Section 4: Faculty

4.1 Definition of Faculty

All professional personnel employed by Meridian Community College hold faculty rank.

4.2 Appointment Process

Meridian Community College has a systematic method of insuring that equal opportunities for employment are available to all interested persons without regard to race, color, religion, national origin, age, or personal disability as outlined in the Policy and Procedure Manual.

4.3 Appointment/Reappointment

All professional employees are employed annually on a contract of specified length. Each employee is recommended to the President for appointment by the Dean or Vice President responsible for his/her supervision after completion of the employment process. Reappointment is recommended to the President by the Dean/Vice President responsible for the supervision of the employee after completion of the evaluation process. The President, in turn, recommends appointment/reappointment to the Board of Trustees for their approval. No individual can be appointed or reappointed to a full-time position without Board approval.

4.3.1 Retirees

Retired MCC employees may be re-employed by the College after retirement subject to the recommendation of the President and approval of the Board of Trustees and in accordance with Public Employees Retirement System (PERS) regulations.

4.4 Non-Reappointment

Non-reappointment constitutes the decision not to offer another appointment at the end of the current appointment period. Non-reappointment is recommended to the President by the Dean/Vice President responsible for the supervision of the individual employee after completion of the evaluating process.

4.5 Dismissal

Dismissal is termination of a faculty member’s contract for just and good cause during the term of appointment of a faculty member. Causes for dismissal may include incompetence; neglect of duty; conduct which adversely affects the ability of the individual to fulfill terms of the employment contract; failure to treat students, colleagues, campus visitors and others who use college services with cordiality, dignity and respect; dishonesty in the performance of his/her duties; and/or other good cause. Suspension is the temporary removal of a faculty member from the responsibilities of his/her position for the purpose of investigating charges that could lead to dismissal. The Dean/Vice President responsible for the supervision of the individual employees recommends dismissal to the President.

Charges of sufficient gravity to lead to dismissal shall be brought to the attention of the Dean responsible for recommending the employee, and the Human Resource Director. If in the Dean’s or Vice President’s judgment there is sufficient reason to warrant an investigation, he/she shall request of those parties charging the faculty member a written statement of charges and facts. He/she shall notify the faculty member in writing the nature of the charges against him/her within three calendar days of his/her receipt of the written charges.

The Dean/Vice President responsible shall conduct a thorough investigation of the charges. This investigation shall be concluded within ten days of his/her receipt of the initial charges. The Dean/Vice President shall prepare a written report of this investigation. In a conference scheduled with at least three days’ prior notice, the dean shall discuss his/her investigation with the faculty member in regard to the charges and will supply the faculty member with a copy of his/her investigation report. In the event a personal conference is not possible, the Dean/Vice President will supply the faculty member with a copy of his/her investigation report within three days following the conclusion of his/her investigation.

The faculty member may offer written response to the dean/vice president within three days following his/her receipt of the report. Within the three days following receipt by the Dean of the faculty member’s response, the Dean/Vice President shall decide to recommend or not recommend dismissal. This decision shall be based upon the charges, the Dean’s investigation report, and the faculty member’s response.

In the event that the investigation results in a decision by the Dean/Vice President to not recommend dismissal, he/she shall so notify the faculty member and the President in writing. The results of the investigation must also be forwarded to the Human Resource Director. Further, the Dean/Vice President shall arrange a conference with the charging parties for the purpose of reporting orally his/her findings and his/her decision. In this case no record of the charges or the investigation shall be placed in the faculty member’s personnel folder. This provision shall not, however, preclude the dean/vice president formally censuring or reprimanding the faculty member if, in his/her judgment, based upon evidence, such action is warranted.

If the Dean/Vice president recommends dismissal, this decision shall be provided in writing to the faculty member, the Human Resource Director, and the President. The materials accompanying the recommendation shall be placed in the faculty member’s official personnel file.

The faculty member can appeal the Dean’s/Vice President’s decision in writing to the President within five calendar days of his/her receipt of the dean’s recommendation.

In not less than five days following the receipt of the faculty member’s appeal, the President shall set a time and place for hearing the appeal by the faculty member. The President shall hear this appeal within ten days of the President’s receipt of the faculty member’s appeal. The faculty member shall have the right to counsel at his/her own expense, the right to examine all documents and demonstrative evidence used against him/her, and the right to a copy of the transcript of the proceedings furnished by his/her own expense.

The President shall decide whether the Dean’s/Vice President’s recommendation is supported by creditable evidence or whether it was arbitrary, capricious, or otherwise unjustified. The President shall within ten calendar days following the conclusion of the appeal hearing transmit in writing his decision to the faculty member.

At any time following written notification of the charges being supplied the faculty member, the Dean may recommend to the President that the individual be suspended until the disposition of the charges is complete under this procedure. The President shall, if s/he concurs with the recommendation, provide written notice of suspension to the employee within three days of his/her receipt of the dean’s recommendation.

Extension of time for either party must be mutual written agreement. All parties shall avoid public statements and publicity about a case until all proceedings are complete. Also, it is the responsibility of the author of all notices to make all reasonable efforts to ensure that the person designated receives such notices personally.

In exceptional cases, the President may, for good cause, suspend a faculty member and call upon the appropriate dean to initiate this procedure.

4.6 Job Descriptions for Full Time Instructional Faculty

Job descriptions of full-time instructional faculty are located in the offices of the Vice President of Academic Affairs and Vice President for Workforce Solutions.

4.7 Statement of Faculty Responsibility

Meridian Community College strives to be a community college of the highest caliber, a college that will effectively meet the educational needs and interest of the total community, a college that will have an increasing impact on the intellectual, cultural, and economic life of the community. The achievement of these aspirations is primarily dependent upon the quality of the faculty and staff. It is the individual teacher who, working within the classroom, with staff members, and with individuals or groups of students, sets an institutional climate conducive to learning. It is individual teachers who cooperatively develop broader curriculum offerings that will not dilute but strengthen the total educational program. And it is individual teachers who work within the various professional organizations in order to contribute to the solution of on-going educational problems. Therefore, Meridian Community College sets high expectations for the individuals who make up its faculty and staff.

The Meridian Community College faculty believes that the high-quality performance of teachers in the classroom is the key to excellence. Therefore, in addition to the personal characteristics that make a good teacher, it is expected that each teacher in the academic affairs division hold a master’s degree or the equivalent. In the workforce education division, teachers may be required to possess a master’s degree, bachelor’s degree, special skills, workforce certifications, and/or documented work experience depending on the specific program. All faculty members are encouraged to pursue a planned program of professional development that may include advanced study.

A high standard of preparation for classes is expected. Teaching at Meridian Community College requires a depth of preparation in subject matter fields. This is a continuous process, involving relating basic content to new information. If s/he is to place maximum responsibility on the student, the teacher must set for her/himself a high standard of preparation.

A vital dimension of preparation is organization. Syllabi and course outlines are essential to effective teaching. To implement these, day-to-day organization is required. Continuous evaluation and revision of syllabi, course outlines, and instructional material are imperative.

The evaluation of student work is a critical factor of good teaching. The development of adequate instruments to measure a student’s progress is a continuous process. The use of these instruments provides opportunities for personal counseling with the student, which is another dimension of the teacher-student learning situation.

Of primary importance to a challenging learning situation is the teacher-student relationship. The Meridian Community College teacher accepts the concept that a community college is primarily a teaching institution, that s/he must try to provide for a wide range of abilities and interests in his/her classes, and that s/he must make the student believe that his/her progress is of utmost importance. To this end, in addition to effective work in the classroom, the effective teacher makes extensive use of student conferences.

The excellence of the total community college program is the responsibility of the faculty. To discharge this responsibility, the faculty must be constantly involved in planning, evaluating, and developing school policies and procedures to meet the changing needs of the institution and its students.

It is the expectation at Meridian Community College that in addition to their primary responsibility of instruction, teachers will assume other responsibilities.

The achievement of the community college’s role in serving the total community demands a mutual understanding of community needs and institutional services. Therefore, the faculty is responsible for understanding the social, educational, economic, and cultural needs of the community and for communicating to the community ways in which Meridian Community College is attempting to meet these needs.

An important service to the community is leadership in cultural activities. Faculty members of Meridian Community College are expected to assume roles as participants and leaders in such activities.

The faculty is committed to helping provide quality educational opportunities for all persons. Recognizing this responsibility to education, the faculty of Meridian Community College is expected to hold membership and participate in professional organizations. Opportunities are also provided for teachers to attend state, regional, and national conferences in their subject matter areas.

Each member of the Meridian Community College faculty, thoroughly committed to the philosophy of the community college and its unique role in the structure of American education, accepts broad responsibilities in order that the institution provide greater educational opportunities to the youth and the adults of the community it serves.

MCC endorses Boyer’s definition of scholarship which focuses on four dimensions - the scholarship of discovery, the scholarship of teaching, the scholarship of application, and the scholarship of integration. Emphasis for the college is primarily in the areas of teaching, application, and integration.

4.8 Part-time Faculty for Academic Affairs and Workforce Education

This section outlines the appointment of, evaluation of and services available to part-time faculty of Academic Affairs and Workforce Education.

4.8.1 Appointment of Part-Time Faculty

The recruitment, hiring, course assignment, and evaluation of part-time faculty for Academic Affairs and Workforce Education courses is the responsibility of the appropriate division chairperson, working in conjunction with his/her instructional dean. Only those applicants who meet relevant educational requirements of the Southern Association of Colleges and Schools will be considered for employment, with the exception of candidates whose experiential credentials are of a magnitude to warrant consideration in lieu of formal academic preparation. In those exceptional cases, the division chairperson is charged with the responsibility of documenting the candidate’s work experience and any other credentials considered in waiving the educational attainment requirement. This documentation must become a part of the candidate’s personnel file.

4.8.2 Orientation of Part-Time Faculty

The Dean of Student Affairs, in conjunction with instructional deans and division chairpersons, is charged with coordinating an orientation for part-time faculty at the beginning of the fall and spring terms.

4.8.3 Faculty Workroom

A workroom for part-time faculty is maintained in Ivy-Scaggs Hall, Room 173. The office is open Monday through Thursday from 8:00 a.m. to 4:30 p.m. and Friday 8:00 a.m. until 3:30 p.m. The workroom may be used for class preparation. The appropriate division chairperson is charged with the responsibility of making certain part-time faculty have access to any other support services necessary for conducting their class(es).

4.8.4 Evaluation of Part-Time Faculty

Each semester, evaluation of part-time faculty consists of (a) input obtained from students as to the effectiveness of instruction through the administration of Student Evaluation of Instruction; (b) the results of the student evaluation process reviewed by the appropriate instructional dean and division chairperson; (c) those results shared with the faculty member; and (d) periodic evaluations conducted with faculty members by the division chairperson and/or director of the evening program.

4.9 Part-time Faculty for Division of Workforce Development

In the division of Workforce Development, part-time faculty are hired for the following: Continuing Education, Workforce, Adult Basic Education, and Entrepreneurship.

The recruitment, hiring, and evaluation of part-time instructors for these components of the Division of Workforce Development is the responsibility of the Director of Workforce Grants and Development and the Director or Coordinator of each component.

The Dean and the Director are responsible for ensuring that each faculty member possesses the educational attainment and/or work experience necessary to provide effective instruction in the aforementioned program areas.

The Dean and the Director are further responsible for ensuring that a formal evaluation process is conducted for each program/course to include administrative review of the data generated by the evaluation and subsequent faculty consultation.

4.10 Faculty Load and Duties

4.10.1 Faculty, Class Size, Preparations, and Student Advisement

All full-time faculty of Meridian Community College are contracted to work a minimum of 35 clock hours per week. In the University Transfer Education Division, all full-time faculty must teach a minimum of 15/16 credit hours per regular term. The Division Chairperson and the Dean for University Transfer Education must approve any teaching schedule having a lesser number of credit hours per regular term. In lieu of a teaching assignment of less than 15 credit hours per term, the Division Chair must assign, in consultation with the Dean for University Transfer Education, other duties equivalent to the number of credit hours fewer than 15.

In the Workforce Education Division, each full-time faculty member is assigned the number of classroom hours and course preparations necessary to deliver the respective program. Workloads, however, for workforce education faculty members are not to exceed the common work week for all faculty of 35 clock hours unless mutually agreed upon by the faculty member and the Division Chairperson, in consultation with the appropriate Dean or Vice President.

The minimum and maximum number of students for each MCC course is determined by the Division Chairperson in consultation with the appropriate Dean (Workforce Education or University Transfer Education). The nature of the subject in terms of issues such as testing methodologies and the number of written assignments to be graded will be taken into consideration by the Division Chairperson in making such determinations.

No full-time faculty member in the University Transfer Education Division will be assigned more than four course preparations for a regular term, unless the Division Chairperson deems, in consultation with the Dean for University Transfer Education, that extraordinary circumstances exist that warrant an exception(s).

In the Workforce Education Division, full-time faculty members advise those students enrolled in their respective programs in concert with full-time Workforce Education advisors.

The maximum teaching load for part-time faculty is 9 semester hours per semester.                                                                                                                                              (Revised, January 24, 2024)

4.10.2 First Day Handouts

All faculty members are responsible for developing a First Day Handout to either give to his/her students on the first day of class or to post on Canvas for student access. This handout sheet should include, but is not limited to, the instructor’s policy on absences, grading, course requirements, etc., as well as standard MCC policies. Regardless of dissemination method, this information should be covered on the first day of class. If there are any changes from the one on file, two copies of this handout must be given to your division chair by the morning of the last day of the fall and mid-year workshops.

4.10.3 Course Content Files

All faculty members are required to develop a course content file for each course they teach. If a course is taught by more than one instructor, the Lead Teacher will be responsible for the Course Content File. A copy of each course plan should be filed with the Academic or Workforce Education Dean and division chair. Specific information on the development of course content files will be provided by the appropriate dean. These files should be updated each year.

4.10.4 Advanced Standing Examinations

The philosophy and procedure for Advanced Standing Examinations are spelled out in the current catalog. Points that faculty need to be aware of include the following:

• The forms with all necessary instructions for requesting an Advanced Standing Examinations for workforce education courses are available in the Office of the Vice President for Workforce Solutions; examinations for academic courses are available in the office of the Vice Preisdent of Academic Affairs.
• All divisions are requested to keep the Advanced Standing Examinations for their areas current in the offices of the Vice President of Academic Affairs or the Vice President for Workforce Solutions, as applicable.

4.10.5 Non-Credit Faculty Loads and Advising Responsibilities

In the Workforce Development Division, each faculty member providing Adult Basic Education or Continuing Education instruction is assigned the number of instruction hours necessary to deliver the Adult Basic Education curricula or Continuing Education outline. Workloads for such faculty, however, are not to exceed the common workweek for all faculty of 35 clock hours unless mutually agreed upon by the faculty member, Director of Adult Basic Education, or Coordinator of Lifelong Education and Director of Workforce Grants and Development.

Each faculty member providing Workforce Development instruction through the Workforce Development Division is assigned the number of instruction hours necessary to deliver instruction in accordance with the short-term training agreements reached between local businesses and Meridian Community College. The Workforce Development program requires faculty willing to work under flexible loads, driven by the demands of local business. Workloads for Workforce Development faculty members are not to exceed 35 per week unless mutually agreed upon by the faculty member, workforce project manager, and the Director of Workforce Grants and Development.

For the Workforce Development Division, faculty members will advise those students enrolled in their respective programs or classes.

4.10.6 Overloads

Full time university transfer faculty are required to teach 15-16 hours as their base instructional load during the fall and spring semesters. The base instructional load required of workforce education faculty is dependent upon the state curriculum framework prescribed by the Mississippi Community College Board (MCCB). Full-time faculty will be limited to teaching no more than six credit hours above their base instructional load during the traditional fall and spring semesters. All university transfer faculty will be limited to teaching 9 credit hours during the traditional summer semester and 3 credit hours during the holiday and May terms (exceptions may be made if the course includes a required laboratory). This benchmark promotes student-centered learning and quality educational delivery by ensuring that MCC instructors have adequate time to prepare for classes and serve students in such a manner that supports the mission of the College.

4.10.7 Employee Contracts

It is the policy of the Meridian Community College Board of Trustees that no employee of the College shall have more than one contract of employment with the college. In the event additional duties are assigned to an employee for additional compensation, such duties and compensation are to be incorporated within the employee’s sole contract of employment as an amendment thereto. In no event shall such additional duties and compensation be considered to constitute a separate contract of employment between the college and the employee, which is expressly prohibited by Section 25-5-105(3)(a) of Mississippi Code.

4.11 Textbook Procedures for Faculty

4.11.1 Textbook Adoption Procedures

One of MCC’s foremost goals is to offer the highest quality education possible to its students at the lowest possible cost. The rising cost of textbooks has become a barrier to access for the typical MCC student. Therefore, to enable the College to promote the lowest textbook costs possible for students, a three-year textbook adoption policy is necessary. This allows students the opportunity to sell their textbooks back to the bookstore, while also providing prospective students taking the given course to purchase a less expensive, used textbook.

The three-year rule also assists the College in holding the line on textbook prices in that it minimizes the chances that the College will have to absorb the cost of unused inventory.

MCC believes its students deserve to benefit from the best textbooks available in each discipline/program. As such, faculty should make every effort to remain current in their knowledge of texts in their specific teaching discipline. Whenever a faculty member identifies a textbook that he/she feels represents an improvement over the text currently being used (in keeping with the aforementioned three-year rule), the faculty member can make a recommendation for the next text to be adopted by filing a “Textbook Adoption Form.”

The specific procedure for textbook adoption is as follows:

1. The faculty member completes a “Textbook Adoption Form” and forwards it to his/her Division Chair for consideration no later than the first Friday in March for the Fall Semester and by the first Friday in September for the Spring Semester. Summer deadline will be the 2^nd Friday in February. This deadline is mandatory so the Bookstore staff will have sufficient lead time to make certain that the new texts are shipped to the College in time to be used in the upcoming fall term. (NOTE: If the faculty member is NOT the only instructor for the given course, he/she should first confer with other instructors for the course to make certain a consensus on the prospective text is reached before filing the form with the Division Chair.)
2. The Division Chair, upon approval of the text as indicated by signing the form, forwards the form to the appropriate Dean.
3. The Dean, upon approval of the text as indicated by signing the form, forwards the form to the Bookstore Manager. The Bookstore Manager’s signature on the form indicates acknowledgment that an order for the newly approved text will be placed. Should the Bookstore Manager encounter any problems that might preclude the timely delivery of the texts to the College, he/she should immediately notify the appropriate dean so that alternative plans might be formulated.

4.11.2 Textbook-on-Loan Procedure

The bookstore provides a temporary book loan service to division chairs for their faculty members who have not received a desk copy. This loan is made with the understanding that the faculty member has already or intends to immediately write the publisher for a replacement copy. The bookstore will furnish publisher addresses and phone numbers when needed.

1. At the time the textbook loan is made the division chair will be asked to sign a three-part loan form.
2. The faculty member will receive the customer copy, the appropriate division chair will receive File Copy A, and the bookstore maintains File Copy B.
3. A reminder of all outstanding book loans will be sent out twice a year to each division chair. This will be done in Mid-October and Mid-February.
4. Any book loan that remains outstanding after 30 days will be charged to the division’s account.

4.12 Professional Development

The purpose of MCC’s professional development program is to assist professional staff in improving their ability to contribute to the achievement of the goals of the College.

Staff development procedures at MCC are based upon the following assumptions:

1. The responsibility for professional development is shared between each professional employee and his/her supervisor;
2. Individual position descriptions, self-evaluations, student and peer evaluations, and supervisor evaluations must be a primary basis for professional development;
3. Each staff member is responsible for writing and documenting his/her own plan.

Each faculty member shall annually prepare a professional growth plan for the ensuing twelve months. This plan shall be a simple, concise statement of professional development goals accompanied by an outline or list of activities planned to help the individual achieve those goals. Consultation with supervisor(s) and/or colleagues in developing the plan is suggested but not required.

The plan should be developed by each individual reflecting on his/her own position description, various evaluations, and personal needs which impact job effectiveness or job satisfaction.

Supervisors will review and may comment in writing on professional growth plans. Supervisors may request consultation with individuals whose plans are not adequate. Each supervisor will maintain a record of professional development for faculty members accountable to him/her.

Individual plans are not expected to be comparable to each other. Each faculty member is expected to have unique needs and interests and should, as a professional educator, be able to outline personally appropriate learning activities to meet those needs. An activity which may be appropriate for one individual’s perception of his/her needs may not appear appropriate to another individual’s. Thus, in review processes, supervisors and colleagues should consider activities in terms of each individual’s needs and goals as stated by the individual.

4.13 Course Enrollments

When employed full-time, faculty may take for class advancement purposes no more than one course (3 semester hours) at MCC in a given semester during the regular work day without the approval of their supervisor. Such course enrollment may be in addition to the normal work load.

4.14 Evaluation of Faculty

All faculty are employed on the basis of a position description which details the purposes, general tasks, and specific functions to be accomplished by the individual. Position descriptions are reviewed annually by all faculty and changes made through consultation with the immediate supervisor or dean.

Some faculty members, such as coaches, are evaluated at the close of their regular season or their post-season play. These faculty members will be notified by their immediate supervisor or the Athletic Director when the evaluation will occur and what their particular process for reappointment or non-reappointment will include.

No later than March 15 of each year, the Vice Presidents recommend to the President reappointment or non-reappointment of all faculty. This recommendation is the result of an evaluation review of the accomplishment of the purposes, tasks, and functions contained in the individual’s position description. Additionally, the general statement of faculty responsibility and the personnel contract are utilized in these evaluation reviews.

The evaluation originates with the individual’s immediate supervisor and is forwarded to the next level of supervision for review. The supervisor concluding this review may concur or decline to concur with the immediate supervisor’s evaluation and shall forward the evaluation and any additional comments to the appropriate Vice President of the College. Prior to making a recommendation to the President, the Vice Presidents shall attempt to resolve any differences regarding the evaluation by conferring with the supervisors involved as well as the individual faculty member involved. The Vice Presidents will then make their recommendation to the president and will forward these evaluations to the Human Resource Office.

Information and data used in evaluation are shared with all involved in the process. There is no uniform set of data nor “form” for supervisors in preparing recommendations. Annual evaluations are utilized to assist in reviewing position descriptions and staff development programs.

4.15 Faculty Compensation

4.15.1 Determination of Compensation

Compensation for all college personnel is determined by the District Board of Trustees upon recommendation by the President. 

With the adoption of the FY 2022 Budget, the College implemented a new faculty salary scale. The base amount used on the scale is influenced by the current state of the College’s finances and legislative recommendations. Only existing employees in good standing (not on probation) are eligible to be considered for an increase in compensation. Employees hired with a start date after March 31^st will be compensated on the current year salary sale/salary offered and are not eligible for an increase in compensation until the budgeting cycle for the following fiscal year. 

Full-time faculty and professional staff are contracted annually on a salaried basis. Beginning with the 2022 fiscal year, teaching faculty are evaluated for placement on our salary scale as described in section 4.15.3. Nonprofessional staff members are compensated at an hourly rate. Employees on annual contract or those working on an hourly rate are not guaranteed continued employment from one year to the next and are also not guaranteed that their level of compensation will increase.

4.15.2 Faculty Overload Pay

For all MSVCC classes, an instructor in General Education (GE) or Workforce Education (WFE) will receive full overload pay for any class that has 10 or more students who are registered by noon on Friday before the class begins. Full overload pay for any full-time instructor in GE or WFE is $2,000 for fall and spring and $2,200 for summer. An adjunct instructor will receive $1,800 for fall, spring, and summer. If fewer than 10 students are enrolled at such time, the instructor will be paid on a per student basis at a rate of $200 per student for fall and spring and $220 for summer for a full-time instructor and $180 for fall, spring, and summer for an adjunct instructor. In the case of GE, it will remain an institutional practice to attempt to fill sections prior to offering prorated classes.

In order to be a good steward of the institution’s resources, the decision on overload pay for traditional sections will be made during the first week of classes based on actual attendance. In certain instances, in WFE, a decision may be delayed on actual attendance until the second week of class. [Note: In order to give the class every opportunity to “make” or increase enrollment.] The rate of overload pay for traditional classes with fewer than 10 students will be consistent with that of MSVCC sections.

Any deviations from this policy must be approved by the President or his designee. An example of an exception would be in the event a section is needed for a student to graduate.

4.15.3 Educational Achievement

All full-time, faculty employee compensation is determined by one of the four salary scales:

   a. 9-month Academic and Career and Technical Faculty scale

   b. 12-month Academic and Career and Technical Faculty scale

   c. 9-month Nursing Faculty scale

   d. 12-month Nursing Faculty scale

The salary scales include five categories of degree achievement, which are the only degree levels considered for scale purposes. A particular degree must be completed prior to advancing to a higher level on the salary scale. The degree used for scale purposes must be from a regionally accredited institution and be relevant to the subject-matter taught by the faculty member. 

Each degree level is compensated as follows:

NOTE: Degree level base amount differences compensate for the educational achievement policy previously held by the College. Therefore, educational attainment increases will be compensated during the following school year by moving that faculty member up to scale and are not additions to the scale.  

In addition, faculty members are awarded for each year of additional experience in the following ways:

   a. Faculty member on the 9-month scales - each additional year of experience adds $600 to the salary.

   b. Faculty member on the 12-month scales - each additional year of experience adds $700 to the salary. 

Years of experience are awarded in the following ways:

   a. Academic Faculty

       i.  One year of full-time, college-level instructor experience equals one year of experience on the scale.

      ii.  One year of full-time, K-12 level instructor experience equals one year of experience on the scale. 

     iii.  If total experience is on half-year, the the total is rounded down (i.e., 2.5 years of experience equals 2 years of experience for scale purposes).

   b. Career and Technical Faculty

       i.  One year of full-time, college level instructor experience equals on year of experience on the scale.

      ii.  One year of full-time, K-12 level instructor experience equals one year of experience on the scale. 

     iii.  One year of full-time, related industry experience equals 0.5 years of experience on the scale.

     iv.  If total experience is on half-year, the total is rounded down (i.e., 2.5 years of experience equals 2 years of experience for scale purposes). 

4.15.3.1 Grandfather-in of Faculty Members

At the time of implementation of the salary scales, some faculty members were being compensated over their place on the salary scale. All faculty members in this case wil continue to be compensated at their current salary. Any increases in salary at their current level may be awaded by the President as funds are available. As the scale is increased to their salary range, these faculty members will be adjusted to the scale. 

4.15.3.2 Faculty Compensation Above the Scale

At the President’s discretion, faculty members may be compensated above the scale. This may depend on multiple factors such as dificulty in finding faculty member in subject area, compensation in industry of faculty member’s subject area, timing of filing vacancy in open faculty position, etc.                                                                                                                                              (Revised 07/13/2021)

4.15.4 Salary Advancement

Compensation for all employees will be determined by the Board of Trustees upon recommendation of the President which is influenced by the state appropriation as funded by the state legislature.

4.16 Contract Length

Meridian Community College utilizes the following contract lengths for all full-time professional staff (all of the contracts are based on the number of workdays required to fulfill the contract):

• 166 Day Contract (Most Academic Faculty)
• 176 Day Contract (Some Academic and Workforce Ed. Faculty)
• 186 Day Contract (Some Workforce Education Faculty)
• 191 Day Contract (Some Workforce Education Faculty)
• 196 Day Contract (Some Workforce Education Faculty)
• 201 Day Contract (Some Workforce Education Faculty)
• 216 Day Contract (Some Workforce Education Faculty)
• 12 Month Contract (Most Full-time Administrators)
• Presidential Contract (President) - term negotiated by Board of Trustees, typically 1-4 years

4.17 Addendum to Full-Time Contracts

It is the policy of Meridian Community College that no employee of the College shall have more than one contract of employment with the College. In the event additional duties are assigned to an employee for additional compensation, such duties and compensation are to be incorporated within the employee’s sole contract of employment as an amendment thereto. In no event shall such additional duties and compensation be considered to constitute a separate contract of employment between the college and the employee, which is expressly prohibited by Section 25-4-105(3)(a) of the Mississippi Code. Any additional duties and compensation incorporated into an employee’s sole contract of employment with the College must be approved by the Vice President for Financial Services/CFO.

4.18 Holidays

The following holidays are typically approved by the Board of Trustees during each academic year beginning July 1 and ending June 30: July 4, Labor Day, Fall Break (2 days in October), Thanksgiving (5 days), Christmas (determined each year), January 1, Martin Luther King’s Birthday, Spring Holidays (1 Week), Easter (4 days), Memorial Day, and Juneteenth. In some cases, employees may be allowed to operate under a flex schedule. In those cases, employees are not allowed to operate under that flex schedule during the weeks that the college is closed for holiday or break as employees are required to make up their hours on the working days of that week.  (Revised 04/12/2022)   (Revised 09/12/2023)

4.19 Absences and Leaves

The following types of leaves are available, under the described circumstances, to professional employees. Absences which do not clearly conform to these definitions should be discussed with the appropriate supervisor and/or dean.

4.19.1 Sick Leave

Each full-time professional employee of Meridian Community College who is unable to perform his duties because of personal illness, injury or because of serious illness or death in the immediate family is entitled to sick leave with regular pay within the limits of this policy. As required by the Family Medical Leave Act (FMLA), MCC provides 12 weeks of Family Medical Leave. However, the 12 weeks of FMLA leave INCLUDES any sick leave earned and is NOT in addition to earned leave.

Sick Leave time is awarded as follows:

• The number of sick leave days awarded depends on the length of the employee’s contract as outlined:
  • from 166 to 176 days - receive 9 days per fiscal year,
  • from 177 to 201 days - receive 10 days per fiscal year,
  • from 202 to 215 days - receive 11 days per fiscal year, and
  • 216 days or more - receive 12 days per fiscal year.
  • Part-time faculty, employed with an annual contract of over 87.50 days but less than 175 days, will receive 4 hours of sick leave per month.
  • Note: Retired faculty who are working on a part-time basis will not be awarded sick leave.
• Each full-time faculty member is credited monthly with the amount of sick leave earned. (There is no maximum number of days that may be accumulated.)
• Utilization of sick leave shall be upon recommendation of each employee’s immediate supervisor. In cases of prolonged absence or frequent short-term absences, documentation of illness may be required at the discretion of the president.
• The president of Meridian Community College shall report to the Board of Trustees those cases wherein an employee must utilize more than 30 consecutive days of sick leave. (Board Approved, 9/74)
• Sick leave is awarded during the summer on the following basis: For those in teaching status: 3 hour teaching load = 1 sick day; 6 hour teaching load = 2 sick days.

For faculty teaching on a daily rate (not on a credit hour basis):

• from one to two weeks work period = ½ day sick leave;
• from two to four weeks work period = 1 day sick leave;
• from four to six weeks work period = 1½ sick days;
• from six to eight weeks work period = 2 days sick leave.

Faculty employed to teach non-credit projects, special programs or other short term activities are not eligible for sick leave.

4.19.2 Official Absences

If a faculty member is absent on official school business, the faculty member remains on the regular payroll for the absence and a substitute is provided, if possible. The division chairman and/or appropriate dean should approve these absences at least two weeks prior to the actual date of the absence.

4.19.3 Extraordinary and Flex Leave

If a personal situation arises, including but not limited to personal legal, business, or family matters, not covered under sick leave or official absence arises, the faculty member may initiate a written leave request with his/her immediate supervisor as far in advance as is possible. This request should provide sufficient information to allow the supervisor to make a determination of all factors associated with the leave.

If, in the judgment of the faculty member, the supervisor and/or dean, the request will not impose an undue burden upon students and that time may be made up by the individual involved, no salary deduction or sick leave reduction will be required. In the event that compensatory time cannot be mutually agreed upon, sick leave deductions may be utilized upon approval of the President.

Full time employees may use two of their contract workdays as “Flex” days. These days may be used for other reasons than those covered in Sick Leave. “Flex” days must be made up prior to June 30th or they will be deducted from the employee’s next paycheck. Faculty members are expected, when they are planning to use “Flex” days, to consult with their supervisor in preparing for the coverage of their classes while they are away. Once these plans are developed they must be approved by the immediate supervisor.

Further, if an individual does not feel it appropriate to share with his/her supervisor the basis for the personal leave request, such request may be directed to the President. Use of this procedure does not relieve the individual of the responsibility for developing with his/her supervisor a plan to provide instruction and/or services in his/her absence.

4.19.4 Extraordinary Sick Leave

Employees who have exhausted their paid sick leave and/or paid annual leave benefit may petition the President to authorize up to 30 additional paid sick days under extraordinary circumstances. The President shall consider such petitions on a case-by-case basis, weighing such factors as (1) counsel from the employee’s immediate supervisor as related to the quality of the employee’s work performance, including continuity of service; (2) the employee’s length of service with the college; and (3) the circumstances prompting the petition. Extraordinary sick leave days do not have to be paid back to the institution, but should not be viewed as a guaranteed nor an expectant employee benefit and can only be authorized by the President through authority granted him/her by the District Board of Trustees for employees with at least 1 year of service to the college. (Board approved 6/14/05)

4.19.5 Annual Leave (Vacation Time)

Employees with 12-month contracts are provided annual leave on the following basis:

• Persons with less than 10 years at MCC 10 Annual Leave Days
• Persons with 10 to 14 years at MCC 12 Annual Leave Days
• Persons with 15 to 19 years at MCC 14 Annual Leave Days
• Persons with 20 or more years at MCC 16 Annual Leave Days

Annual leave credit for faculty and staff will be recorded monthly. There is no maximum accumulation allowance. Meridian Community College will pay employees for annual leave accrued up to a maximum of 30 days upon separation from employment. Annual leave accrued in excess may be used for creditable service for purposes of State Retirement. Leave records are maintained in the Business Office. While these are available for information, questions should be directed to the employee’s immediate supervisor.

Upon termination of employment, Meridian Community College will pay for no more than 30 days of accumulated personal leave, as allowed by State Law for state employees in Section 25-3-93 of the Mississippi Code. The amount paid shall equal the employee’s daily rate of pay times the accumulated number of days earned, not to exceed 30. The daily rate is calculated by dividing the annual salary by 2,080 and then multiplying this times 8. Unused personal leave in excess of 30 days shall be counted as creditable service for the purposes of the retirement system as provided in Section 25-11-103 and 25-13-5. (Board approved 4/14/98)

Annual leave requests should be based upon a mutual review of program needs by the employee and the immediate supervisor. Employees are not allowed to use more than 160 hours of annual leave within a 3-month period without prior written approval from the President or completing a FMLA form with the Human Resources department. (Revised 09/12/2023)

As required by the Family Medical Leave Act (FMLA), MCC provides the 12 weeks as specified. However, the 12 weeks of FMLA leave INCLUDES any annual leave earned and is NOT in addition to earned leave.              

4.19.6 Military Leave

Meridian Community College grants time off with pay for up to 15 days for those employees who meet the requirements of Section 33-1-21 of the Mississippi Code, 1972 Annotated while they are serving in a military capacity. This code section is applicable to the following employees: “those who are members of any of the reserve components of the armed forces of the United States, or former members of the service of the United States discharged or released therefrom under conditions other than dishonorable, shall be entitled to leave of absence from their respective duties, without loss of pay, time, annual leave or efficiency rating, on all days during which they shall be ordered to duty to participate in training at encampments, field exercises, maneuvers, outdoor target practice, or for other exercises, for periods not to exceed fifteen (15) days, and all such officers and employees shall for such periods in excess of fifteen (15) days, be entitled to leave of absence from their respective duties without loss of time, annual leave, or efficiency rating until relieved from duty, and shall when relieved from such duty, be restored to the positions held by them when ordered to duty, or a position of like seniority, status, and pay; provided that such person: (1) when discharged or released from the armed forces shall have received a certificate of satisfactory completion of service, (2) shall be still qualified to perform the duties of such position, (3) shall make application for re-employment within ninety (90) days after the passage of this chapter or within ninety (90) days after such person is relieved from such training and service or released from hospitalization for a period of not more than one (1) year for causes attributable to such services.”

4.19.7 Family Medical Leave (FMLA)

Eligible Employees are those who have worked at MCC for at least one year and for at least 1250 hours during the previous 12 months. The Family Medical Leave Act provided for 12 weeks of UNPAID, job-protected leave to “eligible” employees for certain family and medical reasons. Sick or Annual leave can be used with Family Medical Leave, but it will run simultaneously and not be added to the 12 weeks.

Reasons for taking Family Medical Leave are:

1. to care for the employee’s child after birth, or placement for adoption or foster care;
2. to care for the employee’s spouse, son or daughter, or parent, who has a serious health condition, or;
3. for a serious health condition that makes the employee unable to perform the employee’s job.

Advance notice and medical certification is required 30 days in advance if “foreseeable”. Health Insurance for each employee will be maintained during the 12 weeks with the employee paying any of their share for family coverage. Upon return, employees will be restored to their original or equivalent position with equivalent pay, benefits and other employment terms. The use of FMLA leave will not result in the loss of any employment benefits that accrues prior to the start of an employee’s leave.

4.19.8 Personal Leave Policy

All full-time employees of Meridian Community College are eligible to take up to four (4) personal leave days. This benefit has been created so that employees will have an opportunity to address unexpected circumstances which may occur of a personal nature that would cause the employee to have the need to be off from work.

Personal leave days are charged against the employee’s sick leave benefit and must be used within the employee’s contract period. Personal leave days do not accrue from one year to the next.

The employee is not generally obligated to inform the supervisor of the reason for needing a personal day, as it is understood that the nature of the request is “personal.” However, the employee should make every effort to provide their immediate supervisor with as much advance notice as possible as to the time needed off (although it is understood that some circumstances preclude notice).

Moreover, employees are expected to be reasonable and honorable in making requests for personal leave, meaning there are obviously certain days that if taken off would prove particularly disruptive to the functionality of the work unit. Employees are expected to take such into consideration before requesting a personal leave day. Barring emergency circumstances, requests for personal leave days are particularly discouraged as a means of extending an already established college holiday or break.

Under such circumstances that an employee requests a personal leave day which the immediate supervisor deems would unreasonably interfere with the functionality of the work unit, the supervisor has the right to inquire as to the nature of the request and disapprove same if the rationale for the request, in the considered opinion of the supervisor, is not of sufficient gravity as to warrant the disruption of the functionality of the work unit. (Board approved 3/01; Revised from 2 to 4 on 6/08)

4.19.9 Donated Leave Policy

Any employee may donate a portion of his or her earned annual leave and/or sick leave to another employee who also earns sick leave and is suffering from a catastrophic injury or illness, or to another employee who has a member of his or her immediate family who is suffering from a catastrophic injury or illness, in accordance with the following:

“Catastrophic injury or illness” means a life-threatening injury or illness of an employee or a member of an employee’s immediate family which totally incapacitates the employee from work, as verified by a licensed physician, and forces the employee to exhaust all leave time earned by that employee, resulting in the loss of compensation for the employee. Conditions that are short-term in nature, including, but not limited to, common illnesses such as influenza and the measles, and common injuries, are not catastrophic. Chronic illnesses or injuries, such as cancer or major surgery, which result in intermittent absences from work and which are long-term in nature and require long recuperation periods, may be considered catastrophic.

The employee donating the leave (the “donor employee”) shall designate the employee who is to receive the leave (the “recipient employee”) and the amount of earned annual leave and/or sick leave that is to be donated, and shall notify the donor employee’s supervisor of his or her designation and complete a Request for Donation form with the Business Office.

Leave balances will be verified by payroll personnel and approved by the Vice Pesident for Financial Services/CFO. After review and approval, the recipient employee and the recipient’s supervisor shall be notified of the amount of leave that has been donated by the donor employee to the recipient employee.

The maximum amount of earned annual leave that an employee may donate to any other employee may not exceed a number of days that would leave the employee with fewer than seven (7) days of annual leave left, and the maximum amount of earned sick leave that an employee may donate to any other employee may not exceed fifty percent (50%) of the earned sick leave of the donor employee. All donated leave shall be in increments of not less than eight (8) hours. If annual leave and sick leave are donated by the same employee, sick leave will have precedence over annual leave (sick leave will be utilized before annual leave). If an employee has been approved for extraordinary leave, this should be utilized before any donated leave is used.

The maximum period of time that an employee may use donated leave without resuming work at his or her place of employment is ninety (90) working days, which commences on the first day that the recipient employee uses donated leave. Donated leave that is not used because a recipient employee has used the maximum amount of donated leave authorized under this paragraph shall be returned to the donor employees based on a pro rata basis, based on the ratio of the number of days of leave donated by each donor employee to the total number of days of leave donated by all donor employees.

No employee can donate leave within thirty (30) calendar days of termination.

An employee must have exhausted all of his or her earned annual leave and sick leave before he or she will be eligible to receive any leave donated by another employee.

Before an employee may receive donated leave, he or she must provide the human resource office with a physician’s statement that states the beginning date of the catastrophic injury or illness, a description of the injury or illness, and a prognosis for recovery and the anticipated date that the recipient employee will be able to return to work.

If the total amount of leave that is donated to any employee is not used by the recipient employee, the donated leave shall be returned to the donor employees on a pro rata basis, based on the ratio of the number of days of leave donated by each donor employee to the total number of leave days donated by all employees.

For the purpose of this policy, “immediate family” means spouse, parent, stepparent, sibling, child, stepchild, or ward (where the employee is his/her legal guardian). (Board approved 6/14/05)

4.19.10 Organ Donor Leave Policy

This policy is intended to provide time off with pay for full-time MCC employees who donate an organ, or bone marrow. An employee may use up to thirty (30) days of organ donation leave in any twelve-month period to serve as a bone marrow donor, and up to thirty (30) days of organ donation leave in any twelve-month period to serve as an organ donor.

Organ donation leave days do not have to be paid back to the institution, but should not be viewed as a guaranteed nor an expectant employee benefit and can only be authorized by the President through authority granted him/her by the District Board of Trustees for employees with at least 1 year of service to the college.

Any employee shall not be required to use accumulated sick or annual leave time before being eligible for organ donor leave. (Board approved 6/14/05)

4.19.11 Non-Work Days

The term “Non-Work Day” is used to describe a day during the fiscal year (July 1 through June 30) that a faculty member on a 216-day contract is not required to work.

All contract lengths, from 175 days up to 205 days of employment have a beginning and ending date of employment. With the exception of holidays, employees are expected to work Monday through Friday during their term of employment. Any exceptions to that schedule must be approved in advance by the immediate supervisor.

Faculty hired on a 216-day contract are on a July 1 through June 30 term of employment. The number of available working days must be calculated each year in order to determine how many non-work days are available. During the fiscal year there are typically 240 or more days available to meet the contractual obligation to Meridian Community College. The Payroll Specialist/Accountant in collaboration with the Vice President for Academic Affairs and Vice President for Workforce Solutions will determine prior to the beginning of each fiscal year the total number of days available to work excluding holidays.

The non-work days available each fiscal year are the non-paid days off for the faculty member. The faculty member must get approval from his immediate supervisor to use a non-work day. For the purposes of tracking the actual days worked by faculty, the use of non-work days, and the use of sick leave and annual leave by both faculty and staff for all monthly personnel, MCC requires a monthly payroll time sheet to be completed by the 20th of each month and submitted to the payroll office. As non-work days are reported as used, they are tracked by the payroll office and reported on the monthly time sheet to all supervisory personnel.

There are some educational programs at MCC which are taught on a 12 month basis. In the event that a 216-day contract faculty member has difficulty scheduling a time to use non-work days to be away from faculty duties, he/she may carry over non-work days to the next year. In addition, in the event that an employee takes more time off than is available and does not fulfill his/her contractual obligation, he/she may use non-work days of the following year, if approved in advance by his/her supervisor and confirmed at the end of the fiscal year. This arrangement, however, should not be the norm.

4.19.12 Administrative Leave

In accordance with Mississippi Code 25-3-92(2)(b), the President of the MCC, as our appointing authority, may grant administrative leave with pay “during a time of extreme weather conditions or in the event of a man-made, technological, or natural disaster or emergency.” Understanding that at times of such an emergency, administrative leave may be granted to reduce risk to our students, faculty and staff for infection or transmission of disease, or other dangers related to disasters or emergencies.

This leave may also be granted for periods of quarantine, for the benefit of that employee, their immediate family member or other students, faculty or staff. During such time, the employee will not be allowed to return to the college campus.

The President of the College will determine the circumstances that are approved for this leave and the extent of the leave for any and/or all employees of the College.

During the time that employees are given administrative leave, they will not be required to use any accumulated sick leave or annual leave. This administrative leave shall not apply to any employee who was not currently working in a permanent full-time or permanent part-time capacity at the time of the emergency.

Employees who can continue their job duties in a telework arrangement are encouraged to do so, and as such, are not on administrative leave while continuing to perform their job functions. Some employees may be granted some administrative leave on a part-time basis, if the telework arrangements do not require the amount of time that they normally work to perform their job. Administrative leave shall never compensate an employee for more than their normally scheduled salary/wage.

All decisions related to an administrative leave occurrence will be disclosed to the board of trustees at the next scheduled board meeting. (Board approved 4/15/20)

4.20 Substitute Arrangements

If in the judgment of the appropriate dean and/or division chairperson, substitute arrangements, even on a short-term basis, require extraordinary planning and/or class responsibility of an individual faculty member, substitute pay will be arranged through the appropriate Dean. For extended periods of absence, substitutes will be paid on a contractual basis at a rate of pay to be determined by the appropriate Dean.

4.21 Payroll

All professional employees are paid on the last business day of the month. Deductions for federal income tax, social security tax, and public employee retirement fund are automatically made. Deductions may be made, at the option of the employee, for insurance premiums, credit union payments, retirement plan contributions and various charitable contributions. Payments will be paid by direct deposit to the bank of his/her choice.

Meridian Community College requires that all full-time faculty and staff who have full-time contracts of less than one year, be paid out over a twelve month period unless there is a separation from employment due to death, disability termination or the occurrence of an unforeseeable emergency. This policy is written in an effort to insure that funds will be available to pay the premiums selected by the employee without any break in their coverage. In addition, as the deferral is a requirement and not an election of the employee, the employee is no longer subject to an excise tax for having a non-qualified deferred compensation plan.

Part-time faculty overload contracts are paid out in equal installments over the semester in which they are earned. For the fall semester, they are paid at the end of September, October, November and December. For the spring semester, they are paid at the end of February, March, April and May. Summer contracts are paid in the month in which the money is earned, either June, July and/or August.

4.21.1 Mid-year Termination

If for any reason a faculty member or the college terminates a contract during the fiscal year, the compensation either due the employee or refund of compensation due the college will be calculated based on the daily rate of the faculty member times the actual number of days worked less the amount previously paid by the college.

Example #1 of Calculation:
John Doe, Annual Contract $38,000, 180-day contract
Daily Rate: 38,000 / 180 days = $211.11 per day
Monthly Pay: 38,000 / 12 months = $3,166.66 per month
Resigns on October 14th, 2003; has worked 44 days
Total amount due employee = 44 days at daily rate of $211.11 = $9,288.84.
Amount paid August and September $3,166.66 x 2 = $6,333.32.
Therefore, amount due the employee on October 31st, 2003 payroll = $2,955.52.
 

Example #2 of Calculation:
James Smith, Annual Contract $45,000, 230-day contract
Daily Rate: 45,000 / 230 days = $195.65 per day
Monthly Pay: 45,000 / 12 months = $3,750.00 per month
Resigns on November 2, 2003; has worked 83 days and took 6 non-work days
Total amount due employee = 83 days at daily rate of $195.65 = $16,238.95
Amount paid July through October, $3,750.00 x 4 = $15,000.00.
Therefore, amount due to the employee on October 31st, 2003 payroll = $1238.95.

Note: These examples are given for clarification of process of calculating finalization of contract upon termination. Any further explanations that are needed will be available from the payroll office.

4.22 Personnel Files

All employee personnel files are maintained in the Human Resources Office within the Business Office. An individual’s file is available only to an appropriate college Vice President or Dean, the individual’s immediate supervisor, and the individual and those internal/external to the College upon approval of the President, and as requested by court. The President may grant access to personnel files as necessary for the operation of the College. One example of such may be the accrediting visiting team from the Southern Association of Colleges and Schools. (Personnel Files are exempt from the Public Records Act of 1983 according to Section 25-1-100 of the Mississippi Code)

4.22.1 Transcripts

Each professional employee must have an official transcript of all college work attempted on file before the personnel file is considered current.

4.22.2 Licenses

A copy of all appropriate and/or required licenses is required of each employee before the personnel file is considered current.

4.22.3 Other Documentation

Other documentation is also maintained in the employee file including their application for employment, resume, letters of reference, job description, I-9 form, federal tax forms, state tax forms, insurance/benefit enrollment forms, justification letters, verification of academic and professional preparation, state retirement enrollment, and employee evaluations. Other additional forms may be added such as direct deposit authorization.

4.23 Faculty and Staff Grievance Procedure

The purpose of the faculty and staff grievance procedure is to provide faculty and staff with a process to resolve grievances, complaints, or concerns in an equitable, orderly, and timely manner.

4.23.1 Definitions

A grievance is a difference or dispute between one or more faculty/staff members with respect to the application of rules, practices, procedures, policies, and/or regulations of the College as they affect the work activity of such faculty/staff. Those matters covered in the Procedure for Appeal for Infringement of Academic Freedom, the Procedure for Dismissal, and Appeals Process for Non-Reappointment shall not be subject to the Faculty Grievance Procedure. Typically, a grievance is related to the conduct of the College’s faculty or staff in the performance of his/her official job responsibilities in administering policies of the College or carrying out their assigned duties. A grievance may result when an employee fails to comply with college rules or policies or state or federal law. A faculty/staff member who experiences difficulties with another faculty/staff member or a student, such as harassment, intimidation or verbal assaults that seem to be rooted in racial/ethnic prejudice or bias based upon gender, age, disability status, or other unknown factors, may file a grievance following the procedures outlined in this policy. A faculty or staff member may also follow the procedures outlined in this policy to initiate an investigation if he/she believes he/she has been harassed or threatened in some manner by an individual who is not a college employee but who is on the college campus as a vender, contractor, or visitor.

4.23.2 No Retaliation

A faculty or staff member who files a grievance under this policy is assured that he/she may do so without fear of retaliation or punitive actions by the College or any member of its faculty, staff, administration, or Trustees to the extent permitted by law.

4.23.3 Informal Procedures

Grievances should be raised within five (5) calendar days following the event giving rise to the specific complaint. Failure of the complainant to file a grievance or complaint within this timeframe or these guidelines will constitute a waiver of his/her right of filing the grievance. Resolution of grievances initiated by faculty and staff is sought informally at the department or division level through conferences and discussion, if possible. If the complaining faculty member and the alleged harasser believes a resolution has been achieved informally, then the conversation may remain confidential and no further action will be taken.

If a complaining faculty or staff member, an alleged harasser, college employee ,or dean believes the informal procedure has been inadequate or has been unsuccessful, he/she may proceed to the formal written procedure.

4.23.4 Formal Procedures

A faculty or staff member who believes he/she has been the victim of discrimination or harassment based upon disability status, sex, age, or race/ethnicity should file a written grievance in accord with the following procedures in order to assure that the institution has an opportunity to respond properly and/or to seek corrective action.

Grievances involving unfair, arbitrary or capricious treatment in any of the College’s programs or services should also be filed in accordance with the stated formal procedures of this policy. While the filing of a written complaint activates the formal grievance process, the College will seek to investigate thoroughly all complaints whether initially presented orally or in writing.

It is the desire of the College to settle all grievances as fairly and expeditiously as possible. If the grievance cannot be resolved informally, the aggrieved faculty/staff member may file a written grievance with the Dean or Vice President who has administrative responsibility for the department or division of the College where the grievance is lodged for the purpose of the grievancebeing heard by the Personnel Grievance Committee. The Personnel Grievance Committee is appointed by the President as necessary and shall be composed of the following: A member of the President’s Cabinet, a Dean/Associate/Assistant Dean, and three members of the faculty and staff. The President shall appoint one member to serves as chair. Members with a self-identified conflict of interest are asked to recuse themselves from participation. The committee is charged with examining the evidence provided and cross-examining evidence or any information that needs to be considered in making the arbitration recommendation.

If the grievance involves a particular dean or if the aggrieved party believes that a conflict of interest exists with the particular dean, he/she may elect to file the written grievance directly with the appropriate Vice President who will convene the Personnel Grievance Committee to handle the grievance as outlined above.

The chair of the Personnel Grievance Committee will convene a hearing of all parties to the grievance within seven (7) working days of the receipt of the written grievance. The committee will review all evidence, written statements from the various parties, and other supporting information submitted in writing by the aggrieved party and pertinent employees of the College. The College will notify the aggrieved party in writing within three (3) working days in advance of the hearing of the time and place for the grievance hearing. Parties involved in the grievance will not be allowed to bring counsel or other advisors to the meeting. The Personnel Grievance Committee hearing is held to collect factual evidence that will help formulate recommendations from those facts collected. The faculty/staff members involved in the grievance will have a right to view evidence presented during the hearing, while pending a recommendation from the Personnel Grievance Committee. Should the faculty or staff member not appear at the time and place set for the hearing, the hearing will be held in the faculty or staff member’s absence. No parties will be allowed to record via audio or video; the College will record via audio or video; the College will record the hearing and will be stored with all evidence.

Following deliberations, the Personnel Grievance Committee, by a simple majority, will produce a recommendation and a written report that it will submit to the President of the College. The President will take the Personnel Grievance Committee recommedation into consideration in determining arbitration of the grievance. The recommendation of the President will be submitted to the Vice President(s) within five (5) working days following the conclusion of the committee’s deliberation. 

Within two (2) working days following receipt of the President’s report, the Vice President(s) will inform both parties of the final decision of the arbitration. It is the responsibility of the College to provide all faculty and staff members who present grievances to the College written notification regarding the results or actions taken to address his/her grievance. The President is the final arbitrator of all grievances.  If the recommended solution is not acceptable to either party involved in the grievance, the faculty or staff member may submit an appeal to the President of the Board of Trustees within five (5) working days, including in their appeal all pertinent information related to the grievance. The appeal will be placed on the next available Board of Trustees meeting.

The President may approve extensions of timeframes stated in the policy in exceptional cases. 

4.23.5 Protection of Confidential Information

Personal information regarding the complainant, alleged harasser(s), witnesses, or participants in the investigation of a complaint will be protected from disclosure to the extent permitted by the investigative process and the nature of the complaint. The College is precluded from releasing certain personal information about faculty, staff and students. In many cases this prevents the College from telling a complainant about the sanctions imposed on individuals found to be guilty of harassment or other offenses. However, the College will assure a complainant that the corrective actions taken will be structured and calculated to deter future problems, if possible. In addition, the complainant will be told of any monitoring mechanisms established to prevent recurrence.

4.23.6 Outcomes/Corrective Actions

The results of faculty grievance hearings will be based upon the facts and circumstances of the particular grievance. Outcomes of grievances and corrective actions will be tailored to the specific grievance. Some may require no action or informal verbal agreements while others involving serious breaches of policy or law may require significant administrative action by the college in order to remediate or correct.

If the conduct at issue is not found to be sufficiently severe, pervasive, or persistent to violate the College’s policy, the College will still consider action geared to address the complainant’s concerns. Serious findings during a grievance investigation may result in a recommendation by the president to the Board of Trustees that a faculty or staff member be warned or placed on probation for a specified period of time. The probation may be with or without pay depending upon the findings of the investigation. The most extreme or grievous findings may result in the suspension of an employee for a specified period of time or a recommendation of termination. Grievances involving individuals who are not employees of the College will be handled on an individual basis. The President will submit recommendations for terminations or other serious sanctions to the Board of Trustees for approval.

Errors in judgment which are not rooted in a clear intent to discriminate or treat students unfairly may result in a formal written warning to an employee or an employee being placed on probation for a specified period of time in order for the college to prescribe specific corrective actions and/or expected behavior change. Less serious errors or omissions may lead to corrective actions aimed at preventing future problems and bringing about reasonable solutions to faculty grievances.

4.23.7 Appeal of Decision

While the President serves as the final arbitrator in grievance proceedings, the aggrieved party or the person against whom the grievance was filed has a right to appeal to the Board of Trustees. To do so, the party should request to be included on the agenda of the next meeting of the Board of Trustees. This request must be submitted in writing to the President. In more serious circumstances, a special Board meeting may be called to hear the appeal.                                                                                                                                                                                                                                                                                  (Revised, 05/09/2023, 08/08/2023)