Abdul-Baaqiy v. Federal National Mortgage Association (Fannie Mae)

149 F. Supp. 3d 1, 2015 U.S. Dist. LEXIS 166013
CourtDistrict Court, District of Columbia
DecidedDecember 11, 2015
DocketCivil Action No. 2015-0450
StatusPublished
Cited by7 cases

This text of 149 F. Supp. 3d 1 (Abdul-Baaqiy v. Federal National Mortgage Association (Fannie Mae)) is published on Counsel Stack Legal Research, covering District Court, District of Columbia primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
Abdul-Baaqiy v. Federal National Mortgage Association (Fannie Mae), 149 F. Supp. 3d 1, 2015 U.S. Dist. LEXIS 166013 (D.D.C. 2015).

Opinion

OPINION

ROSEMARY M. CÓLLYER, United ' States District Judge , .

Plaintiff Saddiq Abdul-Baaqiy filed this class action lawsuit against Federal Na *3 tional Mortgage Association alleging that (1) he was subjected ■ to a pattern and practice of race discrimination through disparate treatment and (2) he is representative of a class that was subjected to' personnel policies, and practices that have a disparate impact on African Americans. He asserts racé discrimination claims under 42 U.S.C. § 1981 and the D.C. Human Rights Act, D.C. Code § 2-1401- et seq. Federal National Mortgage ¡Association moves (1) to dismiss the D.C. Code- claim for lack of subject matter jurisdiction because the alleged discrimination occurred in Virginia and not in the District of Columbia; (2) for summary judgment on all claims based on the practice of “forced ranking”; and (3) to strike the class ¡action allegations. As explained below, the motion will be granted in part and denied in part.

I. FACTS

The Federal National Mortgage Association (Fannie Mae) is á Government Sponsored Enterprise headquartered in Washington, D.C. Fannie Mae employed Plaintiff Saddiq Abdul-Baaqiy, an African American, from 1996 through 1999 and from 2001 through 2011. Mr. Abdul-Baa-qiy worked in Fannie Mae’s- D.C. office in 1996 through 1999 and again when he resumed employment in 2001. Fannie Mae transferred him to its office in Virginia in September 2004. Opp’n [Dkt. 24], ’ Ex. P (PI. Déel.) ¶2. In this latter position,’Mr. Abdul-Baaqiy was a software developer with the title “Application Developer Analyst II.”

In December 2008, Fannie Mae implemented a new performance review policy that imposed a quota for the number of high performance reviews that managers could award in each department, allegedly resulting in poor reviews for employees who actually met performance objectives. Am. Compl. [Dkt. 13] ¶¶ 2, 6. This “forced ranking” policy required that managers evaluate employees “relative to their peers,” so that only 5% percent of employees would receive a “Significantly Exceeds Expectations” rating, 25% percent would receive a “Fully Meets Plus” rating, ‘50% would receive a “Fully Meets” rating, and 20% would receive an unsatisfactory rating of “Fully Meets Minus/Significant Issues” or lower. Mot. to Dismiss and for Partial Summ. J. [Dkt. 20]- (MTD/Partial MSJ), Ex. 3 (2008 Ratings Distribution) & Ex. 4 (FAQs on 2008 Ratings Distribution).

On September 10, 2009, Fannie' Mae CEO Mike Williams sent a message to employees announcing a different performance evaluation policy. Id, Ex. 5 (Williams Letter). Mr. Williams noted that “a number of empíoyées and managers have raised important concerns about the performance review process, especially the guidance that 20 percent of employees should fall into the bottom two rating categories.” Id. The’ modified 2009 policy changed the percentages of employees for each performance level, directing that 5-10% receive a “Significantly Exceeds Expectations” rating, 15-25% percent receive an “Exceeds Expectations” rating, 55-75% receive 'a “Meets Expectations” rating, and 5-10% receive ratings of “Does Not Meet Expectations.” Id.

Under the 2009 policy, managers were required to evaluate employees by using a four step process consisting of divisional planning, pre-calibration preparation, calibration, and post-calibration. Opp’n [Dkt. 24], Ex. C (Calibration Overview). Calibration sessions are management fora led by Fannie Mae leaders (or the most senior level manager) for the purpose of assisting managers in evaluating the relative performance of employees before finalizing a rating. Id. Prior to a calibration session, managers were instructed to prepare draft assessments and initial ratings. Id, Ex. D *4 (Session Leaders Preparation Guide). Managers were instructed to articulate how 'each employee was performing-as compared to their peers, even when the employee had met or was on course to meet all goals. Id., Ex. I (Year-End Process: FAQs).

Mr. Abdul-Baaqiy received satisfactory performance reviews throughout 2008. He contends that he was affected by the “forced ranking” policy when he received poor evaluations starting in mid-2009 until he was terminated for supposed performance deficiencies in April 2011..Specifically, Steven Gonsalves, a Caucasian man, began supervising Mr. Abdul-Baaqiy in April 2009. After three months, Mr. Gonsalves gave Mr. Abdul-Baaqiy an “off track” midyear performance rating, but did not provide any comments to support or justify the “off track” rating. Id., Ex. A (2009 Mid-Year Review). An email chain indicates that Plaintiff may have been rated as “off track” due to the division manager’s need to meet distribution targets. See id., Ex. L (June/July 2009 Email Chain). A Fannie Mae employee by the name of Les Zimmerman 1 sent an email to Plaintiffs second line supervisor, Malcom Blundell, on June 29, 2009 with the subject line “IR2 2 Mid-Year Performance Rankings— 20% Off Track.” Mr. Gonsalves, among others, was copied on the email. Mr. Zimmerman stated:

As you would expect, not everyone on this list [of 6 employees] is [identified] because of their performance against goals. Several made this list as a result of the requirement to have 20%. So, they ended up ranking below their IR2 [project] peers____ We discussed that the IR2 staff is among the best in Fannie Mae, working on a critical and extremely challenging project with the highest visibility.

The next day, Mr.. Blundell- responded, “Ron 3 directed me to rank you as a group and pick a bottom 20%. This I will do. I must say that you are a high performing team, and all of you are meeting my expectations at this point.” Id. A few days later, on July 6, 2009, Mr. Blundell directed that the six employees on Mr. Zimmerman’s list, including Mr. Abdul-Baaqiy, “are to be rated off track.” Later that day, Mr. Gon-salves responded, “done.” Id.

For the 2009 year-end evaluation, Mr. Gonsalves prepared a draft performance review, indicating that Mr. Abdul-Baaqiy had completed every goal and noting that he timely completed assignments, was a “go-to” person for support, was an “advocate if not a champion” of standards compliance, and that he just needed to “soften” his approach in advocating compliance. Id., Ex. M (2009 Year End Review). Mr. Gon-salves also noted that in the early part of 2009, Mr. Abdul-Baaqiy attempted to take on responsibilities that exceeded his abilities, that after mid-year coaching he took on assignments more in line with his skills, although there were still some issues with quality and communication. Id. After Mr. Gonsalves met with Division Director Joe Jucha, he downgraded the performance review, changing the evaluation of three goals from “completed” to, “off course.” Id., Ex.

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149 F. Supp. 3d 1, 2015 U.S. Dist. LEXIS 166013, Counsel Stack Legal Research, https://law.counselstack.com/opinion/abdul-baaqiy-v-federal-national-mortgage-association-fannie-mae-dcd-2015.