Last updated: 5/27/98
IANR Guiding Principles for Administrative Stipends

October 29, 1993

I. Administrative stipends should be representative of the assigned responsibility (Vice Chancellor, dean, head, director, associate or assistant of IANR, divisions, centers, or departments). This is particularly important in considering the following expectations:

A. TERM OF APPOINTMENT

1. Interim (Internal candidate): Maintain ongoing teaching, research and/or extension program while providing continuity in unit leadership with minimal professional risk when returning to faculty status.

2. Specified Term Appointment (Internal candidate): Maintain ongoing teaching, research and/or extension program while providing aggressive, directional unit leadership (higher professional risk when returning to faculty status than the interim position).

3. Indefinite Appointment (Internal/External candidates): Provide aggressive leadership for the unit as a professional administrator.

B. FULL OR PARTIAL ADMINISTRATIVE APPOINTMENTS

1. Center directors have partial administrative appointments in addition to teaching, research and/or extension responsibilities.

2. Certain departmental/program administrators maintain partial administrative appointments while conducting research, teaching and/or extension activities.

3. Some individuals have multiple administrative responsibilities (e.g. center director and unit administrator) which may together constitute a full or partial administrative appointment.

II. Base salaries of the returning administrators should be consistent with peers within the unit.

III. Total salaries (base plus stipend) for administrators should be negotiated to attract and retain the best qualified applicants while maintaining appropriate salary compatibility within IANR and the administrative unit. Stipends must reflect IANR's commitment to unit leadership, be appropriate to attract qualified individuals, and provide an appropriate base salary if the individual returns to a faculty position.

IV. Interim or specified term appointments may be important strategies in the future. Interim and specified term appointment administrative positions are expected to maintain productive programs while providing unit leadership. This expectation places additional demands on both the personal life and professional career of our most capable and promising faculty. Such service to IANR should be recognized by stipend level and additional program support.

RECOMMENDATIONS

I. FULL ADMINISTRATIVE APPOINTMENTS

A. Indefinite Appointments: Salaries should be negotiated to attract the most qualified individuals. Considerations should be given to the current status of the applicant and the following institutional parameters:

  1. Peer administrative salaries
  2. Discipline, unit size and complexity
  3. Salary structure of the unit with particular emphasis on the average salary of highest performing professor(s) of comparable rank. (This is particularly important in establishing a base salary.)
  4. Fringe benefits
  5. Cost-of-living adjustments
Once salary is determined, the stipend is considered to be 10% of the total salary while the base salary is 90%.

B. Specified Term and Interim Appointments: Administrative stipends for faculty serving in this capacity should be 10% of the faculty member's current salary.

II. PARTIAL ADMINISTRATIVE APPOINTMENTS

A. Percent of administrative responsibility will be considered in establishing an appropriate stipend consistent with the guidelines.

B. Stipends for partial administrative appointments should be adjusted from percentages for full administrative appointments based on term of appointment.

III. DISTRIBUTION OF SALARY INCREASES

A. The annual salary increase should be applied to the base salary and to the administrative stipend.