Section 8 - Personnel

Personnel Categories

Policy Number: 8.1
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.1 Personnel Categories. For the BOR policy on Faculty Members, see 8.1.1. For the BOR policy on Classified Personnel, see 8.1.2.

II. Scope

This policy applies to all GGC employees.

8.2 General Policies for All Personnel 

Age Criteria

Policy Number: 8.2.2
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.2 Age Criteria.

II. Scope

This policy applies to all GGC employees.

Employment of Relatives

Policy Number: 8.2.3
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.3 Employment of Relatives.

II. Scope

This policy applies to all GGC employees.

Employment of Foreign Nationals

Policy Number: 8.2.4
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.4 Employment of Foreign Nationals.

II. Scope

This policy applies to all GGC employees.

Employee Orientation

Policy Number: 8.2.5
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.5 Employee Orientation.

II. Scope

This policy applies to all GGC employees.

Holidays

Policy Number: 8.2.6
Effective Date: February 27, 2023
Revision Date: August 1, 2018; May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

In compliance with Board of Regents Policy Manual 8.2.6 Holidays, Georgia Gwinnett College shall establish thirteen (13) official paid holidays each calendar year for employees. These holidays are in addition to earned vacation time. If an employee is required to work on a holiday, that employee will be given another day off as the holiday. If an employee’s regular day off falls on a holiday, he or she will be given another day off as the holiday.

To receive pay for these holidays, an employee must be in a pay status both the day before and the day after the holiday. A terminating employee will not be paid for any official holiday occurring after the last working day of his or her employment.

II. Scope

All GGC employees should be aware of this policy.

III. Related Regulations, Statues, Policies, and Procedures

BOR Policy Manual 8.2.6 Holidays
BOR HRAP Policy on Holidays

Leave

Policy Number: 8.2.7
Effective Date: February 27, 2023
Revision History: None
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

GGC adheres to the policies and procedures of the Board of Regents (“BOR”) on leave, including BOR Policy Manual 8.2.7 Leave and the BOR Human Resources Administrative Practice Manual (“HRAP”) sections noted below. When beneficial, GGC develops College-specific policies and procedures on leave to supplement the content in the BOR Policy Manual and the BOR HRAP.

II. Scope 

All GGC employees are responsible for understanding and complying with this policy.

III. Related Regulations, Statutes, Policies, and Procedures

Vacation/Annual Leave
BOR Policy Manual 8.2.7.1 Vacation/Annual Leave
BOR HRAP Policy on Annual Leave

Sick Leave with Pay
BOR Policy Manual 8.2.7.2 Sick Leave with Pay
BOR HRAP Policy on Sick Leave with Pay

Sick Leave without Pay
BOR Policy Manual 8.2.7.3 Sick Leave without Pay
BOR HRAP Policy on Sick Leave Without Pay

Military Leave with Pay
BOR Policy Manual 8.2.7.5 Military Leave with Pay
BOR HRAP Policy on Military Leave

Acceptance of Leave from a State of Georgia Agency by the USG
BOR Policy Manual 8.2.7.8 Acceptance of Leave from a State of Georgia Agency by the USG

Other Leave (addresses Education Support Leave, Fair Labor Standards Act, Court Duty, Voting, Military Physical Examination, Personal Leave, Organ and Bone Marrow Donation Leave, Blood or Blood Platelet Donation Leave, Parental Leave, and Inclement Weather or Emergency)
BOR Policy Manual 8.2.7.7 Other Leave
BOR HRAP Policy on Education Support Leave
BOR HRAP Policy on Fair Labor Standards Act Leave
BOR HRAP Policy on Voting Leave and Other Miscellaneous Leave
BOR HRAP Policy on Selective Service/Physical Examinations
BOR HRAP Policy on Inclement Weather or Other Emergencies
BOR HRAP Policy on Organ and Marrow Donation
BOR HRAP Policy on Personal Leave
BOR HRAP Policy on Parental Leave  

Shared Sick Leave

Policy Number: 8.2.7.2.1
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

The purpose of the Shared Sick Leave Program is to provide a means for Georgia Gwinnett College employees to donate accrued sick leave to a pool to be used by fellow GGC employees who are eligible for and require leave while experiencing a life-threatening or emergency medical condition as defined, and which has caused, or is likely to cause, the employee to take leave without pay.

II. Scope

This program applies to all regular, benefit-eligible employees of GGC who earn or accrue sick leave and have completed their provisional employment period with the College

III. Definitions

Employee: Any regular, benefit-eligible employee of the College who earns or accrues sick leave as a benefit of his/her employment by the College.

Immediate family member: A child, spouse, or parent, but not in-laws.

Leave donor: An employee making a voluntary written request for irrevocable transfer of sick leave to the leave pool. Once leave has been transferred to the leave pool, it may not be used by the donor for any other benefit purposes.

Leave recipient: A current employee who has completed the provisional employment period and for whom the College’s Shared Leave Certification Committee has approved an application to receive leave from the leave pool. The recipient may use donated leave for any purpose authorized under the Board of Regents Policy Manual 8.2.7.2 and which meets the definition of life-threatening or emergency medical condition as described below.

Life-threatening or emergency medical condition: A health condition involving a serious, extreme, or life-threatening illness, injury, impairment, or condition of the employee or immediate family member that is likely to require an employee’s absence from duty for a period of time longer than the amount of sick and annual leave available to the employee, and the health condition is such that it is not medically appropriate for the employee to delay the absence in order to accrue additional sick or annual leave prior to the absence. Some examples of such conditions include: advanced or rapidly growing cancers, acute life-threatening illnesses, chronic life-threatening conditions in need of immediate care, life-threatening infections, severe injuries arising from automobile or other serious accidents and severe or life-threatening conditions involving failure of bodily organs or systems (e.g., heart attack). The absence may be continuous, as in hospitalization following surgery or an accident, or intermittent, as in periodic absences for chemotherapy or other procedures.

Leave pool: Accumulated sick leave donated by employees to be used in accordance with this policy. A minimum donation of eight (8) hours sick leave per calendar year is required to become a member of the leave pool. Should the donated leave pool reserve drop to less than 120 hours, the pool will be considered depleted. All donors will be, in this situation only, and upon notification of the depleted status of the pool, automatically charged eight (8) hours per donor, unless the donor wishes to withdraw from the program. Leave requests will be honored in the order in which they were placed when the pool is replenished. The automatic charge to replenish the pool may occur only one time per calendar year. At that time the College may initiate a special open enrollment period to accept additional program participants. Should the pool be depleted a second time in a given calendar year, no further requests for donated leave will be accepted.

Shared Leave Certification Committee: The committee consisting of one staff member from Payroll and Benefits, one faculty member, and one staff member from a work unit other than Payroll and Benefits.

IV. Process and Procedures

1. Donation of Leave
   1. Employees will be given the opportunity to donate a specified number of hours of sick leave (in 8 hour increments) from their sick leave accounts to the donated leave pool during the annual Open Enrollment period for benefits by completing a Donor Transfer Certification form. The donated leave will be transferred to the donated leave pool at the same time other benefit elections are effective (normally January 1). An employee who donates leave must retain a minimum of forty (40) hours of personal sick leave in his/her own sick leave account. A participating employee shall not be allowed to donate to the pool any unused or unpaid sick leave from the employee’s personal account at the time of separation from the University System of Georgia, including retirement.
   2. Once an employee has transferred a minimum of 8 hours’ leave into the leave pool, i.e. has become a “member” of the pool, a minimum of 8 hours leave will be automatically transferred during each subsequent yearly benefits open enrollment period.
   3. An employee may opt out of the pool prior to the yearly automatic transfer by informing the Office of Payroll and Benefits in writing. If an employee opts out of the leave pool, the employee will no longer be eligible to apply for donated leave for that year. The employee may re-enroll in a subsequent year during the annual open enrollment period for benefits to become eligible to apply for donated leave.
2. Eligibility for Benefits
   1. In order to be eligible to receive donated leave, the employee must:
      1. Be a member of the donated leave pool;
      2. Have completed the initial provisional period of employment;
      3. Provide certification from a licensed physician of a life-threatening or emergency medical condition that is not work related and not covered by Workers Compensation;
      4. Have exhausted all sick and annual leave (or provide credible medical evidence that he or she will have exhausted all sick and annual leave before the medical condition is resolved);
      5. Not be eligible for or receiving other benefits (Supplemental Security Income, short-term or long-term disability, workers compensation, retirement benefits, etc.); and,
      6. Not be on leave prior to the beginning of the plan year, except where evidence of extraordinary circumstances is presented for consideration.
   2. The employee will continue to accrue sick leave during his/her absence as long as they are paid at least one half of a monthly salary. Accrued leave will be applied to the absence before donated leave is applied.
3. Application for Benefits
   1. An eligible employee may request donated leave by completing the Donated Leave Request form, obtaining a completed Physician’s Certification form, and submitting these documents to the Shared Leave Certification Committee in care of the Office of Payroll and Benefits. If the employee is not capable of making application on his or her own behalf, a personal representative, having documented power of attorney for the employee, may make written application on behalf of the employee.
   2. Upon request, a potential leave recipient may receive up to 160 hours of donated leave at one time, and may make up to two (2) additional requests for donated leave within a calendar year, for a maximum total of 480 hours per year within a five (5) year period. The requests may be consecutive. Any unused sick leave not used by a recipient will be forfeited and returned back to the donated leave pool.
   3. When a donated leave pool member is eligible for workers’ compensation, unemployment, disability, retirement benefits, etc., he or she shall not be granted sick leave credits.
4. Approval Process
   1. Each request will be reviewed by the Office of Payroll and Benefits in conjunction with the Shared Leave Certification Committee. The Vice President for Human Resources and Chief of Staff or his/her designee will appoint these committee members for a renewable term of one (1) year. The committee member from the Office of Payroll and Benefits or his or her designee will carry out the administrative functions of the committee.
   2. If any member of the Shared Leave Certification Committee is from the potential leave recipient’s department, that committee member will be replaced by an alternate, designated by the Vice President for Human Resources and Chief of Staff.
   3. If any committee member(s) is unavailable to perform the functions of the committee due to illness, vacation, or other reason, or is unable to provide a timely decision for any given applicant, the Vice President for Human Resources and Chief of Staff or her designee(s), will serve as substitute ad hoc member(s) of the committee.
   4. The committee’s decision to approve or disapprove a request for donated leave will be by simple majority vote and may be the result of communication by email, telephone, or other means in lieu of meeting together in one location.
   5. If the request is approved, the Office of Payroll and Benefits will notify the Shared Leave Coordinator (a designated employee within the Office of Payroll and Benefits). The Office of Payroll and Benefits will notify the applicant (or the personal representative who applied on behalf of the employee) within five (5) working days after the date the completed request for donated leave is received by the committee that:
      1. The request has been approved; and the employee may begin drawing leave from the pool, and if the employee has entered the status of leave without pay, that the approved donated leave may be substituted retroactively to cover the period of leave without pay. OR
      2. The request has been denied; and the reason for the denial.
5. Appeal. Requests which have been denied may be appealed in writing to the Vice President for Human Resources and Chief of Staff. A decision of the Vice President represents the final institutional decision on the matter.
6. Termination of Membership
   1. An employee may withdraw from the pool at any time by completing a new Donor Transfer Certification form, indicating their intent to cancel participation in the Shared Sick Leave Program and submit the form to the Office of Payroll and Benefits. Any leave contributed to the pool prior to the withdrawal shall be forfeited. The employee will no longer be eligible to apply for donated leave after the effective date of their cancellation and will not be able to re-enroll until the next Open Enrollment period.
   2. When a participating employee has used the maximum number of hours for which he or she is eligible, his/her membership in the pool will automatically terminate. The maximum withdrawal amount during a calendar year is 480 hours (12 weeks). To re-enroll, the employee will be subject to the initial enrollment requirements for membership.

V. Confidentiality

Any medical information provided to the Shared Leave Certification Committee will remain confidential and will not be shared except with employees in the Office of Payroll and Benefits on a need-to-know basis.

VI. Related Regulations, Statutes, Policies, and Procedures

BOR HRAP Policy on Shared Sick Leave Program

Educational and Professional Leave for Faculty

Policy Number: 8.2.7.4.1
Effective Date: March 14, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

In accordance with Board of Regents (“BOR”) Policy Manual 8.2.7.4 Educational and Professional Leave, Georgia Gwinnett College (“GGC”) is committed to providing opportunities for educational and professional leave so that faculty may pursue ongoing development as scholars and teachers in support of the mission of the College.

II. Scope

This policy applies to full-time faculty (including library faculty) at GGC who are eligible to apply for educational and professional leave.

III. Definitions

Educational and professional leave (hereafter referred to as “leave”): For purposes of this policy, educational and professional leave is defined as a leave of absence with or without pay provided by the administration for full-time faculty to pursue professional development through research, writing, creative activity, training, and other projects that directly benefit the institution and the academy. During such leaves, faculty members are exempt from all GGC activities including but not limited to teaching, student engagement, and institutional service obligations.

IV. Eligibility and Faculty Obligations

1. Full-time faculty (including library faculty) at GGC on 3 or 5 year appointments are eligible to apply in September of their sixth year for leave to begin the following year.
2. Applicants must notify their Dean by the first Wednesday in September of their intention to submit an application for leave for the following academic year.
3. Upon notification of award of leave, the faculty member must meet with the Dean to assure that normal responsibilities are covered, and with the Director of Benefits to make arrangements for continued insurance coverage (including notifying the hosting organization, if any, of such arrangements) and continuing retirement payments by both the individual and the institution.
4. Should leave be awarded pending external funding, the faculty member is responsible for presenting proof of application and funding approval.

V. Period of Leave and Limitations

1. Leave may be one semester with full pay or two consecutive semesters at half-pay. Individuals must work with the Office of Benefits to ensure continuing benefits.
2. Benefits are allocated according to BOR policy. Time spent on leave will be considered as time in rank for the calculation of years of service towards promotion.
3. Limitations:
   1. Leave cannot be used for the express purpose of developing courses for use at GGC. Leave cannot be used to accept a temporary teaching appointment
   2. A second leave will not be granted until the sixth year after the end of the previous leave.
   3. If the faculty member does not return to GGC at the agreed time he or she must reimburse the institution for all associated costs from salary and benefits.

VI. Proposals for Leave

1. Proposals must have a stated outcome that focuses on scholarship and/or faculty development projects that will enhance a faculty member’s teaching, research and/or creative activity, or professional service. Appropriate activities might include, but are not limited to:
   1. Concentrated research and/or creative activity on a special project, either locally or through travel to another institution or location;
   2. Working in an applied setting related to professional training; o working in a substantial leadership position in a professional organization.
2. Proposals may be rejected on either logistical grounds (e.g., insufficient funds) or substantive grounds (e.g., proposal was without sufficient merit or failed to meet appropriate criteria. (Please see “Proposal Review” section below.)
3. Proposal format. In order to facilitate and expedite the review of proposals, proposals must be submitted in the following format (i.e., order of content) and explicitly address all specified proposal elements listed below. Proposals that are not consistent with the following formatting instructions may not be considered. The proposal must be paginated.
   1. Cover sheet
   2. Summary (no more than 300 words, double-spaced): Provide a short summary of the proposed activities during the leave and resulting outcomes. 
   3. Narrative (no more than 1500 words, excluding bibliography, double-spaced, 1 inch margins): The applicant will describe in detail the proposed leave using the following framework and specifically addressing all of the items listed. The reviewing committee is composed of faculty who may not be experts in the applicant’s field of scholarship. Therefore, it is important to write the narrative in clear, direct language. Make it “reader friendly” by eliminating jargon and avoiding acronyms whenever possible.
      1. Project Description: Provide a clear and documented overview of the rationale, purpose, and outcomes of the proposed leave project. Overview must include:
         1. A clear description of the project itself, including rationale, existing knowledge and/or work to date, and methodology;
         2. How the project relates to professional development that enhances teaching, research and/or creative activity, and/or professional service, and/or student engagement;
         3. Measurable outcomes/products for professional development that are a direct result of the project (expected short-term outcomes, i.e., what will be produced at the end of the leave, and long-term outcomes/products related to enhancing teaching, research and/or creative activity, and/or professional service);
         4. How the project relates to the strategic goals and mission of the discipline, school, and GGC; and,
         5. A description of any other funds or resources available during the leave (e.g., compensation for employment during the leave). Also, address any plans for collaboration and collaborative goals.
      2. Sustainability: If leave-related activities will continue after return, provide an action plan and timeline for realistic long-term goals and activities. Identify discipline, school, and/or College support and resources where applicable.
      3. Dissemination: Provide a plan for disseminating the results of the project through presentations, exhibitions, and/or publications.
   4. Timeline: Provide a timeline that delineates a realistic and achievable project schedule that indicates plans for achieving the desired outcomes/products and the specific activities planned during the leave.
   5. Current Condensed Curriculum Vitae (maximum 2 pages): Highlight up to 5 of the most relevant publications to the leave proposal)
   6. Letters of Support: The applicant will provide 2 letters of support from those familiar with the leave’s proposed activities (internal and/or external). These letters should complement the proposal by demonstrating a similar outlook on how this leave will contribute to the fields and/or the applicant’s professional development. These letters should also explain why the applicant is uniquely qualified for this particular position. If the applicant is planning to work as a research associate at a colleague’s lab, at a professional organization, or in an applied setting, provide at least one support letter from someone at that setting.
   7. Previous and Current GGC Funding Award: List all GGC internal funding awards received up to this submission.
   8. Outcomes of Past GGC Leaves: If the applicant has been on leave at GGC, describe the outcomes of most recent past leave. This statement can be based in whole or in part on the report submitted after the leave.
   9. Replacement Budget Funding Statement of Understanding: When external funding is obtained, include a statement of understanding and proposed use of replacement budget funding signed by the School Dean.
4. Proposal Review. Leave proposals are reviewed on a competitive basis. The following criteria guide the evaluation and ranking of proposals:
   1. The quality of the proposal and application. The score on this criterion rates how thoroughly and effectively the applicant has presented the information and materials required in sections I-IX of the application for Educational and Professional Leave. This includes considering the extent to which the proposal includes an explicit action plan and timeline that delineates a realistic and achievable schedule of outcomes both during and after the leave.
   2. The contribution the leave will make towards strengthening the faculty member as a scholar and teacher. This criterion rates the effect of the proposed activities and outcomes on the strength and quality of the faculty member as a teaching scholar. Score is based on both the argument made by the applicant and the judgment of committee members.
   3. The contribution the leave will make towards fulfilling the strategic goals and mission of the faculty member’s discipline, school, and GGC. This criterion rates the potential of the proposed activities to increase the faculty member’s ability to further the goals of their particular discipline while “promoting a supportive, enhanced learning environment by developing the campus community and empowering students with opportunities for holistic development through a diversity of high quality, student-centered programs and services.”
   4. The practicability of the proposal in light of available resources for the project. This criterion rates the potential of the faculty member achieving the stated outcomes/products of the project considering the resources available during and after the leave. That includes the practicality of achieving both short-term outcomes, (the results of the project) and the extent to which there are discipline/school and college support and resources to sustain resulting initiatives after the leave. Under this criterion the leave committee should consider the degree to which the applicant achieved the stated goals and outcomes of any previous Educational and Professional Leaves.
   5. The extent to which the applicant has an established record of excellence in teaching, research and/or creative activity, and/or professional service and/or student engagement. This criterion is rated using the number of years of academic training, work experience, pattern of publications and presentations, service to the profession and to GGC, and record of student engagement. Most of this information is presented in the applicant’s CV and letters of support.
5. Proposal Questions and Assistance
   1. Because this is a highly competitive program, applicants are strongly encouraged to attend a workshop on preparing a leave application. If there are questions concerning the application process, contact the relevant Dean or the Chair of the relevant Educational & Professional Leave Committee.
   2. As part of faculty professional development, GGC will share past successful leave applications with faculty and provide training and assistance to faculty preparing a leave proposal.

VII. Proposal Evaluation Process

1. Educational and Professional Leave Committee Review
   1. Each school and the library will establish an Educational and Professional Leave Committee (“Leave Committee”) that consists of 3 faculty members elected by their peers.
      1. During the fourth week of the spring semester, each school and the library will make all arrangements for conducting an election to replace the member rotating off the Leave Committee. The election should be conducted promptly. Voting in the election will be by confidential ballot.
      2. Full-time faculty at the rank of Associate and Full with 3 or more years of employment at GGC who will not apply for leave during the term to which they would be elected are eligible to serve on the Leave Committee.
      3. Each Leave Committee member will serve a 3-year term. Terms are staggered by one year. To establish the first Leave Committee, three members will be elected initially with one member serving a 3-year term, one a 2-year term, and one a single year term.
      4. A special election will be held to replace Leave Committee members that resign from the committee, vacate their membership due to health or other personal reasons, or are applying for leave themselves.
   2. The goal of the Leave Committee is to score and rank all leave applications and to decide whether each has merit and should be recommended for leave. Leave Committee members will rank score the proposal and application objectively and consistently using the Faculty Leave Review and Ranking Rubric (“Rubric”) approved by the GGC Faculty Senate. The Leave Committee will maintain confidentiality concerning both the contents of leave applications and the discussion of the applications within the meetings.
   3. The Leave Committee will prepare a written evaluation of each application. The written evaluation will conclude with a statement of whether the Committee finds the proposal meritorious or not. The statement will clearly indicate whether the Leave Committee recommends or does not recommend awarding leave and why. The Committee will submit the evaluations to the appropriate Dean of the school or library.
2. Dean and Provost Review
   1. The Dean of the school or library makes final recommendations for leave (including consideration of the logistical practicality of granting the leaves) and forwards the application and review on to the Senior Vice President for Academic and Student Affairs/Provost (“Provost”).
   2. The Provost determines how many of the top ranked applicants will be granted leave based on the recommendations of the Leave Committee and the Dean and on logistical practicalities such as financial resources and the school’s ability to cover the responsibilities of the applicants.
   3. There are occasions when all qualified applications for leave cannot be granted because the school cannot fund all faculty members whose applications are found meritorious. BOR policy 8.2.7.4 Educational and Professional Leave explains that “[i]f the employee’s work cannot be handled by other employees and if funds are not available for the employment of a substitute, the president will be justified in refusing to recommend that the leave be granted or in deferring action upon the request for a leave.”
   4. If an applicant’s proposal is considered meritorious but is not selected by the Provost, an explanation for this decision will be provided to the applicant. This explanation will include suggestions for aiding selection in a future round of applications. Any meritorious proposals not accommodated in the initial round of funding will be funded in rank order if additional funding becomes available.

VIII. Funded Leave Completion Requirements

1. All publications and presentations must acknowledge the assistance of GGC.
2. Within 30 days of the start of the Fall or Spring semester in which the faculty member returns, the leave recipient will submit a comprehensive final report to the Provost and the appropriate Dean addressing outcomes/products of the leave with respect to enhanced teaching, research and/or creative activity, and/or professional service.

IX. Related Regulations, Statutes, Policies, and Procedures

BOR Policy Manual 8.2.7.4 Educational and Professional Leave

Family Medical Leave

Policy Number: 8.2.7.6
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

This policy ensures compliance with applicable law and consistency in providing leave to eligible employees under the Family and Medical Leave Act.

II. Scope

All employees should be aware of and comply with this policy.

III. Definitions

Serious Health Condition: An illness, injury, impairment, or physical or mental condition that involves:

1. Any period of incapacity or treatment connected with inpatient hospital care (such as an overnight stay), hospice, or residential medical care facility;
2. Any period of incapacity requiring sporadic absences from work, school, or other regular daily activities that also involves continuing treatment by (or under the supervision of) a health care provider; or,
3. Continuing treatment by (or under the supervision of) a health care provider for a chronic or long-term health condition that is incurable or so serious that if not treated, would likely result in a period of incapacity; and for prenatal care.

Care of a family member:

1. Encompasses both physical and psychological care
2. Includes situations where the employee may be needed to fill in for others who are caring for the family member
3. May include intermittent leave

Family member: Includes spouse, parent, or child (as these terms are defined below).

Spouse: The employee’s legal husband or wife as defined or recognized under State law for purposes of marriage in the State where the employee resides.

Parent: A biological parent of the employee or an individual who stands or stood “in loco parentis” to an employee by providing primary day-to-day care and financial support when the employee was a child. Coverage does not include parents-in-law.

Child: The employee’s biological son or daughter under the age of 18; a legally adopted son or daughter under the age of 18; a foster child, stepchild, or ward under the age of 18, legally placed with the employee; or, any such child over the age of 18 if the child is incapable of self-care due to a mental or physical disability. “Incapable of self-care” means requiring active assistance or supervision to provide daily self-care in three or more basic or instrumental “activities of daily living,” such as grooming & hygiene, bathing, dressing, eating, cooking, taking public transportation, etc. A “physical or mental disability” is one that substantially limits one or more major life functions as defined under the Americans with Disabilities Act (“ADA”).

Health Care Provider: Includes the following individuals licensed/authorized to practice in the state in which they practice, and performing within the scope of their practice as defined under state law:

1. Doctors of medicine or osteopathy authorized to practice medicine or surgery
2. Podiatrists
3. Dentists
4. Clinical psychologists
5. Optometrists
6. Chiropractors (limited to treatment consisting of manual manipulation of the spine to correct a subluxation as demonstrated by X-ray to exist)
7. Nurse practitioners
8. Nurse-midwives
9. Clinical social workers
10. Any health care provider from whom the University System’s health care plans will accept certification of the existence of a serious health condition

IV. Eligibility

1. In accordance with the federal Family and Medical Leave Act (“FMLA”) of 1993, an eligible employee may be entitled to up to twelve (12) work weeks of leave during any twelve (12) month period for one or more of the following reasons:
   1. The birth and care of a newborn child of the employee;
   2. The legal placement of a child with the employee for adoption or foster care;
   3. The care of an immediate family member (defined as the employee’s spouse, child, or parent) with a serious health condition;
   4. A serious health condition of the employee, including an on-the-job injury or occupational disease covered by Worker’s Compensation, which causes the employee to be unable to perform the functions of his or her position, rendering the employee unable to perform his/her job duties; or
   5. A spouse, son, daughter or parent being on active duty or having been notified of an impending call or order to active duty in the Armed Forces. Leave may be used for any “qualifying exigency” arising out of the service member’s current tour of active duty or because the service member is notified of an impending call to duty in support of a contingency operation.
2. Further, consistent with the provisions of FMLA and the National Defense Authorization Act of 2008, an eligible employee may be entitled to up to twenty-six (26) work weeks of leave during any twelve (12) month period, for the following reason:
   1. A spouse, son, daughter, parent, or nearest blood relative caring for a recovering service member. A recovering service member is defined as a member of the Armed Forces who suffered an injury or illness while on active-duty that may render the person unable to perform the duties of the member’s office, grade, rank, or rating.
3. Period of Work Eligibility. To be eligible for FMLA leave, the employee must have worked for the University System of Georgia:
   1. For at least twelve (12) months total (not necessarily the last twelve months); and
   2. For at least 1,250 hours during the twelve (12) month period immediately preceding the commencement of such leave; and
   3. Has not used all available FMLA leave in the twelve (12) months looking back om the date the requested leave will begin (the rolling 12-month retrospective calendar period as measured backward from the date the employee began using FMLA leave).
4. Spouses who are employed by the college and who request FMLA leave for the birth, adoption, or foster care placement of a child with the employee, are eligible for a combined twelve (12) weeks between the two employees. In other words, both employees continue to be eligible for twelve (12) weeks of FMLA apiece, but may only take twelve (12) weeks between them for this event. If the leave is for birth, adoption, or foster placement of a child with the employee, the leave must be taken within twelve (12) months of the birth or placement.

V. Required Steps/Forms and Notice

1. Employees should contact the Office of Payroll and Benefits for assistance with FMLA requests. Employees must submit the following:
   1. Personnel Action Form (where applicable);
   2. Family and Medical Leave Request Form;
   3. Certification of Health Care Provider (applicable to leave for medical reasons) must be completed by a treating physician/licensed health care provider) and returned to the Office of Payroll and Benefits; and,
   4. Other updated forms as directed by the Office of Payroll and Benefits.
2. Notice
   1. Notice to the College is accomplished through initiating the FMLA process by completing a FMLA Request form as noted above, which is available from the Office of Payroll and Benefits. Notice can be provided in person, by mail, facsimile, or by other electronic means. The employee will be given a Certification of Health Care Provider form that must be completed by the employee’s physician/licensed health care provider and returned to the Office of Payroll and Benefits within fifteen (15) calendar days.
   2. Notice of Foreseeable Leave
      1. In cases of Foreseeable Leave (i.e., planned surgeries, maternity leave), employees should give 30 days’ notice to the Office of Payroll and Benefits and the supervisor. When providing notice, the employee is not required to identify the leave specifically as FMLA leave, but must provide sufficient information regarding the nature of the leave to enable the Office of Payroll and Benefits to make a determination of the applicability of FMLA.
      2. In all situations, it is the Office of Payroll and Benefits Director’s responsibility to designate leave as FMLA leave. A medical certification form (where applicable) must be submitted for review to the Office of Payroll and Benefits prior to commencement of leave. See Exception to Medical Certification section of this policy.
   3. Notice for Unforeseeable Leave
      1. For unexpected leave (such as a serious accident or a premature birth), the employee or employee’s representative (relative, spouse, doctor, etc.) must notify the Office of Payroll and Benefits or the supervisor as soon as possible and, usually within no more than two (2) business days after knowing of the need for leave, where practical.
3. Medical Certification
   1. Exception to Medical Certification. Medical certification is not required in cases where FMLA is taken due to a spous,  child or parent being on active duty or having been notified of an impending call or order to active duty in the Armed Forces, as described above.
   2. Updated Medical Certifications. If the College requests or requires it, the employee must periodically report to the Office of Payroll and Benefits regarding the employee’s status including anticipated return to work date, except that updated medical certifications completed by the treating physician/licensed health care provider may be requested every 30 days during the FMLA period.

VI. Continuous & Intermittent Leave

1. Leave for one’s own serious health condition, or for the care of a family member with a serious health condition, may be taken on a continuous basis or on an intermittent basis in increments as small as one hour if medically indicated. The College has the discretion to determine whether to allow intermittent leaves for birth, adoption, or foster placement or whether such leaves must be continuous. It shall be the policy of GGC to allow intermittent FMLA leaves for birth, adoption, or foster placement.
2. Intermittent Leave or Reduced Work Schedule
   1. There must be a medical need for leave which can be best accommodated through an intermittent or reduced work schedule.
   2. An employee must attempt to schedule leave or reduced work so as not to disrupt the employer’s operations.
   3. The employer may assign the employee to an alternative position with equivalent pay and benefits that better accommodates the employee’s intermittent leave or reduced work schedule.
   4. Intermittent leave may include leave periods of an hour or more, up to several weeks.
   5. Only the amount of leave actually taken is counted toward the 12 weeks of eligibility. For example:
      1. An employee who normally works 5 days per week and takes off 1 day per week as intermittent FMLA leave is charged 1/5 of a week of FMLA leave.
      2. An employee who normally works 8-hour days, but who works half-days under a FMLA reduced work schedule would be charged 1/2 week of FMLA leave.
   6. The granting of intermittent leave or a reduced work schedule for well-child care after the birth, adoption, or placement of a child is at the discretion of the institution.

VII. Protection from Discrimination

1. A supervisor may not take any adverse action or otherwise discriminate against an employee or prospective employee who has taken FMLA leave. A supervisor may not interfere with any rights provided by FMLA, including:
   1. Refusing to authorize FMLA leave;
   2. Discouraging an employee from using FMLA leave;
   3. Changing the essential functions of the employee’s job to preclude the taking of FMLA leave; or,
   4. Reducing hours of work to avoid employee eligibility.
2. A supervisor may not discharge or discriminate against any person (whether or not an employee) because that person has:
   1. Opposed or complained about any unlawful practice under the Act;
   2. Filed a charge, or has instituted (or caused to be instituted) any proceeding under or related to the Act;
   3. Given, or is about to give, any information in connection with an inquiry or proceeding relating to a right under the Act;
   4. Testified, or is about to testify, in any inquiry or proceeding relating to a right under the Act; or,
   5. Used FMLA leave.
3. Although a supervisor may not take any adverse action against an employee for taking FMLA leave, any personnel action/decision that would have happened if the employee had continued in a work status, may happen while the employee is on FMLA leave.

VIII. Supervisor Responsibility

An employee’s supervisor may not directly contact a health care provider to request medical information. An employee may provide any necessary medical documentation directly to the Office of Payroll and Benefits. Supervisors should consult with the Office of Payroll and Benefits if they need assistance while the employee is on FMLA.

IX. Paid vs. Unpaid Leave

1. The Federal law provides for twelve (12) weeks of unpaid, job protected leave (employers are not required to grant such leave as paid time off). However, when taking FMLA leave, it is the policy of Georgia Gwinnett College that employees may choose to use accumulated sick leave, annual leave, or unpaid leave based on the following criteria:
   1. An employee is required to use all accrued sick and annual leave for FMLA leave, prior to going on a leave without pay status, except during time periods in which disability benefits are being paid (in accordance with the terms of the disability policy);
   2. Sick leave may be used when FMLA leave is due to the employee’s own serious illness or to care for a designated family member;
   3. If FMLA leave is not due to the employee’s own serious illness or to care for a designated family member, the employee must use annual leave. If annual leave is exhausted, the remainder of the FMLA leave will be in an unpaid leave status.

X. Explanation of Pay and Continuation of Group Benefits during Leave

1. The Office of Payroll and Benefits will provide the employee with a written explanation of the status of his/her pay and benefits at the start of the leave. Employees who enrolled in the optional disability insurance programs and who are disabled under the short-term disability and/or long term disability policy, as approved by the insurance provider, will be eligible to receive pay in accordance with the terms of the applicable policy. Employees who qualify for workers’ compensation benefits will receive pay continuation according to the requirements of state law and our insurance plan in each state.
2. During the period of FMLA leave, an employee may retain health benefits under the same conditions that applied before the leave began. To continue coverage, the employee will be required to pay his/her share of health insurance premiums and other premiums (including dental and other elected insurance product premiums) while on leave each month. Failure to pay the employee share of the premiums will result in loss of coverage.

XI. Accrued Benefits

1. The employee’s use of FMLA will not result in the loss of any employment benefit that the employee earned or was entitled to before using FMLA leave. In an unpaid leave status, however, the employee will not continue to accrue vacation or sick leave benefits.
2. An employee on unpaid FMLA leave is not eligible for holiday pay during the FMLA leave period.

XII. Equivalent Job Restoration

If the employee returns to work on or before the expiration of approved FMLA leave, the employee will normally be returned to his/her former position or to an equivalent job, with equivalent pay, benefits, and other employment terms and conditions. If, however, the employee does not return upon expiration of approved FMLA leave, there is no guarantee of reinstatement.

XIII. Return from Leave

1. The employee should notify the Office of Payroll and Benefits or the supervisor of his/her intent to return to work two (2) weeks prior to the anticipated date of return, or of any necessary changes in the date of return. If the leave was due to a serious health condition, the College will require a “fitness for duty” certification from the employee’s treating physician/licensed health care provider, verifying his/her ability to return to work, with or without restrictions. The employee may also be required to submit to a medical examination before returning to work, under certain circumstances. An absence for FMLA leave is not an “occurrence” for purposes of our attendance policy. If the employee is medically released to return to work and fails to either report to work or contact the Office of Payroll and Benefits or the supervisor with a satisfactory explanation, the College (in its sole discretion) may treat this as a voluntary resignation. See also “Extension of Leave” section under this policy.
2. Upon return to work, the employee should provide a signed statement to his/her supervisor verifying the return to work date. This statement should be completed on the employee’s first day back to work. The supervisor is responsible for ensuring that the documentation is delivered to the Office of Payroll and Benefits, either in person, via e-mail, or facsimile. Upon receipt of the statement, the employee will be added to payroll if he or she was on leave without pay.
3. If an employee wishes to return to work prior to the expiration of approved FMLA leave, notification must be given to the Office of Payroll and Benefits or to his/her supervisor at least five (5) business days prior to the employee’s planned return. In instances where notice is provided to the supervisor, the supervisor is then responsible for notifying the Office of Payroll and Benefits of the employee’s status. The employee must provide medical certification that he or she is able to return to work earlier than expected.

XIV. Extension of Leave

1. Employees are required to notify the Office of Payroll and Benefits or their supervisor as soon possible, if it is determined that he or she will not be able to return from family medical leave, as originally planned.
2. Appropriate documentation must be provided. An employee requesting an extension of FMLA leave due to the continuation, recurrence, or onset of his/her own serious health condition, or of the serious health condition of the employee’s spouse, child, or parent, must submit a request for an extension, in writing, along with medical certification, to the Office of Payroll and Benefits.
3. The Office of Payroll and Benefits shall review the documentation and determine if the employee is eligible for an extension under this policy. For all extensions under FMLA, The Office of Payroll and Benefits shall provide written notification of extension eligibility or denial of the FMLA extension request to the supervisor and the employee.

XV. Notice of Intent Not To Return

Any time the employee gives unequivocal notice of intent not to return to work, the College’s obligations under the FMLA stop. This means the College is no longer obligated to maintain group health benefits for the employee, and the College is not required to restore the employee to an equivalent job. For example, an employee who is on FMLA leave for the birth of a child and care of that child might advise the supervisor or the Office of Payroll and Benefits that he/she has decided to stay home with the child and not return to work. Once the employee advises the supervisor or the Office of Payroll and Benefits of this decision, the College’s responsibilities under the FMLA stop.

XVI. HIPAA

The Office of Payroll and Benefits is responsible for ensuring that the Health Insurance and Portability and Accountability Act of 1996 (“HIPAA”) guidelines are followed. If it is deemed necessary, as determined by the Office of Payroll and Benefits and/or Legal Affairs, to discuss medical data with a supervisor for the purpose of processing FMLA related requests or accommodations, the supervisor is responsible for protecting the privacy and confidentiality of all Personal Health Information obtained as a result of an FMLA application and process. HIPAA guidelines will be applied to the use, maintenance, transfer, and disposition of healthcare records and information.

XVII. Related Regulations, Statutes, Policies, and Procedures

Board of Regents Policy Manual 8.2.7.6 Family and Medical Leave
BOR Human Resources Administrative Practice Manual Policy on Family and Medical Leave

Retirement

Policy Number: 8.2.8
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

GGC adheres to the policies and procedures of the Board of Regents (“BOR”) on retirement, including BOR Policy Manual 8.2.8 Retirement and Post Retirement and the BOR Human Resources Administrative Practice Manual (“HRAP”) sections noted below. When beneficial, GGC develops College-specific policies and procedures on retirement to supplement the content in the BOR Policy Manual and the BOR HRAP. 

II. Scope

Participating GGC employees are responsible for understanding and complying with this policy.

III. Related Regulations, Statutes, Policies, and Procedures

BOR HRAP Policy on Retirement Plan Participation
BOR HRAP Policy on Employment Beyond Retirement  

Retired Faculty Office Space

Policy Number: 8.2.8.50
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

It is the policy of GGC to consider a request from retired faculty to be provided office space. After office space for regular faculty is provided, space, if available, may be provided to retired individuals who perform a service to the institution with special approval from the academic dean and the Senior Vice President for Academic and Student Affairs/Provost. Each case will be reviewed annually prior to the start of the fall semester. The College in its sole discretion may revoke retired faculty office space at any time based upon the needs of the institution. 

II. Scope

This policy applies to retired faculty.

Insurance

Policy Number: 8.2.9
Effective Date: February 27, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

GGC adheres to the policies and procedures of the Board of Regents (“BOR”) on insurance, including BOR Policy Manual 8.2.9 Insurance and the BOR Human Resources Administrative Practice Manual (“HRAP”) sections noted below. When beneficial, GGC develops College-specific policies and procedures on insurance to supplement the content in the BOR Policy Manual and the BOR HRAP. Specific information regarding group health insurance options (medical, dental, vision, supplemental life, disability, etc.) can also be found by going to this website.

II. Scope

Participating GGC employees are responsible for understanding and complying with this policy.

III. Related Regulations, Statutes, Policies, and Procedures 

BOR HRAP Policy on Group Health Insurance
BOR HRAP Policy on Group Health Insurance for Dependents
BOR HRAP Policy on Group Life Insurance
BOR HRAP Policy on Other Insurance
BOR HRAP Policy on Benefits Continuation into Retirement
BOR HRAP Policy on Disabled Employee Insurance
BOR HRAP Policy on Dependents of Deceased Employees, Disabled Employees or Retirees

Worker’s Compensation Benefits

Policy Number: 8.2.10
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.2.10 Workers’ Compensation Benefits and BOR Human Resources Administrative Practice Manual Policy on Worker’s Compensation Benefits and Return-To-Work.

II. Scope

All GGC employees are responsible for understanding and complying with this policy.

Social Security

Policy Number: 8.2.11
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.2.11 Social Security and BOR Human Resources Administrative Practice Manual Social Security Benefits.

II. Scope

All GGC employees are responsible for understanding and complying with this policy.

Voluntary Savings Plans/Deferred Compensation Programs

Policy Number: 8.2.12
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents (“BOR”) Policy Manual 8.2.12 Voluntary Savings Plans/Deferred Compensation Programs and BOR Human Resources Administrative Practice Manual Annuity Programs.

II. Scope

All GGC employees are responsible for understanding and complying with this policy. 

Gratuities

Policy Number: 8.2.13
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.18.4 Gratuities.

II. Scope

This policy applies to all GGC employees.

Garnishment of Pay

Policy Number: 8.2.14
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

Board of Regents (“BOR”) Policy Manual 8.2.13 provides that each institution shall establish procedures to counsel with employees who fail to meet their personal financial obligations. In accordance with BOR policy, Georgia Gwinnett College considers the acceptance and settlement of just and honest debts to be a mark of personal responsibility. In instances of default, consideration will be given to demonstrated hardship and related economic factors.

II. Scope

All GGC employees are responsible for understanding and complying with this policy.

III. Roles and Responsibilities

1. All garnishment orders received at the College shall be forwarded to the Director, Payroll and Benefits for processing and appropriate handling in a timely manner. Reasonable processing delays may occur based on College operations. If an employee believes the garnishment is presented in error, the employee shall have an opportunity to submit acceptable proof of error or correction of garnishment order; said proof may not serve to delay garnishment processing absent exigent circumstances.
2. The Director, Payroll and Benefits shall provide a written notice of garnishment to the employee, advising the employee of the specific garnishment details and financial/payroll implications.
3. The General Counsel & Chief Legal Affairs Officer, the Chief Human Resources Officer, and the Director, Payroll and Benefits shall conduct periodic garnishment reviews to identify any employees who may have received multiple garnishments of five or more separate obligations within a twelve-month period and to determine if further recommendations are necessary.
4. Where deemed necessary employees identified in accordance with the above criteria will be scheduled for a follow-up counseling session with garnishment/payroll officer. The payroll officer or designee shall conduct the counseling session with the employee and discuss the potential consequences of continued garnishments. The employee shall be advised that future garnishments may lead to further actions. The employee shall be given an opportunity to present evidence of hardship or economic based challenge which may have led to the circumstance. A counseling memorandum may be presented to the employee. No further action will be required, unless deemed necessary by the committee.

IV. Related Regulations, Statutes, Policies, and Procedures

Board of Regents Policy Manual 8.2.13 Garnishment of Pay
BOR Human Resources Administrative Practice Manual Garnishment of Pay

Conflict of Interest, Conflict of Commitment, Outside Professional and Political Activities

Policy Number: 8.2.15
Effective Date: February 28, 2023
Revision History: None
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Each Georgia Gwinnett College employee shall make every reasonable effort to avoid situations resulting in a conflict of interest with their institution employment. This includes avoiding the appearance of a conflict of interest. An apparent conflict can exist even in the absence of a legal conflict of interest. GGC employees are referred to State Conflict of Interest Statutes O.C.G.A. § 45-10-20 through § 45-10-70 and institutional policies governing professional and outside activities.

Each GGC employee has an ongoing responsibility to report and fully disclose any personal, professional, or financial interest, relationship, or activity that has the potential to create an actual or apparent conflict of interest with respect to the employee’s GGC duties.

II. Scope

This policy pertains to all employees of Georgia Gwinnett College.

III. Definitions

Apparent conflict of interest: When a reasonable person would conclude, from the circumstances, that the employee’s ability to protect the public interest, or perform public duties, is compromised by a personal, financial, or business interest.

Outside professional activities: Any additional activity beyond duties assigned by GGC, professional in nature, for which the individual receives additional compensation.

Conflict of commitment: When an employee undertakes external commitments which burden or interfere with the employee’s official duties.

Consulting: Any professional activity related to the employee’s field or discipline (e.g. consulting, speaking, advisory boards, paid attendance at external meetings, expert witness services, etc.), where a fee-for-service, or equivalent relationship with a third party, exists. Consulting includes organizing or operating any educational program outside the institution.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise.
2. Human Resources: Retains approved agreements; fields, researches and responds to questions.
3. Direct Manager: Reviews all requests for direct reports to determine if a conflict of interest exists; advances requests to cabinet member for approval.
4. Cabinet Member or designee: Review all request for conflict of interest within their division.

V. Conflict of Commitment

A GGC employee cannot engage in any occupation, pursuit, or endeavor that will interfere with the regular and punctual discharge of the employee’s official duties.

VI. Consulting/Outside Professional Activity

1. GGC recognizes that teaching, research, and public service are the primary responsibilities of faculty members, therefore, it is considered reasonable and desirable for faculty members to engage in consulting activities. However, consulting/outside paid professional activities carried out by faculty or staff cannot be in conflict with the responsibilities of the employee or interest of the institution. GGC employees are prohibited from using GGC’s name, image, or logo in the furtherance of consulting/outside professional activities.
2. The employee must submit a written request for the activity to the appropriate chief officer, dean or program director in the employee’s reporting line. The following information must be included in the request:
   1. A brief summary statement of the consulting work/outside professional activity
   2. The time period requested, including estimated hours/days
   3. The duration of the services specifying whether the services are ongoing or for a specific period of time
   4. A statement addressing any possible conflict of interest
   5. A copy of the actual consulting agreement/offer letter or outside professional activity agreement (where applicable)
3. If a written agreement has not been developed at the time the request is submitted, GGC reserves the right to request a copy of the agreement at any time during the employment period.
4. The employee’s supervisor must make a recommendation of approval or non-approval to the appropriate chief officer. The chief officer will review and forward a recommendation to the President or the President’s designee for final signature approval. The decision of the President will represent the final institutional decision on the matter. A copy of the written request, with the President’s approval, is provided to the Office of Human Resources.
5. Consulting/outside professional activities requests for services with any state agency requires additional layers of advanced internal and external approval.

VII. Prohibition of Certain Political Activities

1. GGC employees are encouraged to fulfill their civic obligations and engage in normal political processes, including the right to express personal opinions on matters of public concern. Nothing in this policy is intended to infringe or restrict free expression rights guaranteed by the United States Constitution or the Georgia Constitution.
2. Nevertheless, it is inappropriate for GGC employees to manage or enter political campaigns while on duty to perform services for GGC or to hold elective political office at the state or federal level while employed by GGC. Likewise, GGC employees must not hold themselves out as speaking, or acting on behalf of, GGC or the University System of Georgia when participating in political activities and must take reasonable measures to avoid any appearance that such participation is in an official capacity as an employee of GGC.
3. For additional rules governing all USG employees when engaging in political activities and associated political expression, see BOR Policy Manual 8.2.18.3.

VIII. Related Regulations, Statues, Policies and Procedures

O.C.G.A. §§ 45-10-20 - 45-10-70
Board of Regents Policy Manual 8.2.18.2 Conflicts of Interest, Conflicts of Commitment, and Outside Activities  

Structured Volunteer Program

Policy Number: 8.2.15.51
Effective Date: March 14, 2023 
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Georgia Gwinnett College’s (“GGC”) structured volunteer programs exist for the purpose of encouraging community involvement in the advancement of campus programs.  The purpose of this program is to allow students, parents, alumni, faculty, staff, community leaders, and other stakeholders to actively participate in College initiatives on an ongoing basis. Each volunteer program must be structured, controlled, and managed in accordance with this policy and institutional processes and procedures.

II. Scope

This policy pertains to all employees of, and volunteers with, Georgia Gwinnett College.

III. Definitions

Volunteer: A person who freely takes part in an institutional program or activity, or program task, without receiving monetary compensation.

Program Sponsor: The chief officer or their designee who provides oversight to the volunteer program in their area of responsibility.

Volunteer Program Supervisor: The employee assigned responsibility for direct supervision of the volunteer program in their area of responsibility which includes creating, distributing, and maintaining documents which describe the specific duties and goals for the volunteer group and supervising the activities of the group members.

Volunteer Program Agreement Form: The form the volunteer and the supervisor sign which formalizes the approval for the individual to volunteer in the specific program associated with the agreement form.

Minor: A person under the age of 18 who is not enrolled at GGC, or who is not considered to be “dually enrolled” in college programs/classes while also enrolled in elementary, middle and/or high school.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise.
2. Human Resources: Maintains the policy and approved agreements; conducts background checks as applicable; fields, researches and responds to questions.
3. Direct Manager: Keeps updated on program guidelines and responds to employee questions; directs employees to the appropriate institution resource.
4. Cabinet Member or designee: Responsible for and serves as the Program Sponsor for volunteer service programs within their area of oversight.

V. Volunteer Program Compliance

1. Each volunteer group must be assigned a Volunteer Program Supervisor who will oversee the volunteer activities. The specific duties for each volunteer group shall be documented by the Volunteer Program Supervisor and available for review. A copy of the agreement must be provided to the Office of Human Resources prior to the commencement of any service.
2. All volunteers are required by GCC to complete a background check. Exceptions are allowable for participants in one-time events where volunteers are supervised by College officials, (e.g. volunteer ushers, registration desk attendants, or cleaning crews for a special program or event). One-time event exceptions require prior written approval from the Chief Human Resources Officer. Students who volunteer on campus in a program that has duties involving direct contact with children will be required to submit to a background check.
3. An individual holding a temporary visa may not serve as a volunteer in a position where others in a similar position receive compensation for performing the same services. An individual with a pending H-1B visa application to work at the institution cannot serve as a volunteer unless they have some other valid employment authorization document.
4. Volunteer status may not be used to avoid or defer compliance with the employment eligibility requirements of federal laws. An individual who is under the age of 18 must have written parental consent to serve as a volunteer. An individual who is under the age of 16 must have written parental consent and written permission from the Chief Human Resources Officer to serve as a Volunteer.  Volunteers may only be used in non-high-risk positions for which they meet the minimum qualifications. Volunteers may not be used in positions that are normally paid or to replace employees who have been a part of a Reduction in Force. Volunteers and/or volunteer programs may be terminated at any time, at the institution’s sole discretion, without further obligation to the volunteer. At all times, the institution has the discretion to select volunteers. Volunteers do not have an employment relationship with the institution on any grounds or for any reason. Volunteers are not eligible for institution benefits, including but not limited to workers’ compensation, and the institution does not provide volunteers with accident or medical insurance. 

VI. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resource Administrative Practice Manual Background Investigation  
12.9 Protection of Non-Student Minors  

Career Development

Policy Number: 8.2.17
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.15 Career Development.

II. Scope

This policy applies to all GGC employees.

Position Classifications and Employee Categories

Policy Number: 8.2.18     
Effective Date: February 27, 2023
Revision History: March 17, 2022 
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

The purpose of this policy is to ensure consistency in the assignment of position classifications and employee categories within Georgia Gwinnett College (“GGC”).   The University System of Georgia (“USG”) has established a position classification system which forms the basis for GGC’s administration of its Office of Human Resources’ wage and salary administration programs. Salary structures and job classifications are linked in a manner to support GGC’s wage and salary administration program. The classification system is based on job families, categories, and levels that group positions which have similar duties, responsibilities, training and experience requirements. The classification system is designed to promote fair and equitable pay.

GGC has also established employee categories (types of employees and types of employment) to identify persons who are employed by the College. The types of employees and types of employment are used to determine benefits eligibility and applicability of USG and College policy. These designations are also used to ensure accuracy in reporting based on employee and employment type.

An individual may not be employed at Georgia Gwinnett College in more than one (1) employment type. For example: an employee should not be employed as a regular employee and as a temporary employee. An employee should not be employed as a student assistant and as a half-time regular employee.

An employee should never be employed as both an Exempt employee and as a Non-exempt employee.

II. Scope

All departments of GGC are covered by this policy.

III. Definitions

Position Classification: A system that establishes and maintains GGC’s overall job structure in an equitable and flexible manner, grouping positions which have similar duties, have approximately the same levels of complexity and responsibility, require similar training and experience at the time of recruitment.

Wage and Salary Administration Program: A program that co-exists with GGC’s position classification system to provide an equitable, competitive, and consistent basis for paying employees. GGC’s wage and salary administration program includes a salary structure that provides a framework that combines internal job relationships developed through the job evaluation and classification process with the internal and external prevailing market conditions. It provides guidance for determining pay when certain job actions occur, including but not limited to, hires, promotions, reclassifications, and demotions.

Full Benefits Eligible: Defined as 30 or more hours per week or .75 FTE and greater, which applies to regular faculty and regular staff employees. Full benefits include all benefits in accordance with Board of Regents Policy Manual 8.2.9 Insurance.

Partial Benefits Eligible: Defined as 20 to 29 hours per week or .5 FTE to .74 FTE. Partial benefits eligible may apply to regular faculty and regular staff employees. Partial benefits include retirement and pro-rated leave accruals.

Non-Benefits Eligible: Defined as 19 or less hours per week (.49 FTE or less), which applies to regular faculty and staff employees. Non-benefits eligible also includes temporary faculty, staff, and student employees who may not work more than 1,300 hours in a 12-month period as defined later in this policy. Students may not be placed into a regular status.

Exempt: An employment status in which the employee is not eligible for overtime; staff professional and administrative employees are exempt from the Federal Wage-Hour provisions of the Fair Labor Standards Act (“FLSA”) because of their professional or administrative responsibilities. This group does not include faculty or graduate assistants.

Non-Exempt: An employment status in which the employee is eligible for overtime; staff non-exempt employees are not exempt from the federal wage-hour provisions of the FLSA.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Ensures appropriate utilization of GGC’s position classification system, including creation of campus specific job categories where appropriate, maintaining market competitive pay structures to ensure appropriate compensation for GGC employees, and ensuring utilization of position categories in compliance with applicable policies and laws.
2. Human Resources: Provides guidance to management on appropriate application of the policy. In compliance with the policy, follows appropriate procedures to administer fair and equitable evaluation of position classifications.
3. Chief Business Officer (“CBO”) or designee:  Certifies availability of funding associated with compensation changes requested of position classifications and in alignment with fiscal affairs policies.
4. Direct Manager: Ensures that current, and accurate employee and position-related information, is maintained and submitted to the Office of Human Resources on a timely and appropriate basis.

V. Position Classification System

1. A position classification system was developed and is maintained  to provide the basis for administering human resource programs for GGC. The position classification system includes regular positions, which if half-time or greater, are eligible for applicable benefits, and temporary positions, which, regardless of work commitment, are not eligible for benefits.
2. The job categories are represented by a six (6) digit code with the first four (4) characters established at the USG system level. The job categories have been established with a format intended to comply with the reporting requirements associated with the Integrated Postsecondary Education Data System (“IPEDS”) and the Fair Labor Standards Act.
3. The Office of Human Resources maintains GGC’s job architecture which includes a classification guide, and a list of official job families with a general description of the types of positions that would normally be included in each category.

VI. Employee Categories

1. Faculty: The faculty shall consist of the corps of instruction and the administrative officers as defined in BOR Policy Manual 3.2.1 Faculty Membership.
2. Staff: Staff employees shall consist of two major employee groups:
   1. Staff Professional and Administrative Employees: Exempt from the Federal Wage-Hour provisions of the FLSA because of their professional or administrative responsibilities. This group does not include faculty); and
   2. Staff Non-Exempt Employees: Not exempt from the federal wage-hour provisions of the Fair Labor Standards Act (FLSA).  
3. Classified Employees: Classified employees shall consist of staff employees, which includes staff professional and administrative, and staff non-exempt employees as defined above.
4. Student Employees: Student employees are considered temporary and include resident assistants, student assistants, interns, federal work study students and student workers.

VII. Employment Status

1. Regular Employment Status: Is defined as  employment which is  considered continuous and may also be defined by agreement, contract, term, or restricted funding source(s). Regular employment may be benefits eligible, partial benefits eligible, non-benefits eligible, fulltime or part-time, exempt or nonexempt. Regular exempt employment must meet the “salary basis” requirement under the FLSA.
2. Salary Basis Employment Status: An individual paid on a “salary basis” means an employee regularly receives a predetermined amount of compensation each pay period on a weekly, or less frequent basis, and the predetermined amount cannot be reduced because of variations in the quality or quantity of the employee’s work subject to exceptions under FLSA.
3. Temporary Employment Status: Employment under this status is short in duration to address business needs. The position must meet the requirements and characteristics described below.
   1. Non-benefits eligible
   2. Does not have an expectation of long-term employment
   3. May be full-time or part-time

VIII. Types of Employment by Category

1. Regular Faculty: Faculty employed on a continuous basis and whose duration of employment may also be defined by agreement, contract, term, and/or restricted funding source(s). Regular faculty may be full-time or part-time. Those faculty with a work commitment of half-time or greater are partial, or full benefits eligible, and those who work less than 20 hours per week, are non-benefits eligible.
2. Temporary Faculty: Include faculty employed on a short-term basis through written appointment. They are not employed on an academic year contract. If they are employed for more than one consecutive academic semester for 30 hours or more, except when the academic semester is combined with summer semester immediately preceding or following the academic semester, they shall be employed as regular faculty. Temporary faculty are non-benefits eligible.
3. Regular Staff: Staff positions employed on a continuous basis and whose duration of employment may also be defined by term and/or restricted funding source(s). Regular staff employees may be full-time or part-time. Those with a work commitment of half-time or greater, or .5 FTE, are partial, or full benefits eligible, and those who work less than 20 hours per week, are non-benefits eligible.
4. Temporary Staff Employees:  Staff positions that are employed for a short duration and are non-benefits eligible. A temporary employee may not exceed a total of 1,300 hours worked in a 12- consecutive month period. The 1,300 hours can be accumulated in any combination during the 12-month period. Once a temporary employee has worked 1,300 hours or has been employed for 12 consecutive months, whichever comes first, the temporary employee must have a break in service of 26 consecutive weeks. Employment applies across all USG institutions.
   1. If a temporary employee is needed beyond the 1,300 hours, they must be moved to a regular employee status. An employee, in a temporary role who is dually or jointly employed in more than one position, must have all hours worked counted towards the 1,300-hour worked limit from the date of hire into the first position; this includes temporary staff arrangements.
   2. An employee in a temporary role may be separated at any time for any reason without notice. Either the College, or the employee, can end the employment relationship. Such separation is not grievable or subject to appeal.
   3. An employee in a temporary role is typically considered non-exempt under the federal Fair Labor Standards Act’s overtime provisions and paid for all hours worked on an hour for-hour basis.  Additionally, based upon their non-exempt status they must receive overtime pay for hours worked over 40 in a workweek at a rate not less than time and one-half their regular rate of pay. In some instances, temporary employees, such as post docs or credentialed professionals, may be exempt.
   4. If a temporary employee exceeds an average 30 or more hours per week during the ACA measurement period, meets the definition of healthcare eligibility under ACA, and continues employment in a regular position, they will become eligible to enroll in healthcare benefits during the ACA administrative period.
5. Student employees: The college may employ students who are currently enrolled in at least six credit hours at Georgia Gwinnett College with the primary goal of receiving a degree, on a temporary, part-time basis, subject to need and availability of funding.  A regular, benefits eligible employee who elects to enroll or is enrolled at the time of hire in courses at GGC or another institution within the University System of Georgia, whether full or part-time, is not considered a student employee for these purposes.
   1. Student employees are considered temporary in nature and are not benefits-eligible. Student employees shall be employed and paid by the hour (non-exempt) unless otherwise classified by Human Resources. Student Employees may not exceed 25 hours per week.
   2. International students in lawful F-1 and J-1 status who are enrolled full-time are eligible to work for GGC but must not work more than 20 hours per week in accordance with visa restrictions and must ensure compliance with Federal Work Study Requirements.
   3. Employment and budgeting of students is limited to a period of time corresponding to the academic year unless otherwise noted.  Some student employee positions are designated on an academic semester. The Office of Human Resources maintains the designated terms for all student employment positions. All such student employment is temporary, at-will and is subject to reevaluation without prior notice including a change of location and function.

IX. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resources Administrative Practice Manual (“HRAP”) Policy on Position Classification
HRAP Policy on Employee Categories
U.S. Department of Labor Wages and Fair Labor Standards Act

Entrance Salary

Policy Number: 8.2.18.1       
Effective Date: February 27, 2023
Revision History: March 17, 2022    
Policy Contact:  Director of Human Resource Operations

I. Purpose and Policy Statement

The purpose of this policy is to ensure consistency in compensation practices with entrance salaries while affording the appropriate level of flexibility needed at all organizational levels.  Entrance salaries for new staff employees, promoted employees, internal transfers, and rehired employees are determined based on the salary range to which the job they occupy is assigned.  

II. Scope

All employees of GGC are covered by this policy.

III. Definitions

Base salary or base pay: The rate of compensation for a standard work period, job, or position exclusive of bonus payments, benefits, additional payments or allowances.  It can be expressed as an annual salary, or as being paid hourly, weekly or monthly.

Salary/pay range: The GGC approved pay range for a position, consisting of a minimum zone, proficiency zone, and maximum zone base salary amount.

Minimum salary zone: The least amount of compensation that will typically be paid to a new hire in the salary grade for the classification or position.

Proficient salary zone: The competitive salary expected for experienced and fully competent employees for the classification or position. 

Maximum salary zone: The maximum salary to be paid for a job assigned to that grade, classification or position. 

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Ensures all managers are aware of the policy and provides guidance on its appropriate use.  The CHRO, or their designee, is responsible for ensuring that entrance salaries are fairly and properly evaluated and administered in accordance with policy and applicable federal and state laws, and appropriate documentation is maintained.
2. Human Resources: Provides guidance to management on appropriate application of the policy. In compliance with the policy, follows appropriate procedures to administer fair and equitable evaluations of entrance salaries.
3. Chief Business Officer or designee: Certifies the availability of funding associated with compensation changes and alignment with fiscal affairs policies.
4. Direct Manager: Responsible for compensating new hires/rehires fairly and consistently in compliance with institutional policy, USG policy, budgetary limitations, and in accordance with applicable federal and state laws.
5. Cabinet Member: Responsible for being familiar with GGC’s compensation practices and guidelines; responsible for compensating employees fairly and consistently within their division.

V. Compliance

1. GGC’s wage and salary administration program provides guidance on an employee’s salary at the time of hire and ensures consistency in applying this policy at the institutional level.
2. GGC employees are paid from state appropriations and/or other appropriate fund sources held by the institution for work performed on its behalf. All salaries are subject to budgetary authorization and funding limitations.
3. When determining entrance salaries, various factors should be taken into consideration by the manager, including but not limited to internal alignment and equity, external market conditions, job responsibilities, and required qualifications.
4. The base salary, or base pay for a new employee, promoted employee, internal transfer or rehired employee shall normally be at least in the minimum salary zone for the position to which the person is appointed. Placement within the range depends on relevant factors including, but not limited to, internal alignment and equity, external market conditions, funding availability, job responsibilities, and required qualifications. Before employing an individual at a rate higher than the minimum salary zone, hiring managers are strongly advised to review the salary levels of all other current employees in the same or similar classifications.
5. The base salary, or base pay, for an employee who is rehired into the same position will follow the entrance salary guidelines.  The Chief Human Resource Officer, or designee, has the discretion to approve a higher salary with appropriate review and justification of factors including, but not limited to, length of absence, market changes during their absence, internal alignment and equity, and confirmation of funding availability.  

VI. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resources Administrative Manual (“HRAP”) Policy on Entrance Salary
BOR HRAP Policy on Position Classification

Salary Increases/Adjustments

Policy Number: 8.2.18.2
Effective Date: March 18, 2024
Revision History: February 27, 2023; March 17, 2022 
Policy Contact: Chief Human Resources Officer

I. Purpose and Policy Statement

The purpose of this policy is to provide guidelines for granting pay increases for employees and to ensure consistency in compensation practices across Georgia Gwinnett College (“GGC”).

Pay increases to employees may be granted upon promotion or reclassification to a higher-level position, through pay grade adjustments for job titles, to address salary inequities, or through merit increases. Increases are based on the requesting Department and/or the Institution’s ability to fund.

II. Scope

All employees of GGC are covered by this policy.

III. Definitions

Base salary or base pay: The rate of compensation for a standard work period, job, or position exclusive of bonus payments, benefits, additional payments or allowances.  It can be expressed as an annual salary, or as being paid hourly, weekly or monthly.

Salary/Pay Range: The GGC approved pay range for a position, consisting of a minimum zone, proficiency zone and maximum zone base salary amount.

Minimum salary zone: The least amount of compensation that will typically be paid to a new hire in the salary grade for the classification or position. 

Proficient salary zone: The competitive salary expected for experienced and fully competent employees for the classification or position. 

Maximum salary zone: The maximum salary to be paid for a job assigned to that grade, classification or position. 

Job title: The title assigned to a specific position to which an individual may be appointed.

Merit: An increase applied to an employee’s base compensation designed to reward and retain employees for meritorious performance.  A merit increase in an employee’s base pay rate is typically granted at the beginning of the fiscal year and subject to policy and guidelines established by the University System of Georgia (USG).

Cost of Living Adjustment (“COLA”): A compensation adjustment designed to increase an employee’s pay or benefits to offset the impact of the rising cost of goods and services-also called inflation.  Typically, a COLA increase is granted at the beginning of the fiscal year and subject to policy and guidelines established by the University System of Georgia (USG).

Promotion: The movement of an employee from one job title or position to another having higher level duties or requiring greater knowledge, skills and abilities. A promotion is generally associated with a higher minimum rate of pay and/or salary range. 

Reclassification: Generally, a substantial change in a position that results in the position being assigned to a different classification.  For the purposes of this policy, a reclassification that results in the position being assigned to a classification of a higher pay grade, or range, than the former position, is considered a promotion.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Ensures all managers are aware of the policy and provides guidance on its appropriate use.  The CHRO or designee is responsible for ensuring that requests for promotions, reclassifications, pay grade adjustments for job titles, or merit increases are fairly and properly evaluated and administered in accordance with policy and applicable federal and state laws, and that appropriate documentation is maintained.
2. Human Resources: Provides guidance to management on appropriate application of the policy. In compliance with the policy, follows appropriate procedures to administer fair and equitable evaluations of requests for salary increases/adjustments.
3. Chief Business Officer or designee: Certifies the availability of funding associated with compensation changes and alignment with fiscal affairs policies.
4. Manager: Responsible for requesting and approving salary increases and adjustments fairly and consistently in consideration of internal equity, compliance with institutional policy, USG policy, budgetary limitations, and in accordance with applicable federal and state laws.
5. Cabinet Member or designee: Responsible for being familiar with GGC’s compensation practices and guidelines; responsible for compensating employees fairly and consistently within their division.

V. Compliance

1. GGC may adjust employee compensation as a result of multiple factors, including, but not limited to, merit adjustments, promotions, position reclassification, counteroffers, and in-range adjustments.  Salary and wage adjustments will generally be awarded to employees upon promotion or reclassification to a higher-level position, through pay grade adjustments for job titles, and when an equity or administrative adjustment is deemed necessary. All adjustments are contingent upon available funding.
2. Adjustments to GGC’s pay plan and merit increases are generally effective at the beginning of the fiscal year unless otherwise designated.  Pay grade adjustments for specific job titles may be made within a fiscal year based on an analysis of competitive wage rates in the job market.
3. The Office of Human Resources is responsible for the development and assignment of job titles and review of corresponding pay rates to ensure competitive pay ranges and fair and equitable compensation.
4. The use of affirmations, ideological tests, and oaths (including diversity statements) are expressly prohibited and will not be utilized in determinations of salary adjustments.

VI. Types of Salary Adjustments

1. Merit Increases
   1. Merit increases are typically authorized at the beginning of a fiscal year and are subject to salary limitations and guidelines established by the USG System Office. When merit increases are approved, the increase will be planned for and implemented in conjunction with the budget development process. 
   2. The Georgia Legislature and the USG review the annual budget and then may designate available funds specifically for merit.  Those funds are divided and distributed among the USG’s institutions.  With merit allocations, there are specific rules about how the funds can be distributed.  When merit increases are approved, the rules governing these increases are provided by the USG and will be made available to the institution by the Office of Human Resources.
2. Cost of Living Adjustments. The Georgia Legislature and the USG review the annual budget and then may on occasion designate available funds specifically for COLA.  Those funds are divided and distributed among the USG’s institutions.  With COLA allocations there are specific rules about how the funds can be distributed.  When COLA increases are approved, the rules governing these increases will be made available to the institution by the Office of Human Resources.
3. Promotional Increases/Reclassifications
   1. GGC may authorize salary increases for promotions and reclassifications or to address salary inequities, subject to USG policy.  Promotional and reclassification increases are subject to the availability of funds.
   2. An employee who is promoted (either by taking on a new job or by reclassifying the position the employee currently holds to a higher salary grade) or is reclassified to a higher classification will normally be awarded a salary increase to at least the new pay range minimum.  Increases above the minimum of the new pay range and/or in excess of 10 percent require additional justification by the manager and approval by the Office of Human Resources.
   3. Increases are capped at the pay range maximum and are subject to review and approval by divisional leadership and the Office of Human Resources.
4. Special Pay Increases. Pay adjustments outside of  normal salary actions (promotions, reclassifications, merits, etc.) may be requested to address external market pressure, internal equity or salary compression, and/or employee retention.  Sufficient justification must accompany a department’s request for such adjustments.  The recommended salary is subject to review by the Office of Human Resources.  The increase request should consider relevant factors such as internal equity, and the individual’s qualifications and experience.  Increases will be capped at the pay range maximum and are subject to review and approval by divisional leadership and the Office of Human Resources.
5. Administrative Adjustments. Subject to funding availability, the CHRO, or their designee, may approve an adjustment to an employee’s rate of pay to correct an administrative oversight.
6. Advanced Increase Request.
   1. Cumulative fiscal year salary adjustments greater than, or equal to, ten percent above the USG’s annual salary and wage guidance require the advance approval of the Chancellor unless the salary increase:
      1. Results in a salary below $100,000.
      2. Is a promotional increase at or below the mid-point of the salary grade for the new job classification
      3. Is for a faculty member moving into an administrative role, in which the salary will convert from a ten-month salary to 12-month salary, provided it is consistent with the institution’s formula and applicable policies for faculty administrative appointment salary rate conversions
   2. Salary increases which result in a cumulative fiscal year adjustment equal to or exceeding ten percent above the percentage increase authorized in USG’s annual salary and wage guidance, and do not require the Chancellor’s approval, must be approved by the CHRO.

VII. Changes to Legislative Appropriations

Expenditures for operation of the University System are contingent upon legislative appropriations which may be increased or decreased by the Legislature or the Governor during the period of any fiscal year.  In the event appropriated funds are reduced, employee compensation and other operating expenses may be reduced.

VIII. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resource Administrative Practice Manual (“HRAP”) Wage and Salary Administration Policy 
BOR HRAP Policy on Salary Increase Administration Process 
BOR HRAP Policy on Promotions

Employee Transfers

Policy Number: 8.2.18.3        
Effective Date: February 28, 2023
Revision History: March 17, 2022    
Policy Contact: Chief Human Resources Officer

I. Purpose and Policy Statement

The purpose of this policy is to ensure consistency regarding the transfer of employees within Georgia Gwinnett College (“GGC”) and from GGC to other USG institutions, including the University System Office.  GGC encourages employees who express an interest and have the necessary qualifications and abilities, to pursue appropriate opportunities to foster their career development.  Where feasible, GGC supports employees’ efforts to transfer from one position to another within the College, or the System. 

II. Scope

All GGC employees are covered by this policy.

III. Definitions

Internal Transfer:  The interim or permanent move (as documented at time of transfer) of an employee from one position to another position of the same classification or to one with comparable skills and in the same general pay range within the College.

External Transfer: The permanent move of a GGC employee to another USG institution or to the University System Office.

Salary/Pay Range: The GGC approved pay range for a position, consisting of a minimum zone, proficiency zone, and maximum zone base salary amount.

Break in Service: A gap in employment that exceeds thirty (30) calendar days.  A break in service occurs when an employee is off pay status for more than 30 consecutive calendar days for reasons other than an approved leave without pay, furlough, or temporary layoff.  A return to pay status on the next working day following a separation is not a break in service.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Ensures all hiring managers are aware of the policy.  Ensures that appropriate procedures are in place to facilitate internal and external transfers.
2.  Human Resources: Provides guidance to management on appropriate application of the policy.  Ensures that appropriate procedures are in place to notify, in writing, the institution to which an employee is transferring of the benefits held by the employee as of the last day of employment at GGC as well as leave balances eligible for transfer.
3. Chief Business Officer (“CBO”) or designee:  Certifies availability of funding associated with compensation changes and alignment with fiscal affairs policies.
4. Manager: Responsible for transferring employees fairly and consistently in compliance with institutional policy, USG policy, budgetary limitations, and in accordance with applicable federal and state laws.

V. Compliance

1. An employee may: (a) apply for a posted position in another GGC department, another USG institution, or the University System Office, or (b) be identified for transfer, when appropriate, based on the business needs of the institution.  The College shall have the discretion to make interim or permanent transfers of employees when deemed appropriate.
2. Internal Transfer
   1. Employees considered for internal transfers shall have no formal disciplinary or performance-related actions on file for the current, or preceding, 12-month calendar year period.  Employees within their original provisional period are not eligible for transfer.  Transfers within the same reporting division may be considered by exception at the request of the respective chief officer and with approval by the CHRO.
   2. Employees affected by an internal transfer will continue all benefits uninterrupted and will not restart their provisional period.
3. External Transfer
   1. In the event of an external transfer, an employee’s accumulated sick leave, retirement benefits and service continuity will be transferred, if the break in service does not exceed thirty (30) calendar days.
   2. When the external transfer occurs with no break in service, an employee must transfer accrued vacation leave of between one (1) and twenty (20) days.  For employees with accrued vacation leave of greater than twenty (20) days, the employee may elect one of the following options:
      1. Transfer of the total accrued vacation balance, not to exceed forty-five (45) days; or
      2. Payment of accrued vacation leave greater than twenty (20) days by the institution from which the employee is moving.  The payment may not exceed twenty-five (25) days.
   3. An external transferring employee will serve a six (6) month provisional period in their new position, subject to the terms and conditions of the provisional period policy.
   4. An employee who terminates from one USG institution and is then hired by another USG institution is not considered an external transfer under this policy.  If, however, the termination and subsequent hiring occurs within a thirty (30) day window, the CHRO and/or their designee of the new employer may choose to treat such an action as an external transfer at their sole discretion.

VI. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resources Administrative Practice Manual (“HRAP”) Policy on Transfers

Interim and Acting Assignments

Policy Number: 8.2.18.4        
Effective Date: February 27, 2023
Revision History: March 17, 2022
Policy Contact:  Chief Human Resource Officer

I. Purpose and Policy Statement

The purpose of this policy is to ensure consistency in the review and approval of interim and acting assignments within Georgia Gwinnett College (“GGC”). The College recognizes that on occasion there may be a need to assign additional responsibilities of a higher-level position to an employee on a temporary basis and to make interim and/or acting appointments. A temporary salary adjustment may be warranted when additional responsibilities are assigned, or when an interim or acting appointment is made. These adjustments are subject to review by the Office of Human Resources to ensure a temporary increase is warranted. Any such adjustments are subject to review of proposed responsibilities, funding availability, and approval by the manager, division leadership and the Office of Human Resources.

II. Scope

All employees of GGC are covered by this policy.

III. Definitions

Additional responsibilities: A duty or duties outside the employee’s primary job.

Acting Title: An ‘acting’ title is used if an administrator is absent, or reassigned, for a short period of time (usually three months or less). The absent administrator retains the responsibility of their position but delegates the authority to the ‘acting’ person.

Interim Title: An ‘interim’ title is used if an administrator is no longer with the College and a replacement is sought, or if an administrator is absent for a longer period of time (usually exceeding three months). The ‘interim’ person has both the authority and responsibility of the office.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Ensures all hiring managers are aware of the policy. Provides guidance to management on appropriate application of the policy. Ensures that appropriate procedures are in place to facilitate fair and equitable evaluations of requests for interim and acting assignments and related salary adjustments.
2. Human Resources: Provides guidance to management on appropriate application of the policy. In compliance with the policy, follows appropriate procedures to administer fair and equitable evaluations of requests for interim and acting assignments and related salary adjustments.
3. Chief Business Officer (“CBO”) or designee:  Certifies the availability of funding associated with compensation changes and alignment with fiscal affairs policies.
4. Manager: Responsible for employing requested interim/acting assignments fairly and consistently in compliance with institutional policy, USG policy, budgetary limitations, and in accordance with applicable federal and state laws.

V. Compliance

1. Interim and acting assignments covered by this policy are considered temporary in nature and only occur in two circumstances:
   1. When an employee undertakes the responsibilities of a vacant position; or
   2. Because of temporary changes in the duties and responsibilities of a filled position.
2. These temporary assignments shall normally be for no less than one month and not exceed twelve months.
3. A temporary pay increase may be made when a material change in duties and responsibilities occurs related to interim, acting, or temporary assignment of additional duties but only if funding is available. Any such pay increase should be consistent with both the additional responsibilities assigned and GGC salary guidelines. 
4. The pay increase should generally be to at least the minimum of the salary range for the position for which the interim, or acting assignment, is made and will last only for the duration of the assignment. Increases should not exceed the midpoint within the proficiency zone and are subject to review and approval by the department manager, division leadership and the Office of Human Resources. The employee’s former rate of pay will be reinstated when the interim/acting assignment, or temporary additional duties end.

VI. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resource Administrative Practice Manual (“HRAP”) Policy on Interim and Acting Assignments

Tuition Assistance Program

Policy Number: 8.2.19
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents (“BOR”) Policy Manual 8.2.19, which addresses the Tuition Assistance Program (“TAP”), employee auditing of courses, and the special TAP for Nursing faculty; and BOR Human Resources Administrative Practices Manual Policy on Employee Continuing Education.

II. Scope

Participating employees are responsible for understanding and complying with this policy.

Georgia Gwinnett College Ethics

Policy Number: 8.2.20
Effective Date: February 24, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Georgia Gwinnett College (“GGC”) is committed to the highest ethical and professional standards of conduct in pursuit of its mission and commitment to student success. Accomplishing this mission demands integrity, good judgment, and dedication to public service from all members of the GGC community. As a University System of Georgia (“USG”) member institution, Georgia Gwinnett College affirms each person’s accountability for individual actions in advancing the mission of both the College and USG. GGC subscribes to a shared set of core values and ethical conduct to which each member of the GGC community must be held accountable.

Every member of the GGC community is required to adhere to the GGC Statement of Core Values and Code of Conduct that form and guide the daily work of the organization. GGC recognizes that each member of the GGC community attempts to live by his or her own values, beliefs, and ethical decision-making processes. The purpose of the Code of Conduct is to guide members of the GGC community in applying the underlying GGC Statement of Core Values to the decisions and choices that are made in the course of everyday endeavors.

Furthermore, GGC acknowledges that an organizational culture grounded in trust is essential to supporting these core values and ethical conduct. The Statement of Core Values and Code of Conduct are intended to build, maintain and protect that trust, recognizing that each member of the GGC community is responsible for doing their part by upholding the highest standards of competence and character.

II. Scope

This policy pertains to all members of the Georgia Gwinnett College campus community which includes all individuals employed by, or acting on behalf of, GGC including volunteers, vendors, contractors, members of the governing boards, and employees of all cooperative organizations affiliated with GGC.

III. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise.
2. Human Resources: Maintains the policy; fields, researches and responds to questions; investigates potential violations of the policy.
3. Direct Manager: Keeps updated on policy guidelines and responds to employee questions; directs employees to the appropriate institution resource.
4. Cabinet Member or designee: Responsible for being familiar with the policy and guidelines; supports compliance within their area of responsibility.

IV. Applicability

1. The Statement of Core Values and the Code of Conduct comprise the GGC Ethics Policy. Violations of the GGC Ethics Policy may result in disciplinary action including dismissal or termination.
2. In support of sustaining a positive ethical campus culture, all individuals employed by GGC in any capacity shall participate in GGC Ethics Policy training and shall certify compliance with the GGC Ethics Policy on a periodic basis, when requested by the institution. Cooperative organizations, vendors, and contractors shall certify compliance with the GGC Ethics Policy by written agreement. The GGC Ethics Policy governs only official conduct performed by, or on behalf of, GGC.

V. Statement of Core Values

1. Integrity: We will be honest, fair, impartial and unbiased in our dealings both with and on behalf of the GGC.
2. Excellence: We will perform our duties to foster a culture of excellence and high quality in everything we do.
3. Accountability: We firmly believe that education in the form of scholarship, research, teaching, service and developing others is a public trust. We will live up to this trust through safeguarding our resources and being good stewards of the human, intellectual, physical and fiscal resources given to our care.
4. Respect: We recognize the inherent dignity and rights of every person, and we will do our utmost to fulfill our resulting responsibility to treat each person with fairness, compassion and decency.
5. Diversity and Inclusion: We will strive to be an inclusive college community which fosters a strong sense of belonging through honoring the diverse identities, cultures, experiences, and perspectives of our students, faculty, staff, and alumni. 

VI. Code of Conduct

1. We will:
   1. Uphold the highest standards of intellectual honesty and integrity in the conduct of teaching, research, service, and grants administration.
   2. Act as good stewards of the resources and information entrusted to our care.
   3. Perform assigned duties and professional responsibilities in such a manner so as to further the GGC mission.
   4. Treat fellow employees, students, and the public with dignity and respect.
   5. Refrain from discriminating against, harassing, or threatening others.
   6. Comply with all applicable laws, rules, regulations, and professional standards.
   7. Respect the intellectual property rights of others.
   8. Avoid improper political activities as defined in law and Board of Regents Policy.
   9. Protect human health and safety and the environment in all GGC operations and activities.
   10. Report wrongdoing to the proper authorities; refrain from retaliating against those who do report violations; and cooperate fully with authorized investigations.
   11. Disclose and avoid improper conflicts of interest.
   12. Refrain from accepting any gift or thing of value in those instances prohibited by law or Board of Regents and institutional policy.
   13. Not use our position or authority improperly to advance the interests of a friend or relative.
   14. Refrain from acts of insubordination - intentional refusal to comply with reasonable and appropriate supervisory directions.  
   15. Refrain from theft, or stealing of any kind, including fraudulent time card reporting, theft of money, information, products, inventory, tools or any item, information or idea that belongs to the institution, or anyone within the College community.     

VII. Interpretation and Sources

1. The Statement of Core Values and Code of Conduct do not address every conceivable situation or ethical dilemma that may be faced by members of the GGC community. Members of the GGC community are expected to exercise good judgment absent specific guidance from this policy or other applicable laws, rules, and regulations. Specific questions pertaining to the Statement of Core Values or Code of Conduct should be directed to a supervisor, person of authority at Georgia Gwinnett College, Office of Human Resources, or the Office of Legal Affairs.
2. Further, in accordance with Board of Regents Ethics Policy, GGC employees and affiliates should refer to the specific explanatory notes and references found on the University System of Georgia Ethics and Compliance webpage.

VIII. Related Regulations, Statues, Policies and Procedures

Board of Regents Policy Manual 8.2.18.1 Ethics Policy
USG Explanatory Notes and References

Employment Appeals

Policy Number: 8.2.21
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.21 Employment Appeals.

II. Scope

This policy applies to all GGC employees.

Amorous Relationships

Policy Number: 8.2.23
Effective Date: February 27, 2023
Revision History: June 30, 2016
Policy Contact: Chief Human Resource Officer; Equal Opportunity and Title IX Coordinator

I. Purpose and Policy Statement

This policy addresses the potential professional risks associated with even consensual amorous relationships between members of the Georgia Gwinnett College (“GGC”) campus community. A sense of fairness by supervisors and teaching faculty is a fundamental prerequisite for fulfilling the College mission. When one party stands in a position of authority over the other, even an apparently consensual amorous relationship may lead to allegations of sexual harassment, or other breaches of professional obligations. This policy is not intended to preclude couples from working together as long as there are no supervisory or evaluative oversight duties.

GGC prohibits all faculty, staff, and administrators, including teaching assistants, interns, externs, tutors, volunteers, contractors, etc., from pursuing, or accepting advancements for, amorous relationships with students whom they currently supervise, teach, evaluate, or with whom a professional power/status advantage could potentially exist. This prohibition also includes, but is not limited to, students whom they are mentoring, advising, tutoring, or working with through student clubs, student publications, student affairs projects and initiatives, enrollment management and/or other campus-related functions, programs, and activities. 

All GGC employees are prohibited from having an amorous relationship with any other employee if either employee supervises, evaluates, or in any other way directly affects the terms, or conditions, of the other’s employment. This includes, but is not limited to, faculty or administrators, interns/externs, professional/graduate students from other areas who may be completing service requirements on the GGC campus, student employees who supervise other students, or student employees engaged in the ordinary course of campus business.

GGC is committed to providing a harassment free environment for all faculty, staff, and students. Even the appearance of impropriety between members of the campus community should be avoided.

II. Scope

This policy pertains to all employees of Georgia Gwinnett College.

III. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees the updating and maintenance of this policy and provides interpretation of this policy when questions arise.
2. Human Resources: Maintains this policy and fields, researches, and responds to questions related to this policy.
3. Direct Manager: Keeps updated on policy guidelines and related materials; responds to employee questions; and, carries out all supervisory duties should a breach of this policy occur.
4. Cabinet Member or designee: Responsible for being familiar with this policy and guidelines; provides guidance to supervisors when questions arise.   

IV. Requirement to Disclose Amorous Relationship

1. Any employee with a current or past involvement in an amorous relationship with another employee over whom they have supervisory/instructional power, or influence over their work, or scheduling of their assignments, must immediately disclose the relationship to the appropriate supervisor. All staff and administrators must report the relationship to their supervisor. All faculty members must report the relationship to their dean. The supervisor/dean will take the appropriate steps to ensure compliance under this policy.
2. If a situation arises in which parties who are, or have been, involved in an amorous relationship moves into a position in which they would be called upon to supervise, review, recommend, or evaluate one another, the individual in authority must immediately  report this fact to their supervisor. The supervisor will then arrange for those who are, or have been involved, in an amorous relationship to not evaluate each other. If a faculty member has had, or engages in an amorous relationship with a student over whom the faculty member has authority, as described above, the faculty member must immediately  report this to the dean, who will plan for an alternate evaluation arrangement.

V. Disciplinary Actions for Violation of Amorous Relationship Policy

1. All available sanctions shall be considered for violations under this policy, including, but not limited to, dismissal from the College and cancellation of contractual obligations. Any faculty member, staff, and administrator including student employees, teaching assistants, interns, externs, tutors, volunteers and contractors, who fail to promptly report an otherwise prohibited amorous relationship to the appropriate individual is in violation of College policy and is subject to disciplinary action, up to and including termination.
2. Any faculty member found in violation of this policy may be subject to dismissal before the end of their contract term. Faculty violations under this section shall be deemed as a criteria invoking Removal for Cause.
3. Complainants who feel they are victims under this policy should notify the Title IX Coordinator.

VI. Related Regulations, Statutes, Policies, and Procedures

APM 8.3.9.1 Grounds for Removal
BOR Policy Manual 8.3.9.1 Grounds for Removal
BOR Policy Manual 8.2.18.6 Amorous Relationships

Voluntary Disclosure of Drug Use

Policy Number: 8.2.18
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.2.17 Voluntary Disclosure of Drug Use.

II. Scope

This policy applies to all GGC employees.

Employee Recruitment

Policy Number: 8.2.25
Effective Date: June 10, 2024
Revision History: None
Policy Contact: Chief Human Resources Officer

I. Purpose and Policy Statement

Georgia Gwinnett College (“GGC”) adheres to the policies and procedures of the Board of Regents (“BOR”) on employee recruitment, including the BOR Human Resources Administrative Practice Manual (“HRAP”) Policy on Employee Recruitment. When beneficial, GGC develops College-specific policies and procedures on employee recruitment to supplement the content in the BOR Policy Manual and the BOR HRAP.

GGC is an Equal Opportunity Employer. Recruitment for faculty and staff will comply with BOR, state, and federal policies, regulations, and laws. As required by the BOR HRAP Policy on Employee Recruitment, recruitment for faculty and staff at GGC should be completed in accordance with the procedures set forth by the Chief Human Resources Officer (“CHRO”), approved by the President in consultation with Legal Affairs and the appropriate leadership level.

Recruitment procedures include standards for recruitment screening and guidance as to who can make hiring and compensation decisions on behalf of GGC. These procedures must be adhered to by all hiring officials and those participating in the selection process.

In accordance with the USG Statement of Principles Regarding Academic Freedom and Freedom of Expression, GGC’s recruitment procedures shall be free of ideological tests, affirmations, and oaths (including diversity statements). The basis and determining factor for hiring and promotion should be that the individual possesses the requisite knowledge, skills, and abilities associated with the role, and is believed to have the ability to successfully perform the essential functions, responsibilities, and duties associated with the position for which they are being considered. At the core of any hiring, or promotion decision is ensuring GGC’s ability to achieve its mission and strategic priorities in support of student success.

II. Scope

This policy applies to all GGC employees. Human Resources staff, hiring managers, and employees within GGC should be familiar with this policy.

III. Definitions

Affirmations: The action or process of affirming a strongly held belief as a requirement for employment.

Ideological Tests: Tests or questions based on or relating to a system of ideas and ideals, especially concerning economic or political theory and policy.

Oaths: A solemn attestation of truth, adherence, or agreement to a belief system or structures unrelated to the standards required for employment. The State of Georgia Loyalty Oath is excluded from this definition and policy.

Uniform Guidelines on Employee Selection: In 1978, the Equal Employment Opportunity Commission (“EEOC”) adopted the Uniform Guidelines on Employee Selection Procedures or “UGESP” under Title VII. See 29 C.F.R. Section 1607.1. UGESP provided uniform guidance for employers about how to determine if their tests and selection procedures were lawful for purposes of Title VII disparate impact theory.

Title VII of the Civil Rights Act of 1964 (42 U.S.C. Section 2000e et seq.): As amended, this Act protects employees and job applicants from employment discrimination based on race, color, religion, sex, and national origin.

Title IX of the Education Amendments of 1972 (20 U.S.C. Section 1681 et seq.): Protects people from sex discrimination in educational programs and activities at Institutions that receive financial assistance.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”): Ensure implementation of policy and development of institution level recruitment and selection procedures to include related training.
2. GGC  Legal Affairs: Provide consultation to Human Resources and hiring managers to ensure compliance with policy.

V. Recruitment Procedures

The following guidelines apply for the recruitment of GGC faculty and staff:

1. Screening Requirements and Data Collection:
   1. Faculty and staff recruitment at GGC should be based on institutional need and the availability of resources to fulfill the stated mission of GGC. The BOR HRAP Policy on Employment Applications governs the requisite data collection process for employment candidates. GGC has established a screening and selection framework to effectively assess the qualifications, knowledge, and skills of candidates. This process is relegated to determining whether candidates can perform the stated duties of the role. The screening process may not extend beyond the stated mission and values of GGC and the functional expectations of the departmental unit. Likewise, departmental units should not develop or institute mission or value statements that are not aligned with and in support of the overall GGC mission and values.
   2. All screening tools must be approved by the CHRO or their designee. The use of affirmations, ideological tests, and oaths (including diversity statements) are expressly prohibited and should not be utilized for recruitment and selection purposes. An appendix document with appropriate screening questions to ask during the screening and selection process is included in the BOR HRAP Policy on Employee Recruitment.
   3. Hiring managers should follow the GGC-specific guidance and should work closely with their direct supervisor and Human Resources or Academic Affairs to ensure adherence to any associated policies, guidelines, rules, or laws. The hiring manager and the appropriate Human Resources and/or Academic Affairs official will collaborate to develop an appropriate offer of employment (including position title, compensation, hire date, etc.).
2. Georgia New Hire Reporting Program: Federal and State law requires employers to report newly hired and re-hired employees in Georgia to the Georgia New Hire Reporting Center. Human Resources oversees the process for all hires and transfers to be reported to the Georgia New Hire Reporting Program https://ga-newhire.com/.
3. Recruitment Training Expectations/Requirements for Employees
   1. GGC will provide training to employees responsible for recruiting and hiring faculty and staff to ensure that GGC procedures are appropriately and consistently followed. All training must be approved by the CHRO and the President. The use of affirmations, ideological tests, and oaths (including diversity statements) are expressly prohibited and should not be utilized for recruitment and selection purposes. Additionally, individual units and departments are not permitted to mandate recruitment training for search committee members or departmental employees beyond that which is approved by the CHRO and President.
   2. Mandatory recruitment training should be limited to that which complies with BOR, state, and federal policies, regulations, and laws. Examples include:
      1. Title VII of the Civil Rights Act of 1964.
      2. Title IX of the Education Amendments of 1972.
      3. Functional training associated with hiring and recruitment software and Institutional data management.
      4. Best practices related to candidate engagement and communication.
      5. Any requirements encompassed within the USG HRAP on General Criteria for Employment.
   3. GGC shall maintain training records for all employees who are required to complete training. Records will be maintained in the Grizzly Learning Path.

VI. Related Regulations, Statutes, Policies, and Procedures

BOR Policy Manual 6.5 Freedom of Expression and Academic Freedom
BOR Policy Manual 8.2.1 Equal Employment Opportunity
BOR Policy Manual 8.2.18.1.2 Statement of Core Values
BOR Policy Manual 8.2.18.2 Conflicts of Interest, Conflicts of Commitment, and Outside Activities
BOR Policy Manual 8.3.3.1 Intrasystem Recruitment
BOR Policy Manual 8.3.1 Faculty Employment
BOR HRAP Policy on Employee Recruitment
BOR HRAP Policy on Employment Applications
BOR HRAP Policy on Eligibility for Rehire
BOR HRAP Policy on Equal Employment Opportunity
BOR HRAP Policy on General Criteria for Employment
Appendix I and II - USG Recruitment HRAP Appendix Document Regarding Appropriate Screening Questions

Overtime and Compensatory Time

Policy Number: 8.2.40
Effective Date: February 27, 2023
Revision History: August 1, 2018
Policy Contact: Director, Payroll and Benefits

I. Purpose and Policy Statement

The purpose of this policy is to provide Georgia Gwinnett College requirements on the use of overtime and compensatory time in compliance with Board of Regents Business Procedure Manual (“BPM”) Section 5.3.2.1 Overtime and 5.3.2.2 Compensatory Time (Comp Time). The BPM section ensures adherence with the Fair Labor Standards Act (“FLSA”) relating to overtime and compensatory time for eligible employees, ensures consistency among University System institutions, and affords appropriate flexibility as needed at the institutional level. The standard workweek in the University System is forty (40) hours and the College makes the scheduling decisions regarding distribution of hours throughout the week.

II. Scope

The policy applies to all employees classified as non-exempt under the Fair Labor Standards Act. All GGC employees should be aware of this policy.

III. Definitions

Non-exempt employee: Employees who are covered by or subject to the federal wage-hour provisions of the FLSA. Non-exempt employees are required to be compensated for and to account for all hours worked.

Exempt employee: Employees who are not subject to the federal wage-hour provisions of the FLSA. Employees exempt under the FLSA are not eligible to accrue compensatory time or be paid overtime.

Overtime hours: Hours worked by a non-exempt employee that exceeds the standard forty (40) hours within the standard workweek.

Compensatory time: Paid time off given to an employee instead of overtime pay in compensation for extra hours of work.

IV. Compensatory Time

1. Georgia Gwinnett College has responsibility to minimize overtime work to the extent possible and has determined that compensatory time will normally be awarded in lieu of overtime payment. Compensatory time is calculated at the rate of one and one-half hours of compensatory time for each hour of overtime work. Compensatory time is accrued at the end of the pay period and has a maximum accumulation of 240 hours.
2. All compensatory time balances must be used by the second pay period in May or compensatory time balances on record as of May 31 must be paid out no later than the final biweekly pay period in June each fiscal year. Such payment shall be at the employee’s regular earnings rate at the time the payment is made. Compensatory time earned in June will carry forward into the upcoming fiscal year. Employees who have reached the compensatory time maximum of 240 hours must receive a cash payment for any additional overtime. 
3. Employees shall utilize accrued compensatory time prior to utilizing accrued vacation/annual and/or sick leave. Managers are responsible for monitoring accumulated compensatory time and ensuring that it is used within the required timeframes and that employees do not exceed the maximum accumulated hours. Failure to properly manage employee time could result in disciplinary action.
4. GGC’s official time recording system is the system of record for overtime and compensatory time. Compensatory time shall not be accrued and maintained outside of the time recording system. 
5. The employee must be paid for accumulated compensatory time if:
   1. The compensatory time has not been used as of the last full pay period of the fiscal year. 
   2. The compensatory time balance exceeds 240 hours.
   3. The employee terminates employment with the institution, including retirement or transfer to another USG institution.
   4. The employee’s FLSA status changes from non-exempt to exempt.
   5. The institution may require payment to the employee if the employee transfers between cost centers (departments) at the institution.
6. When compensatory time is paid to the employee, it should be paid at the regular hourly rate since the one and one-half calculation has already occurred.

V. Overtime

1. Any decision to allow employees determined eligible to work overtime will be by exception only. Employees working approved overtime must maintain a record of the total hours they work each day. Reported time must accurately reflect all regular and overtime hours worked, any absences, early or late arrivals, early or late departures and meal breaks, and should regularly be submitted for verification and approval. 
2. Employees are prohibited from performing any “off-the-clock” work, which means work performed, but unreported, in time management. Employees should review timecards and paychecks and verify correct pay for all regular and overtime hours worked each workweek. 
3. It is a violation of policy to falsify time records, or for any employee or manager to instruct another employee to incorrectly or falsely report hours worked or alter another employee’s time card to under- or over-report hours worked. Employees are prohibited from working overtime or working any hours outside of the scheduled workday unless a supervisor has authorized the unscheduled work in advance. Any employee who fails to report or inaccurately reports any hours worked will be subject to disciplinary action, up to and including discharge.

VI. Compensatory and Overtime Approval Process

1. All compensatory time must be approved in advance. A Compensatory Time/Exception Only Overtime Authorization Form must be completed and signed by the division Vice President and submitted to the Office of Payroll and Benefits prior to the compensatory time being worked. The Compensatory Time/Exception Only Overtime Authorization Form may be obtained by contacting the Office of Payroll and Benefits.
2.  Overtime will be allowed on an exception basis and approved in advance by the division Vice President. The completed form will be submitted to budget@ggc.edu at least two (2) weeks prior to the period in which the overtime will be worked. After the request has been submitted, the Office of Budget and Reporting will verify the department has available funds in the operating budget. Funds will be transferred from the department operating budget to the department personal services budget to cover the overtime. A notification email will be sent to the department budget manager regarding approval status and/or budget transfer completion.

VII. Standard Calendar Year Hours

For purposes of calculating hourly pay, 2,080 hours will be the factor used in all cases. The actual work hours in a year will not be used (including leap years).

VIII. Related Regulations, Statutes, Policies, and Procedures

BOR Business Procedure Manual 5.3.2.1 and 5.3.2.2
US DOL Fair Labor Standards Act
HRAP Fair Labor Standards Act Leave
HRAP Workweek and Overtime
HRAP Time and Leave Reporting
HRAP Emergency Call Back Pay and Variant Pay
USG Non-Exempt Hours Worked Guidance Resource
US DOL FLSA FAQs
US DOL FLSA Hours Worked Fact Sheet 

8.2.50 Employee Grievance Policy

Policy Number: 8.2.50
Effective Date: February 27, 2023
Revision History: January 28, 2022
Policy Contact:  Chief Human Resource Officer

I. Purpose and Policy Statement

George Gwinnett College is committed to providing a positive work environment for all employees. This policy is intended to document guidelines and procedures for resolution of conflicts at the lowest possible level. When conflicts or disagreements occur, employees should first attempt to resolve them through discussion with their supervisors.  If informal attempts at resolution are not successful, formal grievance procedures are detailed in  this policy. A grievance or disciplinary review will be available to address claims that an employee has been harmed by an action that violates the policies of either the College or the Board of Regents of the University System of Georgia (“BOR”).

II. Scope

This policy and related procedures relative to appeals of suspension, dismissal, demotion decisions and/or related disciplinary review shall apply to all regular staff employees as defined in the BOR Human Resources Administrative Practice Manual under the Policy on Employee Categories. A faculty member may also choose to use these procedures for resolving appeals of suspension. However, such use must be consistent with Georgia Gwinnett College and BOR policies. Staff and faculty may not use two different campus grievance processes to address the same matter.

III. Definitions

Regular Staff Employee: Individuals employed on a continuous basis and whose duration of employment may also be defined by term and/or restricted funding source(s). Regular Staff employees may be full-time or part-time. Those with a work commitment of half-time or greater or .5 FTE are partial or full benefits eligible and those who work less than 20 hours per week are non-benefits eligible.

Business Day: Any week day the College is open and the non-essential staff is required to work.

Institutional Decision: A decision on behalf of the College that is issued by the Chief Human Resource Officer (“CHRO”) or designee after considering the Hearing Panel’s recommendation.

Preponderance of Evidence: The weight of the evidence, taken as a whole, supports that it is more likely than not that the claim is or is not true. In other words, the burden of proof is met when the party with the burden convinces the fact finder that there is a greater than fifty percent chance that the claim is true.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”): The chief executive officer designated with responsibility to assign a Grievance Officer to oversee the formal review of a grievance filed by an employee. The CHRO will use the report of the Hearing Panel to reach a decision that best promotes the effective and efficient operation of the College.
2. Grievance Officer: A designated individual who will oversee the grievance process and has the authority to exercise supervision to ensure adherence to College policies and procedures related to the grievance.
3. Hearing Panel Chair: A designated individual who will oversee the hearing and has the authority to exercise supervision over the Hearing Panel to ensure adherence to College policies and procedures related to the grievance. It is permissible, at the sole discretion of the Grievance Office, for the Grievance Officer to also be the Hearing Panel Chair.
4. Hearing Panel: A designated group of individuals, assigned by the College, to consider a grievance filed by an employee and review the action taken.

V. Applicability and Compliance

When conflicts, or disagreements occur, employees should first attempt to resolve them through discussion with their supervisors. If informal attempts at resolution are not successful, a formal grievance process can be available.

VI. Circumstances Under Which Grievances May Not Be Filed

1. In accordance with BOR policy, a grievance will not be available to dispute the following issues:
   1. Promotion decisions
   2. Performance evaluations
   3. Contract expirations or contract non-renewals
   4. Hiring decisions
   5. Classification appeals
   6. Challenges to grades or assessments
   7. Challenges to salary decisions
   8. Challenges to transfers or reassignments
   9. Termination or layoff because of lack of work or elimination of position
   10. Investigations or decisions reached under the Institution’s Harassment Policy
   11. Normal supervisory counseling
   12. Matters excluded from grievance under other Board of Regents policy and/or excluded under College policy or campus communications
2. In addition, these formal procedures will not be available to a student employee, or employee who has chosen to seek relief through a department, school, or unit’s internal grievance procedure, unless such procedure failed to provide due process and/or an adequate mechanism for appeal or review. A student employee may not utilize two grievance procedures concerning the same matter.

VII. Circumstances Under Which Grievances May Be Filed

1. An employee may file a grievance under the following conditions:
   1. The employee has been suspended;
   2. The employee has been discharged;
   3. The employee has been demoted; or,
   4. The employee’s salary has been reduced. 
2. An employee may not file a grievance, even in the above circumstances, if:
   1. The discharge occurred during the six (6)-month provisional period;
   2. The employee has been adversely affected by a reorganization, program modification, or financial exigency (such employee may apply to the Board of Regents for review); or,
   3. The issue underlying the grievance is a charge of discrimination on the basis of race, color, sex (including sexual harassment and pregnancy), sexual orientation, gender identity, gender expression, ethnicity or national origin, religion, creed, age, genetic information, disability, or veteran status.  Such charges should be directed to the Equal Opportunity and Title IX Coordinator.
3. Grievant Must Exhaust Internal Remedies. Any individual wishing to file a grievance must exhaust the internal procedures detailed in this policy prior to appealing to an external organization or agency. In the event an individual elects to pursue a complaint, or appeal with an external organization or agency in lieu of filing an internal complaint, or before all internal procedures are exhausted, then compelling circumstances must be presented to, and accepted by, the Grievance Officer prior to the acceptance of the filing of an internal complaint, or prior to resuming the internal grievance process. The Grievance Officer has the sole discretion in the determination of whether to accept an internal complaint, or resume the investigation of an internal complaint in instances where an external entity is investigating and/or reviewing the matter.

VIII. Grievance Process/Procedures

1. The steps in the grievance procedures have specific time limits. 
2. Filing the Grievance.
   1. An employee may file a grievance by contacting the CHRO. Unless there is good cause for delay (as determined by the College), a grievance must be filed within ten (10) Business Days of the notice of suspension, discharge, or related disciplinary action. The timeline will begin on the next Business Day following the suspension, discharge, or related disciplinary action.
   2. The failure of the grievant to adhere to the filing deadline in this procedure may result in the loss of the right to continue a grievance. If filed after that time, the grievance must be accompanied by a written explanation for the delay and a brief written request to file late. The Office of Human Resources in coordination with the Office of Equal Opportunity and Title IX Compliance, or the appropriate designee, will rule on whether a late filing of a grievance will be accepted or denied based on whether the employee had good cause for filing the grievance late. 
   3. Upon submission of the grievance, the Office of Human Resources, or the appropriate designee, will acknowledge receipt and provide the grievant with a copy of this grievance policy,  Once a determination is made that a grievance has been timely filed, the CHRO will assign a Grievance Officer.
   4. If the grievance is against employees within the Office of Human Resources, an appropriate Grievance Officer will be assigned by the President to handle the matter in question, and the Grievance Officer will assume all the duties and responsibilities herein assigned to the Office of Human Resources or the CHRO under this grievance policy.
   5. If it is determined at any time that the grievance involves a matter of discrimination or harassment, under the College’s prohibited discrimination and harassment policies, then the grievance shall be handled in accordance with the procedures designated by the President as presented in the campus non-discrimination and anti-harassment policy.
3. Grievance Requirements.
   1. The grievance must be in writing to be considered. Appropriate methods of delivery include delivery by mail, email, hand delivery or courier service. Grievance documents provided via mail, hand delivery, or courier service must be signed by the grievant or the documents will be returned as incomplete.
   2. The grievance should clearly set forth a full statement of the following:
      1. The nature of the grievance;
      2. The employee’s version of the facts;
      3. Names of campus employees/students/affiliates who may have direct knowledge of the circumstances of the grievance and information indicating where and how these persons may be contacted during normal business hours; and,
      4. The redress desired.
   3. Grievance documents which do not include the four (4) elements above may be returned as incomplete.
4. Dismissal for Failure to Cooperate. The Grievance Officer may, in the Officer’s sole discretion, dismiss the grievance, if the grievant fails or refuses to cooperate with the Grievance Officer regarding either the informal or the formal resolution process, which includes but is not limited to the following:
   1. Failing to respond in a timely manner to the Grievance Officer;
   2. Failing to cooperate with the scheduling of informal resolution meetings or the formal hearing itself; or,
   3. Attempting to obstruct the grievance process.

IX. Informal Resolution

1. Where applicable, the Grievance Officer shall make every effort to resolve the grievance through informal resolution prior to assigning the matter for a formal review hearing. Within five (5) business days of a timely filing determination by the College, the designated Grievance Officer shall take the following steps:
   1. Notify the operating unit that a grievance has been filed;
   2. Decide as to whether informal resolution is possible; and,
   3. If informal resolution is possible, the Grievance Officer shall facilitate the full process and document the agreed upon outcome in writing, acquiring signatures from both parties and the matter will be deemed resolved, without further action.

X. Formal Resolution Board of Review Hearing

1. If after reviewing the documentation, informal resolution does not appear to be possible, or where the informal resolution process does not produce an agreed upon resolution, the Grievance Officer shall provide the employee with a written Notice of Intent to Schedule a Hearing concerning the matter. 
2. The Grievance Officer will handle the remaining steps in the process, including identifying the remaining members of the Hearing Panel. The Hearing Panel shall be comprised of at least two (2) members (including the Hearing Panel Chair), but no more than three (3) members (including the Hearing Panel Chair) for the Grievance Hearing. If one or more members are unable to serve on the Hearing Panel, the Grievance Officer or their designee, shall appoint alternates.
3. The parties (namely, the grievant and the management representatives) will be notified of the identity of the members on the Hearing Panel and may notify the Grievance Officer within three (3) business days of receiving that notice if they have a concern that any member of the Hearing Panel has a conflict or a bias.
4. The hearing may take place either before or after the effective date of the personnel decision in question. The Grievance Officer may choose to hold the hearing in person or via video conference. The Grievance Office shall give the grievant at least five (5) days notice prior to the scheduled hearing date.  The notice date is based on the date listed in the written letter to the grievant. In addition to the grievant, hearing notices are  prepared for the following:
   1. The grievant’s immediate supervisor
   2. The dean, director, or vice president over the grievant’s operating area
   3. Any other parties GGC considers appropriate as determined by the Grievance Officer
5. The grievant has the burden of proving allegations stated in the grievance under the preponderance of evidence standard.
6. Once a grievance is filed, campus officials will be unable to have ex-parte communications and/or related discussions outside of the hearing process with the Hearing Panel. For purposes of this policy, the hearing process begins on the date the grievance is submitted to campus officials in the Office of Human Resources. The parties to the grievance shall communicate with the Grievance Officer but may not directly communicate with the Hearing Panel outside of the hearing itself.
7. An employee is not allowed to use working hours to prepare for a hearing; however, vacation time may be requested and granted, if available. If vacation time is not available, time off without pay may be granted.
8. The parties should provide documentation and/or a list of witnesses to the Grievance Officer no later than three (3) Business Days before the date of the hearing. Documentation or witness lists not submitted three (3) Business Days prior to the hearing may not be considered unless the party presents compelling evidence as to why the material, or witnesses, were not made available to the Hearing Panel prior to the hearing. The Hearing Panel will decide whether such evidence, or witnesses, shall be allowed. The Grievance Officer shall forward all records, documentation, and potential witness lists to the Hearing Panel Chair and the parties to the grievance. The Hearing Panel Chair will conduct a briefing of the Hearing Panel to share the evidence prior to the Hearing.
9. The grievant may be permitted to have up to one person present at the hearing (i.e., a personal “Advisor”). However, the Advisor may not address the Hearing Panel, question witnesses, question the Hearing Panel, or question any other party. The Advisor may not address the Hearing Panel at any time. These restrictions also apply to an attorney acting as the Advisor. In instances where the presence of another party is counterproductive to the grievance process, the Grievance Officer may exclude the party. 
10. The Hearing Panel Chair may limit the number of parties in attendance.  Witnesses, other than the grievant and Management Representatives, for the hearing will be required to wait outside of the hearing until it is their time to participate in the hearing.
11. The Hearing
    1. Both parties have the right to submit changes of proposed evidence for the hearing less than three (3) Business Days prior to the hearing. However, should that occur, the Hearing Panel Chair determines if a witness will be called, or evidence accepted for presentation, where submitted less than three (3) Business Days before the hearing. Witnesses not associated with the College may not be requested to appear and may not be included in the Hearing, absent extraordinary circumstances, which shall be determined in the sole discretion of the Hearing Panel Chair. 
    2. When a witness cannot, or will not appear, the Hearing Panel Chair may consider the written statement of the witness, or make a determination as to whether the statement is appropriate for consideration. The Grievance Officer, in coordination with the Hearing Panel Chair, will determine when each witness is to be heard during the hearing. The Grievance Officer will contact and schedule those witnesses that the Hearing Panel requests to call. The Grievance Officer will let each party know when witnesses should be available. Each party is responsible for contacting their witnesses and having those witnesses available during the scheduled hearing time.
    3. Strict rules of evidence or legal procedure will not be followed during the hearing.
    4. The Hearing Panel Chair will determine how the Hearing is conducted and the relevancy of the evidence. The proceedings, except for the deliberations of the Hearing Panel, may be recorded by the Hearing Panel Chair. No other recordings or electronic devices will be allowed. The hearing may not be recorded by any other participants. The Hearing Panel Chair has sole discretion in determining whether to tape a proceeding.
    5. The order of individuals called to address the Panel will be as follows:
       1. Grievant
       2. Management Representatives, if applicable
       3. Witnesses, if applicable
       4. Summary
    6. Time. The hearing is limited to a total time of one and one-half hours. Included in this time are questions to witnesses and their responses. The Hearing Panel may grant additional time, if it is deemed necessary by the Hearing Panel Chair.
    7. Attendance at the Hearing. The hearing is closed to anyone except the parties and the Hearing Panel members. All potential witnesses, with the exception of the grievant and the Management Representatives, must leave the hearing until they are called to testify, absent other instructions from the Hearing Panel Chair.
    8. Procedural Modification. The Hearing Panel Chair shall have the authority to modify the hearing procedures.
12. Deliberations and Hearing Panel Recommendation
    1. At the close of all evidence, the members of the Hearing Panel will meet in closed session. A determination of findings will be made and if applicable, conclusions and recommendations will be determined.
    2. The Hearing Panel will prepare a recommendation and present it to the Grievance Officer within ten (10) Business Days of the hearing. The Hearing Panel Chair may extend this deadline at his/her discretion, based on appropriate justification.
    3. The Hearing Panel recommendations are forwarded by the Grievance Officer to the CHRO, or designee, for institutional decision within twenty (20) business days of the date of the Hearing . The Grievance Officer will notify the Hearing Panel Chair when the recommendation has been forwarded to the CHRO or designee. In instances where the CHRO is unavailable, the CHRO may authorize the CHRO’s designee, or the Hearing Panel Chair, to issue the institutional decision on the CHRO’s behalf.
13. Timeframe for Completion. The institutional decision should be disseminated by the CHRO, or designee, within twenty-one (21) business days of  the Hearing

XI. Appeal to the President

1. The grievant may appeal an institutional decision by submitting a written appeal request to the Office of the President for a final institutional decision within ten (10) business days from the date noted on the institutional decision. The grievant shall have the right to appeal the outcome based on one of the following grounds:
   1. To consider new information, sufficient to alter the decision, or other relevant facts not brought out in the original hearing, because such information was not known, or knowable to the grievant, at the time of the hearing;
   2. To allege a procedural error within the hearing process that may have substantially impacted the fairness of the hearing, including but not limited to whether any hearing questions were improperly excluded or whether the decision was tainted by bias; or,
   3. To allege that the findings were inconsistent with the weight of the information. The appeal shall be a review of the record only, and no new meeting with the grievant, or any alleged victim is required
2. Absent sufficient justification, the grievant may not be allowed to file a campus appeal of an institutional decision where notice was given and the grievant failed to appear for his/her the scheduled hearing. 
3. The appeal will be considered by the President, or the President’s designee, and the President, or designee, will issue a final institutional decision within thirty (30) business days of the date of the written appeal.  
4. If a grievant does not file, or is not allowed to file, an appeal to the President, the institutional decision shall become the final institutional decision.

XII. Application for Discretionary Review to the Board of Regents

If the grievant seeks a further review of a final institutional decision, an Application for Discretionary Review as outlined under the Board of Regents Policy Manual 6.26 should be submitted. This Board of Regents policy requires the Application of Discretionary Review to be made within twenty (20) calendar days of the date noted on the written notification of final institutional decision.

XIII. Related Regulations, Statutes, and Policies

BOR Human Resources Administrative Practice Manual Policy on Grievance 
Board of Regents Policy Manual 6.26 Application for Discretionary Review 
BOR HRAP Policy on Dismissal, Demotions, or Suspensions
BOR HRAP Policy on Disruptive Behavior
BOR HRAP Policy on Employee Categories
APM 12.1 Nondiscrimination and Harassment

Copyright and Fair Use

Policy Number: 8.2.53
Effective Date: October 11, 2023
Revision History: May 26, 2016
Policy Contact: Vice President for Information Technology

I. Purpose and Policy Statement

Georgia Gwinnett College is committed to respecting the rights of copyright holders and complying with copyright law. GGC adheres to the University System of Georgia (“USG”) Copyright Policy. In accordance with copyright law and USG policies, copying or use of copyrighted material not specifically permitted or exempted by law is prohibited. Faculty, staff, and students should consult the USG policy and resource pages for more information on copyrighted works and fair use. Violations of this policy will be handled as addressed below.

II. Scope

This policy applies to all GGC faculty, staff, students, and guests using the GGC network.

III. Procedures for Handling Copyright Complaints

1. GGC generally receives copyright complaints through the University System of Georgia.  Using the information from the complaint received, Information Technology (“IT”) will use available tools and data to identify the account associated with the complaint. Once a potential user has been identified, the next steps depend on the role and status of the user.
2. Policy Violations by Students
   1. IT will forward any complaints and supporting documentation, where applicable, to the Office of Student Integrity for investigative review. Upon receipt, the Office of Student Integrity will arrange a meeting with the student and allow the student to view the complaint and respond to the alleged violation. Any student who is found to be in violation of campus copyright policies may be subject to disciplinary action through the Office of Student Integrity and/or administrative action through the Office of the Provost.
   2. Based on the type of violation, severity of the violation, or prior history of violations, the Office of Student Integrity may take any of the appropriate disciplinary actions below:
      1. Issue a Written Warning and/or Reprimand: The student may be given a written or verbal warning to change/modify the behavior reported in the complaint.
      2. Completion of Research Paper and/or Educational Campaign: The student may be required to complete a research paper on copyright infringement and/or file sharing. Student may also be required to create an educational campaign for the College that increases awareness of copyright infringement.
      3. Verbal and/or Written Counseling Session: Counsel the student on their obligations to follow acceptable use and inform them of the requirement to remove the copyrighted material from their system before accessing the network again.
      4. Temporary Loss of Network Access: The College may temporarily prohibit the student access to the College network.
      5. Probationary Period: Student may be placed on a temporary probation for a specified amount of time. Any violations of the policy during the probation period may result in further disciplinary actions, including but not limited to permanent loss of network access.
   3. The Office of Student Integrity will notify IT once the investigation is completed and the case is closed. Students must immediately remove the copyrighted material from their system before accessing the network again.
   4. The College reserves the right to immediately suspend a user’s network access at any time prior to the investigation and/or implementation of disciplinary actions if a determination is made that immediate suspension is appropriate. This determination is made by the College in its sole discretion.
3. Policy Violations by Faculty or Staff
   1. IT will identify the employee responsible for a copyright violation. The copyright violation information and employee information will be passed to the Office of Human Resources for further action.
   2. Any communications with a faculty or staff member reported to be in violation of this policy shall be forwarded to:
      1. The user’s immediate supervisor;
      2. The Vice President or Dean of the user’s department;
      3. The Vice President for Information Technology/Chief Information Technology Officer; and/or
      4. The Vice President for Human Resources.
   3. Any complaints or reported violations received more than 48 hours after a faculty or staff member is notified of their initial offense may be considered a second offense and the faculty or staff member’s Media Access Control (“MAC”) address may be blocked from the network, without any additional notification requirement to the faculty or staff member. Network access may be restored only at the direction of the Vice President for Information Technology/Chief Information Technology Officer or another designated senior campus official.
   4. Faculty and staff members must immediately remove the copyrighted material from their system before accessing the network again.
   5. Implementation of any disciplinary actions may be imposed by the College at any time.
4. Policy Violations by Guest Users
   1. Guest users will be blocked from the network by their MAC address. If a student, faculty or staff member comes forward as the owner of that system, the complaint will be handled using the procedures outlined above.
5. Due to the changing nature of the electronic environment, any aspect of this policy may be modified, including but not limited to, the disciplinary actions outlined, in order to maintain the appropriate operating environment for continued electronic access for the overall campus community. 

IV. Related Regulations, Statutes, Policies, and Procedures

University System of Georgia Copyright Policy

Prohibition Against Sales, Solicitation, Invitation, and Operation of Private Enterprise

Policy Number: 8.2.54
Effective Date: March 14, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Director of Auxiliary Services

I. Purpose and Policy Statement

Georgia Gwinnett College does not permit sales, solicitation or the operation of private enterprises by individuals or business on College property, unless otherwise approved and provided for by contractual agreement. Except as specified by related procedure, all business enterprises operated on Georgia Gwinnett College property shall be operated as auxiliary enterprises and shall be under the direct management, control, and supervision of the Director of Auxiliary Services. Uncontracted or unauthorized enterprises may not use Georgia Gwinnett College as a mailing address.

II. Scope

The prohibition in this policy does not apply to promotions, programs, and events sponsored or approved by the College, College affiliates, or the Board of Regents.

III. Compliance

1. Distribution of flyers, handbills, invitations, or leaflets advertising for the sale or giveaway of items or services and any other information may not be placed on College property, or presented to students or employees in any way other than through authorized College officials, College-sponsored programs, approved Student Affairs events, or authorized programs for registered student clubs.
2. Violators under this policy may be issued for trespass warnings and are subject to additional campus and other enforcement actions.
3. For solicitation guidelines pertaining to gifts to the College and/or fundraising events and efforts, refer to 7.61 Fundraising  .

Dress and Personal Appearance

Policy Number: 8.2.55
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

All employees of GGC are representatives of the College’s image and are therefore expected to maintain an appropriate business professional appearance that is neat and clean. It is important to ensure that the College’s image is projected favorably at all times. Dress and grooming should be appropriate for the professional work environment. Departments are permitted to establish more specific dress guidelines, as necessary, based upon the department function (i.e., Fitness Center).

To support a positive campus culture of school spirit, Fridays are designated as “Grizzly Fan Fridays.” On these designated spirit days, employees may choose to wear GGC paraphernalia paired with jeans provided they are in good taste (no holes or rips). All paraphernalia should be in good taste so as not to negatively affect the College’s image. This does not apply when attending a function representing the College in a professional setting, meeting, and/or conference. Should meetings and/or events occur on Friday that involve outside visitors/guests, normal business attire guidelines should be followed.

Employees with questions about appropriate dress and appearance should contact their immediate supervisor and/or the Office of Human Resources. Dress and appearance which may be deemed offensive in accordance with a reasonable person standard is strictly prohibited.

II. Scope

This policy pertains to all employees of Georgia Gwinnet College. Employees whose jobs require them to wear uniforms and/or whose attire must meet prescribed safety standards are not covered by this policy.

III. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise
2. Human Resources: Maintains the policy; fields, researches and responds to questions
3. Direct Manager: Keeps updated on policy guidelines and responds to employee questions
4. Cabinet Member or designee: Responsible for being familiar with the policy and guidelines and supporting compliance in their area of authority

Teleworking Policy

Policy Number: 8.2.56
Effective Date: February 27, 2023
Revision History:  September 28, 2022; January 1, 2022
Policy Contact:  Director, Payroll and Benefits

I. Purpose and Policy Statement

Georgia Gwinnett College recognizes the importance of work-life balance. Telework is made available with the understanding that GGC seeks to balance employee solutions with appropriate on-campus support for our students and community culture. Teleworking is considered a privilege and allowed on a voluntary basis, where approved by the direct supervisor, and Vice President or equivalent (cabinet member) and in adherence to this policy. Employees who fill job classifications and positions that have been designated as eligible for telework may submit a written request for consideration to telework from their home location. The Telework program is an employer option, not an employee right and is appropriate only when it results in a benefit to the institution. Telework may not be suitable for all employees or for all positions.

The purpose of this policy is to define the teleworking program, guidelines and rules under which it will operate. This policy is designed to help managers and employees understand this type of work environment and their associated responsibilities. This policy provides the general framework for teleworkers and is not intended to address the special conditions and needs of all employees or circumstances.

II. Scope

This policy applies to employees who meet the criteria to participate in teleworking.

III. Definitions

Alternate Workplace: A worksite in the state of Georgia other than the employee’s usual and customary worksite (primary workplace). The alternate workplace may include the employee’s home.

Eligible Employees: An employee, in an eligible position, who has been identified by the employee’s supervisor as satisfactorily meeting performance standards, terms, and conditions of employment of their position. The employee shall have no active formal disciplinary or performance-related actions on file for the current or preceding 12-month calendar year period.

Eligible Positions: The position must be structured to be performed independently of others and with minimal need for support and without impacting service quality or organizational operations. The eligibility of a position for teleworking may change depending on circumstances.

Primary Workplace: The teleworker’s usual and customary workplace.

Teleworker: A person who works at an alternate workplace to produce an agreed-upon work product. All teleworkers must complete the telework agreement.

Teleworking: Working at a location other than the employee’s usual and customary workplace.

Teleworking Agreement: The signed document that outlines the understanding between GGC and the employee regarding the teleworking arrangement. The teleworking agreement documents the mandatory policies in effect and the results of any other agreements between the supervisor and the teleworker. The agreement must be signed by both parties prior to the start of the telework period agreeing that both parties will abide by the terms and conditions of teleworking. The agreement must be reviewed and considered for renewal every six months to ensure that the guidelines for participating in the program indicate continued eligibility and are well understood. A supervisor may elect to revise the agreement when a need arises. In addition, the teleworking agreement should be reviewed and revised if necessary, when there is a change in supervisor, job responsibilities, or change in work circumstances or performance. The agreement will have a place where the employee acknowledges that he or she has read and agrees to the terms of the policy and items listed in the agreement. Any employee who teleworks must sign a Telework Agreement.

Telework Manager: Management personnel authorized by GGC to approve/manage telework agreements in their department.

IV. Equipment and Supplies

1. The employee is expected to use their own furniture, telephone lines, and other equipment. Any use of private facilities of the employee will be at the employee’s discretion and not at the behest or expense of GGC. This applies to all physical improvements and conveniences as well as services. In order for an employee to participate in this voluntary initiative the employee shall be responsible for ensuring that they have the necessary electronic communication, including but not limited to, home-based internet and other necessary sources to communicate and complete work assignments from home.
2. In no situation should GGC-owned equipment be installed in an employee’s home. GGC, at its sole discretion where budget resources are available, may give written permission for certain equipment, for example computers, to be checked out and used at the alternate worksite. Since GGC’s equipment is the property of the state, GGC must retain the responsibility for the inventory and maintenance of state-owned property following state laws and procedures.

V. Telework Schedule

1. The institution seeks to maintain an appropriate in-person campus presence in support of the needs of our students and campus community. Each employee who teleworks shall develop a work schedule with the employee’s supervisor and the employee’s supervisor must agree in advance to any changes to the employee’s work schedule.
2. In general, positions that are deemed suitable for telework schedules may allow up to two days per week, notwithstanding exclusions otherwise listed in the policy. Exempt employees are required to record telework days on their monthly timesheet with the Time Reporting Code 00TWM-Teleworking Exempt to designate the time as work performed off campus under this policy. Nonexempt employees are required to report telework days on their biweekly timesheet with the Time Reporting Code of 00TWH-Teleworking Non-Exempt. Non-exempt employees subject to mandatory overtime must obtain approval from their supervisor before performing overtime. A non-exempt employee working overtime without such approval may cause the department to terminate the teleworking option and/or take other appropriate action. The employee must obtain approval in advance from their supervisor before taking leave during a designated telework day.
3. The employee must maintain contact with the office as specified in the work schedule, department policy, and telework agreement. An employee’s activities outside the time of work or outside the place designated for work will be deemed to be in the employee’s own personal time and place, unconnected with work activities.

VI. Process and Procedures

1. Telework may not be suitable for all employees and/or positions. GGC can implement teleworking as a work option for certain eligible employees based on specific criteria and procedures consistently applied throughout the department. Administrative support positions and front-office facing roles, if determined to be eligible for telework, may only telework one day per week. Offices involving emergency operations, front-facing customer service-based roles, telephone support, meeting and planning coordination, building support, and other services or positions as deemed ineligible by GGC, may be excluded from consideration under this policy.
2. Telework Managers who choose to consider telework for employees shall be responsible for the following:
   1. Establishing expectations for and monitoring of employee performance;
   2. Identifying eligible positions suitable for telework;
   3. Identifying eligible employees;
   4. Determining if office-like space is required;
   5. Determining if equipment will be provided to the employee to use at home (see “Equipment and Supplies”);
   6. Establishing how the teleworker will maintain regular contact with office coworkers and supervisors;
   7. Determining how the department will handle restricted access materials, security issues, and taking electronic or paper records from the primary workplace (see “Security and Access to Information”);
   8. Ensuring that practices are consistent and compliant with state, Board of Regents, and institutional policy and state and federal law in the use of technology;
   9. Delivering telework training to employees;
   10. Ensuring that individual work schedules and reporting for non-exempt employees are in compliance with FLSA regulations and Board of Regents policy;
   11. Ensuring that each employee’s request to telework is considered in relation to the department’s operating and customer needs;
   12. Requiring a Teleworking Agreement; and,
   13. Ensuring that employees approved for telework record their telework days as “Teleworking” on the appropriate institutional leave records.

VII. Conditions of Employment

The teleworker’s conditions of employment remain the same as for non-teleworking employees. Employee salary, benefits, and employer-sponsored insurance coverage will not change as a result of teleworking. The employee shall adhere to all policies, rules, and regulations of GGC, the Board of Regents of the University System of Georgia, and state while teleworking. Further, an employee must have the willingness of their supervisor to perform the necessary supervisory responsibilities required for teleworking. The employee agrees not to conduct personal business while in official duty status at the alternate workplace.

VIII. Work Site and Work Hours

1. A defined workspace and defined core work hours are necessary to facilitate proper management of teleworkers and to ensure work is conducted in a productive environment.
2. As a condition of permission to telework, the employee must verify that home facilities used for telework purposes are safe and suitable for purposes of the employee’s work. The department may deny an employee the opportunity to telework if the alternate worksite is not conducive to productive work. The employee will be provided a self-certification checklist as part of the application to telework. The checklist is necessary to help the employee know if their alternate workplace is conducive to productive work.
3. An employee approved to telework shall be responsible for setting up an appropriate work environment within their home. GGC will not be responsible for any cost associated with the setup of a home office. An employee will be required to provide GGC with a statement within ten (10) working days of the request to telework confirming that they have met the reasonable standards to include health and safety requirements (including an ergonomically sound workstation) and promise to maintain it in the condition for the duration of the telecommuting period.

IX. Expenses and Compensable Time

Work-related phone calls whether local or long-distance should be made via the Microsoft Teams, Zoom, softphone or other computer-based calling features. The institution will not be responsible for any cost incurred as a result of a telework schedule. The teleworker is responsible for the cost of maintenance, repair, and operation of personal equipment.

X. Telework Coordination

The Office of Human Resources-Payroll and Benefits will ensure the appropriate coordination of the telework program. Payroll and Benefits will serve as a liaison to departments and the Statewide Telework Coordinator. Payroll and Benefits will provide guidance and clarification to departments on telework, act as a liaison regarding compliance with policies, procedures, and guidelines and will report the results of telework in the agency to any outside agency as required.

XI. Security and Access to Information

The teleworker is responsible for maintaining confidentiality and security at the alternate workplace, as the teleworker would at the primary workplace. The employee must protect the security and integrity of data, information, paper files, and access to agency computer systems. All institutional policies on Information Technology and Internet and technology use apply to teleworking, as they would in the primary workplace.  All Teleworkers will complete IT Security Awareness Training prior to Teleworking. Teleworkers must confirm proof of compliance with this training requirement with their manager prior to submission of the telework agreement.

XII. Child and Dependent Care

Teleworking is not a substitute for childcare or dependent care. The teleworker shall continue to make arrangements for child or dependent care to the same extent as if the teleworker was working at the primary workplace.

XIII. Liability

1. The employee’s home workspace when used for telework is an extension of the department workspace. GGC’s liability for job-related accidents will continue to exist during the approved work schedule and in the employee’s designated work location. The teleworker is covered under the State’s Workers’ Compensation Law for injuries occurring in the course of the actual performance of official duties at the alternate workplace.
2. If an injury occurs during teleworking work hours, then the employee shall immediately report the injury to the supervisor. The employee and supervisor should contact Payroll and Benefits to report the injury as soon as possible after the occurrence.
3. The State of Georgia and GGC are not responsible for any injuries to family members, visitors, and others in the employee’s home. The teleworker may not have business guests at the alternate workplace.
4. To the extent permitted by law, the employee will not attempt to hold GGC or the state responsible or liable for any loss or liability in any way connected to the employee’s non-work-related use of their own home.
5. The teleworker is responsible for contacting the teleworker’s insurance agent and a tax consultant and consulting local ordinances for information regarding home workplaces.

XIV. Employee Participation in Program

1. Offering the opportunity to telework is a management option and is not an employee right. An employee’s participation in the telework program is entirely voluntary. The College, the Vice President, or the operating unit may deny the request, in whole, or in part; revoke the employee’s remote work privileges in whole, or in part or temporarily suspend or alter the telework agreement at any time and for any reason. This decision is not subject to the grievance procedure or grievance policies. Additional factors considered in determining if an employee can work remotely or continue to work remotely include, but are not limited to: the employee’s willingness to work specified schedules when necessary, and to report to campus when job functions would require it, or as requested to do so by the supervisor; the responsiveness of the employee while working remotely and the extent to which the employee makes him/herself available during working hours. The level of service provided by the operating unit may not decrease as a result of an employee’s telework agreement.
2. The operating unit is responsible for periodically reviewing the impact of teleworking schedules on productivity and service. Telework agreements may be granted only when (1) the change will not interfere with the efficient operation of GGC, (2) the employee’s performance will not be adversely affected, (3) the Vice President or designee has approved the telework agreement, and (4) where other operating factors have been considered and the telework agreement has been deemed appropriate under the circumstances.
3. For applicable forms, questions, or time card management issues, please contact Payroll and Benefits.

XV. Related Regulations, Statutes, Policies, and Procedures

USG HRAP Teleworking/Flextime Policy

Reduction in Force

Policy Number: 8.2.84 
Effective Date: February 27, 2023
Revision History: Reviewed May 26, 2016 
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Human Resources Administrative Practice Manual Policy on Reduction in Force (RIF).

II. Scope

This policy applies to all GGC employees.

Cellular Devices and Services

Policy Number: 8.2.86
Effective Date: February 16, 2023
Revision History: March 2021
Policy Contact: Vice President for Information Technology/Chief Information Officer

I. Purpose and Policy Statement

The Office of Planning and Budget Georgia Technology Authority Policy Memorandum No. 4 states that all state agencies shall develop a telecommunications policy to manage and minimize the costs of using telecommunications equipment and services. Georgia Gwinnett College (“GGC”), at its discretion, may provide a cellular device and associated voice and/or data services when 1) job functions meet the criteria defined in the eligibility section, 2) job performance will be enhanced significantly, and 3) a cellular device and/or service is the most cost-effective means to address business needs.

II. Scope

This policy applies to all members of the campus community. The campus community includes all faculty, administrators, staff including student workers, students, alumni, interns, and volunteers as well as members of the Board of Trustees, College-sponsored advisory committees, visitors, vendors, and other service providers.  

III. Definitions

Cellular Device: A device, such as a smartphone or tablet, that can send and receive data via radio waves.
Wireless Voice and Data Service: Fee-based communications service provided by an Internet Service Provider or telecommunications company.

IV. Roles and Responsibilities

1. Information Technology.
   1. All aspects of cellular device management including requisition, inventory, assignment, training, and support shall be performed by Information Technology (“IT”). IT will also monitor usage for the purpose of gauging ongoing needs and identifying unauthorized charges. Based on the requirement to manage and minimize costs, IT will conduct an annual reauthorization process.
   2. IT will maintain a small pool of cell phones that may be activated for short-term needs when use of a personally owned device would exceed incidental levels. Short-term requests may be submitted to the IT Helpdesk by an immediate supervisor.
   3. Exceptions to this policy and suspensions of the policy may only be made by the Vice President for Information Technology or designee.
2. Supervisor.
   1. After evaluating business needs and eligibility criteria (see eligibility section below), a supervisor may submit a request with justification to the IT Helpdesk. Upon approval by the Vice President for Information Technology or designee, an IT staff member will contact the requestor to determine the standard device or service that will meet the business need.
3. Employee.
   1. A GGC-issued cellular device must be used primarily for business needs and may not supplant a personally owned device. Internal Revenue Service Notice 2011-72 indicates that an employer-issued cellular device must be used primarily for non-compensatory business reasons in order to be treated as a de minimis fringe benefit, excludable from the employee’s gross income. Incidental personal use of GGC-issued cellular device or service is acceptable. 
   2. GGC cellphone users may contact the IT Helpdesk to request temporary activation of international plans when they will be traveling internationally for work-related purposes.
   3. If personal use results in additional service charges, the employee is responsible for the cost and will reimburse the College for unauthorized charges. 
   4. The employee will notify the IT Helpdesk if the GGC-issued device is lost, stolen, or damaged; employees may incur replacement costs for lost, stolen, or damaged devices. The device is College property and must be returned upon separation from GGC.

V. Eligibility

1. A request and justification for a cellular device and service plan may be submitted to the IT Helpdesk when ongoing communication needs may not be met by less expensive alternatives such as campus collaboration software that provides chat, call, and/or video capabilities. The device and service plan must be the most cost-effective means to address the business need.
2. Further, the device and/or service should significantly enhance job performance; requests will be considered for the following roles:
   1. Senior administrative positions including Executive Assistants, Directors and above, Deans and above, Associate Vice Presidents and above, and President.
   2. Employees who work in the field and respond to public safety, facilities, or environmental emergencies.
   3. Employees who have travel requirements that exceed 30% of the time on average and cover a wide geographic area.
   4. Employees who remediate disruptions to critical 24 x 7 services such as the campus network.
3. Employees who meet eligibility criteria may choose to use a personally-owned device for business communications if the immediate supervisor agrees that this option is acceptable. Employees who do not meet eligibility criteria for a cellular device may be eligible for a softphone.
4. Requests to purchase a smartphone with no voice or data plan will be considered based on justification.

VI. Personally-Owned Devices

1. Employees who occasionally or periodically need to use a cellular device for routine business needs may use a personally owned device with the caveat that cellular devices, in general, are not recommended for transmitting sensitive data.
2. Business related communications made using minutes or measured service in excess of a pre-paid service plan may be reimbursed. A copy of the bill indicating personal and business-related usage must be provided to the GGC travel office by the applicable employee’s budget manager.  After reviewing these bills and verifying that the expenses requested for reimbursement comply with policy, the budget manager should submit all documentation to travel@ggc.edu for processing.

VII. Enforcement

Individuals found to be in violation of this policy may be subject to disciplinary or legal action.

VIII. Related Regulations, Statutes, Policies, and Procedures

Office of Planning and Budget Georgia Technology Authority Policy Memorandum No. 4
 Acquisition and Use of Telecommunications Services and Equipment
 IRS Notice 2011-72

Mandatory Participation in Alert Notification System

Policy Number: 8.2.87
Effective Date: April 18, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Associate Vice President for Operations/Chief of Police

I. Purpose and Policy Statement

Georgia Gwinnett College is committed to the safety of students, staff, and faculty. Communication is an important component of campus safety and part of the communication plan includes an alert notification system.

II. Scope

Email participation is mandatory for all GGC students, staff, and faculty. GGC also requires that each participant provide either a cell phone number for SMS based text messages or a phone number for a voice message alert.

III. Related Regulations, Statutes, Policies, and Procedures

GGC Alert: Process and Procedures
GGC Alert Message Templates

Workplace Violence on Campus

Policy Number: 8.2.88
Effective Date: September 12, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Associate Vice President for Operations/Chief of Police

I. Purpose and Policy Statement

Georgia Gwinnett College is committed to maintaining a work and learning environment committed to the prevention of workplace violence on campus and the maintenance of a respectful work environment free from threats of violence and related harassment, intimidation, and other disruptive behaviors.

II. Scope

This policy and these guidelines apply to workplace violence on campus, including domestic violence, which affects the campus work environment in any manner. College stakeholders, including but not limited to, faculty, staff, students, student employees, affiliates, contractors, and agents, are required to be familiar with this policy and are expected to practice the appropriate safety principles and standards. If anyone has an immediate safety concern in the campus environment, they should immediately contact the Office of Public Safety.

III. Definitions

Workplace violence on campus: Includes any physical assault, threatening behavior, or verbal abuse occurring in the campus work setting or related to a campus sponsored work function or event. Workplace violence ranges from offensive language to homicide and results in threatening situations occurring in or related to the workplace. When an issue is related to the job but the actual incident occurs away from the workplace, it is also workplace violence. An event can be an actual on-campus violent act, including but not limited to, threatening behavior or verbal abuse, physical assaults and threats of assault; or off-campus job-related incidents, e.g., stalking, telephone and e-mail harassment, threats, other confrontations or violent acts which are related to the campus work environment.

Domestic violence affecting the campus work environment: Encompasses physical violence, emotional and verbal abuse, isolation, or threats and intimidation which affect the campus work environment but stem from a domestic relationship, including but not limited to spouses, cohabitating individuals, and other relationships. Domestic violence victims and perpetrators of such acts in the campus work environment are included in the policy.

IV. Application

Georgia Gwinnett College will not tolerate any type of workplace violence on campus by or against faculty, staff, students, student employees, affiliates, contractors, agents, or guests. Violations of the workplace violence policy will be met with appropriate disciplinary action, up to and including dismissal. To make deliberate false accusations of workplace violence violates this policy. In such instances, the complainant will be subject to disciplinary action. However, failure to prove a claim of workplace violence does not constitute proof of a false and/or malicious accusation.

V. Impact

1. Individuals who commit acts of workplace violence on campus may be removed from the campus and may be subject to disciplinary action up to and including termination, criminal penalties, or both. Corrective action for students involved in workplace violence on campus may also include dismissal from the College and denial of readmission, in addition to criminal penalties.
2. All reports of workplace violence on campus will be taken seriously and will be dealt with appropriately, as noted below.
   1. If an employee is the perpetrator in an incident of workplace violence on campus, there will be an initial investigation to determine if any change in the employee’s work status is required. Public Safety will be responsible for conducting criminal investigations and Human Resources will be responsible for conducting employee investigations. While the investigation is pending, it will be the responsibility of the responsible administrators, after consultation with the appropriate College officials (Human Resources, Office of Legal Affairs, and/or others as deemed necessary), to determine if it is necessary to take immediate personnel and administrative action to protect College faculty, staff, and students. The employee’s pay status during this period may also be affected, consistent with BOR and GGC policy.
   2. If a student is the perpetrator of an incident involving workplace violence on campus, the matter may be handled in accordance with the Student Code of Conduct. Public Safety will be responsible for conducting any criminal investigations.
   3. If the matter is a dating or domestic violence incident, the Title IX Coordinator will also be notified and the matter will be handled in accordance with APM 4.1.7 Sexual Misconduct/Title IX Policy.

VI. Responsibilities

1. In furtherance of this policy, there are certain responsibilities related to the prohibited weapons on campus and other items, which must be adhered to as a condition of employment and/or enrollment at Georgia Gwinnett College. These prohibited practices are outlined in the Student Handbook and in the appropriate employee manuals.
2. These prohibitions include:
   1. Use of any weapon, firearms, air gun, slingshot, zip gun, or any other device that propels a dangerous projectile of any kind, except as authorized by Georgia State Law.
   2. Transporting or possession of privately owned firearms on campus in violation of current Georgia Law.
   3. Carrying any firearm in violation of current Georgia Law. The only exception is for federal and/or civil law enforcement personnel engaged in their official duties.
   4. Carrying in a concealed manner any straight razor, ice pick, knife, or homemade knife-like weapon having a blade length, when extended, of more than 2 inches as measured from the blade hilt to the blade tip.
   5. Possession of any of the following:
      1. Any knife having a switchblade or automatic blade opener, blackjack, bolo knife, machete, sword, spear, or similar instrument.
      2. Any club-type hand weapon, i.e., -brass knuckles, -knucks, -knucklers, or any other hand-held weapon.
      3. Pyrotechnics of any type, such as firecrackers, Molotov cocktails, smoke grenades, or artillery simulators, except when authorized by the President.
      4. Any martial arts weapons or equipment, including but not limited to, throwing stars, nunchucks, and throwing knives. 

Tobacco and Smoke-Free Campus “Breathe Easy” Policy

Policy Number: 8.2.89
Effective Date: April 18, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: AVP of Operations/Chief of Police

I. Purpose and Policy Statement

This policy reinforces Georgia Gwinnett College’s commitment to provide a safe and amicable environment for employees, students, and guests. The goal of the policy is to preserve and improve the health, comfort, and environment of students, employees and any persons occupying our campus.

In accordance with the Georgia Smoke-Free Air Act of 2005, Title 31 Chapter 12A, and the policies of the Board of Regents for the University of Georgia, the use of all forms of tobacco products on property owned, leased, rented, in the possession of, or in any way used by Georgia Gwinnett College or its affiliates is expressly prohibited.

Further, this policy prohibits any advertising, sale, or free sampling of tobacco products on Georgia Gwinnett College properties unless specifically stated for approved educational or research purposes. This prohibition includes but is not limited to all areas indoors and outdoors, buildings and parking lots owned, leased, rented or otherwise used by the Georgia Gwinnett College Community or its affiliates. The use of tobacco products is prohibited in vehicles - private or public vehicles - located on Georgia Gwinnett College campus and/or facilities within the operational control of Georgia Gwinnett College.

II. Scope

This policy applies to persons who enter the areas described above, including but not limited to students, faculty, staff, contractors and subcontractors, spectators, and visitors. Events hosted by Georgia Gwinnett College or its affiliates shall be tobacco-free. Events hosted by outside groups on behalf of Georgia Gwinnett College shall also be tobacco-free.

III. Definitions

Tobacco Products: For purposes of this policy, Tobacco Products is defined as cigarettes, cigars, pipes, all forms of smokeless tobacco, clove cigarettes and any other smoking devices that use tobacco such as hookahs or simulate the use of tobacco such as electronic cigarettes.

IV. Exceptions for Tobacco Use

Any exceptions of this policy must be approved in writing by the President of Georgia Gwinnett College. Exceptions to the policy will be very limited and on an as-needed basis. The intent of the policy is for the campus to be tobacco and smoke-free unless otherwise needed for approved educational purposes.

V. Enforcement and Violation of Policy

1. The overall enforcement and authority of this policy lies with the authorized campus officials, but it is also a shared campus community responsibility, which means students, faculty, staff, and contractors share in the responsibility to help keep the campus tobacco-free.
2. GGC employees who do not comply with the policy may be issued verbal and written reprimands and may be subject to other personnel actions. GGC students who do not comply with the policy may be issued verbal warnings and written student integrity memorandums of counseling and may be subject to other student integrity actions. Visitors refusing to comply with this policy may be asked to leave campus and are subject to additional actions, as deemed appropriate by campus officials and the Office of Public Safety.

VI. Resources Available for Tobacco Cessation

1. From time to time, Georgia Gwinnett College will make available resources to assist employees and students with tobacco cessation as well as educational materials and other wellness information.
2. Employees. Employees who are interested in any available tobacco cessation programs should contact the Office of Human Resources for updates at (678) 407-5070. This “Breathe Easy Initiative” may be expanded by the Office of Human Resources for the campus community from time to time. Employees should be aware of the Board of Regents policy and incentive programs for individuals who become involved in a cessation assistance program.
3. Students. The Office of Student Affairs may offer Smoking Cessation programs to students from time to time. For more information, students may contact wellnessrec@ggc.edu.

VII. Related Regulations, Statutes, Policies, and Procedures

Any parties interested in additional cessation programs may wish to refer to the government website.
BOR Policy Manual 6.10 Tobacco and Smoke-Free Campuses

Drug Testing

Policy Number: 8.2.92
Effective Date: February 28, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents (“BOR”) Human Resources Administrative Practice Manual Policy on Drug Testing. Additionally, an employee who has notified the Office of Human Resources that they have a drug related problem and is maintaining employment under the BOR Policy Manual 8.2.17 Voluntary Disclosure of Drug Use, shall be subject to random drug testing.

II. Scope

This policy pertains to all employees of Georgia Gwinnett College.

Faculty/Staff Professional Travel

Policy Number: 8.2.93
Effective Date: February 20, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Assistant Controller

I. Purpose and Policy Statement

The Statewide Travel Policy as provided by the State Accounting Office applies to all State Agencies, including units of the University System of Georgia (“USG”). Therefore, Georgia Gwinnett College adheres to the travel regulations set forth in the Statewide Travel Policy and in the supplemental USG travel policies when employees are required to travel away from headquarters in the performance of their official duties. All GGC employees, especially those responsible for authorizing, approving and paying travel costs, should establish a good working knowledge of the travel regulations in the Statewide Travel Policy. This policy provides additional narrative and guidance on GGC specific travel policies. Non-Exempt employees who travel on behalf of the College will be compensated according to FLSA regulations, which include payment for travel time.

II. Scope

All faculty, staff and students are required to follow this policy if traveling for Georgia Gwinnett College.

III. Professional Travel at the Request of the College

Travel at the request of the College is normally paid in accordance with current Board of Regents/State rules and regulations. Individuals should strive to travel as inexpensively as possible without interfering with the business that they have been requested to perform. College policies for travel reimbursement will be used and should be reviewed by the traveler prior to departure.

IV. Professional Travel at the Request of the Employee

1. An employee’s request for travel within the United States or to Canada will be handled at the discretion of the applicable Dean or manager. An employee’s requests for travel outside the United States or Canada should be recommended by the applicable Dean or manager and approved by the President’s Cabinet. Approval will be contingent on available funds and other relevant considerations. Generally, funds for international travel will be limited to those giving professional presentations. Funding up to $1,500 will be considered.
2. It is the responsibility of the Business Manager of the traveler’s department to allocate the appropriate amount of funds for travel.
3. As a general rule, professional leave will not be granted to teaching faculty for more than eight (8) days in any academic year and/or for more than five (5) days in any one (1) semester.

V. Travel Allowances for Faculty

Faculty members are encouraged to participate in the activities of learned societies. When faculty take a significant part in the meetings of such groups, the College makes every effort to help defray their travel expenses. Requests for such allowances should be made to the applicable Dean. Faculty members are reimbursed for travel expenses according to the guidelines as outlined by the Board of Regents.

VI. Related Regulations, Statutes, Policies and Procedures

Board of Regents Policy Manual 7.6 Travel
Board of Regents Business Procedures Manual Section 4 Travel
Statewide Travel Policy

Right to Know

Policy Number: 8.2.94
Effective Date: April 18, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: AVP of Operations/ Chief of Police

I. Purpose and Policy Statement

In compliance with the law, and in an effort to help ensure the health and safety of its employees, Georgia Gwinnett College has established a “Hazardous Communication Program.” This brief explanation of that program should answer many of the questions about hazardous chemicals at Georgia Gwinnett College and provide the resources for any further information.

In 1988, the Georgia State Legislature passed the Public Employee Hazardous Chemical Protection and Right-To-Know Act. This Act provides public employees with the same protection and rights in this area as the Occupational Safety and Health Administration (“OSHA”) provides to employees in private industry. More specifically, the law provides that:

• There must be documentation that each employee has participated in a training session.
• All hazardous substances be properly stored and labeled.
• Material Safety Data Sheets (“MSDS(s)”) be provided on all hazardous chemicals and stored in a general location as well as in job-specific areas.
• Any contractors bringing hazardous chemicals onto a site must provide all protection and MSDSs as provided by the law.

Questions concerning Right to Know or requests for MSDS information should be forwarded to the GGC Director of Facilities Management at 678-407-5853 or to the GGC Environmental Health and Safety Officer at 678-407-5034. The Right-to-Know Plan is available by contacting Environmental Health & Safety at https://my.ggc.edu/group/environmental-health-and-safety.

II. Scope

All employees who are “subjected to a hazardous chemical in the course of employment through any route of entry including, but not limited to, inhalation, ingestion, skin contact or absorption, including potential or accidental exposure” (GA D.O.L. Safety Engineering Section Chapter 300-3-19-.01, 1993) in all workplaces of GGC shall comply with this policy.

Performance Evaluation of Staff

Policy Number: 8.2.95
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Georgia Gwinnett College strives to provide an environment where all employees understand the impact their contributions have on the achievement of institutional goals. Regular coaching, mentoring, and professional development helps provide a clearer view to see how staff contributions impact the success of the organization.
GGC reinforces this belief through strong performance management that culminates in a review of annual performance. The purpose of this policy is to establish the framework with which GGC assesses staff performance.

II. Scope

This policy pertains to all employees of Georgia Gwinnet College.

III. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise.
2. Human Resources: Maintains the policy, related forms, system updates and employee records; fields, researches and responds to questions.
3. Direct Manager: Keeps updated on policy guidelines and related materials; responds to employee questions; carries out all supervisory duties related to assigning and evaluating the work of the employees within the unit supervised.
4. Cabinet Member or designee: responsible for being familiar with the policy and guidelines; completes performance management related duties for direct reports; reviews performance related documents of employees within area of supervision; Ensures compliance of all staff within their respective area of responsibility

IV. Compliance

1. Supervisors are expected to assess and ensure optimal employee performance, document acceptable and unacceptable performance, and to provide guidance and coaching to improve performance that is below standards, or below an employee’s capabilities. Critical to meeting this expectation are regular evaluations of an employee’s performance, accurate documentation of progress and areas for development, and communications with the employee. The intended objectives of the performance evaluation process are improvement in organizational effectiveness through individual employee improvement and career development.
2. In line with these objectives, the College has a system in place for the performance evaluation  of staff. The performance evaluation process and its associated documentation shall emphasize communication between the employee and supervisor to accomplish the following:
   1. Keep employees  updated on performance expectations
   2. Provide employees timely feedback regarding their performance
   3. Provide employees with opportunities to discuss and plan with leadership for education, training, and development
   4. Reward employees in a fair and equitable manner
3. Performance evaluations may also be utilized as a resource in determining eligibility for transfer, promotion, position restructuring, and/or other employment-related actions.
4. Staff shall be evaluated by their supervisor in a systematic manner during a specified time interval, a minimum of once each year. Annual evaluation forms and any related guidance documents shall be distributed to supervisors by the Office of Human Resources.
5. A staff member in a (6) month provisional period should be evaluated at least once prior to the completion of the provisional period.

V. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resources Administrative Practice Manual Policy on Performance Evaluation

Visitors While at Work

Policy Number: 8.2.96
Effective Date: February 28, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Georgia Gwinnett College (“GGC”) seeks to provide a safe campus environment for our visitors, faculty, staff, students, and vendors. Visitors come to GGC for a variety of reasons and are an important aspect of the College’s community engagement. Employees that entertain visitors while at work must share in the responsibility that accompanies such a visit. This policy addresses the requirements for all employees and their visitors so that GGC can facilitate a professional working environment, in the offices and classrooms of the College.   

II. Scope

This policy pertains to all employees and visitors of Georgia Gwinnett College. Persons conducting business with GGC are not addressed in this policy.

III. Definitions

Visitor: In general, visitors are not active members of GGC’s faculty, staff or student population.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise.
2. Human Resources: Maintains the policy; fields, researches and responds to questions.
3. Direct Manager: Keeps updated on policy guidelines and responds to employee questions; directs employees to the appropriate institution resource.
4. Cabinet Member or designee: Responsible for being familiar with the policy and guidelines; support compliance within their respective area of responsibility.

V. Applicability and Compliance

1. An employee must accompany visitors at all times. Whenever possible, the employee’s immediate supervisor should be informed, in a timely fashion, of an impending visitor to the College. Under no circumstances should an unescorted visitor be allowed in an area where chemicals are stored. This includes chemicals for cleaning and maintaining the facilities as well as chemicals and supplies for the classrooms and laboratories. It is the responsibility of the employee to complete safety training (provided by the College) and to be aware of the location of the Material Safety Data Sheets (“MSDS(s)”) that detail the treatment for exposure to any such chemicals in their department.
2. Under no circumstances should a visitor be allowed to remain in an area where employee, student, or financial records are stored without the explicit permission of the custodian of the records.
3. Children who are visiting on the campus premises must be supervised at all times by the parent or guardian. These guidelines are not meant to exclude children that are enrolled in a credit or non-credit program or from participating in activities scheduled by the College to which the general public is invited.
4. A visitor should not unduly disrupt the normal working routine of any of the employees in the department that they are visiting. The immediate supervisor has the discretion to determine if the presence of a visitor is disruptive. Should a visitor act in such a way that necessitates their leaving the campus, it is the responsibility of the employee to facilitate their departure. This may necessitate the employee leaving the premises as well. In this event, the employee must submit a vacation and/or sick leave request for the time away. If the employee feels unable to control the visitor, the employee is responsible for notifying campus security officials for the physical removal of the visitor.
5. The act of inviting a visitor on campus is considered a workplace judgment made by the employee. As such, the behavior of the invited guest reflects on the job performance of the employee. Employees that repeatedly invite visitors that hamper the operations of the College may be subject to disciplinary action up to and including termination.

VI. Related Regulations, Statutes, Policies, and Procedures

12.9 Protection of Non-Student Minors  
Board of Regents Policy Manual 6.9 Programs Serving Minors  

Employee Files

Policy Number: 8.2.97
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

The Office of Human Resources creates and maintains the official employee file for each individual hired at GGC. Each official employee file contains documents relevant to the employee’s record of employment including but not limited to their application, resume, transcripts, offer letter, performance evaluations, and onboarding documents. Items considered a part of the Employee Benefits File are maintained by the Office of Payroll and Benefits. Faculty evaluations and portfolios including promotion and credentialing files shall be retained in Academic Affairs.

Employees have access to their file. The file may be reviewed at any time that is mutually agreeable under the supervision of a member of the Office of Human Resources. Nothing may be removed from the file of an employee. Upon request by the employee, a copy of any document in the file will be provided within three (3) workings days.

Georgia Gwinnett College follows the provisions of the Georgia Open Records Act (O.C.G.A. §§ 50-18-70 through 50-18-77) with respect to access to employee files by others.

II. Scope

This policy pertains to all employees of Georgia Gwinnett College.

III. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise; oversees the creation and maintenance of employee files.
2. Human Resources: Creates and maintains employee files; provides access to files when requested by employees; fields, researches and responds to questions.
3. Deans: Maintains faculty evaluations files; provides access to files when requested by faculty; fields, researches and responds to questions.
4. Provost: Maintains promotion and credentialing files; provides access to files when requested by faculty; fields, researches and responds to questions.

IV. Related Regulations, Statutes, Policies, and Procedures

Georgia Open Records Act (O.C.G.A. §§ 50-18-70 through 50-18-77)
BOR Human Resources Administrative Practice Manual Policy on Employee Personnel Records

Drug-Free Workplace

Policy Number: 8.2.98
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

As a recipient of federal funds, Georgia Gwinnett College is committed to establishing and maintaining a drug-free workplace, in compliance with the Drug-Free Workplace Act of 1988 and the Drug-Free School and Communities Act Amendments of 1989. Under this policy, the unlawful manufacture, distribution, dispensation, possession, or use of any illegal drug is prohibited in all work areas of Georgia Gwinnett College, including buildings, vehicles, and grounds. Violations of this policy shall be considered sufficient grounds for dismissal, or lesser disciplinary action, regardless of whether such violation leads to criminal proceedings. 

GGC follows the University System of Georgia guidance on drug testing provided in the Board of Regents Policy Manual 4.6.4 Alcohol and Drugs on Campus and the BOR Human Resources Administrative Practice Manual Policy on Drug Testing.

It is GGC’s practice to educate employees about the hazards of drug use and its impact on an employee’s health and well-being. GGC provides wellness resources to employees through the comprehensive USG Employee Assistance Program.

II. Scope

This policy pertains to all employees of Georgia Gwinnett College.

III. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise.
2. Human Resources: Oversees policy administration; maintains employee records; fields, researches and responds to questions.
3. Direct Manager: Keeps updated on policy guidelines and responds to employee questions; promptly reports any suspected violations to the Office of Human Resources; directs employees to the appropriate institution resource.

IV. Related Regulations, Statutes, Policies, and Procedures

Board of Regents Policy Manual 4.6.4 Alcohol and Drugs on Campus
BOR Human Resources Administrative Practice Manual Policy on Drug Testing

Background Investigation

Policy Number: 8.2.99
Effective Date: February 28, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

GGC adheres to Board of Regents Human Resources Administrative Practice Manual Policy on Background Investigation.  

II. Scope

This policy applies to all GGC employees.

Policy on Arrests and Dispositions

Policy Number: 8.2.99.1
Effective Date: March 14, 2023
Revision History: March 17, 2022
Policy Contact:  Chief Human Resource Officer

I. Purpose and Policy Statement

The purpose of this policy is to inform faculty and staff of the requirements to report to the College any incident where a faculty or staff member is arrested, is the subject of a warrant, or is charged with a crime.

II.Scope

This policy applies to all employees of the College.

III. Definitions

Minor Traffic Offense: Minor traffic offenses include actions such as speeding, running a red light, failing to yield and failure to obey a traffic device. Infractions such as a DUI or any traffic offense involving alcohol, violation of the Super Speeder law, hit-and-run, reckless or negligent driving, driving while unlicensed or suspended, leaving the scene of an accident, driving with an invalid license, or vehicular homicide are not considered minor traffic offenses. The decision of whether a traffic offense is minor or not shall be made at the sole discretion of Georgia Gwinnett College (“GGC”).   

Nolo contendere: A plea by which a defendant, in a criminal prosecution, accepts conviction as though a guilty plea had been entered, but does not admit guilt.

Nolle prosequi: A formal notice of abandonment by a plaintiff, or prosecutor, of all or part of a suit or action.

IV. Roles and Responsibilities

1. Background Investigation Officer (“BIO”): The Chief Human Resource Officer (“CHRO”) or the CHRO’s designee is charged with reviewing background investigations results and making employment suitability determinations. The BIO consults with the Background Investigations Committee (“BIC”) and senior administrators, as necessary, in making employment status determinations.
2. Background Investigation Committee (“BIC”): The administrative committee charged with determining employment suitability. The BIC includes a representative from Human Resources, Legal Affairs, and Public Safety. The applicable department will be consulted, as necessary, in assessing position responsibilities when making employment status determinations.
3. Manager: Responsible for promptly reporting any and all information related to arrests and dispositions in compliance with this policy.

V. Arrests, Warrants, or Charges

1. Any current employee who is arrested, is the subject of a warrant, or charged with a crime (other than a minor traffic offense) is required to report such incident to the Office of Human Resources within 72 hours of the employee becoming aware of such charge, warrant, arrest, or, in the case of an arrest, release from incarceration.  After notification, the Office of Human Resources will provide the employee with any additional requirements, which may include, but is not limited to, background report consent and completion of an initial background notification reporting form. 
2. Failure to report, as required under this policy, may result in disciplinary action, up to and including termination of employment.  A report made under this policy is in addition to and does not replace the requirement for the employee to notify the employee’s supervisor if the employee is unable to report to work.
3. All employees and volunteers who drive vehicles on GGC business, regardless of the frequency or location of driving are subject to APM 9.55 on Fleet Management which requires disclosure of certain offenses that may not be covered by this policy, including any license expiration, suspension, or revocation.
4. The Background Investigation Officer (“BIO”), in consultation with the Background Investigative Committee (“BIC”), will consider the information provided by the employee and any other relevant facts and circumstances that are available, including, but not limited to, the incident report. The BIO and BIC shall determine what, if any, action should be taken regarding the employment status until resolution of the criminal matter. GGC may take employment action while the charges are pending, or prior to receipt of an employee’s initial report, if such action is in the best interests of GGC based upon receipt of additional information, or the totality of circumstances. This employment action may include, but is not limited to, suspension, administrative leave, or termination. An employee may also be subject to employment action for violations of GGC policies and procedures, or reasons independent of this policy (e.g., failure to report to work, even if the failure to report is due to incarceration).  

VI. Temporary Suspension of Faculty During Pendency of Criminal Charges

1. In compliance with BOR Policy Manual 8.3.9.4, when a GGC faculty member is charged with the violation of a state or federal law, or is indicted for any such offense, a thorough review shall be carried out promptly by the President’s appointed designee. If upon the completion of such review the President’s designee determines that it is in the best interests of the institution, the faculty member may be temporarily suspended with or without pay.
2. In the event a faculty member is temporarily suspended, the faculty member may request a review within ten days of being notified of the decision. If the faculty member does so, the President shall immediately convene an ad hoc faculty committee or utilize the services of an appropriate existing faculty committee for the purpose of reviewing the suspension. The review shall be conducted based on written submissions from the faculty member and the President’s designee and any additional materials that the committee finds to be appropriate in accordance with procedures to be established by the committee, which shall render its decision within ten days after the date that the committee was convened.
3. The committee will recommend that the suspension either continue or cease. If it recommends that the suspension continue, it should also recommend whether the remainder of the suspension should be with or without pay. The President will then consider the committee’s recommendations and promptly make a final decision regarding the suspension. The faculty member may thereafter apply for discretionary review of the institution’s final decision under Board of Regents’ Policy.
4. A suspension under this Policy shall not continue beyond the resolution of the criminal charges/indictment, or the conclusion of the next succeeding semester after the initiation of the temporary suspension, whichever is sooner.
5. Should the initiation of disciplinary proceedings beyond a temporary suspension become appropriate, the institution may initiate such proceedings in accordance with other applicable policies either during or after the conclusion of the temporary suspension.

VII. Disposition

1. Any current employee shall notify the Office of Human Resources within 24 hours of the disposition of or sentencing for a criminal case (including, but not limited to, pleas of guilty, nolle prosequi, sentencing under the Georgia First Offender Act, conviction and nolo contendere).  Employees are required to report the disposition of any case or sentencing occurring during employment even if the underlying crime occurred prior to employment.  Failure to report the disposition or sentencing may result in disciplinary action up to and including termination of employment. 
2. The BIO in consultation with the BIC will consider the information provided by the employee, the circumstances surrounding the incident and employment with GGC, and any other relevant facts that are available.  The BIO and BIC shall determine what, if any, action should be taken regarding the employment status.  An employee may also be subject to employment action for violations of GGC policies and procedures or reasons independent of this policy (e.g., inability to perform essential duties as a result of conviction or probation restrictions, such as loss of driver’s license, etc.).

VIII. Discipline and Removal of Faculty for Conviction

In compliance with BOR Policy Manual 8.3.9.1 Grounds for Removal and provided that the institution has complied with procedural due process requirements, a GGC faculty member may be dismissed before the end of their contract term for conviction or admission of guilt related to certain crimes such criminal drug offenses and crime involving moral turpitude during the period of employment or prior thereto if the conviction or admission of guilt was willfully concealed. Such removals for cause shall be governed by BOR Policy Manual 8.3.9 Discipline and Removal of Faculty Members. 

IX. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resources Administrative Practice Manual (“HRAP”) Policy on Background Investigation
BOR HRAP Policy on General Criteria for Employment
APM 8.2.99 Policy on Background Investigation
BOR Policy Manual 8.3.9 Discipline and Removal of Faculty Members

8.3 Additional Policies for Faculty

8.3.1 Faculty Employment

Recruitment and Appointment

Reviewed May 26, 2016

GGC will establish effective processes for the recruitment of high-quality prospective faculty members that are in accordance with BOR Policy 8.3.1.1. The search process shall be in complete accordance with affirmative action and non- discrimination policies. All searches shall be conducted in a timely and professional manner that respects the right to confidentiality, to the extent permitted by state law, of prospects and candidates.

Faculty Recruitment Procedure

The Deans will determine the need for full-time and/or visiting faculty for their respective schools communicate the request to the Senior Vice President for Academic and Student Affairs/Provost.

The Deans will notify the Office of Human Resources (OHR) of position openings and Faculty Search Committee within each school (FSC) of any impending full-time faculty need that has been approved by the Provost.

The FSC membership will be appointed by the Dean and/or supervisory authority. The membership of the committee will reflect the constituencies of the appropriate College and must include at least one faculty member from other Colleges or disciplines. The number of members will be determined by the supervisory authority.

The FSC will coordinate with the Office of Human Resources in recruitment efforts for full-time faculty. Recruitment efforts will include, but not be limited to, placement of classified advertisements in general academic outlets (for example, Chronicle of Higher Education), faculty referrals, placement of advertisements in specific discipline outlets, recruitment at conferences, as well as placement of advertisements in vehicles targeting minorities as deemed necessary.

The Office of Human Resources will respond in writing to applicants as their credentials are received. An applicant demographic form will also be included.

At the close of the recruitment period, all members of the Committee will individually review applications and complete Applicant Review forms. The FSC will meet to discuss applicants and develop an ordered ranking of up to ten candidates.

In the process to identify applicants who will be invited for campus interviews the FSC can choose to do preliminary telephone interviews.

Once the top candidates have been determined the FSC will coordinate the scheduling of campus interviews, make candidate CV’s available for faculty review, and publish a candidate interview schedule.

The candidate interview process will generally include the following activities: interviews with individual faculty; interview with the appropriate Dean, interview with the faculty of the relevant school and other interested faculty and administrative officers of the College as appropriate. A formal presentation to the faculty may be included in the interview.

Upon completion of the candidate interview process, faculty members who met with and/or attended a presentation by the candidate will complete and submit Candidate Evaluation forms to the Dean’s office

The FSC will review the Candidate Evaluation forms for each candidate. Using this and other data, the FSC will identify acceptable candidates in no ranked order and communicate the results to the Dean. Depending upon the preference of the individual Dean, the FSC may or may not rank-order or provide a specific recommendation for hire to that Dean. The Dean will review the files of acceptable candidates and select a candidate(s) for hire. The Dean will then send that/those file(s) to the Promotion and Credentialing Committee (P&C) for determination of initial appointment academic rank in accordance with their published policies and procedures. The P&C will notify, in writing, the Dean and the Provost of their decisions.

The Provost, along with the President, will review the candidate evaluation forms; the Dean’s recommendation for hire and initial appointment rank; and the P&C’s recommendation before individually approving or denying the right to proffer a position to the selected candidate.

After receiving approval from the Provost and the President, the Dean may extend an informal offer to one or more of the acceptable candidates. This will be followed by a binding formal offer that may only be made by the HR office in writing. In the event that the candidate does not accept the offer, the Dean will either extend an offer to another FSC acceptable candidate or reopen the recruitment process.

The Dean will communicate the hiring decision to the FSC. Those candidates accepting offers of employment in writing will then be issued an appropriate length faculty appointment by HR along with an employment contract. Candidates not chosen will be notified by the Office of Human Resources that the position has been filled. The Office of Human Resources will maintain files on each position for three calendar years.

Minimum Qualifications for Employment

Policy number: 8.3.1.2
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

GGC adheres to BOR Policy Manual 8.3.1.2 Minimum Qualifications for Employment.

II. Scope

This policy applies to all GGC faculty.

Regents’ Professorships

Policy Number: 8.3.2
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

GGC adheres to BOR Policy Manual 8.3.2, which addresses Regents’ Professorships, Researchers, Innovators, and Entrepreneurs.

II. Scope

This policy applies to all GGC faculty.

Establishment of Named Faculty Positions

Policy Number: 8.3.2.2
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

GGC adheres to BOR Policy Manual 8.3.2.3 Establishment of Named Positions.

II. Scope

This policy applies to all GGC faculty.

Intrasystem Recruitment and Inter Institutional Faculty Appointments

Policy Number: 8.3.3
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contract: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

GGC adheres to BOR Policy Manual 8.3.3, which addresses intrasystem recruitment and inter-institutional faculty appointments.

II. Scope

This policy applies to all GGC faculty.

Faculty Appointments and Notification

Policy Number: 8.3.4
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

GGC adheres to Board of Regents Policy Manual 8.3.4.4 Georgia Gwinnett College Faculty.

II. Scope

This policy applies to all GGC faculty.

Lecturers and Senior Lecturers

Policy Number: 8.3.4.3
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost  

I. Purpose and Policy Statement

GGC adheres to applicable provisions of BOR Policy Manual 8.3.4.3 on lecturers and senior lecturers. GGC does not have principal lecturers. 

II. Scope

Evaluation of Faculty

Policy Number: 8.3.5
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

GGC has established definite and stated criteria, consistent with Board of Regents and GGC policies, against which the performance of each faculty member will be evaluated. GGC has designed a system that consistently applies generally accepted values used to interpret the activities of its faculty. The annual evaluation process is considered as a tool to aid each faculty member’s professional development and to facilitate retention. Evaluations are conducted annually and are used as a faculty development and retention tool, as well as a review of contributions toward GGC’s Institutional Goals and as a source of information for determining merit pay raises. For specific procedures of the evaluation process, see GGC Faculty Manual of Policies and Procedures Faculty Evaluations/Annual Performance (approved by USG, December 9, 2022).

II. Scope

This policy applies to all GGC teaching faculty and library faculty members.

III. Roles and Responsibilities

More refined articulation of these values and their interpretation are the responsibility of individual schools and departments.

IV. Related Regulations, Statutes, Policies, and Procedures

Board of Regents Policy Manual 8.3.5.1 Faculty

Performance Evaluation of Senior Administrative Officers and Academic Administrative Officers

Policy Number: 8.3.5.3
Effective Date: August 16, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

The purpose of this policy is to provide guidance on the requirement to evaluate the performance of senior leaders employed with the College.

The performance evaluation of senior administrative officers and academic administrative officers is completed by the administrator’s supervisor, using a performance management instrument which addresses:

1. Leadership qualities;
2. Management style;
3. Planning and organizing capacities;
4. Effective communication skills;
5. Accountability for diversity efforts and results; and,
6. Success at meeting goals and objectives

All senior administrative administrators and academic administrative officers are required to be evaluated by their direct reports and peers through a 360 assessment at least once every three (3) years. Evaluation results will contribute to the senior administrative officer’s and academic administrative officer’s development plan.

II. Scope

This policy pertains to all employees of Georgia Gwinnett College.

III. Definitions

Senior administrative officer: All members of the GGC senior leadership team who report directly to the President and are responsible for significant portions of the College that directly and materially impact the entire division’s success including oversight of people management.

Academic administrative officer: A faculty member who has academic rank and rights in the Corps of Instruction and accepts an appointment to serve as a Dean providing leadership over an academic school/entity. Academic Administrative Officers are appointed by the President of the institution and shall hold office at the pleasure of the President.

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Maintains policy and updates as necessary; oversees administration of 360 assessment for senior administrative officers and academic administrative officers.
2. Human Resources: Maintains employee performance documents and records; fields, researches and responds to questions.
3. Direct Manager: Keeps updated on policy guidelines and responds to employee questions; assigns work and conducts senior leaders’ performance evaluations; contributes to 360 feedback.

V. Related Regulations, Statutes, Policies, and Procedures

Board of Regents Policy Manual 3.2.1.2 Administrative Officers
BOR Human Resources Administrative Practice Manual Policy on Performance Evaluation
Board of Regents Policy Manual 8.3.5.3 Academic Administrative Officers

Criteria for Promotion

Policy Number: 8.3.6
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to the applicable provisions of Board of Regents Policy Manual 8.3.6 Criteria for Promotion. The GGC Promotion and Credentialing Committee has developed policies and procedures for faculty promotions and credentialing, which are available in the GGC Faculty Manual.

II. Scope

This policy applies to all GGC faculty members.

III. Related Regulations, Statutes, Policies, and Procedures

BOR Policy Manual 8.3.6.1 Minimum for All Institutions in All Professorial Ranks
BOR Policy Manual 8.3.6.4 State Colleges
GGC Faculty Manual of Policies and Procedures Promotion and Credentialing

Non-Tenure Track Personnel

Policy Number: 8.3.8
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.3.8 Non-Tenure Track Personnel.

II. Scope

This policy applies to all GGC faculty members, full-time lecturers, senior lecturers, and academic professionals.

Discipline and Removal Of Faculty Members

Policy Number: 8.3.9
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost; Chief Human Resources Officer

I. Purpose and Policy Statement

The Georgia Gwinnett College (“GGC”) President or his or her designee may at any time remove any faculty member or other employee for cause. Cause shall include willful or intentional violation of Board of Regents (“BOR”) or GGC policies or as otherwise set forth in BOR or GGC policies.

A faculty member, before the end of his/her contract term, may be dismissed for any of the reasons specified below (under “Grounds for Removal”), provided that GGC has complied with procedural due process requirements. Removals for cause shall be governed by the policies specified herein. Remedial actions taken as part of the annual evaluation process for faculty are not governed by this policy, but rather are governed by the procedures set out in the GGC Faculty Evaluation Manual.

II. Scope

This policy applies to all GGC faculty members and other employees.

III. Roles and Responsibilities

School Deans will submit recommendations about dismissal of faculty to the Office of Academic Affairs and Human Resources for review and approval.

IV. Grounds for Removal

1. A faculty member may be dismissed before the end of his/her contract term for any of the following reasons:
   1. Conviction or admission of guilt of a felony or of a crime involving moral turpitude during the period of employment–or prior thereto if the conviction or admission of guilt was willfully concealed;
   2. Professional incompetency, neglect of duty, or default of academic integrity in teaching, in research, or in scholarship;
   3. Unlawful manufacture, distribution, sale, use, or possession of marijuana, a controlled substance, or other illegal or dangerous drugs as defined by applicable laws; teaching or working under the influence of alcohol or illegal or dangerous drugs, which interfere with the faculty member’s performance of duty or his/her responsibilities to the institution or to his/her profession;
   4. Conviction or admission of guilt in a court proceeding of any criminal drug offense;
   5. Physical or mental incompetency as determined by law or by a medical board of three or more licensed physicians and reviewed by a committee of the faculty;
   6. False swearing with respect to official documents filed with or given to the institution;
   7. Disruption of any teaching, research, administrative, disciplinary, public service, or other authorized activity;
   8. Theft, intentional destruction, or defacing of the College’s property or the personal property of others;
   9. Deliberate or careless conduct endangering the safety of self or other employees, including provoking/instigating a fight during working hours, on College property, or while conducting College business matters;
   10. Abusive, threatening, or coercive treatment of another individual while on duty or on College property;
   11. Harassment (including sexual harassment), discrimination, or other violations under federal/state laws or in accordance with Board of Regents and/or campus harassment and discrimination policies;
   12. Possession of firearms or explosives on College property without written permission from management, except as authorized under Georgia law.
   13. Violation of BOR or GGC policies, including BOR Policy 8.2.1 (non-discrimination), BOR Policy 8.2.18.5 (sexual harassment), or BOR Policy 8.2.18.6 (amorous relationships, including but not limited to inappropriate relationships with students).
   14. Standards governing faculty conduct, including sanctions short of dismissal, and procedures for implementation of such sanctions, are found in the Faculty Manual of Policies and Procedures and the Administrative Policy Manual.

V. Procedures for Dismissal

GGC adheres to BOR Policy Manual 8.3.9.2 Procedures for Dismissal.

VI. Dismissal of Temporary, Limited Term, or Part-Time Instructional Personnel

GGC adheres to BOR Policy Manual 8.3.9.3 Dismissal of Temporary, Limited Term, or Part-Time Instructional Personnel.

VII. Temporary Suspension During Pendency of Criminal Charges

GGC adheres to BOR Policy Manual 8.3.9.4 Temporary Suspension During Pendency of Criminal Charges.

VIII. Related Regulations, Statutes, Policies, and Procedures

BOR Policy Manual 8.3.9 Discipline and Removal of Faculty Members

Faculty Employment Application Forms

Policy Number: 8.3.10
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost; Chief Human Resources Officer

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.3.10 Faculty Employment Applications.

II. Scope

This policy applies to all GGC faculty members.

Faculty Contracts

Policy Number: 8.3.11
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost; Chief Human Resources Officer

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.3.11 Faculty Contracts.

II. Scope

This policy applies to all GGC faculty members.

Compensation

Policy Number: 8.3.12 
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost; Chief Human Resources Officer

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.3.12 Compensation. GGC uses current salary data from similar institutions to determine the range of entry-level salaries. When merit salary increases for full time teaching faculty are given, merit is determined according to criteria in the Faculty Manual of Policies and Procedures Appendix 1: Faculty Evaluation. 

II. Scope

This policy applies to all GGC faculty

III. Summer School Salaries

In accordance with BOR Policy Manual 8.3.12.3 Summer School Salaries, payment of compensation to faculty members for full-time employment during the summer session shall be at a rate not to exceed 33 and 1/3 percent of their regular nine-months compensation for the previous academic year. The compensation model for faculty teaching in the summer will be communicated by the Provost’s Office to the deans, department chairs, and faculty in January or February each year, to facilitate planning the summer class schedule.

Instructional Overloads

Policy Number: 8.3.12.4.1
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost; Vice President for Human Resources

I. Purpose and Policy Statement

Under certain circumstances, qualified teaching faculty, administrative faculty, and professional staff may be called upon to teach an overload(s). GGC adheres to BOR Policy Manual 8.3.12.5 Extra Compensation and BOR Academic and Student Affairs Handbook Section 4.11 Faculty Overloads and Instructional Staff Responsibilities to implement policies and procedures for overload teaching.

II. Scope

This policy applies to all GGC faculty and staff.

III. Compliance

1. When teaching an administrative faculty with contracts take on extra instructional responsibilities, adjusting the individual’s primary duties to incorporate the extra duties associated with the teaching overload(s) will be considered. The president will determine if the individual’s contract should be amended to reflect a change in compensation warranted by the additional responsibilities. Contract modifications will be done using the USG Academic Year and Fiscal Year Contract Addendum. Because instructional overloads involve a contract modification, BOR Business Procedures Manual section 5.3.2 Extra Compensation does not apply to instructional overloads for contracted employees. Instructional overload pay must be approved in advance, is only paid in the Spring Semester based on a full academic year teaching load, and is subject to budget availability.
2. When full-time exempt professional (i.e., non-contract) employees with the appropriate qualifications take on extra instructional responsibilities, adjusting the staff member’s job description to incorporate the extra responsibilities associated with teaching will be considered.
3. When workload adjustments cannot be made, the President will determine if extra compensation is warranted for the overload(s). When extra compensation is to be paid, it should be consistent with BOR Business Procedures Manual section 5.3.2 Extra Compensation. It is atypical for non-exempt personnel to serve as instructors of record. In the rare cases in which a non-exempt employee does serve as an instructor of record, policies and procedures governing overtime compensation must be adhered to.
4. Contract employees, full-time exempt employees, and non-exempt employees shall be made aware of requested modifications of primary duties when such modifications are made to incorporate extra duties associated with teaching overloads. The applicable extra compensation amount for additional teaching overload duties shall be disclosed at time of notification to the employee, or as soon as practical. For contract employees, the extra compensation shall be noted on the Academic Year and Fiscal Year Contract Addendum for Temporary Overload Compensation.

Pay for Class Coverage

Policy Number: 8.3.12.50
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost; Vice President for Human Resources

I. Purpose and Policy Statement

Faculty members and professional staff who cover other faculty’s class(es) due to such faculty’s illness or other unexpected absence will be paid for the extra work, guided by established policies and procedures.

II. Scope

This policy applies to all GGC faculty and staff.

III. Compliance

In the case of the illness or other unexpected absence of a faculty member, those faculty who cover the classes missed during the absence of the instructor of record will be compensated after one full week has passed. Beginning with the second week that a faculty member covers the class, the faculty member will be paid a rate of $100 per credit hour per section taught per week and shall be compensated at the same rate also for the first week that the faculty member taught, provided that the faculty member has or will have fulfilled a full teaching load requirement. A faculty member who is receiving compensation for covering a class shall be paid for a full week regardless of the number of classes met during the week.

The Department Chair and School Dean will verify that the absent full-time faculty member has submitted sick leave, or in the case of part time faculty, generate a memo explaining the absence to comply with financial audit requirements. Extra compensation in these situations is subject to approval of the dean, provost, president, CFO, and Human Resources.  

Faculty Development

Policy Number: 8.3.14
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

In accordance with the requirements of Board of Regents Policy Manual 8.3.13 Faculty Development, Georgia Gwinnett College maintains a campus-wide professional growth and development program that aligns with GGC mission, and supports the continuous improvement of all faculty in their roles as teachers, scholars, researchers, and professionals engaged in service to GGC, the community, and the profession.

II. Scope

This policy applies to all GGC faculty and administrative personnel.

III. Roles and Responsibilities

To promote faculty development, faculty are encouraged to attend programs offered by the Center for Teaching Excellence or through off-campus development opportunities that address effective instructional practices, innovative uses of technology, and other instructional approaches that lead to student engagement and success. By attending these programs, faculty demonstrate their commitment to their own professional development and to the standards of teaching excellence of the College. The Center for Teaching Excellence’s activities correlate to the academic and professional standards set forth by the faculty evaluation in these areas: excellence in teaching, scholarship, service, and student engagement. Georgia Gwinnett College also promotes the development of administrative personnel and encourages their participation in opportunities that advance their institutional effectiveness. By participating, administrators demonstrate their commitment to their own professional development and to the administrative and managerial standards of the College.

Enhancing Teaching and Learning In K-12 Schools And USG Institutions

Policy Number: 8.3.15
Effective Date: March 1, 2023
Revision History: Reviewed May 26, 2016
Policy Contact: Senior Vice President for Academic and Student Affairs/Provost

I. Purpose and Policy Statement

Georgia Gwinnett College adheres to Board of Regents Policy Manual 8.3.14 Enhancing Teaching and Learning in K-12 Schools and USG Institutions.

II. Scope

This policy applies to all GGC faculty and staff.

Employee Disciplinary Procedures

Policy Number: 8.4.5
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Georgia Gwinnett College supports the establishment of standards of performance and behavior for employees including consistent communication and reinforcement to support a positive campus culture. Supervisors are responsible for establishing performance expectations, coaching employees and providing opportunities for learning and development. They are also responsible for setting standards of performance and behavior for their employees and communicating/reinforcing them on a consistent basis. Employees are responsible for adhering to performance standards, work expectations and rules of conduct, as provided through institutional policies, Board of Regents policies, job descriptions, goals and objective statements and work rules communicated by the supervisor.

This policy provides guidance on the College’s stance when instances occur where an employee fails to meet acceptable standards of performance, or violates established rules of conduct. Supervisors are expected to address matters of concern in a timely manner. Depending on the circumstances and nature of the unsatisfactory performance or conduct, an employee may be subject to disciplinary action.

Disciplinary actions may be administered separately, in combination, and/or as part of a progressive discipline plan; which may also include a combination of a verbal discussion, written warning, or other appropriate disciplinary measures. The Office of Human Resources must be consulted when a supervisor deems a progressive disciplinary plan is warranted. Any written disciplinary action or plan must be approved through the Office of Human Resources in advance of employee notification.

II. Scope

This policy pertains to all employees of Georgia Gwinnett College.

III. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise; provides consultation and guidance to Human Resource staff and supervisors on complex employee relations issues.
2. Human Resources: Maintains the policy; maintains employee records; fields, researches and responds to questions; in roles assigned responsibilities related to employee relations, the HR staff member will provide consultation to a supervisor on disciplinary actions and documentation.
3. Supervisor: Keeps updated on policy guidelines and responds to employee questions; initiates disciplinary action after consulting with Human Resource staff members with delegated employee relations responsibilities.
4. Cabinet Member or designee: Responsible for being familiar with the policy and guidelines; provides oversight to Supervisor recommending disciplinary actions of written warning related to employees in their units.

IV. Progressive Discipline

1. Progressive discipline is recommended whenever possible to address, correct and improve unsatisfactory behavior or performance. In any disciplinary matter, it is recommended that the supervisor document the steps of the disciplinary process as they occur, as well as warnings of further potential actions, if the unacceptable performance and/or behavior is not corrected.
2. The steps involved in the progressive discipline process include verbal discussion, written warning, final warning, suspension, demotion and dismissal. Any disciplinary step may be omitted depending upon the circumstances of the situation.
   1. Verbal Discussion. The initial disciplinary action should be verbal, whenever possible. The discussion should be firm, but fair, and should ensure that the employee clearly understands the established standards and expectations with respect to the unacceptable performance or behavior. A written record of the date and content of such discussions should be documented by the Supervisor.
   2. Written Warning. Written disciplinary warnings usually follow verbal disciplinary action of an employee that does not result in the needed improvement, or when the severity of the initial situation indicates a need for stronger action. The written warning outlines the specific performance and/or behavior that is unsatisfactory, states expectations, and lists consequences if issues continue.
   3. Final Written Warning. A final written waring is provided when previous verbal and written warning actions have been administered and the unacceptable behavior or performance issues continue to occur.  Previous warnings may be omitted if the action or performance concern is severe enough that future violations could result in termination. The final written warning outlines the previous disciplinary steps that have been taken, the issue that continues to be problematic, and the consequence of further occurrence of the issue. Termination of employment may occur if the desired results are not obtained following a final written warning.
   4. Suspension.
      1. An employee may be placed on suspension with or without pay (to be determined by the College) as part of either a disciplinary action or pending resolution and/or investigation of an alleged infraction under an institutional policy, Board of Regents Policy, or under federal/state/local law. An employee affected by suspension shall be informed in writing of the reasons for the action taken. The effective date of a suspension shall be five days following the notification. An employee affected by a suspension may appeal to the next level of authority within five business days of the notification of the action.
      2. The employee shall also be entitled to the procedural protections of a hearing before a Board of Review (see GGC Employee Grievance policy). The request must be made within ten (10) business days following the documented adverse action. The Board of Review hearing may take place either before or after the effective date of the employee decision in question.
   5. Demotion.
      1. A demotion is defined as a reassignment from one position to another position at a lower pay grade or salary range. A demotion can also be defined as a reassignment of duties to a lower level of pay, or responsibility, even if there is not a change in the employee’s job title or position. Involuntary demotions may occur if work is eliminated, abolished, or reorganized, as a disciplinary action, or if a classified employee is unable to perform the work at a satisfactory level.
      2. An employee affected by demotion shall be informed in writing of the reasons for the action taken. The effective date of a demotion or suspension shall be five business days following the notification. An employee affected by a demotion, suspension or dismissal may appeal to the next level of authority within five business days of the notification of the action.
      3. The employee shall also be entitled to the procedural protections of a hearing before a Board of Review (see GGC Employee Grievance policy). The request must be made within ten (10) business days following the documented adverse action. The Board of Review hearing may take place either before or after the effective date of the employee decision in question.
   6. Dismissal.
      1. Dismissal of an employee may be recommended by an employee’s immediate supervisor when the employee’s performance, or personal conduct, warrants this level of action. An employee may be terminated for just cause. The Office of Human Resources must be consulted prior to a supervisor taking this action.
      2. An employee affected by dismissal shall be informed in writing of the reasons for the action taken. The effective date of a dismissal is immediate. An employee affected by a dismissal may appeal to the next level of authority within five business days of the notification of the action.
      3. The employee shall also be entitled to the procedural protections of a hearing before a Board of Review (see GGC Employee Grievance policy). The request must be made within ten (10) business days following the documented adverse action. The Board of Review hearing may take place either before or after the effective date of the personnel decision in question.
   7. Other Disciplinary Action.
      1. Other disciplinary actions may also be imposed under special circumstances. In any disciplinary matter, the circumstances shall dictate the nature of the disciplinary action imposed and whether or not progressive discipline, or immediate termination is appropriate. Where warranted, any of the above actions may occur separately, or in combination.
      2. For certain disciplinary matters, an impacted employee shall be afforded an appeal opportunity, where requested, as outlined in institutional policies and/or Board of Regents Policy. After the disciplinary action is provided to an impacted employee, the employee shall have ten (10) business days to file an institutional appeal, where applicable, under the GGC Employee Grievance policy. Refer to the GGC Employee Grievance policy for matters eligible for appeal.
      3. Supervisors who are considering dismissal, demotion, suspension or other disciplinary actions are required to contact the appropriate Chief Officer and the Office of Human Resources for guidance prior to initiating a disciplinary action. Legal Affairs shall be consulted where appropriate. Actions involving dismissals, demotions or suspensions require prior approval from the President or designee.

V. Work Expectations and Rules

1. For additional guidance on the college’s work expectations and examples of unacceptable conduct, supervisors and employees are encouraged to review the examples noted below, established work area rules, applicable institutional policies, and Board of Regents policies. The list below is not an exhaustive list of unacceptable conduct at Georgia Gwinnett College. Violations under other GGC institutional policies are also actionable and employees participating in such conduct will be subject to disciplinary actions.
2. Examples of unacceptable conduct and violations of work rules include:
   1. Falsification of employment or other records, including timesheets
   2. Working under the influence of alcohol or working under the influence of an illegal substance
   3. Inappropriate handling or disclosure of confidential information or records
   4. Excessive absenteeism, lateness, abuse of leave, or failure to adhere to established work schedules
   5. Sleeping on the job
   6. Failure to maintain professional standards of conduct with co-workers, affiliates, students, or visitors
   7. Neglect of duty, or failure, or refusal to perform job-related duties and assignments
   8. Illegal manufacture, possession, use, sale or distribution of drugs, or unauthorized use of alcoholic beverages on college premises
   9. Refusal to cooperate with a Georgia Gwinnett College or Board of Regents investigation
   10. Larceny, misappropriation, or unauthorized possession, or use of property belonging to Georgia Gwinnett College, or any employee, student, or visitor
   11. Creating unsafe conditions or contributing to such conditions by act of omission
   12. Misappropriation of institutional or organizational funds
   13. Unauthorized possession, copying, or use of College records to unauthorized persons
   14. Threatening, intimidating, harassing, or coercing of another employee
   15. Gambling on College premises or while engaged in College business
   16. Violation of the College discrimination and harassment policies
   17. Attempting to obstruct or disrupt any teaching, research, administrative, disciplinary, or public service activity, or any other activity authorized to be discharged or held on property owned or operated by Georgia Gwinnett College
   18. Insubordinate or willfully disobedient acts toward the supervising authority
   19. Bringing a weapon on Georgia Gwinnett College property or to college events, including licensed weapons, except as authorized under Georgia Law
   20. Abusive treatment by an intentional or grossly negligent act, or failure to act, which causes harm or potential harm to a student, guest, visitor or an employee including, but not limited to, assault or battery
   21. Insubordinate or willfully disobedient acts toward the supervising authority
   22. Violation of the BOR Gratuities Policy
   23. Conviction of any felony or conviction of a misdemeanor charge if the misdemeanor is materially related to the employee’s job

VI. Discipline and Removal of Faculty Members

The President of Georgia Gwinnett College, or their designee, may at any time remove any faculty member or other employee of the institution for cause. APM 8.3.9 Discipline and Removal of Faculty Members and BOR Policy Manual 8.3.9 Discipline and Removal of Faculty Members shall govern concerns related to unsatisfactory performance and/or behavior of GGC faculty.

VII. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resources Administrative Practice Manual (“HRAP”) Policy on Disruptive Behavior
BOR HRAP Policy on Cooperation in Internal Investigations  
BOR HRAP Policy on Grievance  
8.2.50 Employee Grievance Policy  
8.2.20 Georgia Gwinnett College Ethics  

Taxable Fringe Benefits

Policy Number:  8.7
Effective Date: February 27, 2023
Revision History:  May 2, 2019
Policy Contact:  Director, Payroll and Benefits

I.Purpose and Policy Statement

The purpose of this policy is to provide Georgia Gwinnett College requirements on taxable fringe benefits in compliance with the Board of Regents Business Procedures Manual section 5.3.17 Taxable Fringe Benefits. The procedures ensure good stewardship of College resources and ensure those who direct and expend resources on behalf of the College have heightened awareness and exercise diligence in adhering to the policies and procedures set forth by the College’s governing bodies and the Internal Revenue Service.

II. Scope

The policy applies to all employees and all GGC employees should be aware of this policy.

III. Definitions

Fringe benefit: Generally, any property or service that an employee (including certain independent contractors) receives in lieu of, or in addition to, regular compensation. Fringe benefits can take many forms. Examples include (but are not limited to) such items as gift certificates, athletic tickets, certain club memberships, spouse/companion travel, automobiles, housing, meals, awards, clothing, or prizes.

Working condition fringes: Generally defined as any property or services provided by an employer that, if paid by the employee, would be deductible as an ordinary and necessary business expense under IRC §§ 162 or 167.

De minimis fringe benefits: Benefits in which the value is so small in relation to the frequency in which it is provided that accounting for it is unreasonable or administratively impracticable. For purposes of the de minimis exclusion, the term “employee” means any recipient of a fringe benefit. Reg. § 1.132-1(b)(4).

IV.Guidance

This policy provides an understanding and requirements regarding the tax treatment of clothing and gifts, prizes and awards, as well as the reporting and withholding rules that must be followed as the employer.

1. The guidance below will discuss the general rules, as well as many common situations encountered. References to the Internal Revenue Code (IRC) and Treasury Regulations (Reg.) are provided, along with other IRS guidance that may be helpful. However, the information is not intended to be all-inclusive.
2. Taxability of Fringe Benefits
   1. Fringe benefits are taxable, unless specifically excluded by law. IRC §61; Reg. §1.61-21. For a fringe benefit to be taxable, it need not be furnished directly to the employee by the institution, as long as the benefit is provided in connection with the performance of services for the institution. A fringe benefit may be taxable to a person even though the person did not actually receive it. Reg. §1.61-21(a)(4).
   2. Example: (1) A vendor may provide clothing or other items as part of a contract with the institution. (2) An employee’s spouse may receive the fringe benefit that is taxable to the employee even though the employee did not receive it. 
   3. In general, a fringe benefit is any property or service that an employee receives in lieu of, or in addition to, regular compensation. Fringe benefits may include (but are not limited to) such items as gift certificates, athletic tickets, certain club memberships, automobiles, housing, meals, awards (such as Top Claw or Annual Awards), clothing, or prizes.
3. Valuation
   1. The general valuation rule applies to most fringe benefits. Under this rule, the value of a fringe benefit is its fair market value (FMV). This is the amount an individual would have to pay a third party in an arm’s-length transaction to buy or lease the benefit. Neither the employee’s subjective perception of the value, nor the employer’s cost, determines the FMV of the benefit. Reg. §1.61-21(b)(2).
   2. In many cases, the cost and FMV are the same; however, there are also situations in which FMV and cost differ, such as when the employer incurs a cost less than the value to provide the benefit.
4. Tax Withholding and Reporting
   1. Taxable fringe benefits for employees will be reported as taxable wages on IRS Form W-2. Most taxable fringes are subject to federal and state income tax withholding, as well as Social Security and Medicare taxes. Taxable fringes for non-employees are not subject to tax withholding, but may be reportable on IRS Form 1099-MISC.
   2. Student workers are considered employees for purposes of this section if they meet common rule requirements and therefore receive a W-2. There are very stringent exceptions, but in most cases students employed by GGC as student workers cannot also be employed as contractors.  All vendors, including vendors who are students, must have the requisite insurance
5. Clothing/Uniforms
   1. Regardless of the funding source, clothing/uniform expenses and allowances are taxable fringe benefits, unless an exclusion applies as outlined below. At GGC, clothing for employees require (1) Vice President approval via the Clothing Request form and (2) a purchase order prior to committing funds for a clothing purchase. Any persons committing expenditures outside the scope of policy are considered unauthorized and may be held personally liable.
   2. Clothing purchase will be subject to tax unless the purchase meets an exception outlined below; therefore approved requests for clothing must be submitted no later than December 1 to Purchasing. The Clothing Request Form may be obtained by contacting the office of the Assistant Controller.
   3. Clothing purchases will be closely monitored by Purchasing and Accounting. There must be a specific business purpose for all clothing purchases such as job requirement, safety, etc.
   4. Working Condition Fringe Exclusion: IRC §132(d); Reg. §1.132-5
      1. The Tax Court has established three criteria for the cost of clothing/uniform to be considered an ordinary and necessary business expense: TC Memo 2016-79.
         1. the clothing/uniform is required or essential in the individual’s employment;
         2. the clothing/uniform is not suitable for general or personal wear; and
         3. the clothing/uniform is not so worn (for general or personal wear).
      2. An employer’s expense, direct or through reimbursement, in providing employee clothing/uniforms that meet all of the above criteria is considered a working-condition fringe benefit, and is not includable in employee wages.
      3. Examples of clothing items that may be excluded as working condition fringes:
         1. Uniforms worn by police officers, health care professionals, delivery workers, letter carriers, transportation workers; chef’s coats; and student athletic uniforms.
         2. Protective clothing such as safety glasses, hard-hats, work gloves, steel-toed work boots, and other clothing required by OSHA regulations.
         3. Uniform/clothing that is rented and/or returned to the College and is maintained in a central area where the clothing is issued to the employee. The clothing must be kept and cleaned on College property and reissued on a regular basis. The employee may not assume personal possession of the clothing.
         4. Uniforms for grounds, maintenance, custodial, farm and field operations and research and food service that meet the characteristics of “torn or stinky” (Madsen v. Commissioner), “bulky, utilitarian in fashion and unsuitable for personal use” (Jackson v. Commissioner) or “dirty and stained” (Cross v. Commissioner).
   5. An employment contract requiring certain clothing to be worn does not meet the requirement for job exemption taxable benefit for IRS purposes. Items such as polo shirts, windbreakers, etc. although required by the institution as a uniform would not meet the requirements for job exemption taxable benefit.
6. De Minimis Fringe Exclusion: IRC §132(e); Reg. §1.132-6
   1. For GGC’s purposes, clothing items of nominal value ($75 or less cumulative annually/calendar year) and provided infrequently (no more than two times per calendar year) may be excluded from taxation as a de minimis fringe benefit.
   2. If either the value or frequency limits are exceeded, the entire value of the benefit (not just the excess amount) is taxable. Reg. §1.132-6 (d)(4).
   3. Examples of clothing items that may be excluded as de minimis fringes:
      1. Low-value clothing bearing the University or department name
      2. T-shirts provided to employees to wear to promote a campus event
   4. An apparel allowance, or the value of merchandise credit provided to certain employees that allows them to acquire apparel and goods directly from an outside vendor, is a taxable fringe benefit. The de minimis fringe exclusion above would apply if the above criteria for such are met.
   5. There must be a specific business purpose for all clothing purchases such as job requirement, safety, etc.
7. Gifts, Prizes, and Awards
   1. Cash and cash equivalents, including gift cards, gift certificates, credit/debit cards, etc. are considered taxable income to the employee regardless of the value and must be included on the employee’s W-2 regardless of value.
   2. Example: The IRS has ruled that wellness program cash rewards or premium reimbursements must be treated as taxable wages. IRS Memorandum 201622031.
   3. Guidance for the Incentive Compensation and Rewards Program outlined in the Human Resources Administrative Practice Manual (HRAP) must be followed for cash awards.
   4. Non-cash gifts, prizes, and awards are generally considered taxable income to the employee unless they qualify to be excluded as either
      1. Employee achievement awards,
      2. or de minimis.
   5. De minimis is defined by the State of Georgia Governor’s Executive Order dated March 30, 2017 as $75. Employee achievement awards for length of service and safety must comply with the State of Georgia defined de minimis amount in order to not be in violation of the State gratuity clause.
   6. For non-cash gifts, prizes and awards above $75 that are part of a qualified plan award program and are funded with non-institutional resources, the institution will follow IRS taxable fringe benefits guidelines. (IRS Publication 5137)

V. Related Regulations, Statutes, Policies, and Procedures

BOR Business Procedures Manual 5.3.17 Taxable Fringe Benefits
IRS Pub. 15-B Employer’s Tax Guide to Fringe Benefits
IRS Pub. 5137 Fringe Benefit Guide

Relocation Expense

Policy Number: 8.50
Effective Date: February 27, 2023
Revision History: May 26, 2016
Policy Contact: Chief Human Resource Officer

I. Purpose and Policy Statement

Recruiting talented faculty and staff are essential to Georgia Gwinnett College’s ability to fulfill its mission. Occasionally it may be necessary to provide a relocation benefit in the total rewards package for a candidate. This policy outlines circumstances where relocation expenses may be considered for faculty and staff new hires, provided the expenses are paid from College funds and set out in the original written offer of employment.

II. Scope

This policy pertains to all employees and candidates of employment of Georgia Gwinnett College who meet the conditions stated herein.

III. Definitions

Regular full-time employment: Defined as 30 or more hours per week or .75 FTE and greater, and considered continuous; may also be defined by agreement, contract, term, or restricted funding source(s).

IV. Roles and Responsibilities

1. Chief Human Resource Officer (“CHRO”) or designee: Oversees policy updating and maintenance; provides interpretation of the policy when questions arise.
2. Human Resources: Maintains the policy; fields, researches and responds to questions; responsible for all official offers of employment including documentation of approved relocation.
3. Direct Manager: Keeps updated on policy guidelines and responds to employee questions; submits any requests for relocation to the Office of Human Resources for review and approval.
4. Cabinet Member or delegate: Responsible for being familiar with the policy and guidelines; responsible for review of all requests including submission of exceptions to the President for consideration and approval.

V. Applicability and Compliance

1. A faculty or staff recruit or existing employee being reimbursed from College funds may be considered for a one-time relocation expense stipend under the following conditions:
   1. Written Offer. The specific relocation stipend amount must be stated in the written offer of employment in accordance with the distance guidelines provided below.
   2. Budget Constraints. Where College funds are utilized, relocation stipends must be paid from the designated operating budget and may only be considered within the distance guidelines noted in this policy. In instances where the President or their delegate places the operating group budget under spending restrictions, relocation expenses may not be considered without approval from the President.
   3. Title and Rank. Relocation expenses may only be considered where the recruit is either a faculty member or will hold the title of director or above at the College, in a regular full-time benefits eligible position.
   4. Approval. Relocation stipends are not automatic. All relocation stipends require a written recommendation from the appropriate chief officer and written approval by CHRO, before a relocation stipend offer can be extended.
   5. Distance. The distance between a new hire’s new work location and their former residence must be 50 miles or greater than the distance between their old work location and former residence. Maximum stipend amounts are as follows:
      1. At least 50 miles but under 100 miles (one way): If the individual’s commuting distance has increased by at least 50 miles, but under 100 miles one way, a one-time relocation stipend up to $2,500 may be considered;
      2. At least 100 and under 300 miles (one way): If the individual’s commuting distance has increased by at least 100 miles, but under 300 miles one way, a one-time relocation stipend up to $5,000 may be considered;
      3. At least 300 miles (one way) and above: If the individual’s commuting distance has increased by at least 300 miles (one way), a one-time relocation stipend up to $10,000 may be considered.
2. Exceptions.
   1. Stipends of lesser amounts may be offered based on the operating budget for a specific operating area; however, a stipend shall not exceed the amounts highlighted above when paid from college funds.
   2. In extraordinary circumstances the President may consider stipends for individuals  who do not meet the title and rank requirements, minimum distance of at least 50 miles (one way), or request additional funding beyond the limits. In these cases, documentation of the extraordinary circumstances must be presented to the President by the appropriate chief officer for consideration. Tax consequences are the employee’s responsibility as outlined below.
3. Tax Implications under IRS Regulations and Method of Payment. If a relocation stipend is approved under this policy for any of the distance categories noted, the stipend will be issued as a one-time relocation payment and will be reported on the annual W-2 as taxable income subject to applicable income and employment taxes.
4. Prohibited Actions. In accordance with Board of Regents guidance documents, relocation expenses paid from College funds that are not set out in the written offer of employment and are paid after the fact would constitute a gratuity and are prohibited under this policy.

VI. Related Regulations, Statutes, Policies, and Procedures

BOR Human Resources Administrative Practice Manual Policy on Relocation Expenses
IRS Publication 521 Moving/Relocation Taxation Rules