evaluation.

F. The supervising administrator will prepare a written narrative according to the general

guidelines listed below:

1. Effectiveness in meeting prior goals and objectives;

2. Assessment of and concurrence with future goals and objectives;

3. The self evaluation of the administrator being evaluated;

4. Accomplishments during the period being considered;

5. Survey results; and

6. Personal observations.

G. The supervising administrator and the administrator being evaluated will meet and review

the written evaluation. The format of the written evaluation is described below:


1. Cover sheet (Attachment B);

2. Supervising administrator's written narrative;

3. Survey summary;

4. Goals and objectives for the next year; and

5. Self-evaluation.

H. The administrator being evaluated will sign the evaluation in one of two ways:

1. In agreement; or

2. In disagreement. If the administrator being evaluated disagrees with the evaluation, he

or she may prepare a written rebuttal and file the rebuttal within 10 working days with

the evaluation; the rebuttal will then become a permanent part of the evaluation.

I. The written evaluation will be delivered to the President/Superintendent by June 30, and

will be filed in the personnel file of the administrator being evaluated.

V. CONFIDENTIALITY

Each person participating in the evaluation process will maintain the confidentiality and the

integrity of the process. The resulting written evaluation will be confidential and filed in the

employee's personnel file.

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ATTACHMENT A


To: __________________________________

From: __________________________________

Date: __________________________________

Re: Evaluation of _____________________________________________

You have been selected to participate in the survey portion of the administrator's evaluation. The

responses generated from this survey will be used as a component of the administrator evaluation

process.

The purpose of this evaluation is to provide a record of the leadership effectiveness of this

administrator from your personal perspective. Your response should be based on your own first-

hand knowledge and experience with the administrator, focusing on the performance as you find it

at the present time, NOT on the reaction of others. As with all evaluations, the ultimate goal is to

improve performance; therefore, any comments should be constructive, assisting the individual to

improve his/her leadership on the job.

Please return the completed form to _______________ by _____________.

Thank you for your cooperation!

(revised 2/2000)

Lake Tahoe Community College District

Administrator Comprehensive Evaluation

Name of Administrator: __________________________________________

Title: __________________________________________

Date of Evaluation: __________________________________________

1. Evaluator's Assignment:

A. Board of Trustees

B. Full-time Faculty

C. Adjunct Faculty

D. Classified

E. Administrator

Please indicate on the attached SCANTRON answer sheet your rating of the administrator’s

performance for each of the following items by indicating the appropriate letter based on the

following scale. Rate those items where you have no personal basis for judgment with an "E." It

will be appreciated if you can provide comments for a "C" or "D" rating. Write your comments

on the Scantron answer sheet in the “Comments” section. If the “Comments” section does not

provide adequate space for your comments, use a separate sheet of paper.

Rating Scale: A = Almost always

B = Usually

C = Occasionally

D = Rarely, if ever

E = No basis for judging

2. Demonstrates sufficient knowledge and

intelligence to handle responsibilities of the

office.

A B C D E

3. Shows a high level of enthusiasm for the job.

A B C D E

4. Communicates effectively in speaking.

A B C D E

5. Communicates effectively in writing.

A B C D E

6. Exhibits confidence and ability.

A B C D E

7. Plans and organizes work well.

A B C D E

8. Handles details effectively.

A B C D E

9. Completes routine matters in a timely manner.

A B C D E

10. Meets deadlines.

A B C D E

11. Exercises initiative in seeking solutions to

problems.

A B C D E

12. Handles difficult situations with tact and skill.

A B C D E

13. Can make "tough decisions" and can say "no"

when appropriate.

A B C D E

14. Leads staff in accomplishing most annual

goals and objectives.

A B C D E

15. Demonstrates a sense of "vision," - that is,

the capacity to look ahead and identify

appropriate long-term goals.

A B C D E

16. Motivates others to do their best work.

A B C D E

17. Makes himself/herself available to faculty and

staff when needed.

A B C D E

18. Listens to faculty and staff concerns with

patience and understanding.

A B C D E

19. Facilitates individuals and groups working

together in pursuit of common goals and

objectives.

A B C D E

20. Seeks active involvement of appropriate

faculty and staff in decision-making.

A B C D E

21. Recognizes the contributions of others and

expresses appreciation for them.

A B C D E

22. Demonstrates personal and professional

integrity in dealing with others.

A B C D E

23. Uses authority firmly but with sensitivity.

A B C D E

24. Employs a sense of humor to help maintain

perspective.

A B C D E

25. Encourages and supports personal and

professional growth.

A B C D E

26. Manages the budget fairly and effectively.

A B C D E

27. Makes a positive impact on the college

overall.

A B C D E

28. Demonstrates a personal commitment to

public service in the community at large.

A B C D E

29. Effectively implements colleges policies and

management directives.

A B C D E

30. Makes proper use of established

administrative channels within the college.

A B C D E

31. Makes effective decisions.

A B C D E

32. Effectively supervises personnel.

A B C D E

33. Demonstrates familiarity with current statutes,

Board policies, and other applicable rules and

regulations.

A B C D E

34. Participates actively, takes direction, works

willingly, cooperatively, enthusiastically and

effectively as an integral part of the

management team.

A B C D E

35. Demonstrates cost consciousness and

sensitivity to cost effectiveness.

A B C D E

36. On a scale of A to E (with A the highest), how

would you rate the overall leadership of this

administrator in his/her current position?

A B C D E

4/03

revised 1/21/97

ATTACHMENT B


ADMINISTRATOR EVALUATION REPORT

Administrator to be evaluated: ______________________________________________

Assignment: ____________________________________________________________

for the period of _________________________ to _____________________________

Evaluation Sources Employed: (Attach documentation)

Supervisor Narrative

Self Evaluation

Survey Summary

Other (Describe) ___________________________________________________

Evaluation Result: Satisfactory Needs Improvement Unsatisfactory

Signatures:

Immediate Supervisor/Date ___________________________________________

Administrator/Date _________________________________________________

(Signature indicates I have received this report)

I agree with this report.

I disagree with this report and am submitting an explanatory attachment.

(Administrator shall have up to ten working days to prepare and file a written response.)

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