APPROVED: July 1, 2002
EFFECTIVE: July 1, 2002
REVISED: July 1, 2013
REVISED: November 18, 2013
REVISED: November 1, 2020
REFERENCE: Board Policy (BP) 3-31, Evaluation of Faculty Job Performance
/ Joe Garcia /
Joseph A. Garcia, Chancellor
This procedure applies to faculty, as defined in Board Policy (BP) 3-10, within the Colorado Community College System, including its Colleges (CCCS or System).
The goals of faculty evaluation are to assess faculty performance, as well as reward positive contributions to the success of students, the College, the College community and CCCS as a whole. These goals are defined as meaningful work both inside and outside of the faculty member’s job description, assignments given by a supervisor or through the System office, or work chosen by the faculty member that improves the College classroom, student experience, College community, or CCCS.
For definitions applicable to this procedure, refer to Appendix A.
System will work towards implementation of this procedure for the 2021-22 performance cycle.
Factors in Evaluation of Job Performance
Faculty will be evaluated equitably and holistically according to their documented responsibilities, job description, and efforts to complete goals that they have set in conjunction with their supervisor. Faculty goals should be based on Board, College, and department/program priorities. These documented responsibilities and goals will determine the specific focus of the faculty member’s evaluation. The evaluation must include goals in both instruction and service, which may contain goals related to professional development and service to community. A faculty member is expected to devote effort and attention to instruction and service to the College. Most faculty members will devote more time to instruction, but may focus more on service in such circumstances including but not limited to: provisional status; reduced teaching loads for department chair or other leadership duties; special assignments or projects, such as accreditation; work on a grant or innovation project; or where performance concerns have been identified.
A faculty member’s focus in instruction shall be on teaching excellence, which can include learning and applying culturally responsive education and inclusive learning environments into classroom instruction and curriculum; demonstrating equity and inclusion skills that are measurable, student-focused, and support equity in achieving learning outcomes; active student engagement that empowers learners to think critically and achieve academic, professional, and personal goals; robust instructional content that is thought-provoking, current and relevant; meaningful assessment and timely feedback related to student progress in achieving learning outcomes; continuous improvement of teaching and learning through evidence-based practices, reflection, innovation, and collaboration; and other College priorities.
A faculty member’s focus on service includes fulfilling the mission and goals of the College outside of the classroom. Components of service to be considered in the evaluation should be based on the faculty member’s job description, role, goals, and documented responsibilities. Faculty should be expected to participate in activities that encompass both College-needed service and other chosen service activities annually that include clear evidence of engagement and participation. These may include, but are not limited to, departmental service, including curriculum coordination and development; advising and outreach; administrative assignments; and committee work at a campus- level, college, or System-wide; sponsoring and participating in student activities; or community service events related to the College and tied to that particular faculty members goals and job responsibilities. Additional activities may include serving as the College representative on a local board or commission, making community or professional presentations, serving as a liaison to local schools, or serving as an elected or appointed member of local boards as a representative of the College.
Professional development activities may also be a part of service on the evaluation. Activities should focus on either continuous improvement in teaching or best practices in higher education as related to College initiatives, maintaining expertise in the field, or personal enrichment in higher education structure or leadership.
In addition, as performance goals are only one aspect of evaluation, evaluators should consider the entirety of a faculty member’s job. Such holistic items might include the position description; trends and patterns in student comments and course evaluations; professional and courteous interaction with students, staff, and colleagues (this interaction shall not diminish professional critical debate, which is both necessary and appropriate in an academic institution); and active engagement, collaboration, and constructive cooperation in department and College activities.
Compliance with Board Policies (BPs) and System Procedures (SPs) is a requirement of all CCCS employees; noncompliance will be an overall negative factor in a faculty member’s evaluation.
The College Presidents, with input from faculty and other pertinent staff, will develop procedures for conducting evaluations that will assess each faculty member’s proficiency in performing the duties of their position. Such procedures will meet the following guidelines:
Only faculty members whose performance rating is “Commendable” or above are eligible for salary increases.
CCCS reserves the right to change any provision or requirement of this procedure at any time and the change shall become effective immediately.
Definitions of Performance Ratings
The definitions below are meant to be starting points for Colleges to develop more College-specific guidance for each performance rating for faculty and faculty supervisors. Colleges must follow the basic definitions below, but can provide more detail on rating definitions or evaluation methods.
To receive a rating of “commendable,” a faculty member must abide by all College guidelines, CCCS policies and procedures, and meet department, College, and Board goals related to their area of responsibility, including performance goals defined in their performance plan.
While they may occasionally or periodically demonstrate superior performance, commendable faculty members consistently meet basic instructional requirements, including following curriculum guidelines, College and department syllabus policies, assessment requirements, and deadlines for schedules and grades. They demonstrate currency in the field and in teaching methodology. They demonstrate proficiency in both instructional delivery and course design and planning, as well as striving toward innovation in teaching methods and a commitment to continuous improvement of student learning outcomes, including meeting College guidelines for assessment of student learning.
Commendable faculty members engage actively in service such as serving on department and College committees, engaging in department and College functions and activities, advising students as appropriate and demonstrating professional and courteous behavior. They also meet the critical duties of their assigned roles. For example, if charged with managing a program, they meet all basic program requirements, including holding productive advisory committee meetings and appropriately advising students. Or, if charged with hiring and mentoring part-time instructors, they provide appropriate screening, orientation, and supervision, including classroom observations.
A faculty member “Needs Improvement” when they do not meet the criteria of a “commendable” performance rating; they fail to competently meet the teaching or program management standards outlined above or in College guidelines, fail to provide significant service to the College or department, or violate the expectation of professional and collegial behavior. Any disregard for or violation of established CCCS policy or procedures or College guidelines may also result in this rating.
A faculty member “Needs Improvement” when their performance requires more than the normal amount of coaching, guidance and direction; they regularly fail to competently meet the teaching or program management standards outlined above or in College guidelines; fail to provide significant service to the College or department; or violate the expectations of professional and collegial behavior. Any disregard for or violation of established CCCS policy or procedures or College guidelines may also result in this rating.