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Full-Time Faculty Salary System

  1. Pay Policy
    1. We are a community college and belong to a system where students from this institution transfer both vocationally and academically to other post-secondary institutions and move into the world of work; therefore, a high level of quality must be ensured. A salary system has been developed to encourage and reward those faculty members who demonstrate a willingness to progress to the top of their profession, hence better serving students.
    2. Faculty Salary Notification Letters. Annually, the Human Resources Department will send to each continuing faculty member a Faculty Salary Notification Letter. This letter will outline a faculty member's salary, rank, tenure status, etc. This is done with the understanding and agreement that a faculty member's employment is subject to and conditional upon compliance with Utah State Law and the policies that Salt Lake Community College is a multi-site institution, and that individual teaching assignments may vary as determined by their Academic Administrator. Termination for any reason during the school year may require repayment of a portion of the salary. Repayment to the College must be made within fifteen (15) school days after termination. Terms of this appointment are contingent upon the availability of funds in the College budget as outlined in the Academic Freedom, Professional Responsibility, and Tenure policy.
  2. Job Description and Faculty Load
    1. This revision of the Faculty Handbook articulates the role of the faculty and includes a sample job description, the faculty tenure policy, and the Full-Time Faculty Handbook for Compensation and Workload, etc. Additionally, the Utah State Board of Regents in R485 Faculty Workload states the following:
      1. "Each full-time faculty member paid with instructional Education and General funds is expected to teach classes and to assume a reasonable workload of related instructional activities that constitute a full-time instructional load."
      2. "The nature of a full-time instructional load will vary according to the mission and roles of USHE institutions, the nature of instructional programs, and variations in student populations being served. In all institutions, faculty paid with instructional Education and General funds are expected to teach classes, conduct other instructional activities including advising, grading and preparing for classes, and developing curriculum, as well as scholarly study and/or research, public service, involvement in academic governance, and similar academic activities. These duties are essential elements of the work of the faculty and are taken into account in making promotion, tenure, and salary decisions (emphases added)".
      3. A general job description has been developed for departmental use. The job description may be added to but may not be subtracted from. Please see Appendix 1.
    2. Teaching Load 
      1. Please see Appendix 2 for teaching loads for full-time faculty.
      2. Faculty Class Days Calendar and Teaching days. Please see Appendix 3.
  1. Salary Survey
    1. To ensure external competitiveness, the Discussion Team benchmarked faculty salaries against national community college peer data in the American Association of University Professors (AAUP). The Discussion Team reviews this data annually and adjustments are made to the salary schedule.
  1. Salary Structure and Professorial Rank
    1. In conjunction with the salary survey, a professorial rank system has been developed by the Discussion Team to acknowledge full-time faculty for their contributions to the college.
    2. The following ranks and associated salary ranges will be used for the 2022-23 academic year, a minimum and maximum:
        Minimum Maximum
      4.2.1. Professor $72,956.00 $109,435.00
      4.2.2. Associate $60,440.00 $ 90,660.00
      4.2.3. Assistant $51,858.00 $ 77,787.00
      4.2.4. Instructor $43,637.00 $ 65,456.00
      4.2.5. Lecturer $35,100.00 $ 52,650.00
  2. Evaluation
    1. SLCC's evaluation system for faculty gathers feedback from students, peers, and academic administrators to the faculty member, enabling the faculty member to improve performance and enhance student learning. Faculty members at SLCC balance commitment to teaching, professional development and activity, and service. Faculty are expected to adhere to the "Standards of Professional Responsibility" as contained in SLCC Policy (Chapter 4, 1.01), "Academic Freedom, Professional Responsibility and Tenure," Section B."
    2. See Appendix 4 for the faculty evaluation criteria and processes.
  3. Salary Increases, Additional Assignments, and Overload
    1. Once a faculty member is hired and receives a salary placement, their base salary may be considered for advancement as follows:
      1. Base salary. In conjunction with appropriations with the Utah State Legislature, the Discussion Team will review the appropriate funding available for the next fiscal year. Letters of appointment will be sent out after meetings and decisions have been made by the joint Faculty and Administrative Discussion Team
      2. Merit. Board of Regent Policy 481 states: "Each tenure track and tenured faculty member, along with all other faculty members, shall be reviewed each year in conjunction with the merit pay process (emphasis added)". Merit procedures are in Appendix 5.
      3. Rank Advancement. A faculty member advanced in rank shall receive a pay increase for the next fiscal year. Please see Appendix 5% base for procedures.
      4. Degree Advancement. If a faculty member wishes to pursue an advance certificate or degree related to their discipline, and if s/he plans to apply for a pay increase, s/he must discuss intentions with their academic administrator prior to completing the program. To receive consideration for a base salary increase, the degree/ certification must address department or program needs and be above the minimum educational requirements for the position. The Academic administrator, in conjunction with the dean and Human Resources, will provide authorization and determine the amount of pay increases.
      5. Degree Equivalents
        1. The master's degree is standard by which faculty are judged for articulation and accreditation. In departments where this is not possible, faculty and academic administrators shall develop setoff related Master's degrees or Master's equivalent appropriate to the disciplines. A Master's Equivalent will be granted where a faculty member can show:
          1. A Master's degree in field does not exist, and
          2. Equivalent Rigor of Master degree is shown, i.e., following minimums:
            1. Associates Degree
            2. 6 years of work experience at the Journeyman (Journeyman level includes the completion of a recognized apprenticeship program or an equivalent number of years of work experience where no apprenticeship program is found.)
            3. Certification /Licensure. (The presence of certifications/licenses that demonstrate the achievement of advanced knowledge of a master in field).
            4. It is the obligation of the faculty member to develop a plan for Master's equivalent, which may include internal and external recommendations and analysis. The plan will be approved or disapproved by the department, Academic Administrator, and Dean. An approved plan will then be submitted for approval/disapproval to a College-wide review committee for comparison and verification of comparable rigor. The committee will be comprised of the current or past president of the Faculty Association, a faculty member selected by each of the nine schools, (the current or past President of the Faculty Association shall represent the school from which s/he teaches), the Provost of Academic Affairs or designee and an appointed representative from the Human Resources Office as chair. The Academic Administrator will review the progress of the applicant toward completion of the Master's Equivalent plan during the annual review of goal achievement, or more often, if necessary. When the Academic Administrator is satisfied that the faculty member has completed the work as outlined in the plan, s/he will recommend to the appropriate Dean that a Master's Equivalent should be awarded. The Dean will notify the applicant of the award. The applicant will have the right to appeal any decision to the Provost of Academic Affairs for final adjudication. Early planning for professional development in conjunction with the annual evaluation is strongly recommended.
      6. Prohibited Movement. A faculty member shall be prohibited from rank advancement or merit consideration by receiving a letter of concern, letter of probation, or receiving an unacceptable evaluation as outlined on the faculty plan and performance review report for that year.
    2. Additional Assignments and Overload
      1. Summer Teaching. See Appendix 6.
      2. Department Coordinators. See Appendix 7.
      3. eLearning. See Appendix 8.
      4. Overload Teaching
        1. Faculty may teach additional classes for compensation as approved. Procedures for teaching overload are found in Appendix 9.
      5. Additional Assignments (Non-teaching)
        1. Work performed as part of the full-time faculty's service obligation. This type of work is considered part of the faculty's primary role and duties and is thus compensated by the faculty's regular salary without extra compensation.
        2. Full-time faculty appointments have teaching, service components, and professional development duties that require a full commitment to working time and effort.
        3. Academic administrators shall ensure that work that is part of a faculty member's teaching, service obligation and/or professional development is not compensated with extra remuneration.
        4. Work performed by faculty members with extra compensation shall not interfere or conflict with the execution of the faculty members' primary roles and assignments.
        5. Only non-teaching additional assignments that are listed in Appendix 10 are eligible for payment.
        6. An academic administrator who wishes to have any new non-teaching additional assignments added to the list will write a proposal and deliver it to the Dean. The Dean will review the proposal and if approved, send it to the Provost. The Provost will forward the proposal to the Discussion Team for review and possible inclusion into the Academic Guide.
        7. Teaching Excellence Award. See Appendix 12.
  4. Administration
    1. The Administration is responsible to communicate deadline dates to faculty. Emails to faculty constitute notification; faculty are required to read their email.
    2. Faculty are responsible to meet deadline dates with appropriate forms, documentation, etc. All deadlines will be strictly observed.
    3. The Utah State Legislature appropriates funding for College faculty salaries. In the event the Legislature does not provide adequate funding to facilitate all movement in the system, adjustments to the system may need to occur.
    4. Academic Services will transfer any Education and General (E&G) base turnover salary savings realized from a full-time faculty position to a full-time faculty salary pool. When the replacement faculty receives a higher salary than the budget that was allocated for the old position, the shortfall will be transferred from the full-time faculty salary pool. The savings will be realized and the calculation made when a permanent replacement is hired into the position. This does not apply to the College's early retirement program or any other funds, including the School of Applied Technology.
  5. Faculty Salary Joint Appeals Board

    Approval and/or validation by the appropriate academic administrator, Dean, or Provost of Academic Affairs is required in several instances within the salary system. If the faculty member is in disagreement with a salary placement rendered, they may appeal the decision, within 90 calendar days of notification, to the Faculty Salary Joint Appeals Board. The Board shall be comprised of the past president of the faculty Association or designee serving as chair, three (3) representative faculty members appointed by the Faculty Association Executive Board (who are approved at a spring faculty association meeting), and three (3) administrators appointed by the President.

    Faculty and administrators shall each serve a three-year term; the chair shall serve for one year. One new faculty and one new administrator shall be appointed each year.

    Outgoing board members shall be released on June 30 and new board members shall assume appointment on July 1.

    Board Responsibilities

    1. To accept, review and decide appeals on salary placement for faculty.
    2. To meet on a regular basis as called for by the committee chair.
    3. To respond to the faculty member's appeal within 90 calendar days, indicating either approval or rejection and the reason(s), with copies to the Academic Administrator, Dean, or Provost of Academic Affairs, and Human Resources.
    4. To maintain current, accurate, and confidential files on committee decisions. Academic Guide for Full-Time Faculty.
    5. To review the appeal of the faculty member, focusing its attention upon the following:
      1. Past approval/denial of similar requests.
      2. Consistency with credits given for courses taken in fulfilling degree programs (where credit is at issue).
      3. Relationship of employee's appeal with regard to his or her work area responsibilities.
      4. Salary system and approved department, division, and school guidelines.
      5. The board chair provides a summary report of board action to the Discussion Team.