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PROCEDURES AND CRITERIA FOR PERFORMANCE
REVIEW AND PERIODIC EVALUATION
VOLUME IV: COACHING FACULTY
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CHAPTER 1
PROCEDURES FOR PERIODIC EVALUATION OF COACHES
I. PREAMBLE
The purpose of evaluation is to develop and maintain a high quality coaching staff which
is professionally active and which communicates effectively with students.
The following sources of information are used in the process of evaluation:
A. Coach activities report (appropriately documented);
B. Coach’s evaluation form;
C. Coach’s practice visitation report;
D. Student Athletes’ Opinion of Coaching Effectiveness
E. Other relevant materials.
The evaluation process is designed to provide constructive guidance to the coach in
achieving professional development to ensure the protection of coach, student, and
institutional interests.
Procedures contained in this document are in accordance with the Collective Bargaining
Agreement. This Memorandum of Understanding uses the term "Coaching Faculty Unit
Employees" to refer to all coaches in Bargaining Unit 3. In this document, the term
"coach" shall refer to the coaching faculty unit employees. Where disagreement occurs
between this document and the collective bargaining agreement, the collective
bargaining agreement shall prevail.
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II. EVALUATION
A. TYPE OF EVALUATION
All coaches in Bargaining Unit 3 are subject to periodic evaluation per article 15 of the
collective bargaining agreement.
B. GENERAL PROVISIONS OF EVALUATION
1. Only tenured faculty members and administrators may engage in
deliberations and make recommendations to the President regarding the
evaluation of coaches. Evaluation criteria and procedures shall be made
available to coaches no later than 14 days after the first day of instruction of
the academic term. Once the evaluations process has begun, there shall be
no changes in criteria and procedures used to evaluate the coaches during
the evaluation process.
2. At all levels of review, before recommendations are forwarded to a
subsequent level, coaches shall be given a copy of the recommendation and
the written reasons therefore. The coach may submit a rebuttal statement or
response in writing and/or request a meeting be held to discuss the
recommendation within ten (10) days following receipt of the
recommendation. A copy of the response or rebuttal statement shall
accompany the Working Personnel Action File (WPAF) also be sent to all
previous levels of review. This section shall not require that evaluation
timelines be extended.
3. Personnel recommendations or decisions shall be based on the Personnel
Action File (PAF). Should the President make a personnel decision on any
basis not directly related to professional qualifications, work performance, or
personal attributes of the individual coach in question, those reasons shall
be reduced to writing and entered into the Personnel Action File and shall be
immediately provided to the coach.
4. Personnel recommendations or decisions shall be confidential except that
the affected coach, the Director of Athletics, and, the President shall have
access to written recommendations.
5. Procedures and criteria for evaluation shall be approved by the President
after consideration of the recommendations of the coaches and the
appropriate faculty committee(s).
C. COACH EVALUATION COMMITTEE
Composition: The Coach Evaluation committee shall be composed of the Faculty
Athletics Representative, a tenured faculty member from the Intercollegiate Athletics
Advisory Committee and one additional tenured faculty member approved by the
coaches.
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Functions: This committee shall conduct periodic evaluations of coaches.
D. INSTRUMENTS OF EVALUATION
1. The Coach’s Evaluation Form
2. Coach Activities Report (CAR)
To be completed by all coaches subject to periodic evaluation. This shall include
the following areas: coaching and organizational effectiveness, athletic training,
general performance, administrative assignments and the overall team
performance. Supporting documentation since the last CAR must be attached.
3. Coach’s Practice Visitation Report
4. Student Athletes’ Opinion of Coaching Effectiveness
E. FILES
1. The Personnel Action File (PAF)
a. A PAF shall be maintained for each coach in accordance with
Article 11 of the collective bargaining agreement.
b. A coach shall have the right to submit additional materials to his/her
PAF and shall have the right to submit a written rebuttal to any
material in his/her file. Only material identified by source may be
placed in the PAF. Identification shall indicate the author, the
committee, the campus office, or the name of the officially
authorized body gathering the material. The coach shall be
provided with a copy of any material to be placed in the PAF at
least five days prior to the placement.
c. A coach shall have the right of access to all material in his/her PAF,
exclusive of pre-employment materials, except when the preemployment materials are used in personnel actions.
d. The PAF may be inspected by the coach upon request to the Office
of the Director of Athletics. A copy of all materials requested shall
be provided within fourteen days of the request. If the coach
believes that any portion of the file is not accurate, a correction or
deletion of those materials may be requested. If the request is
denied, the coach shall have seven days to submit the request to
the President. Within twenty-one days of the request to the
President, the President shall provide to the coach a written
response. If the President grants the request, the record shall be
corrected or the deletions made, and the coach shall be sent a
written statement to that effect. If the President denies the request,
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the response shall include the reason(s) for denial.
e. The PAF shall be held in confidence. Access to a coach's file shall
be limited to persons with official business. The Athletics Office
shall log all instances of access to a PAF. This record shall be a
part of the file.
2. Working Personnel Action File (WPAF)
a The WPAF refers to the portion of the Personnel Action File used during the
time of evaluation of a coach. The WPAF shall include where required the
following:
1. Coach Activities Report;
2. Coaches Evaluation Form;
3. Coaches Peer Visit Report;
4. Responses and rebuttals;
5. All other evaluation materials appropriately included in the PAF;
6. All current and previous summary statements and recommendations resulting from the evaluation proce
b. Materials submitted to the WPAF by a coach for evaluation
purposes shall be deemed incorporated by reference in the PAF,
but need not be physically placed in the file. An index of such
materials shall be prepared by the coach and submitted with the
materials. Such an index shall be permanently placed in the PAF.
F. RECOMMENDATIONS
Recommendations shall be made following a thorough review of the WPAF relative to
each applicable criterion. All participants who make recommendations shall, in addition,
ensure that criteria are applied equally for each coach evaluated. If there are omissions
of documentation, information or recommendations in the materials submitted for
review, the materials may be returned for amplification. Any such amplification shall be
provided in a timely manner.
III. PERIODIC EVALUATION
A. DEFINITION
Coaches will be evaluated on a periodic basis unless there is a legitimate reason for
evaluating a coach more frequently. A determination on whether to evaluate a coach
outside the period shall be made by the Coach Evaluation Committee.
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B. PURPOSE OF PERIODIC EVALUATION
The purpose of a periodic evaluation is to evaluate the professional progress and the
general capability of the coach in the following areas (please note these areas are not
listed in order of importance): overall team performance, recruiting, compliance to
NCAA and Conference rules, fundraising and community service, student-athlete wellbeing, student-athlete academic performance and retention, and administrative
assignments. The evaluation may provide constructive guidance to the coach regarding
professional development to ensure the protection of the coach, the student-athlete and
the institution. Where necessary, steps may be recommended to improve performance.
C. RESULT OF PERIODIC EVALUATION
The result of the periodic evaluation is to be a summary statement on the strengths and
weaknesses of the coach in the areas of overall team performance, recruiting,
compliance to NCAA and Conference rules, fundraising and community service,
student-athlete well-being, student-athlete academic performance and retention, and
administrative assignments. This statement may include recommendations for
improvement. Upon completion, each summary statement shall be placed in the PAF
and a copy shall be provided to the coach.
The results of the periodic evaluation of coaches shall be given careful consideration
whenever reappointment is considered and it may be used as the basis for
recommending movement to a higher salary range. Recommendation for movement to
a higher salary range shall only be made in cases where the coach has reached the
service step maximum of his/her salary range.
D. PROCEDURES FOR PERIODIC EVALUATION
1. Head Coaches
a. Timelines for conducting periodic evaluations shall be in
accordance with the collective bargaining agreement and those
specified by Academic Affairs at the start of the Academic Year.
Prior to the start of the evaluation, the head coach will complete
and submit the Coach Activities Report (CAR) forms to the Athletic
Director's office.
b. The Athletics Director's office assembles the Working Personnel
Action File (WPAF) consisting of the Coach Activities Report, Peer
Visit’s Report, and other relevant materials.
c. The Director of Athletics and the Coach Evaluation Committee
shall conduct concurrent and independent evaluations. The
Director of Athletics shall review the WPAF and complete his/.her
Coach Evaluation Form. The Coach Evaluation Committee shall
review the WPAF and submit their periodic evaluation. Prior to
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being forwarded to the Vice President in charge of Athletics,
coaches shall be given a copy of the evaluations and the written
reasons therefore. The coach may submit a rebuttal statement or
response within ten (10) days following the receipt of the
evaluations. A copy of the response or rebuttal shall accompany
the Working Personnel Action File.
d. The Vice President in charge of Athletics shall receive the WPAF,
review its contents and recommendations, and reach a decision
regarding the evaluation, if required. This decision shall be
communicated in writing to the coach and shall state the reasons
for that decision
e. When a Head Coach has reached the service step maximum of a
salary range, Director of Athletics shall submit a recommendation to
the Vice President in charge of Athletics regarding movement to a
higher salary range.
f. The Vice President in charge of Athletics shall respond to
recommendations for movement of Head Coaches to a higher
salary range.
2. Assistant Coaches
a. In addition to those steps outlined above for Head Coaches, the
WPAF for Assistant coaches shall include peer input by his/her
Head Coach. Head Coach reports shall be completed prior to the
start of the periodic evaluation. The reports shall vary sport by
sport, based upon the particular needs and requirements of the
head coach.
.
b. When an assistant coach has reached the service step maximum
for a salary range, the Director of Athletics shall submit a
recommendation to the Vice President in charge of Athletics
regarding movement to a higher salary range.
c. The Vice President in charge of Athletics shall respond to
recommendations for movements of assistant coaches to a higher
salary range.
IV. DISCUSSION WITH THE COACH
Following the completion of the review process, the Director of Athletics shall provide an
opportunity for discussion with the coach. This will ensure that the evaluation process is
one of growth, maturation and collegiality.
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CHAPTER 2
CRITERIA FOR PERIODIC EVALUATION
I. AREAS OF EVALUATION
A. OVERALLTEAM PERFORMANCE
Coaches are expected to develop and maintain competitive athletic teams. Team
performance shall be evaluated in relation to the amount of resources that are available
to the program, e.g., scholarship dollars, operating budgets, coach's timebase; and the
level of ability of those against whom the University competes, e.g. strength of
conference.
B. RECRUITING
Coaches are expected to recruit student-athletes who will be strong representatives of
the program and who have been recruited from the widest geographical area within the
region. Recruitment shall be evaluated in relation to the amount of resources that are
available to the program, e.g. scholarship dollars, operating budgets, coach’s timebase.
Coaches are also expected to show good judgment in the distribution of athleticallyrelated aid, while exploring all options for other financial aid.
C. COMPLANCE TO NCAA AND CONFERENCE RULES
Coaches are expected to perform within the rules and regulations of the NCAA and the
Conference Office. Consistent secondary violations and/or major violations of NCAA
and Conference rules may result in disciplinary action in accordance with the applicable
collective bargaining agreement.
D. FUNDRAISING AND COMMUNITY SERVICE
Coaches are expected to develop a circle of support within the campus and community
leading eventually to the creation of a booster club. Coaches are expected to help
market the program, increase attendance at games and matches, and develop and/or
participate in fundraising activities for the purpose of increasing scholarships and
obtaining funds for additional operating expenses. Fundraising and community service
shall be evaluated in relation to the amount of resources that are available to the
program and the coach’s timebase.
Coaches are also required to engage in and encourage their athletes to be involved in
community service activities.
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E. STUDENT-ATHLETE WELL BEING
Coaches are required to facilitate a safe and welcoming environment for studentathletes. Student-athletes must be able to be involved in reasonable and responsible
campus social activities available to all students and that fit within the team rules for
conduct.
F. TEAM ACADEMIC PERFORMANCE STUDENT-ATHLETE ACADEMIC
PERFORMANCE AND RETENTION
Coaches are required to help maintain the academic eligibility of student-athletes by
providing them with guidance towards satisfactory academic progress and ultimately
completion of degree programs.
To the extent possible, coaches are also expected to help retain student-athletes with
remaining eligibility.
G.
ADMINISTRATIVE ASSIGNMENTS
Coaches are expected to comply with administrator requests designed to advance the
mission of their program or the athletic department. Coaches are expected to
understand and complete all required NCAA, Conference, and University paperwork in
a timely manner and are expected to understand and operate within budgetary
allocations. Administrative assignments shall be evaluated in relation to the amount of
resources that are available to the program and the coach’s timebase.
H.
ETHICAL CONDUCT
Coaches are expected to conduct themselves and their programs with honesty,
sportsmanship, honor and dignity as outlined in NCAA Bylaw 10 on ethical conduct.
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