SECTION 2 Evaluation of Academic Employees SECTION 3 Evaluation of Administrators... 33

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2 TABLE OF CONTENTS C INTRODUCTION...8 SECTION 1 Overarching Principles of Evaluations...8 A. Overview of the Evaluation Process The Importance of Performance Evaluations Embracing Performance Management Performance Evaluations vs. Disciplinary Actions B. The Ongoing Evaluation System: Gathering the Facts Timeliness Step One: Daily Communication Step Two: Scheduled Meetings C. Constructive Feedback Be Concrete and Direct Focus on the Conduct, Not the Person Link the Conduct to Its Impact Focus on What You Know, Not How You Know it Be Accurate and Stay Focused on the Issue at Hand Describe What is Expected and a Strategy to Get There, Not Just What is Wrong Methodology Checklist for Documenting Unsatisfactory Performance D. How to Prepare an Effective Written Evaluation Identify Objective Criteria Know the Employee s Job Requirements Document the Facts E. The Face-to-Face Evaluation Meeting Prepare for the Evaluation Meeting Prepare the Employee for the Performance Meeting The Art of Praise and Criticism Anger Personal Crisis Communication Techniques Set Goals and Develop an Action Plan Set Measurable Goals Close the Meeting SECTION 2 Evaluation of Academic Employees SECTION 3 Evaluation of Administrators SECTION 4 Evaluation of Classified Employees in Districts Without a Merit System SECTION 5 Evaluation of Classified Employees Under the Merit System SECTION 6 General Principles Governing Discipline iv

3 A. Frequent Disciplinary Problems Excessive Absences/Abuse of Leave Tardiness Incompetence Insubordination Falsification of Documents Employee Conduct Outside Working Hours Fighting or Threats of Violence B. Checklist of Sources of Disciplinary Grounds C. Good Cause Checklist D. Investigate! - Factual Basis for Discipline Must Be Verifiable Preliminary Issues to Consider Prior to Starting the Investigation Possible Interim Steps What if the Subject Matter of the Investigation Relates to Criminal as Well as Administrative Misconduct? Method of Selecting the Investigator When to Use an Outside Investigator Credibility Determinations The Investigator s Report: Findings and Conclusions E. Checklist for Analyzing Discipline Problems F. Time of Disciplinary Action G. Progressive Discipline Counseling Verbal Reprimand Written Reprimand Suspension Demotion Discharge H. Progressive Discipline Checklist SECTION 7 Academic Employees Non-Renewal and Discipline A. Non-Renewal of Contract Faculty Members Provide Notice by March 15 of Preceding Academic Year Consequences of Failure to Provide Proper Notice Appeal of Release B. Discipline of Academic Employees for Cause Cause for Discipline Under Education Code Section Grounds for Immediate Suspension Pending Termination Procedures in Disciplining Academic Employees for Cause SECTION 8 Discipline of Administrators SECTION 9 Discipline of Classified Employees Not Under Merit System A. Cause for Discipline B. Statutory Grounds for Dismissal Sexual Psychopaths Government Code Section Sex Offenses Controlled Substance Offenses C. Procedures for Implementing Discipline Predisciplinary Procedures v

4 2. Alternatives to Proposed Disciplinary Action D. Remedies for Failure to Provide Pre-Discipline Due Process E. The Liberty Interest ( Lubey ) Requirements F. Issuance of Notice of Final Discipline G. Post-Disciplinary Appeal Hearing Role of Administrator or Supervisor Administrator/Supervisor s Checklist for Hearing Preparation Criteria for Success at the Hearing H. Judicial Review SECTION 10 Discipline of Classified Employees Under Merit System A. Cause for Discipline B. Suspension, Demotion or Dismissal C. Compulsory Leave of Absence Sex Offenses and Controlled Substance Offenses D. Appeal of Suspension, Demotion or Dismissal Procedure Reinstatement, Compensation and Other Remedies E. Probationary Period SECTION 11 Legal Considerations A. Placement of Documents in Personnel File B. First Amendment Rights C. Discrimination D. Discrimination for Workers Compensation Claim or Injury E. Retaliation for Engaging in Protected Activity Federal Law State Law F. Whistleblower Retaliation Claims The Reporting by Community College Employees of Improper Governmental Activities Act The Federal False Claims Act California False Claims Act California Labor Code California Labor Code G. Accommodation for Disability H. Invasion of Privacy Off-Duty Conduct Drug and Alcohol Testing SECTION 12 Judicial Decisions Concerning Employee Discipline A. Whistleblower Cases California Labor Code California False Claims Act B. Controlled Substance Offenses C. First Amendment (Employee Speech) Penalties Upheld by Courts Penalties Overturned by Courts D. Invasion of Privacy/Off-Duty Misconduct E. Last Chance Agreement F. Lubey Interest G. Retaliation Under FEHA vi

5 2. Under Title VII H. Sexual Offenses APPENDIX A Performance Evaluations And The Law APPENDIX B Sample Note to Supervisor s File Which Supervisor Should Notify Employee of and Should Be Given to the Employee and Employee Should Be Allowed Opportunity to Respond in Writing APPENDIX C Sample Notice of Paid Administrative Leave Pending Investigation APPENDIX D Administrator or Supervisor s Checklist for Conducting the Disciplinary Counseling Interview APPENDIX E Sample Counseling Interview Memorandum APPENDIX F Sample Memorandum Confirming Verbal Reprimand APPENDIX G Sample Written Reprimand APPENDIX H Board Policy re: DISCIPLINE Classified (NON-MERIT) APPENDIX I Sample Memo of Notice of Intended Disciplinary Action (NON-MERIT SYSTEM DISTRICT) APPENDIX J Sample Last Chance Agreement APPENDIX K Checklist for Testifying as a Witness APPENDIX L Sample Termination Package Academic Employee ENDNOTES vii