Human Resources Procedures
HR-1-0 EMPLOYMENT AT COCC
Employment at Central Oregon Community College is a privilege extended after careful consideration only to those individuals possessing high personal and professional qualifications. All promises to faculty, administrative staff, confidential, supervisory, or classified staff members upon employment, or at any other time, shall be in a formal written document of the College and approved at the appropriate level. No verbal promises will be honored.
HR-1-1 Standard of Conduct for College Employees Revised: 8/15/00; 11/17/2011
"In compliance with the Drug-Free Workplace Act of 1988 (Public Law 100-690, Title V, Subtitle D) and the Drug-Free Schools and Communities Act Amendment of 1989 (Public Law 101-226), it shall be the policy of Central Oregon Community College to maintain a drug-free campus for all employees and students. In accordance with ORS 475.300 -475.346, COCC's Drug Free Campus Policy includes prohibiting the use of medical marijuana on campus property or for any campus-sponsored class, activity or event regardless of location. It is the responsibility of the College to notify students and staff of college policy. As such, the following policy is in effect:
The unlawful possession, use, or distribution of illicit drugs and alcohol is prohibited on the College campus, in all College facilities, or as part of any College-sponsored activity, regardless of where that activity is located. Violators of this policy will be prosecuted to the full extent of State and Federal law and, in addition, there are specific consequences for employees and for students which are also stated in the College Drug-Free Campus Procedures."
HR-2-0 POSITION VACANCIES
Whenever position vacancies occur, the Director of Human Resources and the appropriate Vice President/Dean will review the position prior to the position being opened to candidates or advertised for the purpose of ascertaining if the position is classified at the correct level to accomplish the work of the College.
HR-2-1 CRIMINAL BACKGROUND CHECK PROCEDURE Approved: September 2011
In a continuing effort to further ensure the safety and welfare of students, faculty and staff, Central Oregon Community College requires criminal records checks on all newly hired full-time and part-time employees. Criminal background checks will be conducted in compliance with applicable state and federal guidelines. Criminal background checks will also be conducted for student employees and volunteers. Background checks will be done whenever a current employee tranfers into a position that s/he:
- Will be handling money.
- Are issued college purchasing privileges/credit cards.
- Have direct unsupervised contact with minors under the age of 18 or persons with developmental disabilities. (Direct, unsupervised contact" means contact with children [under age 18] or developmentally disabled persons that provides the employee opportunity and probability for personal communication or touch).
- Works with data-sensitive information and/or in security sensitive positions such as information technology. (Data-sensitive information means employee or student social security numbers, dates of birth, driver's license numbers, medical information, personal financial information or criminal background information).
- Are issued master keys/FOBS to the college.
Final candidates and employees required to submit to a background check must sign a release form or on-line certification and release as part of the application process, authorizing the college to conduct a background check.
Criminal background reports with adverse information will be reviewed and evaluated by a committee consisting of the Director of Human Resources, the Risk Manager and the Safety and Security Supervisor. The committee will use the information from the criminal background report in conjunction with the following guidelines to determine an applicant's eligibility for employment:
- The passage of time since the commission of the crime.
- The nature of the crime.
- The relationship between the position to be performed and crime committed.
- The number of convictions.
- Rehabilitation efforts.
Generally, the applicant may not begin work or be unconditionally hired before the results of the background check are known and meet the above-stated criteria. The opportunity to become employed or transfer into a qualified position will terminate immediately for all prospective employees considered ineligible according to the criteria set forth above.
If an applicant is determined to be ineligible based on the above guidelines, the college will provide notice of the disqualifying information and a copy of the report to the applicant and will give the applicant five business days to dispute the information contained in the report before a final decision is made. If, after the five-day period has expired, the applicant does not dispute the information contained in the report, the college will disqualify the candidate from employment consideration. All information obtained in the course of the criminal background check will be confidential and the reports will be kept in a secure file separate from personnel files in the Human Resources Department.
The college will not employ an individual who has failed to disclose the presence of criminal convictions on the employment application. Any false statements made by an applicant on the employment application, during the interview process, or at any other time during the application process, or refusal to submit or consent to a criminal background check will also disqualify the applicant from any employment consideration. Similarly, a current employee must report criminal convictions (other than minor traffic offenses) to his/her supervisor and the Director of Human Resources.
HR-3-0 EQUAL EMPLOYMENT OPPORTUNITY / AFFIRMATIVE ACTION / NON-HARASSMENT
HR-3-1 Equal Employment Opportunity Policy
Central Oregon Community College has a continuing commitment to programs of equal opportunity and affirmative action to extend community services and educational, employment and promotional opportunities to all legally protected classes.
Central Oregon Community College does not discriminate on the basis of age, disability, gender, marital status, national origin, color, race, religion, sexual orientation or veteran status. The College complies with all federal legislation and civil rights laws of the State of Oregon.
Equal opportunity for employment, admission, and participation in the College's benefits and services shall be extended to all persons and the College shall promote equal opportunity and treatment through a positive and continuing Equal Opportunity Policy.
Unlawful discrimination by age, disability, gender, marital status, national origin, color, race, religion, sexual orientation, or veteran status, shall not exist in any area, activity or operation of the district.
HR-3-2 Affirmative Action Policy
Community Colleges in Oregon are required to include an affirmative action policy as part of their overall personnel policies (OAR 581-043-0700 ). Central Oregon Community College is committed to the concepts and goals of affirmative action. It is therefore the policy of Central Oregon Community College to take affirmative action to recruit and to employ members of protected groups. Under Federal Executive Order 11246 as amended, protected minority groups are defined as American Indian or Alaskan Native, Asian or Pacific Islander, Black and Hispanic individuals. Women are also designated as a protected group. The protected groups are those groups of persons who have historically been most disadvantaged by discriminatory practices formerly sanctioned by law. Affirmative employment efforts are also required for disabled veterans, veterans of the Vietnam era and for disabled persons.
Persons having questions about equal employment opportunity and non-discrimination, should contact the Affirmative Action Officer at 383-7216. Sexual or gender-based harassment complaints should be directed to personnel trained to deal with such allegations. A list of such trained personnel is kept in the Office of the President.
HR-3-3 Non-Harassment Policy
Please see: G-28-1 Nondiscrimination Policy
HR-3-4 Employment of Family Members 10/13/04
In compliance with ORS 659.340, the College does not discriminate against any individual solely because another member of that individual's family works or has worked for the College. However, the College will not hire or employ an individual in a position of exercising supervisory, appointment or grievance adjustment authority over that individual's family member. A member of the individual's family includes husband, wife, domestic partner, son, daughter, mother, father, brother, brother-in-law, sister, sister-in-law, son-in-law, daughter-in-law, mother-in-law, father-in-law, aunt, uncle, niece, nephew, or stepparent, or stepchildren and members of the domestic partner's family as listed or in an equivalent relationship.
HR -3-5 Consensual Relationships Approved: 5-24-11
Central Oregon Community College must maintain an atmosphere that encourages the full realization of each individual's potential. This effort is promoted by professionalism in the relationships that faculty and staff have with students and each other. These relationships are intended to foster a free and open exchange of ideas, productive learning, and the work that supports it.
In addition, those who supervise or evaluate the work of students and staff must be perceived to be making their decisions fairly and without favoritism. This perception is potentially jeopardized when faculty/staff enter into consensual romantic relationships with their students or those employees with whom they hold a position of authority.
Therefore, no College employee shall enter into or maintain any romantic or sexual relationships with students or employees over whom they exercise any academic, administrative, supervisory, evaluation, counseling or extracurricular authority or influence without disclosure of the relationship to the appropriate College officer(s).
Faculty and staff are cautioned that consensual romantic relationships with their students and subordinates can prove to be unwise and problematic, and should be avoided. When consensual romantic relationships occur, questions of fairness, favoritism, and coercion arise:
- Such relationships may undermine the real or perceived integrity of the supervision provided, and the particular trust inherent in the student-faculty or supervisor/subordinate relationship.
- Relationships in-which one party is in a position to review the work, or influence the career of the other, may provide grounds for complaints when that relationship appears to give undue access or advantage, restricts opportunities, or creates a hostile and unacceptable environment for others.
- Such relationships may, moreover, be less consensual than the individual whose position confers the power believes. The relationship is likely to be perceived in different ways by each of the parties to it, especially in retrospect. While some relationships may begin and remain harmonious, they are susceptible to being characterized as unprofessional and disrespectful to others.
- Teaching professionals in particular are under a special obligation to preserve the integrity of their relationships with students, and therefore are expected to maintain at all times, the highest level of professionalism with students, whether or not any real or perceived authority over the student exists.
Should a College employee enter into a consensual relationship with a student or another employee with whom s/he has an academic or evaluative relationship, the relationship must be disclosed to his or her supervisor (Dean, Administrative Director or Vice President), who will then notify the Director of Human Resources and/or the College's Sexual Harassment Officer(s). The College will take the necessary actions to mitigate the impact of the relationship on student(s) and/or employee(s). These actions may include, but are not limited to; workload reduction (with commensurate reduction in pay), and/or reassignment, and/or dismissal if judged to undermine the real or perceived integrity of the supervision provided and the particular trust inherent in the student/faculty or supervisory/subordinate relationship, including impacts on students/employees not involved in the relationship. Failure to disclose the relationship may result in immediate suspension and disciplinary action including dismissal.
The Director of Human Resources and the College's Sexual Harrassment Officers are responsible for the implementation, monitoring and execution of this policy. Nothing in this policy precludes any person from filing a formal grievance in accordance with applicable collective bargaining agreements or with the Bureau of Labor and Industries or the Equal Employment Opportunity Commission.
Also, reference General Procedures HR-3-0, Non-harassment Policy and HR-3-1, Employment of Family Members. The contact information for the current Sexual Harassment Officer is available through the Office of Human Resources at 541-383-7216 .
HR-3-6 Mandatory Reporting - CHILD PROTECTION POLICY Effective: 1/1/2013
Central Oregon Community College is committed to protecting the safety and well-being of children and students under the age of 18 who are on College premises, and/or who participate in College-related programs and activities, both on and off campus.
The participation of children and students under the age of 18 in these programs and activities requires an increased level of care, and an expectation that College employees will conduct themselves appropriately in the presence of children on campus and/or in College-related programs and activities.
Effective January 1, 2013, all community college employees are required by Oregon law to report suspected cases of child abuse to the Oregon Department of Human Services (DHS) or law enforcement officials. This duty is personal to the individual community college employee and applies twenty-four hours-a-day, seven days-a-week whether or not you are on work time. You must immediately report to DHS or local law enforcement when you have "reasonable cause to believe" that any child with whom you come in contact with has suffered abuse, or that any person with whom you come in contact has abused a child.
In addition, college employees must report to the Risk Manager at 541-383-7208 or the Campus Public Safety Supervisor at 541-383-7750 instances of inappropriate conduct when they witness, receive a report of, or reasonably believe an instance of child abuse has occured through the course of their employment. This requirement applies to cases of abuse that allegedly occur on campus, on property owned or leased by the College, or while memebers of the faculty, staff or student body are participating in a College-connected activity off campus. Reporting to the designated College official does not satisfy the legal duty to report to DHS or local law enforcement.
- Any assault of a child and any physical injury to a child which has been caused by other than accidental means;
- Any mental injury to a child, which shall include only observable and substantial impairment of the child's mental or psychological ability to function caused by cruelty to the child, with due regard to the culture of the child;
- Rape of a child, which includes but is not limited to rape, sodomy, unlawful sexual penetration and incest;
- Sexual abuse;
- Sexual exploitation, including:
1. Contributing to the sexual delinquency of a minor;
2. Allowing, permitting, encouraging or hiring a child to engage in prostitution or patronize a prostitute;
- Negligent treatment or maltreatment of a child;
- Threatened harm to a child, which means subjecting a child to a substantial risk or harm to the child's health or welfare;
- Buying or selling a person under 18 years of age;
- Permitting a person under 18 years of age to enter or remain in or upon premises where methamphetamines are being manufactured; or
- Unlawful exposure to a controlled substance, as defined in ORS 475.005, that subjects a child to a substantial risk of harm to the child's health or safety.
"Child" means an unmarried person who is under 18 years of age.
"Law Enforcement Agency" means:
- a city or municipal police department;
- a county sheriff's office;
- the Oregon State Police; or
- a county juvenile department.
ORS 419B.005 to 419B.050
HR-3-7 SEXUAL MISCONDUCT POLICY
Please see: G-28-2 Sexual Misconduct/Sexual Violence
HR-4-0 PRIMARY RESPONSIBILITY OF COLLEGE EMPLOYEES
The primary responsibility of all full-time employees during contracted periods is to Central Oregon Community College.
HR-4-1 Outside Commitments
Employees who consider taking an additional position as a part-time or full-time employee or consultant in public or private employment, shall first provide the appropriate Vice President/Dean with the details of the employment. Should there be concern with respect to apparent undesirable effect of such outside activities, the individual may be urged not to undertake such activities.
To assure compliance with PERS reporting requirements and to protect retirement benefits, employment of individuals with the College at .5 FTE or greater who are concurrently employed by another PERS covered employer must be reviewed and approved by the Director of Human Resources in advance of any employment offer.
It is expected that faculty members will carry a full class load; if not, teaching for some other public agency may be considered as part of the instructor's load, with payment by that agency made to the College.
HR-4-2 Conflict of Interest Revised: 6/25/04
All employees of COCC are both agents of the College and public employees, and, as such, are subject to the terms and provisions of ORS 244. All employees are expected to know their rights and responsibilities under this statute.
No College employee shall use his/her official position or office to obtain financial gain other than official salary, honoraria, or reimbursement of expenses, or for any member of his/her household or for any business with which he/she, or a member of his/her household, is associated. [Refer to ORS 244.040 (1).]
To implement the above procedure, the following guidelines shall apply to Central Oregon Community College employees:
Private business shall not be conducted during assigned College working hours.
College supplies, facilities, equipment, and personnel shall not be used to carry out private business.
College officials shall not receive private compensation for performing their College duties.
No official action toward a third party shall be conditioned on a private business relationship with that third party.
Employees will notify their appropriate Vice President/Dean, in writing, of any potential conflict of interest.
HR-5-1 Administrative Positions Revised: 10/13/04
The President or appropriate Vice President is responsible for recommending to the Board of Directors new full- or part-time administrative positions, along with appropriate salary and title. The College reserves the right to recommend direct appointments of current employees to administrative and professional/non-managerial positions where such appointments are in the best interest of the College staffing requirements and not in conflict with equal employment opportunity policies.
HR-5-2 Classified, Confidential, Supervisory Positions Revised: 8/15/00
The appropriate Vice President is responsible for recommending to the President new full- or part-time classified, confidential, and supervisory positions, along with appropriate salary and title.
HR-5-3 Faculty Positions
HR-5-3.1 Recommendation to Hire Full-Time Instructional Professionals
The Vice President for Instruction is responsible for recommending to the President the new full-time instructional faculty and administrators to be hired, along with salary and academic rank placement. The President makes the final recommendation to the Board, which takes appropriate action.
HR-5-3.2 Recommendation to Hire Part-Time Professional Instructional Staff
Part-time professional instructional staff must be approved through the Office of the Vice President for Instruction. Once this process is completed, instructional administrators who report to the Vice President for Instruction are responsible for the employment of part-time professional instructional staff. [Refer to Collective Bargaining Agreement Between the Central Oregon Community College Board of Directors and the Central Oregon Community College Faculty Forum, Article 1.3.]
HR-5-3.3 Adjunct Relationships Revised: 10/13/04
The College may invite certain individuals to form an adjunct relationship of less than a full-time nature within the College.
The adjunct relationship will be deemed to be of a temporary nature and signing of an adjunct agreement shall not be considered to be a promise of future employment, nor shall notice be required to terminate an adjunct relationship.
Individuals assigned to an adjunct relationship are not eligible for sabbatical or for consideration for tenure. Adjunct faculty are eligible for professional improvement funds under the conditions of the Collective Bargaining Agreement between the Central Oregon Community College Board of Directors and the Central Oregon Community College Faculty Forum, Article 14.2 and 14.3.
Approval of this policy grants no rights under the Collective Bargaining Agreement Between the Central Oregon Community College Board of Directors and the Central Oregon Community College Faculty Forum unless agreed to hereafter by signature of the President of the Faculty Forum and the President of the College, or unless incorporated in a future negotiated contract.
[Refer to Collective Bargaining Agreement Between the Central Oregon Community College Board of Directors and the Central Oregon Community College Faculty Forum, Article 1.3 .]
HR-5-3.4 Part-Time Faculty Employment at COCC
Part-time faculty are employed by the College on a term-to-term basis and at less than .5 FTE appointments.
The College can offer part-time faculty in its employment pool no guarantee of future employment beyond conditions given in individual's Notice of Appointment. The renewal of a part-time member's employment is entirely at the discretion of the College and notice is not required to terminate employment. Despite advance course scheduling, department chairs and division heads cannot always anticipate budgetary restrictions and enrollment fluctuations that affect employment needs. Nevertheless, department chairpersons are encouraged to give their part-time faculty as much advance notice as possible of plans for renewal or termination of employment for the coming term.
Part-time instructors should also be aware that in the event of a reduction in force, part-time faculty in an academic discipline will be laid-off before any full-time faculty or adjunct in the same academic discipline are laid-off.
Part-Time Faculty Compensation and Benefits
Compensation: Part-time faculty are compensated at the rate assigned to adjunct faculty based on the current COCC/Faculty Forum Collective Bargaining Agreement. Part-time faculty are not eligible for benefits.
Process: The department chair recommends placement to the Vice President for Instruction on the basis of a current evaluation. All salaries are determined in the Fall quarter contract or, in the case of someone who does not teach Fall quarter, the first contract in the academic year. No adjustments are made at any other time than the preparation of the first teaching contract of the academic year-counting Fall as the first quarter of the academic year.
For purposes of counting quarters, a contract of three load units or more counts as a quarter. Contracts of less than three load units over several quarters may be aggregated to count as a quarter. More than 24 load units in two quarters may be counted as three quarters. In practice, all part-time faculty, including those who are not currently members of the bargaining unit, are paid at this rate, although the President may approve placing a part-time faculty member at a different pay level. Under exceptional circumstances, a department chair may recommend to the Vice President for Instruction to place a part-time faculty member at a different pay level. (Load units are defined as discussed in Article 8 of current Faculty Collective Bargaining Agreement.
Information regarding pay periods and options for receiving pay for part-time faculty may be obtained by contacting the Office of Fiscal Services.
HR-5-3.5 Minimum Standards for Instructors
The standards listed below are generally the minimum for instructional personnel at the entry level. The College may establish higher standards for a specific position or assignment.
Minimum standards for regular certification as a full-time, tenure-track instructor in college transfer courses:
Master's degree in the field of primary teaching assignment, or if a Master's degree is not generally offered in the primary teaching field, a Master's degree in a related field and at least 30 quarter hours (20 semester hours) of graduate credit in academic courses in the field of primary teaching assignment.
Note: Although the above is a minimum requirement for faculty teaching college transfer courses, the College has undertaken a major effort to employ individuals who possess a doctoral degree, or recent ABD, in an appropriate academic discipline.
HR-6-0 EVALUATION OF EMPLOYEES Revised: 8/15/00
Each faculty member and administrative staff member of Central Oregon Community College shall undergo evaluations pursuant to procedures and criteria established under the direction of the President. The immediate supervisor, the appropriate Vice-President/Dean, and the President shall all have a role in evaluation of College personnel under their jurisdiction.
The foregoing material deals, for the most part, with regularized procedures for evaluations. It should be understood that the College reserves the right to examine the work of personnel with the College on a daily basis throughout the year and may provide written or oral evaluation comments affecting the work of such personnel at any time during the year.
Faculty Evaluations (Noted below under HR-9-1.3, but for detailed procedures on Faculty Evaluations, please refer to the Faculty Evaluation Official Practices.)
Administrative Evaluation (See Exempt, Confidential, and Supervisory Handbook.)
Classified Evaluations (See Collective Bargaining Agreement Between the Classified Association and the College.)
Evaluation of Part-Time Faculty (See procedure HR-9-1.4)
HR-7-1 Sabbatical Leave Revised: 8/15/00
The President is authorized to approve or disapprove sabbatical and professional improvement leaves. Such leaves may be approved only when sufficient moneys are in the appropriate accounts to fund them and when the plan is seen as clearly contributing to the goals of the College. [Refer to the Collective Bargaining Agreement Between the Faculty Forum and the College, Article 9.3; Collective Bargaining Agreement Between the Classified Association and the College, Exempt, Confidential, and Supervisory Handbook.]
HR-7-2 Leave Without Pay (Non-FMLA/OFLA Revised: 10/13/04
Leave without pay (LWOP) is an issue collectively bargained. LWOP may be either long-term (in excess of five working days in any one pay period), or short-term (five working days or less in any one pay period). Conditions for granting of long-term LWOP may be found in the collective bargaining agreements for faculty and classified staff, and the Handbook for Exempt, Confidential, and Supervisory Staff. Conditions for granting of short-term LWOP are listed only under "Leave Approval Procedures" below. The following procedures for both long- and short-term LWOP have been adopted in order to clarify the economic and benefit aspect of the long-term LWOP.
HR-7-2.1 Approval Procedures for LWOP Revised: 5/29/09
Long-Term LWOP must be requested in writing, prior to the beginning of the leave. Exempt LWOP must be approved by the President; Faculty LWOP must be approved by the Vice President for Instruction; Classified, Confidential, and Supervisory must be approved by the Vice President of Administration.
Short-Term LWOP may be approved by the immediate supervisor and/or budget administrator. All employees must report a short-term LWOP on the Leave Request form. Classified and Confidential employees must also report the LWOP on time sheets.
HR-7-2.2 Benefits During LWOP Revised: 10/13/04
Benefits do not accrue and are not paid during a long-term LWOP; however, benefit carriers have agreed to continue life and disability insurance for employees utilizing long-term LWOP under an approved professional improvement program. The definition of professional improvement will be solely at the discretion of the College and is not grievable. Continuance of this benefit is subject to the conditions of benefits carriers. Other benefits for long-term LWOP will be funded as follows:
Partial Months of a LWOP: In the event that a LWOP includes partial month of work, the College will pay 100% of life and disability insurance for the entire month. Medical insurance will be pro-rated to days worked, and the employee will pay the pro-rated cost of the premium for the days that they are on LWOP. Personal Choice Account payments will remain constant and will not be pro-rated. Sick leave and vacation will be pro-rated to days worked. PERS is based on gross dollars earned during any month.
Full Months of a LWOP: If the employee wishes to retain medical insurance during the full-months of the LWOP, he/she will be responsible for the entire cost of the premium. The College is required to notify its insurance carrier, in writing, prior to the LWOP. Life, disability, workers compensation, unemployment insurance, and PERS will not be paid during the full months of a LWOP, and vacation and sick leave will not accrue.
HR-7-2.3 Reinstatement of Benefits Following LWOP
Subject to the conditions of the benefits carrier, benefits will be reinstated with all rights and privileges on the date an employee returns from the LWOP after the employee completes one full month of employment following the LWOP.
Employees who use LWOP for professional improvement purposes, as defined by the College, will be reinstated to the Health Insurance Plan without waiting periods or penalties. The definition of professional improvement will be solely at the discretion of the College and is not grievable.
HR-7-3 Family Medical Leave Approved: 10/13/04
The College complies with the federal Family Medical Leave Act (FMLA) and the Oregon Family Leave Act (OFLA) for all eligible employees (contact the Human Resources Department for information regarding eligibility). The following provisions in the administration of the FMLA/OFLA are applicable:
Employees must use sick leave or other forms of paid leave (other than compensatory time) to which they are entitled under the appropriate collective bargaining agreement (or handbook) in conjunction with the FMLA/OFLA.
The "FMLA year" is considered to be a twelve (12) month period rolling backward for each employee.
During the period of FMLA/OFLA leave, the employer's insurance contribution toward the health plan will continue at that level and under the conditions coverage would have been provided if the employee had continued to be employed continuously during the leave.
The Employer's determination of FMLA eligibility requires medical certification that the leave is needed due to an FMLA-qualifying condition of the employee or that of a member of the family. At the College's expense, a second opinion may be requested.
HR-7.3.1 Personal/Business/Emergency Leave Approved: 11/17/2011
Full-time faculty and Adjunct Instructors have non-accumulative personal, business or emergency leave days granted each year that are charged against accrued sick leave (reference Article 9 of the Faculty Forum/COCC Collective Bargaining Agreement for complete information). Requests for personal and business leave require prior approval. Request forms are located on the Forms page of the HR webpage.
HR-8-0 CONTENTS OF PERSONNEL FILE
HR-8-1 Faculty Revised: 10/13/04
In order to maintain the integrity of personnel files, only official evaluations and other authorized documents relative to an employee's service may be placed into a personnel file, unless otherwise authorized by the President. Personnel files should contain, but are not limited to:
Complete transcripts of all college undergraduate and graduate work,
Annual evaluations, special evaluations, and rehire recommendations including peer team reports and student evaluation summaries,
Complete records of professional improvement plans, including updates and extended commitments,
Annual reports of service with attachments,
Tenure recommendations, (including the advisory letter sent by the Tenure Committee when it does not recommend tenure)
Records of promotion activities, which include:
Actions taken by the Promotions Committee, President, and Board (including the advisory letter sent by the Promotions Committee when it does not recommend promotion).
[Faculty should also refer to the Collective Bargaining Agreement Between the Central Oregon Community College Board of Directors and the Central Oregon Community College Faculty Forum, Articles 12.2]
Please refer to the Collective Bargaining Agreement Between the Central Oregon Community College Board of Directors and the Classified Staff Association, Article 26.
HR-9-0 FACULTY ISSUES
HR-9-1 Criteria for Promotion, Tenure and Evaluation of Performance
HR-9-1.1 Promotions Revised: 4/25/12
Recommendations for Promotion Criteria
Submitted by the Promotions Criteria Task Force
Approved by Faculty Forum, December 2011; Revised at Forum Executive Committee, March 9, 2012
Approved by College Affairs, April 25, 2012
Central Oregon Community College has used a system of academic rank throughout its history as a means of recognizing the quality of a faculty member's contribution to the College. The system of rank encourages and guides the ongoing balanced evolution of faculty engagement at the levels of primary assignment, professional development, and service to the college and to the community. The college believes the system of rank fosters and rewards excellence that enhances the learning experiences of COCC students, facilitates engagement with our colleagues and the larger community, and reinforces COCC's mission and values. Promotion recommendations are made to the Board of Directors by a faculty-chaired committee.
Eligibility for promotion will adhere to the following time limits, unless exceptional conditions warrant otherwise may be recommended by the President for early advancement to any of the ranks noted below:
Assistant Professor I: Entry Level
Assistant Professor II: A faculty member should be in his/her third year of service at the rank of Assistant Professor I at the time he/she is first considered for promotion to Assistant Professor II.
Associate Professor: A faculty member should be in his/her fourth year of service at the rank of Assistant Professor II at the time he/she is first considered for promotion to Associate Professor.
Professor: A faculty member should be in his/her sixth year of service at the rank of Associate Professor at the time he/she is first eligible for consideration to be promoted to Professor. Note: the faculty member can choose not to stand for promotion to Full Professor.
3. Description of rank and criteria for promotion
Considerable effort is undertaken to employ faculty members who are fully qualified in the disciplines, who have the potential for significant personal and professional growth, and who are committed to the goals and philosophy of Central Oregon Community College. Thus, the college expects that all faculty members will satisfactorily perform his/her primary assignment and will maintain competency in his/her field (competency implies that one keeps current in one's field). The college also expects that all faculty members will act professionally and ethically. In addition to these assumptions, the college expects tenure-track and tenured faculty to satisfy other criteria specific to rank. Each rank carries expectations for performance in four criteria:
- Primary Assignment
- Professional Improvement
- Service to the College
- Service to the Community
Faculty members employed at Central Oregon Community College, regardless of the rank they initially occupy and whatever qualifications they possess on initial employment, are expected to mature as professionals and progress through the ranks to become outstanding faculty members.
4. Definition of criteria
Definition of Primary Assignment
A faculty member's primary assignment is defined by his/her current job description. Typically this includes teaching requirements, advising, and curriculum development. It may also include administrative duties such as program coordinator. It may change over time with other administrative duties as assigned, such as becoming a department chair.
Definition of Professional Improvement
The main purpose of this program is to improve faculty members' effectiveness in their college assignments and in their professions. Professional Improvement is facilitated by the development of individual Professional Improvement Plans that cover a four -year cycle. The College and the Promotions Committee recognizes that certain disciplines change so rapidly it is challenging to keep up. These are legitimate PIP goals and activities and should be included, however it is not sufficient to have these as the only goals and activities in one's PIP. Faculty who work in these disciplines should explain what is involved when pursuing these goals and activities so it is clear to the Promotions Committee.
Definition of Service to the College
The college believes it must constantly improve in its efforts to meet the needs of its constituents in an efficient and effective manner. It therefore needs and values collaborative efforts by faculty to take part in college governance, such as standing committees, hiring committees and task force groups. However, college service is not exclusive to committee work. Of equal importance are individual efforts to improve the operation, systems, faculty/staff and student performance on an innovative, regular and continual basis. Some examples would include peer teams, assessment projects, significant accreditation efforts, new program development, or special projects/task forces as assigned.
Definition of Service to the Community
In an effort to better understand the needs and strengthen the community it serves, the college values regular efforts by faculty to reach out to its community. "Community" can be broadly defined. It includes service both inside our district and beyond (including state and national service). The evaluation of one's service is based on the level of meaningful and significant contribution as appropriate by rank.
While initially those interactions and service opportunities cover a wide range of areas of assistance and expertise, it is expected as faculty move up in rank that their service efforts will be more focused on their expertise in their academic field of study. This will strengthen the community in those areas as well as strengthen the competencies of the individual faculty member.
5. Rank with associated criteria
Assistant Professor I: This is the rank at which many faculty are hired. Faculty members at this rank are expected to focus on establishing their expertise in their primary assignment. In addition to this, faculty should regularly attend department meetings, mandatory college wide meetings, and a selection of campus workshops that will help them understand the workings and culture of the college. Beyond the first year, faculty members should be expanding their engagement with the larger college community. This may include serving on peer teams or other college committees and exploring options for further professional, college, and community service
- In the first year: Faculty should focus on building competency in their primary assignment and on learning the structure and culture of the college. During this year, the individual may create his/her first Professional Improvement Plan (PIP) with input from the faculty member's designated evaluator (DE), peer team, and home department. It is also recommended that the faculty member consult Professional Improvement Resource Team (PIRT) for feedback, at any stage of developing the PIP, since PIRT members represent viewpoints from outside the faculty member's discipline, thus providing another perspective.
- In the second year: Faculty members should begin looking forward in the promotion process and become familiar with the criteria to achieve Assistant Professor II. This includes maintaining currency in the discipline, evidence of competency in teaching (or in the performance of one's assigned administrative assignment in the case of non-teaching faculty), begin to participate in college wide events and activities, and a demonstration of effort to reach out to the community to gain an understanding of the role he/she may play as a developing professional expert beyond the college. By October 15th of this year the individual must submit his/her first Professional Improvement Plan with input from the faculty member's DE, peer team and home department. It is also recommended that the faculty member consult PIRT for feedback, at any stage of developing the PIP, since PIRT members represent viewpoints from outside the faculty member's discipline, thus providing another perspective.
- In the third year: Faculty stand for promotion to Assistant Professor II. Faculty should review the checklist on the web to complete his/her application. Faculty should have made significant progress on their PIP and note that progress on the Annual Report of Activities (ARA).
Assistant Professor II: In most circumstances a faculty member should be in his/her third year of service at the rank of Assistant Professor I at the time he/she is first considered for promotion to Assistant Professor II. In order to achieve the rank of Assistant Professor II, a faculty member must demonstrate that he/she is regularly seeking out ways to contribute to the success of his or her department and also begins to reach beyond the department by serving on larger college committees, task forces, peer teams or other meaningful ways to contribute to the work of the college. This person is now reaching out to the community to extend the service of his/her expertise to various activities throughout the year.
The following provides a guideline for promotion to Assistant II with respect to each criterion :
- Primary Assignment: Evidence of improvement and refinement of teaching ability or, in the case of non-teaching faculty, evidence of improvement of performance in one's assignment. The individual shows regular, significant improvement in the quality of teaching or performance in non-teaching assignment. The individual contributes to maintenance and development in his/her curricular or program area.
- Professional Improvement: The faculty member should have an approved Professional Improvement Plan (PIP) on file and have demonstrated progress toward completing PIP goals as noted in the Annual Report of Activities (ARA).
- Service to the College: The faculty member demonstrates that she/he is finding meaningful ways to contribute to the work of the college. Prior to achieving the rank of Assistant II, faculty are not discouraged from taking on leadership (see definition in FAQ) roles or positions depending on experience; however, this is not an expectation. Once faculty have achieved this rank, they should begin exploring more meaningful engagement with leadership roles on campus.
- Service to the Community: The faculty member expresses to the community the willingness to serve as a resource in her/his discipline, and strives to establish/build meaningful relationships with the community.
Associate Professor: A faculty member should be in his/her fourth year of service at the rank of Assistant Professor II at the time he/she is first considered for promotion to Associate Professor. In order to achieve the rank of Associate Professor, a faculty member should demonstrate significant competence while striving for excellence in the primary assignment, and contribute in meaningful ways to the success of his/her department. Faculty should also demonstrate reaching beyond the department level to take on significantly meaningful or leadership (see definition in FAQ) roles within the college. This person now has established his/her expertise in the community or within his/her discipline beyond the college boundaries.
The following provides a guideline for promotion to Associate Professor with respect to each criterion.
- Primary Assignment: The individual demonstrates significant competence while striving for excellence in teaching ability or performance in the primary assignment. The individual has contributed significantly to maintaining and developing the existing curriculum or program area.
- Professional Improvement: In most circumstances, the individual applying for the rank of Associate Professor should have a final PIP report on file for the first PIP cycle and documented progress toward completion of the second PIP cycle. The activities and goals identified in the second PIP cycle should demonstrate growth from the first cycle and should clearly contribute to the individual's competence and contribution to the college.
- Service to the College: In achieving this rank faculty demonstrate significant and meaningful engagement with the college beyond the department level, and active pursuit of leadership roles.
- Service to the Community: Building on community relationships developed while an Assistant Professor II, the faculty member serves the community as a resource within her/his discipline by accepting meaningful local, statewide, or national roles.
Professor: A faculty member should be in his/her sixth year of service at the rank of associate professor at the time he/she is first eligible for consideration to be promoted to Professor. In order to achieve the rank of Professor, a faculty member should demonstrate consistent excellence in the performance of his/her primary assignment. The individual demonstrates an ongoing commitment to sharing his/her expertise and knowledge by regularly accepting leadership (see definition in FAQ) roles on campus committees or task forces that help to create meaningful change for the college. Faculty achieving this rank are firmly established in consistent and meaningful contributions of their professional expertise at the local, regional, or national level.
The following provides a guideline for promotion to Professor with respect to each criterion
- Primary Assignment: The individual continues to demonstrate regular and significant improvement and refinement in maintaining excellence in teaching ability or performance in the primary assignment. The individual has demonstrated leadership in curricular or program development.
- Professional Improvement: The individual has a long-term documented record of broad commitment to professional growth. The individual has an exemplary and current plan for professional improvement. The activities are challenging, actively pursued, and clearly contribute to the individual's competence and to the goals of the College.
- Service to the College: To achieve this rank, faculty demonstrate significant and meaningful leadership roles within and beyond the department level that help the institution move forward.
- Service to the Community: Further building on local and/or more widespread community relationships, the faculty member regularly serves the community as an expert resource by accepting meaningful local, statewide, or national roles.
6. Review for Faculty No Longer Standing for Promotion
Faculty members who have been at the Associate Professor or Professor rank for more than 6 years should recognize the criteria contained herein is to be used for their performance review as described in the Bargaining Agreement under section 7.1.
7. Promotion Procedures
The Promotions Committee reviews content in the candidate's personnel file from either their date of hire (for promotion to Assistant Professor II) or since their last promotion, including recommendations from the last promotion committee's notice of promotion. During candidate deliberations, only items contained in the file can be used as part of the discussion. Discussion of personal knowledge of a candidate or special circumstances not contained in the file are not part of the deliberations.
The Promotions Committee needs a complete file with required documentation to be able to conduct a thorough review. The faculty member is responsible for ensuring required items are submitted by the established deadlines. However, the faculty member shall be held harmless for items missing from the file as long as the faculty member has documented proof that the original submission deadlines (such as October 15 for ARA and PIP Final Reports) has been met for any items required to be in the file. Faculty should allow two to three weeks for documentation to go through the appropriate channels before checking his/her file in HR. The faculty member is still responsible to review the file for any missing documents and take appropriate action to submit documentation or provide rationale for extenuating circumstances in advance of the deadline for file closure in January.
If the Committee needs clarification on an item contained in the file, the Committee may ask for a meeting with either the candidate or the candidate's designated evaluator. The faculty member or their designated evaluator shall not be called in to clarify items missing from the file.
While the Committee strives to reach a unanimous decision, a faculty member will be recommended for promotion when five of the seven members of the committee affirm the recommendation. Voting is to be done by a written ballot made public to the committee upon each individual member's vote, giving each member the opportunity to justify his/her vote. Discussions contained during deliberations as well as actual voting results are to remain confidential, they are not made public beyond the committee.
Faculty denied promotion will have an opportunity to meet with the committee during that spring term to discuss concerns and recommendations noted in the letter they had previously received from the Committee. Their designated evaluator can also attend that meeting if the faculty member prefers. This meeting will not change the outcome of the decision made previously by the Board of Directors, but can help direct the candidate how to strengthen his/her file for the next time the candidate stands for promotion.
Tenure is awarded by the Board of Directors upon recommendation by the President. Conditions of tenure are provided in the Collective Bargaining Agreement Between the Central Oregon Community College Board of Directors and the Central Oregon Community College Faculty Forum, Article 6.5.]
HR-9-1.2.1 Awarding of Tenure
Tenure is awarded to those faculty members who have, during their probationary years, demonstrated the promise of the overall excellence in instruction (or other primary assignment) and commitment to the College and the community expected of COCC professional staff.
Completion of five probationary years does not automatically result in the awarding of tenure.
Employment while on the Notice of Appointment, or contract other than regular probationary contract, does not accrue time toward tenure unless specified in writing.
HR-9-1.2.2 Procedure for Tenure Consideration
Revised: 11/24/03; Revised: 10/13/04; Revised: 10/25/05; Revised: 01/17/06
Prior to October 15 of each year, the Vice President for Instruction will advise the immediate supervisors with personnel responsibilities, in writing, of individuals in the department who will have met the length of service criteria at the end of the academic year.
Prior to January 15 of each year, all evaluation instruments and proposed actions in relation to faculty members' eligibility for consideration of tenure shall be forwarded to the appropriate Vice President/Dean. Candidates could then review their files to determine if all forwarded materials have been received.
Prior to February 1 of each year, the Vice President for Instruction will provide a written evaluation with recommended action. This document will be sent to the President, copied to the candidate, and placed in the file. The candidate will then have five working days to respond to the letter (if they choose) by sending a response for the file. The candidate must also sign off on his or her file within those five days. This process must be completed prior to Tenure Committee review of the file.
Prior to March 1, the Committee shall submit to the President a list of all faculty members considered by the Committee. The Committee shall outline its recommendations for each individual considered and shall state the basis for such recommendations.
Any member of the Committee may submit an individual report on any matter voted by the Committee. The individual report may support the majority or may present a minority view. Copies of the individual report shall only go to the Chair of the Tenure Committee, to the appropriate Vice President/Dean, and to the President.
The Tenure Committee may take the following actions:
- Recommend granting of tenure,
- Recommend not granting tenure,
- Recommend an additional year as a probationary period.
(This option may include recommendations for specific conditions to be met or actions to be taken, as determined by the committee.)
The Tenure Committee should be prepared to provide the reasons for their recommendation in all of the above cases.
The President shall study the recommendations of the Tenure Committee and shall notify candidates of his/her recommendations.
Appeals of the President's recommendation(s) and/or any aspects of the tenure procedure are to the Board of Directors, and the grounds for such appeal should be procedural (due process). The President will forward his/her recommendation for granting tenure to the Board of Directors for action as soon as possible after the completion of the Tenure Committee's work.
HR-9-1.3 Faculty Evaluations Revised: July 2006
I. Components for Evaluation
II. Categories for Evaluation
Detailed procedures for faculty evaluations are contained in the Faculty Evaluation Official Practices. Refer also to Evaluation of Employees, HR-6-0.
HR-9-1.4 Evaluation of Part-Time Faculty
It is the departmental chairpersons' responsibility to evaluate their department's part-time faculty utilizing the following:
A. First Year at COCC
Student evaluations, all sections, every quarter.
Peer Evaluation: minimum one class visit, pre and post conference, review of materials, with written report to Designated Evaluator.
Designated Evaluator review: written summary.
B. Second Year at COCC
Student evaluations, all sections, every quarter.
Peer Evaluation: minimum one class visit, pre and post conference, review of materials, with written report to Designated Evaluator (Individual departments may wish to use forms for this purpose, such as provided within the Peer Evaluation Handbook. However, written commentary should be added to the checklists).
Designated Evaluator review: written summary.
C. After Two Years, or Six Quarters
If, in the judgment of the Designated Evaluator, the performance to this point-as measured by the components for evaluation listed above-is sufficiently consistent and meritorious, the next Peer Evaluation and Designated Evaluator written review can be scheduled as much as three years later (allowing a gap of up to two years). This schedule could be re-adjusted to allow for more frequent review should the Designated Evaluator deems this desirable at any time.
D. Lapses in Service
In cases of absences of a year or more, returning faculty may be returned to the same position in the evaluation cycle.
Written feedback should be received for the instructor's personnel file in either Winter or Spring quarter, but not later than May 15, unless the department chair notifies the instructor that it will be late.
Part-time faculty have the option of submitting a statement of explanation or comment on such evaluations. Written evaluations and any faculty response will be filed in the instructor's personnel file.
HR-9-2 General Responsibilities of All Instructors (including part time, adjunct, full time temporary and full time tenure track)
The responsibilities of a professional at Central Oregon Community College are broad and demanding. For an individual hired as a member of the teaching staff, responsibilities include but are not limited to:
- Meet, as a condition of employment, the minimum requirements for the position.
- Teaching responsibilities as assigned and as college needs indicate. Courses may be during the days and/or evenings and on or off campus. Departments are encouraged to rotate such responsibilities among full-time faculty members when such assignments are required.
- Keep oneself and one's courses current in content and instructional methods and make recommendations for equipment and supplies purchased.
- Office hours and Student Contact: Part time and adjunct instructors are expected to be available to their students outside of class for approximately one hour/week for each section they teach up to a maximum of five hours/week.
- Keep a record of student achievement to support the grade assigned and record the midterm grade (if a D or F) and/or final grade in Banner on or before the deadline announced each term. Late grades can result in financial aid and eligibility problems for students.
- Grade record retention: each instructor is responsible for keeping an accurate paper or electronic grade book. Grade records should be retained by the instructor for one full year.
- Retention of important student work: faculty members are responsible for maintaining accurate files of important student work (midterm exams, final exams and formal papers) through the end of the regular following quarter (except summer), if such work is not returned to the student.
- At the time an instructor leaves COCC, a record of the grades for all classes he/she taught within the past year will be deposited with the Department Chair and retained for one full year.
- Assignment of load for administrative duties performed by department chairs and program directors is determined by the Vice President of Instruction and is generally uniform across the college. Variations to chair load may occur when the department is relatively large (number of programs and of full time faculty) and there is limited additional administrative load assigned to others for directing programs in the department. Variations in program director load may occur in the year in which the program is subject to professional accreditation, or if a certain level of load is required by professional licensing or accrediting body, or if major curricular change is initiated.
- Attendance Records: attendance must be taken the first week of each term and the roster returned to Enrollment Services for the purpose of administratively withdrawing students who fail to attend all classes as discussed in the Class Attendance and Withdrawal policy noted in the catalogue.
- Administrative withdrawal: All faculty are responsible for completing and returning the first week rosters, noting the absence of students on the roster. The Administrative Withdrawal/Attendance Policy (General Procedures Manual A-3-0) states that students will be withdrawn for non-attendance during any part of the first week of classes, or the first class of a short term class. Please refer to the Class Schedule for a full description of the Class Attendance and Withdrawal policy and consult with the Department Secretary for procedures.
- Retention of important student work: faculty members are responsible for maintaining accurate files of important student work (midterm exams, final exams and formal papers) through the end of the regular following quarter (except summer), if such work is not returned to the student.
- Course syllabus: a syllabus for each course taught must be filed in the department office each quarter. Recommended information for inclusion in the syllabus is noted in the syllabus template located in Faculty Resources at http://www.cocc.edu/.
- Absence from classes by faculty members (General Procedures Manual HR 9.2.2): All faculty members are expected to meet all their scheduled events related to HR 9.2 and to use the following procedure noted in HR 9-2.2 to notify the department of absence due to illness, emergency or bereavement. See HR 9-2.2 for Reporting Absence upon Return.
- Planned or scheduled absence: If a faculty member is anticipating an absence from College events as described in for reasons other than those addressed above (i.e. seminars, workshops or other professional development activities), the faculty member must consult with the Department Chairperson about appropriate coverage.
- Become computer literate in general and to the depth needed in specialized technology in one's subject area.
- As appropriate, locate and supervise cooperative work experience stations.
- Honor current policy for final exams (Academic Procedures A-19-0).
Full time temporary faculty responsibilities include all of the above and the following additional responsibilities:
- Participate in academic advising.
- Post and keep a minimum of five office hours a week for student help sessions and program assistance.
- Attend all scheduled department meetings.
- As appropriate, work with Advisory Committees in one's area.
- As appropriate, aid in placement of students in area of their training.
- As appropriate, arrange through college offices publicity for one's program and undertake responsibility for recruiting students into it.
- Take responsibility for working with the college library and media departments for keeping the library collection current in one's field.
- Cooperate with college personnel in assisting students with career planning, follow up studies and other relevant institutional research.
Full time tenure track faculty responsibilities include all of the above general and full time temporary responsibilities as well as:
- Participate in the affairs of the college either on campus or in the district as the position demands
- Meet as a condition of employment the minimum requirements for the position and such other appropriate college requirements that become necessary throughout the teaching career.
- Articulate with members of the community regarding educational interests and needs and the college's ability to provide educational services.
- Participate on college committees, in the faculty organization, on Peer Teams or in peer review of part time instructors, professional committee meetings, etc.
- Cooperate with the department chairperson in program planning and course development and revision.
- Perform non-teaching professional responsibilities as assigned.
- Develop and maintain a rigorous professional improvement program
- Serve as Department Chair if requested to do so.
[Please refer to Guidelines for Faculty Professional Improvement]
HR 9-2.1 Specific Responsibilities of Part-Time Faculty
Grade Records: Each faculty member is expected to keep a record of student achievement to support grades given to students. IMPORTANT: Turn grades in to the Student Records Office on time. So that they reach the Records Office on or before the deadline announced each term. Do not use campus mail the day before or the day of the deadline. On those days, deliver grades to the Records Office in person. Late grades can result in financial aid and eligibility problems for students. (Instructions for transmittal of grades are announced each term).
Grade Book Retention: Each instructor is responsible for keeping an accurate and up-to-date permanent grade book. New grade books are available from department and building secretaries. Part-time instructors should turn grade books in to their department chair at the end of every quarter except when instructors are scheduled to teach the following quarter. Completely used grade books should be turned in by part-time instructors to department chairs who will keep them one full year. If instructors wish to retain grade books, they may turn in copies and keep the originals.
At the time an instructor leaves COCC, the records of all classes he/she taught will be deposited with the Department Chair.
Attendance Records: Attendance records must be maintained and forwarded to the appropriate College office when required by State, Federal, or other College recognized agencies.
Administrative Withdrawal: All faculty are responsible for completing and returning the first week rosters, noting the absence of students on the roster. The Administrative Withdrawal/Attendance Policy (General Procedures Manual A-3-0) states that students will be withdrawn for non-attendance during any part of the first week of classes, or the first class of a short-term class. Please refer to the Class Schedule for a full description of the Class Attendance and Administrative Withdrawal policy and consult with Department Secretary for procedures
Office Hours & Student Contact: Part-time faculty are expected to make themselves available to their students outside class for approximately one hour for each class they teach.
Field Trips: Any instructor who wishes to take groups of students off campus during class hours should distribute a list of the students' names to all faculty. The list should circulate not less than one week before the date of absence. See A-18-0 in the General Procedures Manual.
Student Registration: Only registered students should be allowed to attend classes at COCC.
Retention of Important Student Work: Faculty members are responsible for maintaining accurate files of important student work (mid-term examinations, final examinations, and formal papers) through the end of the following regular quarter (except summer), if such work is not returned to the student.
Course Syllabi: A syllabus for each course taught must be filed in the department office each quarter. Generally, a syllabus will include a statement of course objectives, text requirements, class meetings (credit hours, lecture/lab requirements, etc.), a statement of prerequisites (this may indicate required and/or recommended courses), a brief description of special course requirements (term papers, examinations, grading systems, etc.).
Absence from Classes by Faculty Members (General Procedures Manual HR 9.2.2): Faculty members are expected to meet all classes at regularly scheduled time. In cases of an unanticipated emergency or illness, the faculty member should notify the department chairperson as soon as possible. In cases of planned absence, the faculty member should give advance notice to the department chairperson to discuss arrangements to be taken to cover the absence and any necessary financial adjustments.
Grading Rules (See General Procedures Manual A-2-0)
HR-9-2.2 Absence from Classes and Scheduled events by Faculty and Instructors Revised: July 2007
All Faculty members are expected to meet all their scheduled events related to HR 9.2
Notifying Department of Absence Due to Illness or Bereavement:
Rev. 5/29/09; 4-26-12
1. If there is a need to be absent from scheduled class meetings or events (i.e. committee meetings, office hours, advising, etc.) normally due to personal illness, illness or death of a family member, the faculty member/Instructor will contact the Department Chairperson and/or the Department Administrative Assistant as soon as possible. Use of accrued sick leave under these circumstances will be in accordance with the appropriate provisions of the COCC/Faculty Forum collective bargaining agreement (Article 9). If a class is cancelled for the day, the Department Administrative Assistant will be responsible for posting a sign at the classroom with instructions for the students. If a scheduled event such as an advising day is missed, the Department Chair will attempt to find an appropriate substitute.
2. In the case where a substitute will be needed for a class, the Department Chair in consultation with the program coordinator if appropriate is responsible for finding a qualified substitute. To be qualified, class substitutes must be an approved part-time, adjunct, or full-time faculty member. Faculty members/Instructors are neither to hire nor to pay substitute instructors. If an absence is anticipated ahead of time, the faculty member missing class should provide assignments and activities consistent with the syllabus to the approved substitute that has been cleared by the Department Chairperson. The following process should then be followed in choosing and paying substitutes:
a. Faculty can substitute for another faculty member on an informal basis, without adjustments to NOAs, if agreed to by both faculty members. The Department Chair should still be informed.
b. If a substitute is needed and is not done on an informal basis, the following process should be used:
b1. Part-time or adjunct faculty that substitute for another faculty member should be compensated as follows:
b2. In most cases, short-term substitutes (5 hours or less) would be paid $25/hour and long-term substitutions (over 5 hours) would be paid a percentage of the load for that class (ex. 6 classes substituted out of 30 total classes = 6/30 = 0.20 or 20% of the total load for the class. If the total load is 3, the substitution load would be 20% of 3 = 0.6 LU). Chairs have the flexibility to use either method for paying substitutes based on the circumstances.
b3. Part-time non-benefited instructors may be absent one class session per course per term without reduction in pay due to illness (only). For short-term concentrated classes, the sick leave with pay will be no more than 50% of the contracted course hours as determined by the appropriate department chairperson. This benefit for part-time instructors does not accrue from term to term. Additional classes missed due to illness or other reasons in the term will result in a revised contract to reduce the hours paid. Under those circumstances, part-time instructors missing a class will have their NOA adjusted for short-term illness (5 hours or less) at $25/hour and long-term illness (over 5 hours) would be deducted at a percentage of the load for that class.
Department chairs must ensure that these changes are correctly indicated on the NOAs. It is the responsibility of each Department Chair and Administrative Assistant to track the absenteeism of part-time instructors and to document it with the appropriate form located on the HR forms page. A copy of the completed form needs to be forwarded to the Instructional Deans' offices for approval and processing along with any supplemental NOAs that are done for substitute part-time instructors covering classes. The Deans' office will be responsible for tracking absenteeism across campus for part-time instructors.
3. If more than 3 days will be missed due to illness of the faculty member/Instructor or family member, he/she should contact Human Resources regarding the use of Family Medical Leave Act and/or Oregon Family Leave Act as applicable.
Notification of Absence Due to Emergency
Fulltime and Adjunct Instructors shall have available two (2) days of non-accumulative emergency leave per year, (pro-rated for adjunct instructors) which shall be charged against sick leave. Except in cases where emergency leave is used to supplement bereavement leave in accordance with Article 9.1 of the COCC/Faculty Forum labor agreement, emergency leave must have written approval of the Vice President of Instruction.
Reporting Absences upon Return:
1. The Department Administrative Assistant will provide a "Use of Sick Leave" form (available on "forms" section of the HR webpage) and put it in the faculty member's mailbox.
2. Within 2 days of returning to campus, the faculty member will complete the form and submit it to the Department Administrative Assistant for signature by the Department Chairperson (or in the case of Emergency leave, the Vice President of Instruction).
3. If the full-time faculty member is away from campus due to illness less than one full day but reports to campus for part of the day, the actual number of hours of class time, office hours, committee meetings or other scheduled events missed must be entered on the form.
4. If the full-time faculty member is off campus the entire day due to illness/bereavement, then eight (8) hours should be entered on the form.
5. Adjunct Instructors are to report the actual hours missed (class time and office hours) due to illness or other applicable reasons.
6. The following is the method for calculating the daily charge for sick leave for full-time faculty members on a reduced load (for the entire term) due to illness:
For sick leave is taken in Fall or Winter Term, the number of hours per day will be calculated as follows:
(number of loads taught in the applicable term) divided by (one third of total loads assigned for the year), then multiply by 8; take this total and subtract from 8 to determine the daily sick leave hours, which will then be multiplied by the number of days in the term.
For sick leave taken in Spring Term, the number of hours per day will be calculated as follows:
(number of loads taught Spring term) divided by (remaining loads necessary to fulfill the contract), then multiply by 8; take this total and subtract from 8 to find the daily sick leave hours, which will then be multiplied by the number of days in the term.
For example, if we assume a full time yearly load of 45 and the faculty member is teaching 8 loads in Fall or Winter term, then sick leave taken in Fall or Winter term will be calculated as follows:
8 - (8) 8/15 = 3.7 hours for each sick day.
For example, if we assume a full time yearly load of 45, and the faculty member has taught 33 loads in Fall and Winter terms and is going to teach 8 loads Spring term, then sick leave taken in Spring term will be based on the remaining 12 loads to fulfill the contract:
8 - (8) 8/12 = 2.7 hours for each sick day.
Planned or Scheduled Absences
If a faculty member is anticipating an absence from College events as described in HR 9.2 for reasons other than those addressed above (i.e. seminars, workshops or other professional development activities), the faculty member must consult with the Department Chairperson about appropriate coverage.
HR-9-3 Faculty Achievement Award for Full Time Faculty
Revised: January 13, 2010; 12/1/2011
The deadline for submitting recommendations for the Faculty Achievement Award is February 15.
The Faculty Achievement Award, which includes $2,500, exists to recognize excellence in teaching.
Full time faculty members (Tenure Track and Temporary) are eligible. Current members of PIRT and past winners of the FT Faculty Achievement Award are not considered eligible.
The award will be given to the faculty member who has, in the judgment of PIRT, demonstrated significant achievement in teaching and leadership. The seven criteria that will be used as the basis for this judgment are:
- Instructor communicates enthusiasm and passion for the curriculum.
- Instructor is willing to take risks, to innovate, to work cooperatively with colleagues and students, and to revise and refresh curriculum.
- Instructor is able to engage students and hold their attention; instructor challenges students and motivates them to learn.
- Instructor displays a genuine interest in students and their progress.
- Professional Improvement: Considered in their relevance to excellence in the fulfillment of the primary assignment.
- Service to College: Considered in their relevance to excellence in fulfillment of the primary assignment.
- Service to Community: Considered in their relevance to excellence in fulfillment of the primary assignment.
HR-9-3.4 Nominating Procedures
Nominations may be made by any full-time or part-time faculty member, administrator, other full-time staff member, or any student who has accumulated more than 30 credit hours at the college within the two years immediately preceding, and including the year of the nomination. These nominations will be provided to PIRT, through the Office of the Vice President for Instruction. For each nominee, PIRT will take into consideration both the recommendation received and relevant information contained within the nominee's personnel file (at the Human Resources Office) that addresses the designated criteria. The annual award will be announced and presented at the convocation in May.
Questions may be addressed to members of PIRT, through the Office of the Vice President for Instruction.
HR-9-3A Faculty Teaching Award for Part Time and Adjunct Faculty
The deadline for submitting recommendations for the Faculty Teaching Award for Part Time and Adjunct Faculty is March 15.
The Part Time and Adjunct Faculty Achievement Award, which includes $500, exists to recognize excellence in teaching.
Part time and adjunct instructors who have taught for the College for at least three years and who have averaged at least eight credits per year over the three years immediately proceeding, and including the year of the nomination are eligible.
The award will be given to the part time or adjunct faculty member who has demonstrated significant achievement in classroom teaching. The four criteria that will be used as the basis for this judgment are:
- Instructor communicates enthusiasm and passion for the subject.
- Instructor is willing to take risks, to innovate, to work cooperatively with colleagues and students, and to revise and refresh course content.
- Instructor is able to engage students in the course and hold their attention; instructor challenges students and motivates them to learn.
- Instructor displays a genuine interest in students and their progress in the course.
HR-9-3A.4 Nominating Procedures
Nominations may be made by any full-time or part-time faculty member, administrator, other full-time staff member, or any student who has accumulated more than 30 credit hours at the college within the two years immediately preceding, and including the year of the nomination. These nominations will be provided to PIRT through the Office of the Vice President for Instruction. For each nominee, PIRT will take into consideration both the recommendation received and relevant information contained within the nominee's personnel file (at the Human Resources Office) that addresses the designated criteria. The annual award will be announced and presented at the staff barbeque in June.
HR-9-4 Faculty Resignations
Notification of faculty retirements and resignations is requested by November 15 of the academic year in which retirement/resignation will occur.
HR-10-1 Workers Compensation Revised: 10/13/04; 5/29/09
Injured workers must file a workers compensation claims in the Office of Human Resources within three days of injury. College provided benefits will remain in place for employees unable to work as a result of a workers' compensation injury.
HR-10-1.1 Return to Work Approved: 10/13/04
The objective of Central Oregon Community College is to return workers to employment at the earliest date following injury or illness as their physical condition permits. We desire to minimize serious injury or illness and reduce insurance costs. This policy applies to all workers and will be followed whenever appropriate.
Central Oregon Community College defines "light-duty" work as temporary, modified work assignments within the worker's physical abilities, knowledge, and skills. Light-duty positions are developed and assigned using the known physical restrictions as clarified by the worker's attending physician. The physical requirements of light-duty work, may be shared with the worker's attending physician to determine if the proposed light duty is within the physical capability of the worker.
Light-duty postions are developed with consideration of the worker's physical condition, the business needs of Central Oregon Community College, and the availability of light-duty work.
HR-10-2 Unemployment Insurance
A Notice of Termination Form shall be provided to a terminated employee by the Office of Human Resources. This form will then be used by the College's unemployment insurance carrier to determine eligibility for unemployment insurance claims.
HR-10-3 Continuation of Health Insurance at Resignation/Termination
Insurance coverage for all terminating employees expires the last day of the last month worked, e.g., insurance for employees leaving in June, is June 30. Terminating employees may continue insurance coverage through COBRA. Forms will be provided by the Office of Fiscal Services (payroll).
HR-10-4 Salary Guidelines Approved: 9/2011
Board policy EL-6 requires the President to "establish current compensation and benefits which do not deviate materially from the geographic or professional market for the skills employed nor become uncompetitive (i.e. fall below the upper 1/3 of local, regional, or national salary/benefit ranges as appropriate to the position)."
The President has delegated the responsibility for determining the appropriate market for the College's compensation and benefits of College employees to the Director of Human Resources in consultation with the Executive Team. Classified, Faculty and ABE employees' compensation and benefits are also subject to collective bargaining.
At the direction of the President, the Human Resources Department will survey the appropriate market for each employee group to determine whether ranges and individual compensation amounts are appropriate. With Board approval, ranges will be adjusted to reflect the requirements of EL-6.
HR-10-4.1 Initial Salary Placement
HR-10-4.1.2 Faculty Placement:
The Vice President for Instruction has the responsibility for determining the hiring range and initial salary placement for fulltime faculty. Part-time and adjunct faculty salary placement is determined by the terms of the collective bargaining agreement.
HR-10-4.1.3 ABE Placement:
Initial salary placement for ABE positions will be determined in accordance with the terms of the collective bargaining agreement.
HR-10-4.1.4 Classified and Exempt Placement:
As a matter of practice, all vacant classified and exempt positions are advertised between the minimum and mid-point of the appropriate salary level. The initial salary placement for these employees will be determined by the Director of Human Resources in consultation with the hiring supervisor and based on the relevant education and experience of the successful candidate. The consultation will include consideration of internal equity, the external market for the particular position and available funding. Placement above the mid-point requires Presidential approval.
HR-10-5 Salary Advancement
HR-10-5.1 Faculty, Classified staff and ABE employees:
For these employees, salary advancement is subject to the terms of the appropriate collective bargaining agreement. The President, based on the recommendation of the appropriate Vice President or Dean, shall have the authority to increase the salary of individual employees in these groups. Such recommendations will be based on consideration of available funding, internal equity, external market forces and/or exceptional merit. The appropriate Association, Forum and Chapter representatives will be notified accordingly of any adjustments.
HR-10-5.2 Exempt Employees:
Exempt employees annually, based on available funding and the recommendation of the President, the Board may approve a general salary increase to exempt employees who have received a satisfactory evaluation. Exempt employees on a work improvement plan will receive the increase on the first day of the month following the month in which they successfully complete the work plan. The increase will not be retroactive.
Contingent on available funding and the initial placement of an exempt employee on the salary schedule at the time of employment, it is generally expected that after three years, employees in the same position with satisfactory evaluations will be at or above the first quartile of their salary range. After five years in the same position, employees with satisfactory evaluations are expected to be at or above the mid-point of their salary range.
The Director of Human Resources will have the responsibility to monitor the salaries of exempt employees annually to meet these expectations and make the appropriate recommendations to the appropriate Vice President or Dean. Such recommendations will be consultation with the appropriate supervisor and Vice President/Dean.
Exempt employees who are at or above the mid-point of their salary range will be reviewed periodically to assure internal equity and compliance with Board policy
The President, based on the recommendation of the appropriate Vice President or Dean, shall have the authority to increase the salary of individual exempt employees above the Board approved general increase.
The President, upon recommendation of the appropriate Vice President or Dean shall also have the authority to grant a lump sum payment to exempt employees based on exceptional performance during the fiscal year.
Exempt employees who have reached the maximum of their appropriate salary range may have their compensation adjusted by the following:
The President shall have the authority to grant a lump sum amount equal to the Board approved general increase to such employees for each year that they are above the maximum the their range.
The President may also grant paid leave and/or a combination of paid leave and a lump sum payment in an amount equal to the Board approved increase to such employees.
Annual increases to their base salary will resume when adjustments to salary schedule allow.
Salary determinations for exempt employees are not subject to the College Concerns Procedure.
HR-10-5.3 Executive Compensation
The President shall have the authority to determine the initial salary placement, salary advancement and annual leave accruals of the Vice Presidents and Deans to assure appropriate levels of compensation and benefits are maintained in key leadership positions.
HR-10-6 Salary on Reclassification
HR-10-6.1 Classified Employees:
Salary placement for classified employees subject to position reclassification is in accordance with the terms of the collective bargaining agreement.
HR-10.6.2 Exempt Employees:
Salary placement for exempt employees upon reclassification will generally result in advancement to the minimum of the new salary range or a 5% increase, whichever is greater.
HR-10-7 SALARY ON PROMOTION
HR-10-7.1 Classified Employees:
Salary placement for classified employees who have been promoted to another position in the bargaining unit will generally result in advancement to the minimum of the new salary range or a 5% increase, whichever is greater.
The initial salary placement for classified employees promoted to an exempt position will be determined by the Director of Human Resources in consultation with the hiring supervisor and based on the relevant education and experience of the successful candidate. The consultation will include consideration of internal equity, the external market for the particular position and available funding. Placement above the mid-point requires Presidential approval.
HR-10-7.2 Exempt Employees:
Salary placement for exempt employees who have been promoted to another exempt position will be determined by the Director of Human Resources in consultation with the hiring supervisor and based on the relevant education and experience of the successful candidate. The consultation will include consideration of internal equity, the external market for the particular position and available funding. Placement above the mid-point requires Presidential approval.
HR-10-8 Responsibility Factor Adjustment for Exempt Employees
A responsibility factor is a salary adjustment resulting from a major responsibility being added to an existing exempt position that does not increase the current salary range. This duty (or duties) becomes part of the regular responsibilities of the position and the pay increase will become part of the employee's base salary. Assignment of the additional responsibilities must be approved in advance by the appropriate Vice President and the increase approved by the President.
HR-10-9 Special Assignment Adjustments for Exempt Employees
A special assignment is defined as a major responsibility being added to an existing exempt position either for a short term or for an entire contract year. Any title and/or salary adjustments must be approved by the President. Any salary adjustment will exist for term the special assignment and will not become part of the employee's base salary upon completion of the special assignment.
HR-10-10 Moving Reimbursement (Effective: 10/01/13)
For benefitted positions hired through a national search process. Successful candidates may be reimbursed for qualified moving expenses based on the schedule below:
|Moving within the College district
|Moving 100 miles or less
|Moving 101 to 500 miles
|Moving 501-1,000 miles
|Moving 1,001-2,000 miles
|Moving over 2,000 miles
Reimbursements will only be paid for qualified and documented moving expenses as defined by the IRS. With this accountable plan, the moving expense reimbursement is nontaxable. Newly hired, benefitted employees have up to six months from the date of employment to submit receipts for reimbursement of qualified moving expense reimbursements.
The scope of each hiring search is identified when the position is posted by HR. A national search process is utllized when the College anticipates that a qualified pool of candidates may not be obtained through a local or regional search process.
This moving reimbursement HR procedure should be consistently applied. However, the College President has the right to make exceptions when he/she determines it is in the best interest of the College.
HR-11-0 STAFF RETIREMENT
HR-11-1 Retired Employee Card Revised: 8/15/00; 5-17-11
As a mark of the College's appreciation and respect for those employees who have officially retired from Central Oregon Community College, they and their spouse shall be awarded an appropriate card recognizing their service. Cards will be made available through the Information Office and will entitle retirees to free admission to regular College events and to one tuition-free class per retiree and spouse per quarter.
HR-11-2 Deleted - Approved: 10/13/04
HR-11-3 Emeritus Status (Faculty and Administrators)
HR-11-3.1 Criteria for Eligibility of Emeritus Status - Faculty
To be eligible for emeritus status, retiring individuals must have had faculty or administrative status at Central Oregon Community College for 15 years, with Faculty members retiring from Central Oregon Community College at the rank of associate or full professor, and recommended by the Promotions Committee.
HR-11-3.2 Rights and Privileges of Emeritus Status
Receive bulletins, announcements, and other publications of the College; participate in commencement; be listed in the College catalog; receive free admissions to all regular College events; full use of the College library; full use of Computer Center services; attend the annual professional retreat of the College; use of an office set aside for emeritus; receive occasional and limited secretarial assistance for pre-approved projects related to the College of the individual's discipline; be listed in the Speakers Bureau.
HR-11-3.3 Procedures for Selection to Emeritus Status
By March 1 of each year, retiring faculty who request or are nominated for emeritus status will be considered by the Promotions Committee. The Promotions Committee will make certain that considered faculty members meet the technical requirements in HR 11-3-1; if so, the Promotions Committee will consider each request. If the committee judges that a continued association with a faculty member is in the best interest of the College, it shall recommend emeritus status and communicate that recommendation to the Vice President for Instruction. The Promotions Committee shall notify individuals, in writing, of the Committee's recommendations.
HR-11-3.4 Procedures for Selection of Emeritus Status - Administrators
By March 1 of each year, retiring administrators who request or are nominated for emeritus status and who meet the requirements of HR-11-3.1, will be considered by an ad hoc committee appointed by the President. The committee will consist of a Vice President or Dean, two administrators and a faculty member. If the committee judges that a continued association with an administrator is in the best interest of the College, it shall recommend emeritus status and communicate that recommendation to the President. The Committee shall notify individuals, in writing, of the Committee's recommendations.
HR-11-4 Health Insurance for Dependents of Retirees
Eligibility for health insurance is based upon collective bargaining agreements and handbooks between the College and employee groups. These procedures reflect the current situation but may change if the above-referenced agreements and handbooks change. Nothing in the following procedures shall be construed as creating a contract between the employee and the College or changing a handbook or contract between College employee groups or the insurance carrier.
Age 65: If the spouse of a retiree is 55 or older when the retiree reaches age 65, the spouse may remain on the retiree health insurance plan until the earlier of reaching age 65 or becoming eligible for Medicare. See "Note" below.
If the spouse of a retiree is under age 55 when the retiree reaches age 65, the spouse may continue health insurance coverage for up to 36 months under the COBRA plan. Coverage beyond 36 months under COBRA is subject to the insurance carrier. See "Note" below.
In both cases, the spouse will be required to pay the full cost of the insurance premium.
Death of Retiree: If the spouse is age 55 or above at the date of the retiree's death, the spouse may remain on the retiree insurance plan until the earlier of reaching age 65 or becoming eligible to receive Medicare. See "Note" below.
If the spouse is under age 55 at the date of the retiree's death, he/she may remain on the retiree health insurance plan for one year from the date of the retiree's death. Continuation of health insurance coverage after the one-year period will be available under COBRA for up to 36 months. Coverage beyond 36 months under COBRA is subject to the insurance carrier. See "Note" below.
In both cases, the spouse of the deceased retiree will be responsible for full payment of either the retiree insurance plan premium or the COBRA plan. See "Note" below.
Divorce: If a retiree divorces prior to OR after his/her retirement date, and the spouse is age 55 or above, the spouse may remain on the retiree insurance plan until he/she reaches age 65. See "Note" below.
If the spouse is under age 55 at the time of the divorce, he/she may retain coverage only until the divorce is granted (not final). However, he/she may retain insurance coverage under the COBRA option for up to 36 months. Coverage beyond 36 months is subject to the insurance carrier. See "Note" below
Remarriage: If a retiree marries after the effective date of his/her retirement, the new spouse will not be covered under the retiree insurance plan. Children born to this marriage will be eligible for coverage. See "note" below.
Dependent Children: If a child is covered under the retiree health insurance plan at the date of retirement, he/she may remain on the retiree insurance plan until both the retiree and the spouse turn 65 or until the last day of the month the dependent child becomes 26 years of age. See "Note" below.
Children born to a spouse not covered (remarriage after retirement) will be covered until the retiree turns 65 or the child reaches age 26.
At age 26, children may retain insurance coverage for up to 36 months under the COBRA plan. Coverage beyond 36 months is subject to the insurance carrier. See "Note" below.
NOTE: It shall be the responsibility of affected individuals to contact the Office of Fiscal Services when changes occur in any of the above insurance categories, e.g., birth of a child, death of a spouse, spouse turns 65. Such changes in eligibility will require the eligible spouse to complete new insurance forms under their own Social Security Number. Failure to do so could result in a loss or a decrease of benefits.
HR-12-0 CLASSIFIED STAFF ISSUES
HR-12-1 Guidelines for the Award of Classified Staff Professional Improvement Funds
The person seeking an award must be a member of the Classified Association, and the request should fall within the following guidelines.
The workshop, conference, class, or material provides information that cannot be obtained at COCC, or it is part of a college encouraged program, or it is required for a COCC course, or it is important in developing professional relationships and the sharing of knowledge with other community college or university staff.
In addition, the content of the material or workshop, etc., should meet one of these additional criteria.
The information is relevant to the staff members job.
The information will improve the staff members knowledge and skills professionally and personally, enhancing their job performance and the job performance of their work group when shared.
The staff member is working toward a degree from an accredited school and the request is related to class or course work being done for that degree.
Repeat attendance at annual conferences is permissible if the conference falls within the above guidelines, and the content is new to the employee, or if COCC is strengthened by the representation.
Travel money may be awarded when departmental resources for travel are not available for workshops, conferences, or classes that are job specific.
HR-12-2 Pay Method for Classified Employees Who Work Less Than 12 Months
Classified employees who work less than 12 months are paid by the hour in the less than full-time months, e.g., June and September. Labor day is not a paid holiday for employees who return to work after that date in September.
HR-13-0 REPORTING PROCESS AND PROCEDURES FOR NONDISCRIMINATION, SEXUAL MISCONDUCT/VIOLENCE, AND SEXUAL HARASSMENT
Política en Español
COCC's nondiscrimination, sexual misconduct/sexual violence and sexual harassment policies allow community members, employees, students and applicants for admission or employment to address any concerns associated with these policies as protected
by the Americans with Disabilities Act, Title VII and Title IX of the Civil Rights Act. Members of the college community who believe they have been subjected to discrimination, discriminatory or sexual harassment and sexual misconduct/sexual violence are
urged to contact the College's Title IX Officer (via Human Resources, 541.383.7216), Director of Student Life (Coats Campus Center, 541.383.7590), or Campus Public Safety (541.383.7272) to facilitate resolution of such concerns; individuals may also choose to complete an
Incident Report Form, which will be reviewed by the College's Title IX Officer in accordance with the Reporting and Investigation Process listed below.
Additionally, at any time during the process, individuals have a legal right to pursue their concerns through outside channels. See the Section V, Outside Avenues, for specific information related to filing complaints with external agencies or attorneys.
The following outlines the process and timeline associated with discrimination, discriminatory or sexual harassment and sexual misconduct/sexual violence investigations, noting that certain circumstances may require that the timeline be extended; in
such situations, the College will make a reasonable effort to notify all affected parties. This process applies for students and employees.
HR-13-2 Role of Supporting
A. Represented Employees: If an employee is represented by the Classified Association of Central Oregon Community College (CACOCC), the Central Oregon Community College Faculty Forum (COCCFF) , or the COCC Adult Basic Skills Instructors - Oregon School Employees Association, the employee
may have a representative from her/his bargaining unit or other supporting party present with her/him at any time during the process.
B. Students, Community Members or Non-Represented Employees: If the party bringing the concern is a student, community member, or employee not represented by a bargaining unit of the College, the individual may have a support person present at any time during the process.
C. Role of Supporting Parties: In all cases, the
supporting party should not have information that may inform the investigation,
but instead, is solely in attendance in a supporting role. The support person is not permitted to speak
during the investigation.
HR-13-3 Reporting and Investigation Process
The following outlines the process and timeline associated with discrimination, discriminatory or sexual harassment and sexual misconduct/sexual violence investigation, noting that certain circumstances may require that the timeline be extended; in such situations, the College will make a reasonable
effort to notify all affected parties.
- The Title IX/EEO Officer (or designee) will meet with the concerned individual within five (5) business days of receiving the complaint to review the concerns and determine the proper avenue for addressing the complaint.
- If it is determined that a Title IX/EEO investigation is not warranted, the Title IX/EEO will provide guidance and resources as to other avenues to address the concern if appropriate.
- If it is determined that a formal investigation is warranted, the Title IX/EEO Officer will designate an investigating officer; the investigating officer will complete an investigation within fifteen (15) business days after the Title IX/EEO Officer meets with the
As part of the investigation, the investigating officer may notify the appropriate College staff of the investigation. The investigation may include interviewing all parties to the complaint and interviews with witnesses as identified. All parties
have the right to have a support person present at such interviews as outlined in section II. The investigating officer will collect all supporting documentation.
- Upon completion of the investigation, the investigating officer will prepare a final investigation file including interview summaries and supporting documentation; the investigation file will be completed within ten (10) business days of the completion of the
investigation and submitted to the Title IX/EEO Officer.
- The Title IX/EEO Officer will review the file and prepare a written summary of the investigation to be shared with the complainant and accused within five (5) business days after receipt of investigation file. For investigations involving students, the written summary and recommendations for further actions
will be given to the Office of Student Life for adjudication; for investigation involving employees, the written summary and recommendations for further actions will be given to the appropriate supervisor and Director of Human Resources for adjudication.
- If neither party objects to the determination, the complaint will be considered resolved. If either the complainant or accused disagrees with the determination and wishes to appeal the decision, s/he may pursue the complaint further by requesting an appeal in writing to the Title IX/EEO Officer within five (5)
business days of receipt of the final investigation written summary.
a Formal Process Decision
The following outlines the process and timeline associated with an appeal of a decision regarding discrimination, discriminatory or sexual harassment and sexual misconduct/sexual violence investigations. Note that certain circumstances may require that the timeline be extended; in such
situations, the College will make a reasonable effort to notify all affected parties.
- If an appeal is filed, the Title IX/EEO Officer will work with the Director of Human Resources (or designee) to identify an appeals officer of the College to lead the appeal process. The appeals officer is typically someone not immediately affiliated with the situation who can objectively review the Title IX/EEO
- The appeals officer will review the investigation file and may choose to meet with any party associated with the complaint and/or request additional documentation. The appeals officer will prepare a written decision to include findings and recommendations (if any). The written decision will be sent to the
complainant, accused, and the Title IX/EEO Officer within 15 business days of notice of appeal.
- Either party may file an appeal of the appeals officer's decision to the Title IX/EEO Officer within five (5) business days of receipt of the decision under the following circumstances only:
- Evidence exists that shows the discrimination, discriminatory or sexual harassment and sexual misconduct/sexual violence investigative process was not followed, and the failure to follow the process materially affected the outcome of the investigation;
- New information or evidence is available that was not available at the time of the original investigation or appeal and is relevant to the complaint.
- Clear abuse of discretion on the part of the investigating or administrative officer.
- The appeal of the appeals officer's decision will be reviewed by the College President or designee. A written decision will be sent to the complainant, accused and Title IX/EEO Officer within ten (10) business days of notice of the appeal. The president's or designee's decision shall be the final decision of
HR-13-5 Outside Avenues for Discrimination,
Discriminatory or Sexual Harassment and Sexual Misconduct
Members of the college community have the legal right to pursue their complaints through external channels. Students should contact the United States Department of Education Office of Civil Rights (OCR). The OCR has a filing deadline of 180 days from the date the complainant knew of
the alleged discriminatory incident.
College employees may contact either the state Bureau of Labor and Industries (BOLI) or the United States Equal Employment Opportunity Commission (EEOC). BOLI complaints must be filed within one year of the date the employee knew of the alleged discriminatory incident. EEOC
complaints must be filed within 300 days from the alleged discriminatory act.
Also, complainants always have the right to consult a private attorney at their own expense. Under Oregon law (ORS 30.275) any person intending to file a discrimination suit against a public agency must file a notice of intent to sue within 180 days of the alleged discriminatory act.
HR-14 EMPLOYEE CONCERNS
The Employee Concerns Process is used for general issues or concerns in regards to College employees or a College policy or process as the issue occurred in relation to the employee’s professional role. However, if the concern is in regards to discrimination, discriminatory or sexual
harassment and sexual misconduct/sexual violence, the concern must be addressed via that topic’s process (see GP-28-0). This process may not be used to appeal personnel disciplinary or discharge decisions; information regarding disciplinary or discharge decisions can be found in the appropriate collective bargaining agreement or employee manuals.
An employee who needs assistance with or has questions about the employee concerns process may contact the Assistant Director or Director of Human Resources.
Employees wishing to utilize the Employee Concerns process for issues not covered via the discrimination, discriminatory or sexual harassment and sexual misconduct policies, or options available through the associated collective bargaining agreements must
present the concern within six months of the date the issue occurred.
Employees who need special accommodations associated with this process because of a physical or learning disability should contact the Director of Human Resources (or designee), 541.383.7216, in advance of their need for accommodation.
Employees may address their concerns via an informal and formal process, both of which are detailed below.
The College encourages employees to resolve concerns via the informal process described below. However, an employee may initiate the formal procedure at any time.
- Informal: Employees are encouraged to resolve the issue with the appropriate faculty or staff member(s) who is the subject of the concern or has responsibility for the issue in question. The employee may work with the Assistant Director or Director of Human Resources for assistance in identifying the
- Formal: To initiate the formal process, the employee completes the Employee Concern Report; the employee may work with the Assistant Director or Director of Human Resources for assistance in initiating this process.
The employee concern form should include full and relevant detail and include appropriate documentation. The employee should address the following areas in his/her report:
The general nature of the concern is shared with the appropriate individuals as needed to best respond to the concern; in some cases, it may be necessary to share the actual written statement.
- The subject of the concern;
- All facts and documentation relevant to the concern;
- Steps taken previously to resolve the matter (if any);
- The resolution sought; and
- All arguments in support of the desired solution.
The Assistant Director or Director of Human Resources screens the concern and directs it to another process if appropriate or forward the concern to the appropriate employee with responsibility for the issue in question (note: if the concern is regarding the
Assistant Director or Director Human Resources, the concern is screened by an Administrative Officer of the College).
The individual(s) reviewing the concern provides a written decision to all parties of the concern within 15 business days receiving the report. There may be circumstances in which the decision process may be extended; all attempts will be made to notify the
employee if a delay occurs. The employee may either accept the decision or s/he may initiate the appeal process within five (5) business days from receipt of the decision.
Decisions from the Formal Process
The employee may appeal a decision only under the following conditions:
- Evidence exists that shows the concerns process was not followed; or
- New information or evidence relevant to the original concern is now available; or
- Clear abuse of discretion on the part of the individual(s) reviewing the concern.
For assistance in determining if an appeal condition is applicable, an employee may contact the Assistant Director or Director Human Resources.
The appeal should be submitted to the Assistant Director or Director Human Resources, who determines the appropriate appeals officer (note: if the concern is regarding the Assistant Director or Director Human Resources, the appeal may be submitted to an administrative Officer of
The College designates an appeals officer to review all documentation from the initial review and may choose to request additional information or meet with the parties involved. Based on the entirety of appeals officer review, the appeals officer decides one of
the following actions:
- Uphold the original decision or sanctions; or
- Modify the original decision or sanctions; or
- Overturn the original decision or sanctions; or
- Refer the concern to the appropriate College policy or process for review.
The appeals officer notifies the all parties of his/her determination in writing, within ten (10) business days of receiving the appeal. There may be extenuating circumstances in which the decision process may be extended; all attempts will be made to notify the
employee if a delay occurs.
The appeals officer's determination is final.