Human Resources Procedures Printed Version

2.0100 Recruitment and Selection of Full-Time Personnel

Purpose:

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

Procedure:

Definition:

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

Recruitment:

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

Selection:

2.0150 Screening Committee

Purpose:

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

Procedure:

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

2.0200 Recruitment and Selection of Adjunct Faculty

Purpose:

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

Procedure

Recruitment:

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

Reference and Background Checks:

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

Selection and Approval of Applicant:

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

2.0300 Background Checks for Employees

Purpose

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

Procedure

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

Background Checks

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

Individuals Subject to Background Checks

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

Criminal Background Check Findings and Employment Eligibility

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

2.0350 Administration of Physical Ability Assessments

Purpose

To describe how physical assessments will be used to determine if a job candidate or current employee meets the minimum physical requirements for a position.

Definition

Candidate - An external job applicant or a current employee who is offered a position that requires a pre-employment physical ability assessment.

Procedure

1. The College may require a candidate for an open position and employees who currently hold a specific position to undergo an assessment of their physical ability to perform the essential functions of the job.
2. All job postings, when applicable, will include a statement indicating that the selected candidate will be required to undergo a job-related physical ability assessment.
3. The physical ability assessment provider will be selected by the College.
4. The College will pay the cost of the job-related physical ability assessment.
5. The Office of Human Resources will coordinate the physical ability assessment process.
6. The Office of Human Resources will extend a job offer to the selected candidate prior to referring the candidate to the provider who will perform the physical ability assessment. Final hire/appointment is contingent upon successful completion of the physical ability assessment.
7. Current employees may be referred for a job-related physical ability assessment or reassessment upon their supervisor’s recommendation and subsequent approval by the Office of Human Resources, or upon the recommendation of the Office of Human Resources.
8. The provider will send the results of all physical ability assessments directly to the Director of Human Resources, or designee.
9. Upon receipt and review of the results of a physical ability assessment, the Office of Human Resources shall determine if the candidate meets the physical requirements of the position and will notify the hiring manager as to whether or not the College will proceed with hiring the candidate.
10. If it is determined that the candidate does not possess the physical ability necessary to perform the essential functions of the position, the Office of Human Resources will notify the candidate.
11. Each employee’s physical ability assessment record shall be retained in the employee’s own restricted access file in the Human Resources Office. Records for all unsuccessful candidates shall be retained in a general restricted access file maintained by the Human Resources Office. Physical ability assessment records will not be retained in files kept by departments outside of the Office of Human Resources.

2.0400 Reduction in Force

Purpose:

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

Procedure:

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

2.0450 Reorganization

This Procedure is Under Review

Purpose:

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

Definitions:

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

Procedure:

1. Planning and Implementation Timeline
   
   Although reorganizations normally are effective at the beginning of the fiscal year (July 1st ), they may occur at any time. When planning to reorganize departments, positions, etc., the Administrator(s) involved will consider the impact of proposed changes on:
   
   
   • The beginning/end of the fiscal, academic, and calendar years;
   • Schedule building, college catalog printing, student registration, financial aid processing;
   • Payroll deadlines;
   • Lead times required for recruiting staff;
   • Lead times required for securing space, furniture, and equipment;
   • Short-term and projected long-term financial impact;
   • Impact on student learning and success
2. 
   Reorganization proposals should be submitted to the President well in advance of a proposed effective date to allow adequate time for review and assessment of the proposed or phased-in recommendation.
3. Administrative Process
   
   
   1. Proposal Development
      The Administrator(s) initiating the reorganization will prepare a Proposal that includes but is not limited to:
      • A written description of the proposed changes, the rationale behind them, and their relationship to the College's strategic goals;
      • Current and proposed organization charts;
      • Current and proposed position descriptions showing any changes in duties or responsibilities;
      • Short-term and projected financial impact of the reorganization.
   2. 
      The Administrator initiating the reorganization is responsible to review any recommended personnel actions with the Office of Human Resources prior to preparing the Proposal for consideration by the President.
   3. Proposal Approval
      
      Upon completion, the Administrator will submit the developed Proposal to the appropriate Vice President (VP) or President for review and refinement as necessary.
      
      The VP/President may elect to discuss the proposed reorganization with Executive Team, Human Resources or others prior to making a recommendation to the President.
      
      The Vice President is responsible for making a specific recommendation and forwarding the Proposal to the President.
      
      The President may approve all, any portion or none of the Proposal. If approved to any degree, the President shall assign a person, usually the Administrator/Vice President who initiates the reorganization, to oversee the timely and orderly implementation of the Proposal as approved.
      
      The President may waive recruitment and appoint personnel to any current or new positions related to the reorganization. The President will ensure that such personnel actions are congruent with the College's strategic objectives and commitment to diversity.
   4. Implementation of an Approved Proposal
      
      The Person assigned to oversee the implementation shall work with the Office of Human Resources to implement personnel changes resulting from the reorganization.
      • changes in the classification, pay grade, and salary of positions;
      • job data changes required (i.e., job code changes, reclassifications, changes in reporting relationships);
      • accounting for the creation/filling/elimination of existing positions;
      • coordinating updates to the staffing table with the Office of Finance and Budget
      • completion and distribution of forms that are required to process any changes or notices for hiring;
      • notification of constituents that the reorganization has been approved and that changes are forthcoming.
   5. 
      The Person assigned to oversee the implementation will be responsible for working with all other areas of the College as noted below for the timely and orderly implementation of the reorganization as approved.
      
      
      • Finance and Budget Office
        To change existing/create new departments and chart fields in the Finance system and notify budget managers and constituents upon completion.
        To process necessary budget amendments.
      • Purchasing
        To establish protocols for initiating and approving purchases.
      • Payroll Office
        To address processing time reporting and time approval roles as assigned by the reorganized department(s).
      • Facilities Planning and Plant Operations Office
        To ensure that employees' work environments are compliant and suitably furnished.
      • Security Office
        To ensure that keys are collected/distributed in accordance with established practice and process.
      • Property Control Office
        To ensure that the quantity and location of all furniture, equipment, and College property is accounted for and properly inventoried.
      • CTS: PS Security, Network Administration, and Telecommunications
        To change permissions and roles, and add or delete access to the PeopleSoft Financial, Human Resources, and Student Administration systems.
        To provide access to network and GroupWise
        To relocate, add, and/or delete telephone service and assignment of long distance codes.
4. Miscellaneous
   • Appointments, reclassifications, reassignments, and other related personnel actions developed under this procedure will be brought to the Board as part of the regular monthly personnel recommendations.
   • Recommendations of annual contract appointments may be revised as necessary to implement the reorganization

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

Purpose:

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

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

Procedure:

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

2.0701 Overloads

Purpose:

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

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

Procedure:

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

2.0702 Faculty Underloads

Purpose:

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

Procedure:

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

2.0703 Release Time from Teaching

Purpose:

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

Procedure:

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

2.0704 Virtual Office Hours

Purpose:

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

Procedure:

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

2.1100 How To Report Work Related Injuries

Purpose

The purpose of this procedure is to provide instructions to College employees on how to report incidents incurred while performing work duties.

All work-related incidents shall be reported on the college accident/incident report whether or not the incident requires medical care. 

Procedure

1. Medical Emergency:A Medical Emergency occurs when a work-related incident requires immediate transport via ambulance to a medical facility.
   1. Dial 9-1-1 immediately to request emergency assistance. Treatment for a medical emergency can be obtained at any hospital emergency room or other medical facility. It is not necessary to obtain prior authorization from the Office of Risk Management for treatment of a medical emergency.
   2. Notify the Office of Safety and Security immediately after the call to 9-1-1 at 407-708-2178.
   3. If possible, someone should stay with the affected person until emergency medical services arrives.
   4. It is the responsibility of the affected employee's supervisor or the responding Security Officer to report the injury to the Office of Risk Management within 7 calendar days after the emergency and submit a completed Accident/Incident Report. 
2. All other work-related incidents: All other work-related incidents that are not a Medical Emergency shall be reported to the Office of Safety and Security whether or not the incident requires medical care. The responding Security Officer is available to assist the employee in the proper completion of the Accident/Incident Report.
3. It is the responsibility of the affected employee to immediately report any work-related   incident to their supervisor and complete an Accident/Incident Report at the time of the incident. The employee is required to have the Accident/Incident Report signed by their supervisor if possible. The employee is required to cooperate with the Office of Risk Management to fully complete the First Notice of Injury if they are affected as a result of the incident.
4. The completed Accident/Incident Report will be forwarded to the Office of Risk Management, Sanford/Lake Mary Campus by the responding Officer of Office of Safety and Security.
5. If an employee has to seek medical care after hours or on a weekend it is vital for the employee to inform the health care provider that their injury or illness is due to a work- related accident. Make sure the provider is authorized to treat work-related injuries and notify the Office of Risk Management by the next business day after receiving medical treatment.
6. If an employee does not wish to seek medical care at the time of the incident, they may seek medical care at a later date.
7. Employees who seek medical care with an un-authorized medical facility, may not be covered by Workers' Compensation benefits.
8. After seeking medical care at an authorized medical facility, the health care provider will issue the employee a DWC-25 form.        The employee is to give a copy of the DWC-25 form to their supervisor and the Office of Risk Management. This document will dictate Workers’ Compensation leave, if any. 
   1. Unless the DWC-25 form states that the employee is not fit to return to work, the employee is required to report back to work.
   2. If the DWC-25 form contains written restrictions provided by the affected employee’s authorized medical care provider, the Office of Risk Management will work with the employee and their supervisor to accommodate the restrictions.
   3. All departments must provide temporary modified duty work to affected employees whose authorized medical care providers have assigned physical restrictions and released the employees to return to work.
   4. The Office of Risk Management is available to assist supervisors with clarifying, identifying, and assigning modified duty work in accordance with the written restrictions provided by the affected employee’s authorized medical care provider.
   5. If providing modified duty work is not operationally feasible in the employee’s primary work area, the employee may be assigned to a different work unit. All costs, however, remain the responsibility of the affected employee’s primary work unit and the supervisor continues to be responsible for leave and other management duties.
   6. Affected employees must perform assigned modified duty work within the restrictions established by their authorized medical care provider. Departments, however, are under no obligation to provide work to employees who fail to perform such work. Employees who refuse to perform the modified duty work assignment may jeopardize their workers’ compensation benefits and may face discipline up to and including termination.
   7. For follow up care, surgeries and/or therapy, a Medical Care Coordinator on behalf of the third party claims administrator will schedule all medical services required for the employee and provide oversight of the employee's medical treatment and current case information to the College regarding work limitations, modified duty and return to work status as indicated by the authorized health care provider(s).
   8. Employee is required to keep all medical appointments with the authorized physician(s), until a DWC-25 form with a full release is received from the treating physician(s) that will include a return to full duty status.
   9. Failure to report to duty on the first day after being released shall result in the absence not being paid and employee may be subject to disciplinary action, unless some other form of leave is approved prior to the absence.

Under Florida law, failure to report a work-related injury within 30 days of the accident date may result in the denial of Workers' Compensation benefits. 

2.1300 Critical Need Positions: Faculty

Purpose

To describe the procedure for identification, designation, and compensation of a Critical Need Position: Faculty in a specific discipline.

Procedure

1. Process
   1. The Department Head and the Dean will submit to the Vice President of Educational Programs sufficient documentation, as described in the following section, and a written request for a Critical Need designation. Upon approval by the Vice President, the request and supporting documentation will be sent to the Director of Human Resources for review. The Director of Human Resources will either recommend to the President approval of a Critical Need designation, or will not recommend approval and then will explain the reasons to the Vice President and/or Dean.
   2. If the request is not recommended for approval by the Director of Human Resources or is not approved by the President, the Department Head/Dean/Vice President may submit the request one more time within 12 months of the original request date if additional supporting information becomes available. Additional requests to review the same position will not be accepted until 12 months after the most recent request date.
   3. The Critical Need designation for each position will remain in effect for a one-year contract period (academic or fiscal year as applicable.) Annually, Human Resources will review currently designated Critical Needs positions and will recommend to the President whether or not the designation should be continued for the next academic/fiscal year.
2. Designation
   1. Data from both internal and external sources will inform decisions regarding identification and designation of Critical Need positions. Examples of the types of data to be collected may include but are not limited to the following:
      1. Internal Data
         1. Current and projected discipline enrollment in the specific discipline.
         2. The number of regular full-time, temporary full-time, and part-time faculty currently employed in the discipline.
         3. Projected resignations and retirements of faculty within the discipline.
         4. Results and recommendations from relevant Program Reviews.
         5. Strategic direction and priorities of the College.
      2. External Data
         1. Current and projected occupational demand in Central Florida.
         2. Current and projected employment demand for discipline expertise.
         3. Recruitment results and applicant data; for example: the number of times the position has been posted; the number of applicants who were selected for interview; the number of offers extended compared to the number of offers accepted.
         4. External starting salary data for the position under review or for other positions that require similar credentials.
3. Compensation
   1. The amount of compensation that results from the "Critical Need" designation for a faculty position is calculated by multiplying the "level value" of the faculty member's salary range times four(4.) A "level value" is equal to the difference between two (2) base salary amounts, as published in the annual Salary Schedule approved by the District Board of Trustees.
   2. Critical Need compensation is a component of the faculty member's annual base salary for the purpose of calculating compensation for each annual contract. There is no expectation or obligation to continue Critical Need compensation after the annual contract ending date except as described in the phase out provision below.
   3. When it is determined that a position is no longer "critical", the faculty member's Critical Need compensation will be phased out as follows:
      1. Year One - Critical Need compensation will be equal to one half (1/2) of the Critical Need amount as calculated in paragraph 3.A.
      2. Year Two - Beginning in year two and continuing thereafter, no amount of Critical Need compensation will be paid to the faculty member.
   4. If a position is identified, again, as a Faculty Critical Need Position after the designation has been removed, Critical Need compensation will be calculated according to the provisions in section 3 of this procedure.
4. Tenured and tenure-track faculty who were hired prior to January 2, 2009, into a regular, full-time Critical Need position; began receiving Critical Need compensation prior to that date; and have continuously been paid Critical Need compensation, will be "grandfathered". These faculty members will continue to be paid a Critical Need supplement at the previously established rate. Total compensation for grandfathered Critical Need faculty will not exceed the range maximum plus the amount of the Critical Need supplement.
5. The President may make exceptions to the guidelines in this procedure on a case-by-case basis.

2.1310 Compensation for Non-faculty Employees Receiving Advanced Education

Purpose

Seminole State College values knowledge and encourages employees to pursue advanced education. An incentive increase in base salary will be paid to regular full-time, non-faculty employees who acquire advanced education while employed at Seminole State College. This procedure defines “advanced education” and describes the application and pre-approval process; submission of evidence and final review; and base salary increase for full-time, non-faculty employees who receive advanced education while employed at the College.

Definitions

For the purposes of this procedure, advanced education is defined as an associate degree or the completion of 60 credits matriculated toward a specified bachelor's degree (certified by the attending institution as fulfilling general education and all other requirements for an associate degree); bachelor's degree; master's degree; or earned doctoral degree. The degree must be:

• higher than the degree currently held by the employee, and exceeding the minimum requirements of the position, and
• conferred upon the employee during the course of the person’s employment at the College, and
• conferred by a regionally/nationally accredited institution recognized in the most recent publication of the Higher Education Directory or the current year’s Council for Higher Education Accreditation (CHEA) Directory of Recognized Organizations, and
• related to the business of the College.

Procedure

Application and Pre-Approval Process

1. The employee must be in a full-time, non-faculty position at Seminole State College.
2. Any eligible employee may initiate an application by completing the appropriate sections of the Request for Advanced Education Form, and submitting it through supervisory channels to the Office of Human Resources.
3. The applicant’s immediate and next level supervisors at each level below Executive Vice President will review the application and recommend approval or disapproval.
   1. A supervisor's approval means that: (1) both the applicant and the applicant’s desired program of study meet the criteria set forth in this procedure; (2) the supervisor supports the applicant's request for participating in the program; (3) the supervisor certifies that the applicant’s proposed program of study will not interfere with their work schedule and assigned duties; and (4) the supervisor recommends approval of the request.
   2. When a supervisor does not approve an application, the supervisor will notify the applicant of the reason in writing. The applicant will be given an opportunity to review the matter with that supervisor and may appeal the decision to the Executive Vice President, whose decision will be final. The supervisor will send a copy of the document to the Office of Human Resources where it will be retained in the employee’s personnel file.
4. The immediate supervisor will send the completed, approved application to the Office of Human Resources. Upon receipt, Human Resources will send a Notice of Acceptance to the employee, copied to the supervisor(s). The approved application and notice will be retained in the employee’s personnel file.
5. Employees who change their program of study must resubmit their application.
6. Employees currently taking courses to earn an advanced education will have ninety (90) days from the date this procedure is approved to submit a proposed program of study.

Submission of Evidence and Final Review

1. Once the advanced education is earned, the employee must submit evidence of completion to the Office of Human Resources. Such evidence shall consist of certified official transcripts provided in hard copy (non-electronic) format. Certified transcripts will be added to the employee’s personnel file.

Base Salary Increase

1. Employees may receive only one award for each degree level during the course of their employment at the College, and the degree must be higher than the current one held. The payment structure for attainment of advanced education is as follows:
   1. Associate Degree $600
      (certified by the attending institution as fulfilling general education and all other requirements for an associates degree)
   2. Bachelor's Degree $1,200
   3. Master's Degree $1,800
   4. Earned Doctorate or Terminal Degree $2,400
2. Any change in base pay, as a result of this procedure, will not be subject to enforced pay-range maximums.
3. The change in salary will be made effective the first day of the pay period following the date the required documentation was received in the Office of Human Resources.

Miscellaneous

1. An employee's decision to pursue a specific career path to prepare for a future position by earning an advanced education does not entitle the employee to ongoing employment, a specific position, promotion, etc.
2. The President is authorized to approve advanced education, advanced courses, or other courses of study, not specifically identified in this procedure, that are deemed beneficial to the college and the employee.
3. The President may make exceptions to the guidelines in this procedure on a case-by-case basis.

2.1320 Electronic Time Reporting for Part-Time Non-instructional Staff

Purpose

The purpose of this procedure is to describe the methods for electronic time reporting for part-time non-instructional hourly (non-exempt) employees, including student aides and federal work-study student employees, for reporting hours worked using WebClock, the electronic timekeeping system for Seminole State College. This procedure is to ensure part-time non-instructional employees hours are approved and paid accurately and timely in accordance with applicable laws, and to maintain required supporting time documents and records. Central oversight of the system is maintained by Payroll Services.

Procedure

1. Employee Documentation of Hours Worked
   1. Hours worked must be recorded with each punch in/out on a daily basis by the employee using the WebClock timekeeping system.
      1. Employees are required to clock in and out using a College network computer. Employees who have received prior approval from their division vice president and Human Resources will be allowed to clock in and out from home or at an off-site location.
      2. Employees are required to clock in at their designated scheduled start time and clock out at their designated scheduled stop time.
      3. Clock-in and clock-out times are rounded to the nearest quarter hour based on a 7.5 minute rule. For example, an employee who clocks in at 7:53 am and an employee who clocks in at 8:07 am are both considered clocked in at 8:00 am in the system. An employee who clocks in at 7:52 am is considered clocked in at 7:45 am. An employee who clocks in at 8:08 am is considered clocked in at 8:15 am.
      4. Employees who have more than one position are responsible for selecting the correct position number/hourly rate when clocking in and out.
      5. Employees are required to clock out for a 30 minute unpaid meal break during any shift working 6 hours or more. The employee must not perform work during this unpaid meal break. They must be relieved from duty and be away from their work area during this time.
      6. The College recommends that employees receive a 15 minute rest break for any shift over 4 hours. Employees are not required to clock out for rest breaks as they count as hours worked. Rest breaks may not be accumulated.
      7. Employees who travel from one campus to another campus as a component of their principal activity are to be compensated for this time.
   2. Employees are responsible for verifying that their hours recorded in the system are correct for each pay period. Employees can review hours worked at any time using the Time Card Report found on the My.SeminoleState portal. 
   3. Employees must notify their supervisor immediately of any adjustments to time, such as a missed punch, using the Timekeeping Update Form. Supervisors must approve this time edit, explain why the manual adjustment is needed, and submit to the budget manager for approval. This form is then to be routed to the department timekeeper. The timekeeper will enter the employee’s missed punch times. A copy of this form, which requires a correction to the employees punch time, is to be forwarded to Payroll Services to update. All original Timekeeping Update Forms are to be retained in each department.
   4. Timekeepers are required to review employees’ time and exceptions on a regular basis and notify the supervisors of exceptions, such as missed punches, when employees have not submitted a Timekeeping Update Form.
   5. In rare cases when hours are not processed for payment (e.g., retroactive hours, corrections), a department timekeeper may need to enter these hours manually into Time and Labor using the PeopleSoft Timesheet page.
   6. Budget managers may delegate approval responsibilities to supervisors for Timekeeping Update Forms. However, the budget manager remains fully accountable. Budget managers who wish to authorize supervisors to approve this form are to submit an email to Payroll Services.
2. Approval of Hours Worked
   1. All approved hours in the WebClock timekeeping system are interfaced into the Payroll system in accordance with the payroll processing schedule for the applicable pay period.
   2. Budget managers must designate a backup approver when they are unavailable to approve employees’ hours in the WebClock timekeeping system on the scheduled approval date. The budget manager must submit a written request to Payroll Services authorizing security setup for their backup approver who will approve employee hours during their absence.
   3. The department budget manager or their authorized backup approver must approve employees’ hours on the scheduled approval dates.
   4. Supervisors, who are not budget managers or an authorized backup approver, must review their employees’ hours and inform their department budget manager or authorized backup approver that employee hours are accurate and ready to be approved each pay period.
      1. Supervisors should encourage employees to review hours worked on a weekly basis and at the end of each pay period.
      2. Supervisors should review their employees’ hours each week.
   5. At the end of each pay period, the department budget manager or their authorized backup approver must review the hours recorded for the pay period for each employee and electronically approve each employees’ hours for payment. All employee exceptions, such as a missed punch, must be corrected prior to approval.
3. Failure to Accurately Record Hours
   1. It is each employee’s responsibility to learn the WebClock timekeeping system and use it appropriately. In accordance with College Procedure 2.1900 Employee Discipline, disciplinary action may occur for the following events:
      1. Clocking in and/or out for other employees.
      2. Not clocking in and/or out at the College designated work area using a college network computer without prior approval from their division vice president and Human Resources.
      3. Continually failing to clock in and/or out.
      4. Incorrectly reporting time worked.

For detailed instructions on how to record time, adjust time and/or approve time, etc., please see the Payroll Services website.

2.1322 Overtime Pay and Compensatory Time

Purpose

The purpose of this procedure is to describe and define the methods for paying overtime or compensatory time to eligible non-exempt (career service) employees in accordance with the Fair Labor Standards Act (FLSA).

Procedure

Employees who are assigned to non-exempt (not exempt from the overtime provisions of the FLSA) positions may earn overtime compensation or compensatory time. Employees must obtain their department manager’s approval in writing, which includes email, prior to working overtime or compensatory time. Overtime compensation and compensatory time shall be earned in accordance with the following:

1. The department’s budget manager must ensure fund availability prior to authorizing overtime or compensatory time.
   1. In cases where a department does not have sufficient funding in an overtime budget, the President or Vice President must authorize all overtime in writing, prior to the work being performed. A copy of the authorization must be sent to Payroll Services.
   2. Approval of overtime for external facility usage events or other special events funded with Auxiliary or Restricted (Grant) funds may be authorized by the appropriate management level in writing upon approval of the event.
   3. Overtime resulting from emergencies (i.e. natural disasters, accidents, etc.) may be approved as needed by the President or designee.
2. Non-exempt employees must receive supervisor approval to engage in any activities that cause work to exceed 37.5 hours in a workweek.
   1. Such activities include but are not limited to:
      1. beginning work prior to their scheduled start time;
      2. eating lunch or spending any portion of their unpaid meal break at their workstation;
      3. working beyond the end of their scheduled work day;
      4. “volunteering” to do work for which they normally would be paid; or
      5. taking work home.
   2. Any employee who fails to follow the guidelines set forth in this procedure may be subject to disciplinary action.
3. Overtime Compensation
   1. Overtime compensation shall be paid at the rate of one and one-half times the regular hourly rate for hours worked in excess of 37.5 hours in a workweek. Hours worked should not exceed 37.5 hours during a paid non-duty and holiday workweek. Leave time and holidays are not considered hours worked in the calculation of overtime compensation.
   2. A weighted average formula will be used to calculate the regular hourly rate when work is performed at two or more pay rates during the established workweek.
   3. Hours worked on paid non-duty days and holidays designated in the College calendar shall be paid similar to overtime, at one and one-half times the regular hourly rate in addition to the non-duty or holiday pay.
   4. If elected by the employee and approved by the supervisor, compensatory time may be granted in lieu of overtime compensation.
4. Compensatory Time
   1. Compensatory time shall be earned at the rate of one and one-half hours for each hour worked in excess of 37.5 hours in a workweek. When feasible, work hours should be adjusted in the same week to avoid accruing compensatory time. Hours worked should not exceed 37.5 hours during a paid non-duty and holiday workweek. Leave time and holidays are not considered hours worked in the calculation of compensatory time.
   2. No more than 75 hours of compensatory time may be accumulated at any one time.
   3. Accrued compensatory time must be taken within a 90-day period.  Use of compensatory time must be exhausted prior to the use of paid vacation or personal leave and must be approved in advance.
   4. For each hour worked on paid non-duty days and holidays designated in the College calendar, one and one-half hours of compensatory time will be given if elected in lieu of the overtime payment mentioned above.
   5. Compensatory time not used within a 90 day period, will be paid to the employee as overtime.  The appropriate supervisor must submit, track, and monitor the use of compensatory time granted to an employee; and must authorize Payroll Services to pay overtime for any compensatory time that remains unused after 90 days.

2.1500 Full-Time Teaching Faculty Evaluation

2.1501 Non-Instructional Personnel Performance Appraisal Procedure

Purpose

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

Procedure

1. The Performance Appraisal for Non-instructional Employees User Guide shall be updated at regular intervals; shall provide detailed instructions for completing each step of the performance appraisal process; and shall be posted on the College’s website.
2. The type of performance appraisal used may vary according to purpose. Types of appraisals include but are not limited to the following:
   1. Employee appraisal: To be completed by the supervisor during the annual appraisal process for each full-time and regular part-time direct report employee. The “Employee Appraisal” is to be used for all non-instructional employees hired prior to October 1 of the appraisal period.
   2. Self-appraisal: To be completed during the annual appraisal process by all full-time and regular part-time non-instructional employees, regardless of hire date.
   3. Interim Appraisal: To be completed by the supervisor for each full-time and regular part-time direct report employee who:
      1. was hired between October 1 and December 31 of the appraisal period, or
      2. completed a 90-day Development Period (new hire, promotion, reassignment, etc.)
3. At the discretion of the supervisor, an Interim Appraisal may be completed and discussed with the employee at any other time during the appraisal period.
4. The annual performance appraisal period is January 1 through December 31.
5. Annual appraisals are to be completed, routed for approval and submitted through the online appraisal system between January 1 and March 31 of the year following the appraisal period. All completed appraisals must be submitted to the Office of Human Resources no later than April 1.
6. The performance appraisal process shall be discussed with newly-hired employees during New Employee Orientation. New employees shall be given a copy of the appraisal form and the web address where they can locate more information about the College’s performance appraisal process.
7. A scheduled salary increase will be processed for qualified employees (1) who have a current performance appraisal on record in the Online Performance Appraisal System, and (2) who receive an overall performance rating above “Unsatisfactory.”

2.1502 Adjunct Teaching Faculty Evaluation

Purpose

The Adjunct Teaching Faculty evaluation process is intended to provide feedback to non-bargaining unit adjunct faculty about their work performance and improve the teaching/learning environment. 

Definitions

"Adjunct Teaching Faculty” are part-time instructional personnel employed by the college who teach non-college credit courses and are not governed by a collective bargaining agreement.   

“First year of employment” begins on the adjunct’s department entry date and ends on the adjunct’s one (1) year anniversary of that date as long as the adjunct has taught for at least one term during that time period.  In some instances, the department entry date will be after the original hire date, such as the case when the adjunct transfers from one department to another. 

“One (1) year of satisfactory evaluation” time period begins on the adjuncts department entry date for the first one-year evaluation period.  Subsequent evaluation period begins on the date the last evaluation form was completed and continues as noted in paragraph 2 below. 

“Satisfactory evaluation” means that the adjunct’s overall evaluation score is rated as “satisfactory” or better and the adjunct has not been subject to any disciplinary action (reprimand, verbal or written warning, suspension, etc.) during the evaluation period. 

Procedure

1. Adjunct Teaching Faculty (instructor of record) teaching courses totaling at least 45 contact hours in a term will be evaluated during their first year of employment. 
2. Adjunct Teaching Faculty with a record of one (1) year of satisfactory evaluation will be evaluated on a three (3) year cycle, based on the date the last evaluation form was completed. Supervisors may, however, evaluate an adjunct faculty member more frequently as deemed necessary. 
   1. Deans will track which adjunct faculty are to be evaluated each year and assure that the evaluation is completed and the proper forms are submitted to Human Resources. 
3. The evaluation of Adjunct Teaching Faculty, at a minimum, will include: 
   1. a review of course syllabi for all courses taught; 
   2. a classroom observation;
   3. a review of student perception of instruction forms; and 
   4. completion of the Adjunct Teaching Faculty Evaluation Form. 
4. Student Perception of Instruction Forms will be completed every term by students in every section taught by adjunct faculty. These surveys will be tabulated by Institutional Research and compiled in a summary report. The adjunct faculty member and their supervisor will receive the student comments collected with the student perception forms and the summary report after the completions of the term. 
5. During the term that an adjunct faculty member is to be evaluated, the supervisor (or designee) will observe a class session and complete the Adjunct Teaching Faculty Observation Form.  
6. The supervisor will then review the course syllabi, the Adjunct Teaching Faculty Observation Form, Student Perception of Instruction Form results and student success data for all courses taught by the adjunct faculty member and to complete the Adjunct Teaching Faculty Evaluation Form. 
7. The supervisor will give the observation form and the Adjunct Teaching Faculty Evaluation Form to the adjunct faculty member. The adjunct faculty member will sign the Adjunct Teaching Faculty Evaluation Form, write comments if desired, and return it to the supervisor. The supervisor will send the Adjunct Teaching Faculty Evaluation Form to the Human Resources Offices for filing in the adjunct faculty member’s personnel file. 
8. In the case that specialized accreditation requires more specific types of faculty evaluation, these may be used in lieu of College documents as long as satisfactory performance can be determined by reviewing the form.  

2.1600 Reclassification of Jobs and Positions

This Procedure is Under Review

Purpose

To specify the process through which non-bargaining, non-instructional positions are classified and reviewed for reclassification within the salary grade in the College Salary Schedule.

Definitions

Position - A position represents a group of essential functions that collectively make up the work assignment of a single employee. Only one employee may be employed in a position.

Position Number - A number assigned to a specific position. Note: Each employee is assigned a primary position number; however, an employee may be assigned more than one position number.

Position Description - A record of the purpose, essential functions (primary duties and responsibilities that form the basis of the classification decision), non-essential functions, required and desired qualifications, knowledge, skills, abilities, working conditions and other requirements that are necessary for an incumbent to perform a job or position at a minimal level. Job descriptions are approved by the direct supervisor and the next level supervisor as assigned and the Office of Human Resources.

Salary Schedule – List of salary grades and ranges, job titles, and related compensation information.

Salary Grade – A numbered category on the salary schedule associated with a specific salary range.

Salary Range – The minimum pay and maximum pay for jobs within a specific grade.

Position Classification - Placement of a comparable positions within a salary grade based on compensable factors, market data, and internal equity.

Position Reclassification - Reassignment of a job to a different salary grade based on significant change(s) in compensable factors. Common examples include:

1. Changes in the nature, variety and complexity of work
2. Changes in supervision received or exercised
3. Changes in required qualifications

Work volume and job performance do not justify reclassification. Incumbents in reclassified positions typically retain the majority (50% or more) of their prior job duties and also assume additional duties. Reclassification review may result in a higher, lower, lateral or no classification change.

Compensable Factors - Jobs or position attributes (e.g. knowledge, skills, ability, discretion, scope of authority, decision making responsibility, independent judgment, working conditions) that are used to determine the market value of a job or position.

Job Analysis - Systematic process used to gather, document, and analyze information necessary to describe jobs and determine their classification.

Procedure

1. Position Classification and Reclassification
   1. The Office of Human Resources will periodically review current position classifications and relationships between jobs to ensure that position classifications and salary ranges are equitable and competitive. Generally accepted compensation analysis methodologies and techniques (e.g., market conditions, benchmark data, salary surveys, job analysis, position reviews, etc.) will be considered during this process. Upon conclusion of the review, the Office of Human Resources will make appropriate recommendations to the executive leadership team and the President regarding the need for a job reclassification and a plan for implementation. The implementation plan will include a recommendation for placing incumbents in the new classification and an estimate of associated costs.
   2. When a new position is created, the Office of Human Resources will work with the hiring manager and department/division leadership to create a new job description in the approved format so that the position can be properly classified for equity and competitiveness. These new positions will then be reviewed by the executive leadership team for recommendation to the President for approval.
2. Requesting Current Position Reclassification
   1. Position reclassification requests are accepted twice per fiscal year –during the months of March for an effective date of July 1st and during the month of September for an effective date of January 1st. The review period by the Office of Human Resources normally is 30-45 days. All approved reclassification recommendations require the President’s approval prior to submission to the Board of Trustees for approval during their next regularly scheduled meeting. Board decisions are final.
   2. A supervisor may request a position reclassification review of an employee by submitting a written request to his or her next level supervisor for approval. Once the request is approved, the supervisor must forward the approved request with the following information to the Office of Human Resources for review:
      1. An electronic copy of the current job description displaying all edits, additions and deletions, using Microsoft Word, and in “Track Changes” mode.
      2. A completed Request for Position Classification Review form along with a detailed explanation of the reason for the request (e.g., why the changes are occurring, new duties or duties reassigned from another position).
      3. Two copies of the department’s organizational chart – one reflecting current state and the other reflecting the proposed state.
      4. Desired salary grade or other changes (e.g., exemption according to the Fair Labor Standards Act [FLSA]).
   3. A reclassification request should not be based on an employee’s rate of pay, length of service, special training or experience not required for the job, volume, quality, or quantity of work. Incumbents in reclassified positions typically retain the majority (50% or more) of their prior job duties and also assume additional duties. Classification or reclassification review may result in a higher, lower, lateral or no classification change.
   4. The Office of Human Resources will gather information to analyze, revise, and evaluate the position description using generally accepted compensation analysis methodologies and techniques. Methodologies and techniques may include but are not limited to:
      1. interviews with the incumbent and the incumbent's supervisor;
      2. questionnaires;
      3. observation;
      4. review of licensure or certification requirements;
      5. internal equity;
      6. review of compensable factors;
      7. review of internal information such as organization charts, job titles and descriptions, pay rates, instructional books or manuals;
      8. documented working conditions;
      9. review of external data such as market pay rates, survey data, and other classification systems.
   5. The Office of Human Resources will consider and analyze related position review documents and offer a recommendation to approve or to not approve a reclassification request. If the recommendation is to approve the request, the recommendation will be communicated to the appropriate division Vice President and incumbent’s supervisor for their approval. It will then be forwarded to the Executive Team and President for final approval. If it is determined that the reclassification is not approved, the Office of Human Resources will notify the appropriate division Vice President and incumbent’s supervisor.
   6. If approved, the President will recommend the position reclassification to the Board of Trustees at their next regularly scheduled meeting. The reclassification recommendation will be included in the Human Resources Recommendation package. Board decisions are final.
   7. When a position is reclassified, compensation adjustments for current incumbents will be based upon the incumbent’s current salary relative to the new salary range and an internal equity review of other employees’ salaries in that grade. Compensation adjustments, if any, become effective 1st of the month following approval from the District Board of Trustees. 
   8. If a position is reclassified to a lower salary grade, current incumbent salaries will be reviewed to determine if any adjustment to a lower salary is appropriate and warranted. Compensation adjustments, if any, become effective 1st of the month following approval from the District Board of Trustees.
   9. A position reclassification request for the same position, whether approved or not approved, will not be considered until twelve (12) months following the reclassification review. 
   10. Current open positions with no incumbent may be reviewed for reclassification outside of the twice per year schedule on an as needed basis requested by the division Vice-President in consultation with the Office of Human Resources.  The same review process will be conducted to determine if a reclassification is necessary.  Such a review process will generally take no longer than 30 days.
3. Department Restructuring
   1.  When a department is considering significant restructuring that affects the duties and responsibilities of several positions and a number of employees within the department, the department/division head will work with a representative of the Office of Human Resources to revise position descriptions. Revised position descriptions will then be reviewed as outlined in under the “Current Position Reclassification” section above. For more information on department restructuring, please refer to College Procedure 2.0450 Reorganization, for complete process requirements.
      
      Under these circumstances, the Office of Human Resources may determine that it is in the best interests of the department and the College to review all affected positions, even if they were reviewed for reclassification within the prior 12 months.

2.1700 Grievance Procedure for Career Service Employees

Purpose

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

Definitions

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

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

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

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

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

Procedure

1. Class A Grievance
   1. Step I: Discussion with Immediate Supervisor
      1. Any individual desiring to pursue a Class A Grievance must first discuss the grievance with his or her supervisor. This discussion should take place no later than ten (10) Duty Days from the incident giving rise to the grievance. The supervisor may engage in informal discussions with the employee and any other individuals involved for purposes of settling differences in the simplest and most direct manner. The individual and/or the supervisor may invite an observer to attend the meeting. The supervisor should make a determination and notify the employee in writing as soon as practical, but no more than ten (10) Duty Days after the informal discussion with the employee.
   2. Step II: Written Grievance.
      1. If the Class A grievance is not resolved to the employee's satisfaction at Step I, the employee may file a written grievance. The employee must file a written grievance with the next level of supervision (i.e. the supervisor's supervisor) within ten (10) Duty Days after the employee's immediate supervisor has rendered a determination at Step I. A copy of the written grievance must also be given to the immediate supervisor and to the Office of Human Resources. The Office of Human Resources will review the grievance and determine if it meets the criteria for a Class A or Class B Grievance. If necessary, the Office of Legal Affairs and/or another appropriate party will be consulted to assist in making that decision.
      2. Written grievances shall be submitted on a Grievance Report Form, which is available online and from the Office of Human Resources. The written grievance shall serve as the grievant's position statement and must contain, at a minimum, the following:
         1. a complete statement of the grievance, the facts upon which it is based, and a summary of the informal discussions with the immediate supervisor;
         2. an identification of the individual or individuals responsible for the alleged violation;
         3. an identification of any written documentation involved in or pertinent to the grievance
         4. an identification of any individuals with knowledge of the facts surrounding the grievance
         5. an indication of what Policies or procedures, if any, the grievant alleges were violated; and
         6. the remedy or correction requested.
      3. The administrator responsible for receiving the written grievance at this step shall meet with the grievant within ten (10) Duty Days of receiving the grievance, or as soon thereafter as is reasonably practicable. The administrator may also meet with any other individuals allegedly involved in the matter. If discussions have already been held with these individuals at Step I, the administrator, at his or her discretion, may request these individuals to meet again to secure additional information or clarify the information previously given.
      4. The administrator shall then provide a written response to the written grievance within ten (10) Duty Days of meeting with the grievant. A copy of the administrator's answer must be furnished to the grievant's immediate supervisors, the Office of Human Resources, and the appropriate Vice President.
      5. In the event that a grievant files an additional grievance(s) before the first grievance has been resolved, the administrator responsible for receiving the grievance at this step also shall follow this procedure for the additional grievance(s). The administrator shall provide a written answer to the additional grievance(s), clearly identifying which grievance is being addressed by that answer, and shall distribute the answer as indicated above.
      6. The Office of Human Resources shall ensure that Steps I and II of this procedure have been followed for all grievances.
   3. Step III: Appeal to the Vice President
      1. If the grievant is not satisfied after Step II of the Class A Grievance, he or she may appeal the administrator's decision in writing to the appropriate Vice President. If the employee works in a division that is not led by a Vice President, i.e. individuals who report directly to the President, the employee may select a Vice President to fulfill requirements at this and subsequent stages of the process. The grievant must file a written notice of the intention to appeal to the Vice President within ten (10) Duty Days of receiving the response to Step II. The written notice shall include all information and documentation presented at Steps I & II of this procedure. Copies of the written notice shall be provided to the grievant's immediate supervisor and the Office of Human Resources.
      2. Upon receipt of notice of appeal, the Vice President shall review the information and documentation submitted with the notice of appeal and shall issue a determination that upholds, reverses or modifies the employment-related action that is the subject of the grievance.
      3. The Vice President may consider any information or documentation submitted with the appeal, or developed in the course of the grievance. The Vice President may also meet with any other individuals allegedly involved in the matter. If discussions already have been held with these individuals at earlier steps in the grievance, the Vice President at his or her discretion may request these individuals to meet again to secure additional information or clarify the information previously given.
      4. The Vice President shall render a decision to uphold, reverse or modify the employment-related action. A written answer to the appeal shall be provided to the grievant, the immediate supervisor and the Office of Human Resources within ten (10) Duty Days of receiving the appeal, or as soon as practical. The decision of the Vice President shall be final.
2. Class B Grievance
   1. Step I: Discussion with Immediate Supervisor
      1. Any individual desiring to pursue a Class B Grievance shall follow the process outlined in Step I of a Class A Grievance.
   2. Step II: Written Grievance
      1. If a Class B Grievance is not resolved to the employee's satisfaction at Step I, the employee may file a written grievance as outlined in Step II of the Class A Grievance.
   3. Step III: Grievance Review Panel
      1. If the employee is not satisfied with the answer of the administrator at Step II of the Class B Grievance, he or she may request a hearing by a Grievance Review Panel. Such a hearing request must be received by the Human Resources Office within ten (10) Duty Days of the date of the administrator's answer at Step II.
      2. The Grievance Review Panel shall be selected as follows:
         1. Within ten (10) Duty Days of filing the request for a hearing, the grievant and the employee's supervisor shall each provide to the Human Resources Office the name of four (4) persons selected from among current fulltime College employees to serve on the Grievance Review Panel. The President, Human Resources Staff, the Legal Affairs Administrator and the Equity Coordinator shall be ineligible to serve. The names submitted shall be individuals who are not directly involved with the grievance.
         2. The Office of Human Resources shall promptly submit these names to the President who will appoint two names from each list to serve on the Panel and a fifth person of his/her choosing to serve as Chairperson. The employees selected for the Grievance Review Panel shall not be a relative, as defined in Florida Statutes, of any party to the proceeding.
      3. A hearing shall be held within ten (10) Duty Days of the selection of the Chairperson, unless otherwise agreed to by a majority of the Grievance Review Panel members.
      4. The Office of Human Resources will coordinate preparation of the College's position statement relevant to the grievance(s). The Office of Human Resources will meet with the Grievance Review Panel to explain the process to be followed and to distribute relevant materials. HR will provide to the Hearing Panel, Grievant, and those who are called to testify written guidelines regarding the hearing process.
      5. If multiple grievances are filed prior to the resolution of the first grievance, step III will be delayed to begin within ten (10) Duty Days of the date the administrator responds in step II to the most recent grievance filed. HR will inform the Panel of this and will advise the Chairperson of the need to clarify the Panel's findings relevant to each grievance.
      6. The Grievance Review Panel shall review the written record of the grievance as it has proceeded through the various administrative levels, and afford the grievant, supervisors and administrators the opportunity to make presentations regarding the dispute. The Grievance Review Panel may request other employees to appear and be questioned. The Panel shall be a fact-finding and recommending body and courtroom rules of evidence or procedure shall not apply.
      7. At the conclusion of the hearing, the Panel shall deliberate and reach a recommended decision by majority vote. The Chairperson shall then be responsible for preparing a written report, signed by each panel member, and issue it to the President within ten (10) Duty Days of the hearing's adjournment. The report shall contain a brief summary of the hearing, the issues in dispute and a recommended resolution.
      8. In the event that a grievant files an additional grievance(s) after the Grievance Review Panel has completed its review, the Office of Human Resources or designee shall ensure that Steps I and II of this procedure have been followed prior to accepting the grievant's request for a hearing. Within ten (10) Duty Days of receiving the request, HR will notify the President that an additional request for a hearing has been received. Within ten (10) Duty Days of notification, the President will reconvene the previously assigned Grievance Review Panel or will decide to appoint a new Panel following the procedure described in this Step, and will notify the grievant of that decision.
   4. Step IV: President's Action
      1. The President may uphold, reverse or modify the recommendations of the Grievance Review Panel or may empanel the President's Advisory Panel for further review of the matter alleged in the grievance.
      2. The President's Advisory Panel shall include:
         1. Three Vice Presidents. The Vice President who is responsible for the department in which the grievant is employed shall not serve on the President's Committee. The President shall appoint one of the Vice Presidents to serve as Chairperson.
         2. The Fourth Vice President (ex-officio)
         3. The Director, Legal Affairs (ex-officio)
      3. After receiving the Grievance Review Panel's report, the President's Advisory Panel shall make a decision to uphold, reverse, or modify the decision of the Grievance Review Panel. The President's Advisory Panel shall endeavor to issue a decision within ten (10) Duty Days of receiving the Grievance Review Panel's report, or as soon as is reasonably practical. Copies of the President's Advisory Panel decision shall be given to the President.
      4. No additional information shall be submitted to or given consideration by the President's Advisory Panel, unless it can be shown that the party or parties seeking to introduce the new information could have had no knowledge of its existence at the time of the hearing. The President shall uphold, reverse or modify the recommendation of the President's Advisory Panel. The President's decision shall be final; the President will notify the employee in writing of this determination.
      5. In the event that the grievant files multiple grievances, the President's Advisory Panel will address any of those grievances that are referred to them in a timely manner, ensuring that all steps outlined in this procedure have been followed.
3. Miscellaneous Provisions
   1. The time frames imposed on the grievant in this procedure will be strictly construed in order to ensure a timely complaint process, and cannot be waived without the written mutual consent of the grievant and the Office of Human Resources. The failure of a grievant or administrator to appeal a decision to the next step of the process within the specified time frames shall terminate the proceedings based on the decision most recently rendered.
   2. In the event that a Human Resources staff member is a grievant or a supervisor in the chain of the grievants, the President shall appoint a full-time employee to perform the Office of Human Resources’ duties as defined in this grievance procedure.
   3. In the event that the President is a direct supervisor of the grievant, the President shall designate an individual to perform the President's duties as defined in this grievance procedure beyond Step 1.
   4. Meetings and hearings shall be conducted during regularly scheduled hours of employment whenever possible; however, they may be held during off duty hours to accommodate the schedules of those involved.
   5. The grievant may invite someone unconnected to the facts alleged in the grievance to accompany him/her to meetings relevant to this process, however, the grievant's guest will not be permitted to participate or comment during the proceedings.
   6. All original documentation, including paper and electronic records related to the grievance shall be maintained in the designated grievance file by the Office of Human Resources, and may be released only in accordance with the requirements of Florida law.
   7. The College will continue to administer discipline as warranted while the grievance process is in progress.
   8. The President may temporarily reassign a grievant to a different position pending resolution of the grievance.
   9.  The Chairperson of the Grievance Review Panel is the presiding officer over the hearing and shall have control of the proceedings. The Chairperson shall take whatever action is necessary to ensure an equitable, orderly and expeditious hearing. The Chairperson or any member of the Panel may direct questions to either party or witnesses at any time during the proceedings.

2.1800 Separation of Employment

Voluntary Separations

Definition

A voluntary separation of employment occurs when an employee provides his or her supervisor of their intent to resign, or when an employee is absent from work for three consecutive workdays and fails to contact his or her supervisor (job abandonment). Employees who fail to return from an authorized leave of absence will be considered to have voluntarily resigned.

Procedures

1. Employee resignations are effective upon receipt and approval by the employee's supervisor and Human Resources. The effective date of the employee's separation from employment shall be the end date of employment noticed in the resignation letter or earlier date within the notice period as determined by Human Resources in accordance with this procedure. Employees are asked to provide a written letter of resignation or email notification at least two (2) weeks prior to the effective date of the resignation to his or her supervisor. Employees who are retiring are expected to provide notice three to six months prior to the effective date. These time frames allow continuity of service to students, and proper planning for both the employee and the department.
   
   
2. Upon receipt of an employee's resignation, the supervisor will notify the Human Resources by sending a copy of the resignation letter or notification to HR and an HR Action Form with any other pertinent information (e.g., employee's reason for leaving, last day of work). It is imperative that Human Resources is promptly notified to properly exit the employee and provide necessary communication.
   
   
3. Employees are expected to work during their notice period, and not utilize annual leave, personal leave, or paid non-duty days (e.g. Winter Break, Spring Break). Any exceptions must be approved by the area Vice President and Human Resources. In some instances, the College may place the employee on administrative leave for the notice period and/or reassign the employee's job duties and/or work location or modality. Resignations are generally not accepted if they occur during the first week of the month and will be moved to the end of the prior month.
   
   
4. Employees will be paid for any accrued, unused Annual Leave and any accrued Sick Leave that they are eligible to receive per Terminal Pay for Sick Leave (Policy 2.120).
   
   
5. The HR department will provide information on applicable benefits and retirement, as well as off an opportunity to participate in a voluntary exit interview.
   
   
6. The employee's supervisor will complete the Employee Exit Checklist along with the employee and will ensure that all College property is returned such as ID, credit cards, keys, computer equipment, etc. and any unprocessed leave is recorded. The supervisor should deliver the completed form to HR Records.
   
   
7. Prior to the date of separation, employees are responsible for turning over to their supervisor or a designated member of their team, any work product, any public records, college property, or other information that is needed to ensure that work processes are not interrupted by the employee's departure.

Involuntary Separations

Definition

An involuntary separation of employment, initiated by the College through dismissal.

An employee may be dismissed for any legal reason, e.g., position elimination, position repurposing, misconduct, tardiness, absenteeism, unsatisfactory job performance or inability to perform per Employee Discipline (Procedure 2.1900). In some cases, progressive discipline may be used, prior to separation, to correct issues. However, certain types of employee misconduct are so severe that one incident of misconduct will result in immediate dismissal without prior use of progressive discipline.

The inability of an employee to perform the essential functions of his or her job with or without a reasonable accommodation may also result in an involuntary medical separation. Medical separations must comply with the Family Medical Leave Act (FMLA) the Americans with Disabilities Act (ADA) and all other policies/laws governing separation.

Procedures

1. Before any involuntary separation action is taken, the employee's supervisor recommends the separation and requests a review by the Office of Human Resources, the appropriate VP, the College Legal Department, and the President, or designee. Recommendations for involuntary separation may come from levels of leadership other than the immediate supervisor, and such recommendations will be reviewed by the Office of Human Resources, the appropriate VP, the College Legal Department, and the President, or designee. Employees may be placed on administrative leave at any time when a recommendation has been made to involuntary separate an employee from their position.
   
   
2. When the recommendation is approved, the supervisor and a representative from HR will notify the employee. The employee's supervisor should complete an HR Action Form and the Employee Exit Checklist to confirm the last day worked by the employee.
   
   
3. Employees will be paid for any accrued, unused Annual Leave and any accrued Sick Leave that they are eligible to receive per Terminal Pay for Sick Leave (Policy 2.120).
   
   
4. Notification of intent to dismiss an employee will include applicable grievance rights.

Part-Time Administrative Separations

An administrative separation of employment will occur after a period of 90 consecutive days when the part-time employee has no assigned duties, is not receiving any form of compensation and is not on an approved leave of absence.

Death of an Employee

A separation due to the death of an employee will be made effective as of the date of death.

Procedures

1. Upon receiving notification of the death of an employee, the employee's supervisor should immediately notify Human Resources.
   
   
2. Human Resources will process all appropriate beneficiary payments from the various benefit plans.
   
   
3. In the case of an employee's death, the final pay due shall be paid out in accordance with section 222.15, Florida Statutes, and any amendments thereto.  Payroll Services shall require appropriate documentation to prove the payee's relationship to the employee.

Rulemaking Authority and Law(s) Implemented: Florida Statute[s] §§1001.64, 1001.65; Board Policy 1.020 and 2.320.

History - Adopted 1/2021

2.1900 Employee Discipline

This Procedure is Under Review

Purpose

To identify inappropriate employee behavior and provide a progressive system of corrective actions designed to encourage improvement.

Procedure

Employee job performance and employee violations of state and federal law and community college rules, policies, and procedures could be grounds for disciplinary action. The following is a non-exclusive list of types of employee behavior which could give rise to disciplinary action, up to and including suspension or dismissal.

1. Immorality.
2. Misconduct.
3. Incompetency.
4. Insubordination.
5. Willful neglect of duty.
6. Drunkenness.
7. Conviction of any crime involving moral turpitude.
8. Violation of safety rule.
9. A violent act.
10. Sabotage.
11. Theft or unauthorized removal of property belonging to, or in the care of the College.
12. Falsification of records.
13. Absence without proper leave.
14. Loaning or permitting the unauthorized duplication of College keys.
15. Possession of firearms, weapons of any kind, or explosive materials on the College premises without proper authorization.
16. Possession of narcotics, contraband, or intoxicating beverages on the College premises.
17. Improper use of e-mail, the Internet, or other technological resources.
18. Any intentional act to impair, interfere with, or obstruct the orderly conduct, processes and functions of the College.

The following progressive steps may be employed by the College in its efforts to correct inappropriate employee behavior. The College, at its discretion, and in consideration of the severity of the offense, may begin the progression at any step.

Counseling:

Counseling is an offer of assistance to correct behavior and/or warning that disciplinary action could follow if improvement is not noted. A non-detailed written record of the counseling session may be placed in the limited access section of the employee's personnel file.

Verbal Reprimand:

A verbal reprimand is a formal warning. A non-detailed memorandum acknowledging that a verbal warning was issued is placed in the limited access section of the employee's personnel file.

Written Warning:

A written warning is a formal notice that inappropriate behavior, or a violation of a rule, policy, or procedure has occurred. It outlines the specific steps which must be taken to correct the problem. The warning usually includes notice that another offense or failure to improve could result in more serious disciplinary action. This formal warning is placed in the limited access section of the employee's personnel file.

Suspension/Probation:

An employee may be placed on probation or suspended from employment if previous attempts to correct inappropriate behavior are ineffective. A suspension may be with or without pay and will be for a specified period of time. An employee may be put on probation as a condition of returning to work after suspension, or as a condition of continued employment without suspension. Probationary periods will be for a specified time and will specify the corrective action required of the employee to successfully complete the probation. A record of the suspension or probation is placed in the limited access section of the employee's personnel file.

Dismissal/Termination:

Contract employees may be terminated or dismissed in accordance with this procedure, Florida Statutes and the Rules of the State Board of Education. Non-contract employees who are recommended for termination or dismissal, and who are not entitled under State Board of Education rules to a notice and administrative hearing, will be provided upon written request with a review of that recommendation pursuant to Procedure 2.1700, Grievance Procedure for Career Service Employees.

2.2000 Sick Leave and Personal Sick leave

Purpose:

To define the procedures for sick leave and personal sick leave.

Procedure

1. Sick Leave in Hours - Sick leave will be recorded in hours to the nearest quarter hour. One day of sick leave is equivalent to 7.5 hours.
2. Sick Leave Earned - Full-time employees shall earn 7.5 hours of sick leave with compensation for each calendar month in which the sum of their time as categorized below, is at least 82.5 hours (11 days multiplied by 7.5 hours) within the calendar month. The hours to be counted in determining whether sick leave will be earned are the hours that the employee is on:
   1. duty
   2. College-designated paid non-duty days (e.g. spring break)
   3. paid holidays (e.g. Thanksgiving Day)
   4. approved paid leave (excluding professional leave)
3. There is no limit to the number of sick leave hours that an employee may accumulate.
4. Personal Sick Leave - Each year (academic year for instructional personnel issued contracts which are less than 12 months in length), employees may use a maximum of thirty hours of sick leave for personal reasons. Applications for this leave should be completed and approved prior to the beginning date of the leave. Paid personal leave is deducted from sick leave balances and is noncumulative.
5. The Transferring-In of Sick Leave - Accumulated sick leave may be transferred from another Florida community college, the Florida Department of Education, the State University System, a Florida district school board, or a Florida state agency, provided that at least one-half of the sick leave accumulated at any time must have been established at Seminole State College.
6. Usage of Sick Leave -
   1. Definition -Sick leave may be used when a full-time employee is unable to perform his/her duty at the College due to personal sickness, accident, disability, or extended personal illness, or because of illness or death of father, mother, brother, sister, husband, wife, child, other close relative, or member of his/her own household, and consequently has to be absent from duty. The employee may also use sick leave to care for the employee's child after birth, or placement for adoption or foster care.
   2. Notification - The employee shall notify his/her supervisor, if possible before the opening of college on the day they must be absent or if that is not feasible, as soon as practicable during the day, except when the employee is absent for emergency reasons. Failure to notify the supervisor may result in disciplinary action.
      An employee shall complete a Leave of Absence form and submit it to his/her supervisor when it is expected that the employee will be absent from work for more than 37.5 consecutive hours. To ensure the orderly and continued operation of the College, the Leave of Absence form should be submitted before the commencement of the leave when practicable, but no later than once the leave used has exceeded the 37.5th consecutive hour.
   3. Leave of Absence Form - Employees must complete this form upon returning to work if there is a correction to a previously submitted form or if the employee has not returned to work, this form must be submitted to his/her supervisor by the last duty day of the month for that month's absences.
   4. Verification by Health Care Provider
      Employees who are absent from work for more that 37.5 consecutive hours must submit a physician's certificate for verification of the illness to the Human Resource Office upon returning to duty.
      Employees who are absent from work for more than 22.5 consecutive hours may be required to submit a health care provider's verification of the illness to the Human Resource Office upon returning to duty. An employee's supervisor may request such verification after discussing the reasons for the request with the Director of Human Resources or the director's designee.
7. New Employee's Unable to Report to Duty - A new employee who, at the commencement of their employment is unable to report to duty to illness must notify his/her supervisor within 48 hours of his/her appointment date. Failure to do so may result in the offer of employment being withdrawn and the position to be considered vacant.
8. Family Medical and Leave Act (FMLA) - Employees who need to use sick leave may qualify for Family Medical and Leave Act leave. Please refer to Board Procedure 2.2200 entitled, "Family Medical and Leave Act leave".

2.2100 Sick Leave Pool

Purpose:

To define and outline the procedure for the sick leave pool. The sick Leave Pool is intended to aid participating members and who have exhausted their earned sick leave balance and may otherwise lose income due to a major illness, accident, or injury.

Procedure:

1. Membership:
   
   
   1. Participation in the sick leave pool is on a voluntary basis.
   2. Enrollment in the sick leave pool shall be available to all full-time employees who have been employed with the College for at least one year and have an accrued sick leave balance of at least 60 hours. Within 30 days of his/her one-year employment anniversary date, an employee who has met the eligibility criteria must notify the Human Resources Office of his/her desire to enroll in the sick leave pool. After the initial opportunity to join the pool (based on employment anniversary date), and employee who meets eligibility criteria may enroll in the sick leave pool during the annual open enrollment period which is usually held during the month of October.
   3. Enrollment is completed when an Application for Membership in the sick leave pool is completed and filed with the Human Resources Office. Sick leave contributed to the sick leave pool is removed from the employee's personally accumulated sick leave balance.
2. Contributions to the Sick Leave Pool:
   
   
   1. The maximum amount of sick leave which may be contributed by any employee is the initial amount contribution and any automatic contributions that are required by the procedure. Employees who enrolled in the sick leave pool prior to January 1, 2004, made an initial contribution of 12 hours of personal earned sick leave. Employees who enroll in the sick leave pool January 1, 2004 and thereafter shall make an initial contribution of 15 hours of personal earned sick leave. No further contributions shall be required, except in the case that the number of hours in the sick leave pool drops below 450 hours, in which case each participant shall be required to automatically contribute
       7.5 hours. The maximum number of automatic contributions shall not exceed 7.5 hours in a 12-month period. A member who does not have 7.5 hours of accrued sick leave available at that time will have it deducted from that member's next earned sick leave hours. A member who is currently withdrawing leave from the sick leave pool shall have his/her contribution waived. 
   2. If a participant elects to terminate his/her membership in the sick leave pool, he/she must inform the Human Resources Office in writing. All pooled hours contributed by that person shall remain in the sick leave pool. In addition, the participant may not re-apply for enrollment in the sick leave pool for one year from the date of withdrawal. If a participant withdraws and then seeks re-enrollment in the sick leave pool, an initial contribution of 15 hours will be required.
   3. If a participant retires, resigns or is terminated from employment, participation in the sick leave pool is terminated. Hours contributed to the sick leave pool remain in the pool. Rehired employees must meet eligibility requirements in order to be reenrolled.
3. Withdrawal of Leave from the Sick Leave Pool: To be eligible to withdraw and use leave from the sick leave pool:
   
   
   1. The applicant must be a member of the sick leave pool.
   2. The applicant must have exhausted all of his/her personal sick leave.
   3. The applicant must have exhausted all but 15 hours of his/her vacation.
   4. The applicant must have exhausted all of his/her accumulated compensatory time (if applicable.)
   5. Members who seek to draw days from the sick leave pool will be required to submit a physician's statement on a form provided by the Human Resources Office. The Director of Human Resources may request additional documentation if necessary.
   6.  The sick leave pool may be used only for the employees' own illness, accident or injury. It may not be used for the illness, accident or injury of a family member or dependent. It may not be used for routine pregnancy unless pregnancy complications are certified by a physician. In addition, it may not be used for any disability covered by Workers' Compensation, disability insurance or other sponsored income protection plans. 
   7. The first day that sick leave is drawn from the pool will establish the beginning of a 12-month draw period; a new draw period will not begin until the previous 12-month draw period has expired.
   8. A member may receive draw up to 30 days of sick leave from the sick leave pool during the draw period (as defined in item 3G above.) If additional days are required due to the severity of the illness, accident or injury, the Director of Human Resources shall notify the Advisory Board that an additional 30 days has been requested. In any event, a member may not draw more than 60 days of sick leave l in any one -year draw period.
   9. Sick leave pool benefits may not be transferred from a member to another member/employee.
4. Sick Leave Pool Advisory Board
   
   
   1. The Sick Leave Pool Advisory Board will consist of the following members, who shall be members of the sick leave pool, appointed by the President or designee:
      
      
      1. Three Faculty members;
      2. Three Career Service employees;
      3. Three Administrative employees: and
      4. Director of Human Resources or designee, ex-officio.
   2. To be eligible to serve on the Sick Leave Pool Advisory Board, each appointee must sign a statement agreeing to maintain the confidentiality of any personnel information obtained as a result of appointment to the Advisory Board.
   3. Alleged abuse of the sick leave pool shall be investigated by the Human Resources Office. Upon a finding of wrongdoing, the participant shall repay all of the sick leave hours drawn from the pool, will be subject to removal from the pool by the Advisory Board, and shall be subject to such disciplinary action in accordance with College Policy.
   4. The Sick Leave Pool Advisory Board shall make recommendations through the Human Resources Office to Executive Staff regarding the administration of the sick leave pool. Executive Staff shall review recommendations and make determinations which shall be sent to the President for approval.

2.2100 Sick Leave Pool membership Application

Seminole State College Sick Leave Pool

I am formally requesting membership in the Seminole State College sick leave pool. I understand that:

1. Upon acceptance for membership, fifteen (15) hours of my personal sick leave will be deducted from my personal sick leave balance and contributed to the sick leave pool. I will not have to make an additional contribution of personal sick leave unless the pool balance is reduced below 450 hours; in that case, an additional contribution of 7.5 hours will be deducted from my personal sick leave balance. However, I will not be required to contribute more than 7.5 hours in any one fiscal year. Further, I understand that this additional deduction will occur automatically unless I inform the Director of Human Resources, in writing, within ten work days of the date I am notified of the need for an additional contribution, of my wish to discontinue membership.
2. A maximum of 225 hours or 30 days of sick leave per fiscal year may be granted to me from the sick leave pool if I become catastrophically ill or injured and have exhausted all of my personal sick leave. My request for leave from the sick leave pool must be made in writing to the Sick Leave Pool Advisory Board by me or my authorized representative. I understand that I may request up to an additional 225 hours (30 days) from the sick leave pool per fiscal year if required due to the severity of the illness, accident, or injury. The maximum number of days of leave which may be drawn from the sick leave pool in any one fiscal year is 60 days.
3. Any request to use leave from the sick leave pool is subject to review by the Human Resources Office and approval of the President. The Advisory Board may request additional information in connection with a request for leave, and approval of any request may be conditioned upon the receipt of medical or other information.
4. The Sick Leave Pool Advisory Board is authorized to make recommendations regarding membership and administration of the sick leave pool. Any misrepresentation or misuse of the sick leave pool may subject me to disciplinary action. Personnel information obtained by the Advisory Board is confidential.
5. My participation in the pool is at all times voluntary, and I may request in writing, at any time, that my membership be canceled. I understand that any hours of my personal sick leave which have been contributed to the sick leave pool will remain in the pool upon cancellation of membership or termination of employment.

2.2100 Sick leave Pool Request to Withdraw Form

Please complete the following:

Last Name:____________________________ First:____________________________ MI.: ____________ 

Address:__________________________________________________

City:____________________________ State: _____ Zip Code:and__________

Phone Number: ( )____________________________ Social Security No:____________________________

Job Title:____________________________ Department:____________________________

Description of Accident/Illness and/or Injury: _________________________________________________________________

_________________________________________________________________

Current Treatment:____________________________

Hours Requested from Sick Leave Pool:____________________________

Name of Medical Provider:____________________________

Address:____________________________

City:____________________________ State: ________ Zip Code:_________________

Phone Number: ( )____________________________

I HEREBY CERTIFY that the above information is true and correct to the best of my knowledge. I hereby acknowledge that the Advisory Board may request additional information from the above-listed medical provider and agree to provide an Authorization for Release of Medical Records upon request for the above medical condition. I understand that my leave may be terminated upon a determination that the requirements for leave are no longer met. I further understand that any alleged abuse of the Sick Leave Pool shall be investigated and upon a finding of wrongdoing, I will be required to repay all hours drawn and am subject to such other disciplinary action as is determined by the Board of Trustees.

DATE _____________________ EMPLOYEE SIGNATURE____________________________

To be completed by the Human Resource Office

I HEREBY CERTIFY that this employee is a member of the Sick Leave Pool of Seminole State College and has an earned sick leave balance of___________ hours as of this date.

DATE ______________________ HUMAN RESOURCE OFFICER______________________

        THIS REQUEST IS HEREBY GRANTED FOR ______________________

         THIS REQUEST IS HEREBY DENIED ______________________

DATE ______________________ SICK LEAVE POOL ADVISORY ______________________

2.2200 Family and Medical leave (FML)

Purpose

The College provides leaves of absence for eligible employees pursuant to the Family and Medical Leave Act (FMLA) of 1993, as amended, including Military Family Leave Provisions.

Definitions

Covered Service Member means (1) a current member of the Armed Forces (including a member of the National Guard or Reserves) who is undergoing medical treatment, recuperation, or therapy, is in outpatient status, or is on the temporary disability retired list, for a serious injury or illness; or (2)  a veteran of the Armed Forces (including the National Guard or Reserves) discharged within the five-year period before the family member first takes Military Caregiver Leave to care for the veteran and who is undergoing medical treatment, recuperation, or therapy for a qualifying serious injury or illness. A veteran who was dishonorably discharged does not meet the FMLA definition of a Covered Service Member.

Covered Active Duty means (1) for members of the Regular Armed Forces, duty during deployment of the member with the Armed Forces to a foreign country1; or (2) for members of the Reserve components of the Armed Forces (members of the National Guard and Reserves), duty during deployment of the member with the Armed Forces to a foreign country¹ under a call or order to active duty in support of a contingency operation.

¹ Deployment to a foreign country includes deployment to international waters.

Procedure

ELIGIBILITY

To be eligible for Family and Medical Leave, including Military Family Leave, an employee must have been employed at the College for 12 months, and have worked at least 1,250 hours during the 12-month period preceding the leave. Beginning January 1, 1994, the FML year will be defined as a "rolling" 12-month period measured backward from the date the employee uses any FML.

1.  Family and Medical Leave (not related to Military Family Leave)
   1. An eligible employee will be granted a total of 12 workweeks of unpaid leave, with job protection and no loss of accumulated service, during any 12-month period for one or more of the following reasons:
      1. To care for the employee's child after birth, or placement for adoption or foster care. Leave must conclude within 12 months of the birth or placement, and may be taken by either parent (see Spouse’s Joint Leave below.)
      2. To care for the employee's spouse, child, or parent, who has a serious health condition.
      3. To take a medical leave when the employee is unable to work because of a serious health condition.
   2. Spouse's Joint Leave: Husbands and wives employed by Seminole State College (the College) are jointly entitled to a combined total of 12 workweeks of FML for the birth or placement of a child for adoption or foster care, or for each to care for their own parent (but not a parent "in-law") with a serious health condition.
   3. Husbands and wives employed by the College are each entitled to 12 workweeks of FML to care for the employee's own serious health condition or that of their spouse or child.
2. Military Family Leave
   1. Military Caregiver Leave: An eligible employee who is a spouse, son, daughter, parent or next of kin of a Covered Service Member will be granted a total of 26 workweeks of unpaid leave, with job protection and no loss of accumulated service, during a single 12-month period, to care for a covered service member with a serious health condition.
   2. Qualifying Exigency Leave: An eligible employee will be granted a total of 12 workweeks of unpaid leave, with job protection and no loss of accumulated service, during any 12-month period for any qualifying exigency arising out of the fact that the employee’s spouse, son, daughter, or parent is a Covered Service Member who is on active duty or has been called to active duty status.

NOTICE OF ELIGIBILITY AND RIGHTS AND RESPONSIBILITIES (FMLA)
Once Seminole State College acquires knowledge that an employee is using leave for a FML qualified reason, the College will promptly notify the employee, using the Notice of Eligibility and Rights and Responsibilities form that the leave is designated as and will be counted as FML.

1. Application for Family and Medical Leave and Advance Notice
   1. The Application for Family and Medical Leave must be signed by the employee, acknowledged and signed by the immediate supervisor, and approved by the Office of Human Resources.
   2. Advance Notice - Ordinarily, an employee must provide 30 days advance notice when the use of FML is "foreseeable," and should notify his/her supervisor and the Human Resources Office of their need. When notified by the employee or the employee’s department, the Human Resources Office will prepare a packet for the employee with all of the appropriate forms.
2. Certification of Health Care Provider for Employee’s Serious Health Condition is required when leave is requested for the employee‘s serious health condition. Certification of a Health Care Provider for Family Member’s Serious Health Condition is required when the employee requests leave to care for a spouse, child, or parent. The College may request additional medical opinions and periodic re-certifications (at the College’s expense) before approving or continuing to approve FML.
3. Other Certification - Employee must provide appropriate documentation, such as military orders or medical certification, when applying for Military Caregiver or Qualified Exigency Leave.
4. Leave of Absence Form – Family and Medical Leave – Employees must submit this form to their supervisor and, if more than 37.5 hours of leave are required, to the next level supervisor. FML should be recorded on the form in the appropriate category. A copy of the form, with the appropriate approvals, should be submitted to both the Human Resources Office and Payroll Services.  In addition, the department timekeeper will continue to submit time electronically to Payroll Services.
5. Intent to Return to Work from Medical Leave of Absence form, which includes a Fitness for Duty Certificate, completed by the employee's licensed physician or health care provider, is required before an employee, who has been on FML for their own serious health condition, may return to work. This form must be submitted to the Human Resources office at least two (2) days prior to approval of the employee’s return to work. The Human Resources Office will review the Fitness for Duty Certificate, and in coordination with the department, will determine whether the employee can return to work. Human Resources will notify the department when the employee is authorized to return to work.
6. Use of Paid Leave
   1. FML is unpaid leave.  In order to be paid for this time off, employees will need to use accrued sick leave or annual leave, or sick leave pool if applicable.
   2. It is the responsibility of the employee, or their supervisor if the employee is unable, to record FML on the appropriate leave of absence form that is submitted to the employee’s department for Payroll Time and Labor purposes.
   3. The minimum amount of time increment provided for FML is a quarter hour.
   4. Copies of all FML related leave of absence forms must be sent to the Office of Human Resources.
   5. While on paid leave status, employees will continue to earn sick or vacation leave, per College Sick Leave Procedure 2.2000 and Vacation Leave Policy 2.111. The use of FML will not result in the loss of benefits earned or accrued prior to the start of FML.

DESIGNATION OF FAMILY MEDICAL LEAVE
Upon receipt of the Application for Family/Medical Leave, with appropriate signatures and other required forms, the Manager of Employee Benefits or designee will send the employee a Designation Notice informing the employee that the leave has been approved, disapproved, or is pending  attending physician’ s certification. Appropriate levels of supervision up to the VP and the Payroll Services Office will be copied on this notice.

JOB PROTECTION UNDER THE FAMILY MEDICAL LEAVE ACT
If approved for FML, an employee will be entitled to be returned to the same position held when the leave commenced, or to an equivalent position with equivalent benefits, pay, and other terms and conditions of employment as long as they return to work on the duty day after being released by their medical provider or one duty day after exhausting the 12 weeks of FML, whichever comes first. If the employee has been on approved FML for their own serious health condition, they must provide a Fitness for Duty Certificate from their medical provider prior to returning to work.

An employee returning from FML has no greater right to reinstatement or to other benefits and conditions of employment than if the employee had been actively at work during the FML period.  If an employee was hired for a specific term or only to perform work on a distinct project, the College has no obligation to restore the employee if the employment term or project is over, and the College would not otherwise have continued to employ the employee. If the employee’s position was eliminated as a result of a reorganization or reduction in force, then the previously held position would not be available.

EMPLOYEE COVERAGE IN THE COLLEGE'S GROUP HEALTH, DENTAL AND TERM LIFE INSURANCE PLANS (REFERRED TO AS COLLEGE-PROVIDED INSURANCES)
For the duration of authorized FML, Seminole State College will continue to pay the College-provided insurances.  

Dependent Coverage in the College's Group Health Insurance and Supplemental Life Insurance
Employees, who have the College's group health insurance for their dependents and/or the College's group term supplemental life insurance, must continue to pay the premiums for these policies while on FML. Failure to make these payments results in loss of these insurance benefits. 
 

2.2300 Sabbatical Leave

A Sabbatical Leave is an extended professional leave during which time an employee is relieved of regular job responsibilities to pursue professional development. Sabbatical leaves are funded with Staff and Program Development (SPD) funds. Additional SPD support is available to college personnel during a sabbatical leave within the limits established for all college employees.

Purpose:

To specify the process and timeline for selection of sabbatical candidates by members of the Sabbatical Committee.

Procedure:

1. By the faculty reporting date for Term I, the Director of Human Resources will notify employees, via e-mail and the SCCNews, of the deadline for applying for sabbatical leave for the next fiscal year.
2. Any eligible employee may initiate a request by completing the appropriate sections of SCC Form No. 8- 08/06 Rev., Application for Extended Professional Leave with Pay (Sabbatical Leave), and submitting it through supervisory channels to the Director of Human Resources. An application requires endorsement at each supervisory level below president. For the purposes of sabbatical leave, a supervisor's endorsement means that he or she supports the applicant's request for sabbatical leave and recommends approval of that request. A supervisor may endorse the application of any otherwise eligible employee who received an overall performance appraisal rating of "satisfactory" or "meets expectations" or above on his or her most recent/current performance appraisal. An employee whose performance rating is "unsatisfactory" or "needs improvement" will not be considered for a sabbatical leave.
   Applicants not being recommended by their supervisor(s) will be notified of the reason, in writing, and given an opportunity to review the matter with the administrator denying the request. A completed application must be received no later than October 15 for leave during the following fiscal year. When October 15 falls on a weekend, the deadline will be the next business day.
3. The Director of Human Resources will forward copies of all completed applications to the chair of the Sabbatical Leave Committee by November 1.
4. The committee chair will convene the Committee to review the applications against the selection criteria given below, and will submit the Committee's recommendations, including a rank-ordered list of alternates, to the Director of Human Resources no later than December 1. The chair will provide the Director of Human Resources with copies of all committee meeting minutes, memos to the Committee or to the chair from committee members, and any other documents produced by the Committee or its members which carry significance in the selection process.
5. The Committee will rank order the applicants to the degree with which they meet the following criteria:
   1. Meritorious service to the College as evidenced by:
      1. excellence in performing primary duties and responsibilities.
      2. participation in college committees and organizations.
      3. contributions to the profession.
      4. involvement with area educational institutions and other agencies.
      5. publications and/or creative or technical works.
      6. participation in community activities.
   2. Anticipated benefit to the College, community, and profession.
   3. A minimum of five years of full-time service at the College as of the starting date of the requested leave. An employee may be granted sabbatical leave only once during a 5-year period.
6. The Chairman of the Sabbatical Leave Committee will forward the committee's recommendation to the Director of Human Resources. The Director of Human Resources will present the Committee's recommendation and related costs to the Executive Team. The Executive Team will prepare its recommendations to the President. Applicants not being recommended for sabbaticals will be notified, in writing, of the reasons, with a copy to the appropriate vice president, and will be given an opportunity to appeal to the Executive Team by the last workday in January.
7. By February 1, the Executive Team will present to the President its recommendations for sabbatical leave for the following fiscal year. The recommendations may include the rank-ordered list of alternates, if there are inadequate funds to support all qualified requests.
8. The President may accept the recommendations, request additional information, or deny them on an individual basis. Reasons for denial will be provided to the vice president of the employee, who will communicate the information in writing to the applicant.
9. The President will submit his/her recommendations for sabbatical leave, as well as alternates, to the Board for action at the regularly scheduled meeting in March.
10. Following the board meeting, the Director of Human Resources will notify each applicant of the action taken by the Board with a copy to the appropriate vice president and supervisor.
11. The Director of Human Resources, working with the appropriate vice president, will provide the Vice President for Administrative Services a statement of the personnel-related budget adjustments required for the following fiscal year. This statement will be submitted by the end of March.
12. If an individual withdraws an approved sabbatical leave request, the Executive Team may recommend that the President approve an alternate. Notification of such approval will follow the process outlined in paragraph 10 above.
13. Within six weeks following the end of a sabbatical, the recipient must submit to the Director of Human Resources a written report evaluating the project and be prepared to make a presentation to his colleagues and the Board regarding the sabbatical and its results. A copy of the written report will be posted on the SCC website.
14. Upon returning from sabbatical leave, the recipient will remain with Seminole State College for a period of two years. Should the recipient fail to do this, he will reimburse the College for the full amount of the grant. The College reserves the right of non-enforcement of this provision.

2.2301 Sabbatical leave Committee

Purpose:

The purpose of this procedure is to define the sabbatical leave committee and to outline its operation.

Procedure:

1. By the second Monday in September each year, the Director of Human Resources will submit to the President a list of employees who will serve as a committee to recommend sabbatical leaves for the next academic year.
2. The seven member committee will be randomly chosen by Human Resources as follows:
   
   
   1. An administrator from pay grade forty-nine or above as defined in the SCC Salary Schedule.
   2. Five instructors paid from different cost centers, to consist of one individual from Adult Education, two from Career Programs and two from Arts and Sciences.
   3. A counselor, librarian or administrator paid from a pay grade lower than forty-nine.
3. Excluded from consideration for membership are:
   
   
   1. The President, the vice presidents, and the Director of Human Resources.
   2. Individuals paid from the Restricted Current Fund (Fund 2).
   3. Individuals who would have, as of the faculty starting date of term 1 of the year in which the committee will meet, less than five years of full-time service at the College.
   4. Individuals on, or applying for, sabbatical leave, personal leave, retirement, or extended sick leave.
   5. Individuals who have served on the committee in either of the two previous years.
4. By October 1, the President will designate a chair from the committee membership, and will notify each member, in writing, of the committee appointment, with a copy to each vice president, the Director of Human Resources, and the committee member's immediate supervisor.
5. A quorum exists when a majority of the committee members are present.
6. A quorum of the members present at the final selection of the candidates to be recommended for sabbaticals must have been present at all candidate interviews.
7. The Committee will select candidates for sabbatical leave according to the criteria and schedule in the procedure titled Sabbatical Leave.

2.4600 Retiree Benefit Process & Program

Seminole State College appreciates our retirees and their contributions to the College. The Retiree Benefit Program is provided in recognition of our retirees' service, and to keep retirees connected to the College after their employment ends.

This procedure outlines the benefits and services available to qualified retirees through the Retiree Benefit Program.

Purpose 

To define Seminole State College Retiree eligibility and outline associated benefits and programs.

To be considered a Seminole State College retiree, immediately prior to retirement, an employee must:

1. Have completed ten (10) years of continuous full-time employment at Seminole State College; and
2. Meet normal retirement eligibility requirements under a qualified mandatory retirement plan such as the Florida Retirement System (FRS), or State and Community College System Optional Retirement Program (SCCSCORP); and
3. Apply for distribution from a qualified mandatory retirement plan such as the Florida Retirement System (FRS}, or State and Community College System Optional Retirement Program (SCCSORP).

All these conditions must be present at time of separation.

Procedure for Retiring from Seminole State College

Employees wanting to retire shall notify your supervisor and the Human Resources Benefits Team of your intent to retire within 3-6 months of expected retirement date so the Benefits Team can initiate the retirement eligibility review. Once completed, the benefits team will contact you to share your eligibility status and review next steps.

Retiree Benefits Program

The following benefits are available to retirees:

1. Health & Life Insurance
   1. Retirees and qualified dependents are eligible for medical, and life insurance coverage via the State Group Insurance Program. If elected, monthly premium expenses are paid in full by the retiree. Failure to make premium payments by prescribed deadlines will result in cancellation of coverage.
2. Library Privileges
3. Raider Health & Wellness Center
4. Complimentary Theater Admission
5. Tuition Waivers
6. Tuition Reimbursement
7. Retiree Recognition

Rulemaking Authority and Law(s) Implemented: Florida Statue 1001.64, 1001.65, FAC 6A-14.047, ^{^}A- 14.0262, and Policy 1.020

History-Adopted 10/2003, Revised 10/2024

2.5000 Qualified Retirement Plans

Purpose:

To outline the procedure to be followed to implement qualified retirement plans, which provide employees with retirement savings opportunities that offer tax advantages to employees and the College.

Procedure:

1. Mandatory Employer Contribution Plan
   
   
   1. Eligibility - This is a mandatory retirement plan for full-time employees who are eligible to participate. Those eligible include:
      
      
      1. Employees separating from their full-time employment with the College or transferring from vacation-earning to non-vacation-earning positions and who:
         
         
         • are enrolled in one of the College's retirement plans (Florida Retirement System Pension Plan, FRS Investment Plan, Community College Optional Retirement Program, Senior Management System Optional Annuity Program, Seminole State College's Senior Management Local Annuity Plan, or other retirement plans that are established by the Florida Department of Management Services or the College's Board of Trustees), and
         • meet the same age and service requirements as per the FRS Pension Plan for Normal Retirement or have attained age 59 1/2 and have at least 6 years of creditable service in any of the Florida State retirement systems or other retirement plans as provided by the College for retirement.
      2. Employees who are DROP participants. These employees continue to work for the College, but are considered retired with the Florida Retirement System.
   2. Contributions - Payments to eligible employees for their accumulated sick and vacation leave shall be paid into the Mandatory 403(b) Qualified Retirement Plan, to the maximum allowable per Internal Revenue Service regulations. Any payment amounts which exceed the 403(b) allowable maximum will be taxable to the employee. The College will determine the amounts to be paid to employees for their accumulated leave based on Florida State statutes, Board policies and College procedures.
2. Discretionary Employer Contribution Plan
   
   
   1. Eligibility - The College determines the eligible full-time employees for this discretionary plan annually.
   2. Contributions - The College determines the contributions for this plan annually, including specifying the types of compensation that will be paid to the eligible employees through this 403(b) Qualified Retirement Plan. Any payment amounts which exceed the 403(b) allowable maximum will be taxable to the employee.
3. Employee Voluntary Tax-Deferred Plans
   
   Employees may choose to participate in tax-deferred plans established by the College, such as 403(b) and 457(b) plans. These Qualified Retirement Plans are designed for long-term savings so employees are advised to use other methods to save for immediate needs.
   
   
   1. Eligibility - All full-time and part-time employees are eligible to participate in these plans.
   2. Contributions - Employee contributions into voluntary 403(b) and 457(b) tax shelter annuity plans are processed as payroll deductions. Employees should contact College-approved plan providers to determine their tax-deferral limits and ensure they are not exceeded.
   3. Enrollment - In order to enroll in voluntary tax-deferred plans, employees are to first establish accounts with College-approved plan providers. The provider listing is available on the College HR website and in Human Resources. Once the accounts are established, employees are to complete the College Salary Reduction Agreement forms (available in Human Resources), attach the account documentation from the providers, and submit the forms to the benefits section of Human Resources.
   4. Transfers and or Withdrawals of Funds - Transfers and withdrawals of funds shall be in accordance with Internal Revenue Service regulations. Employees should contact College-approved plan providers to determine restrictions on fund transfers and withdrawals, as there are tax consequences involved with these transactions.

2.6000 Flex Benefit Plan

Purpose

The purpose of the Flex Benefit Plan, which is permissible through Internal Revenue Service (IRS) Code Section 125-Cafeteria Plans, allows qualifying expenditures paid by employees to be deducted from their pay on a pre-tax basis.

Procedure

1. Administration - The Flex Plan is administered in accordance with IRS code, which shall take precedence if the information in this procedure is inconsistent with the Code. The College maintains a third party administrator for the Flex Plan and their contact information is maintained on the College's website in the Benefits section of the Human Resources web page.

2. Plan Year - The College's Flex Plan Year coincides with the calendar year. This means that Flex Plan enrollments and employee expenditures under the Plan are administered between the months of January through December for each Plan Year. However, the College provides a Grace Period beyond the Plan Year for expenditures (see Grace Period for Claims below).

3. Restrictions on Changes - IRS Code restricts employees from making changes to the Flex Plan during the Plan Year. Only those qualifying changes allowed under the Health Insurance Portability and Accountability Act (HIPAA) for special enrollment rules, family status change rules, or because of significant changes in premiums or benefits in the College's plans are permissible.

Description

1. Employee-Paid Premiums - College-designated premiums paid by employees for College health, dental, and vision insurance plans as well as other designated medical related premiums through ancillary College benefit plans (e.g. cancer indemnity plan) are allowable Flex plan expenditures and are automatically processed through the Flex Plan unless an employee chooses to waive out of the plans.

2. Flexible Spending Accounts (FSA's) - Employees may choose to set aside amounts of their pay into Flexible Spending Accounts (also known as Reimbursement Accounts) on a pre-tax basis through payroll deductions. Then, during the Plan Year employees can be reimbursed from their accounts for qualified FSA expenses.

   1. Annual Open Enrollment - During the annual open enrollment period for benefits, employees can elect whether or not to participate in FSA's for the next Plan Year. In order to participate, employees must enroll for each Plan Year.

   2. Annual Minimums and Maximums

      1. The annual minimum per Plan Year to be contributed to a FSA is $180.

      2. The annual maximum allowable per Plan Year to be contributed to the employee's Healthcare FSA is $5,000.

      3. The annual maximum allowable per Plan Year to be contributed to a Dependent Care FSA is $5,000, but is subject to IRS Code limitations.

3. Grace Period for Claims - The College, to the extent allowable through IRS Code, provides employees with a grace period (e.g. calendar year 2010 grace period is 2 ½ months) beyond the Plan Year end date for incurring qualifying Flex Plan expenditures.

4. Forfeiture of Contributions - Per IRS regulations, any pre-tax contributions deposited into an employee's FSA account(s) that have not been claimed by the end of the grace period for a Plan Year, will be forfeited.

5. Claims Processing

   1. Debit Cards - Employees who complete the College-required training for using the Flex Plan debit cards may choose to use the cards to pay for their qualified FSA expenditures.

   2. Claim Forms for Reimbursement - Employees may choose to complete claim forms for reimbursement of any qualifying FSA expenditures. The College's Flex Plan third party administrator processes claims and forwards reimbursements directly to employees.

6. Plan Information - The Human Resources Department maintains relations with the Flex Plan provider and is responsible for employee training and information regarding the Plan.