1.07 Faculty Compensation and Workload
1.07-1 Salary Administration Guidelines§
Board of Regents policy (8.2.14) states that each USG institution shall establish a compensation plan consistent with the guidelines issued in the Human Resources Administrative Practices Manual. Institutions may adjust employee compensation as a result of multiple factors to include merit adjustments, promotions, and counter offers. UGA faculty salaries are recommended for approval to the Provost or President by the cognizant major unit leader (e.g. dean or vice president). Methods for determining the offered salaries are developed within each major unit. The compensation rate for individual positions is primarily established by relevant competitive markets, as well as consideration of the impact of individual salaries on the unit’s mission, as feasible within the unit’s budget. Starting salaries shall be determined on the basis of the specific requirements of the position and the qualifications of the individual employed to fill the position. Criteria for setting salaries shall include the academic rank, the academic discipline, and the nature of the responsibilities to be performed. Criteria related to the qualifications of the individual shall include:
- Academic degrees earned;
- Teaching and other relevant experience;
- Research and publication record;
- Academic achievements and honors; and,
- Relevant professional achievements or recognitions.
Any changes or additions to base faculty salaries should be made in agreement with the following policies.
1.07-2 Salary Adjustments§
According to the University System of Georgia Human Resources Administrative Practice Manual, salary and wage adjustments may be awarded to employees in the University System when an equity or administrative adjustment is deemed necessary and on an annual basis provided performance warrants the adjustment. The annual increase will be in the form of a merit increase and developed in conjunction with the budget development process. Equity adjustments also may be developed in conjunction with the budget development process. All adjustments are contingent upon available funding.
Salaries should be adjusted at the beginning of each faculty member’s annual contract year except as noted below. Units should not inform a faculty member of any salary adjustment before all the required approvals have been obtained. It is inappropriate for a unit head to propose or to offer retroactive adjustments. All adjustments are contingent upon available funds.
1.07-2.1 Merit-Based Increases§
Merit-based increases are determined each year as part of the budget development process. The merit-based salary pool may be funded as part of the state budget and varies depending on approval from the General Assembly. During the budget development process, the President and Provost will send out a memo outlining the merit-based salary pool amount and instructions for the annual budget process. Per USG BOR policy 22.214.171.124, each faculty member’s recommended salary will reflect the results of the previous year’s annual performance evaluation. Questions regarding the budget process and merit-based increases should be directed to Academic Fiscal Affairs.
1.07-2.2 Promotion in Rank§
A promotional raise will be added to the salary of faculty members who are promoted. This amount is in addition to any merit increases allocated within the respective units. Faculty members should receive an average or above merit increase within their departments in the same year when receiving a raise for promotion in rank, otherwise a specific justification must be given to the Senior Vice President for Academic Affairs and Provost.
Salary adjustments for promotion coincide with the contract start date. Each year, preset salary increases are approved by senior administration to correspond with the appropriate faculty promotion levels. Specific information about promotion levels will be distributed each year during budget development.
1.07-2.3 Counter Offers§
When a department wants to retain a faculty member who has an offer from another institution, a formal counter offer may be appropriate. Such retention efforts should be reserved for faculty members who have documented evidence of an offer. The appointment unit is not obligated to provide a counter offer. In formulating counter offers, units should keep in mind other aspects of the appointment, such as research support and modification of duties. If the new salary offered is less than or equal to 10% of the current salary and the cognizant dean or VP will fund the salary increase, then no further approval is needed beyond the dean or VP. If any salary funds are requested from central sources or the increase is greater than 10% of the current salary, then approval of the President or Provost is required. Counter offers must adhere to the Board of Regents (BOR) salary administration policy (8.2.14) and, therefore, may require the approval of the President and Chancellor.
In rare situations, a preemptive offer may be appropriate at the discretion of the cognizant dean or VP and the concurrence of the President or Provost. Documented evidence of another organization’s interest in the faculty member must be provided and evaluated in these instances for consideration of a preemptive-offer. As with all counter offers, any offer must adhere to the Board of Regents (BOR) salary administration policy (8.2.14) and, therefore, may require the approval of the President and Chancellor.
1.07-2.4 Salary Equity§
Unit heads should monitor equity patterns across groups of similarly employed individuals. The results of these assessments should be reflected in annual merit raise recommendations implemented during the regular budget development cycle. In special cases, off-cycle requests, designed to retain highly productive faculty members, may be allowed. Off-cycle requests should be infrequent, and specific justification that supports offering an increase should be approved by the cognizant dean or VP with the concurrence of the President or Provost.
1.07-3 Administrative Positions§
Full-time faculty may be hired into or asked to accept an administrative position or administrative responsibilities. Major administrative assignments may entail additional compensation, appropriate to the magnitude of duties.
Depending on the administrative position and length of time to be served, a change to the faculty member’s contract type and/or additional compensation may be offered in the form of an administrative supplement to a base salary. The cognizant dean or VP must consider the appropriate type and level of compensation and receive the approval from the Provost to offer the additional compensation prior to any offer being made.
1.07-3.1 Salary Supplements Added to Existing Contract Types§
A salary supplement is an allocation beyond the base salary provided in recognition of the assumption of administrative responsibilities or the award of an endowed title. Such supplements shall be defined separately from the base salary in institutional salary documents and will not be considered in determining annual salary increases. Supplemental compensation is added at the beginning of the appointment and removed at its conclusion and should, in no circumstance, be retained after the responsibilities or title are no longer part of the faculty member’s duties or position. A letter of offer must spell out the specifics of any additional duties and the commensurate pay.
The amount of the supplement will be recognized and shown as such in an individual’s contract. A properly executed supplement agreement must be signed by all parties.
Only the base salary will be used for merit salary increases. Any increase made to the supplement will be a separate budgetary action and will require concurrence of the appropriate institutional administrators.
1.07-3.2 Salary Determination for an Administrator Transferring to a Non-Administrative Faculty Position§
When a fiscal year administrative employee moves to an academic appointment as a faculty member, the salary shall be determined on the same basis as other faculty members with similar rank and experience within the department to which he/she will work or in other similar positions within the institution.
- If the individual is returning to a faculty position which he/she held prior to holding the administrative position, the adjusted salary will not be less than his/her faculty salary at the time of the transfer to the administrative position plus his/her salary percentage increases applied to the base salary, exclusive of any supplement, for each of the years during the period while holding the administrative position. Additionally, any amount greater than 75% of the administrative base salary requires concurrence of the appropriate institutional administrator.
- If the individual is transferring to a faculty position which he/she did not hold prior to holding an administrative position, the adjusted salary will not be less than the average salary of faculty in the appointment unit with the same rank and experience.
1.07-4.0 Conversion Factors from “A” to “F” Contracts or Vice Versa§
- To compute the conversion from an “A” to an “F” contract, divide the “A” contract salary by .75.
- To compute the conversion from an “F” to an “A” contract, multiply the “F” contract salary by .75.
1.07-5.0 Summer School Pay§
Payment of compensation to faculty members for full-time employment during the summer session shall be at a rate not to exceed 33-1/3% of their regular nine (9) month compensation for the previous academic year.
1.07-6.0 Effort Assignment for Instructional Activities§
Areas of assignment at the University of Georgia include instruction, research, public service and administration. This policy addresses the assignment of EFT (equivalent full-time for budgetary purposes) for instructional responsibilities and course workload. And, the policy aims to recognize and support this understanding of instructional EFT and responsibilities.
Instructional responsibilities include teaching courses in face-to-face settings, in hybrid formats, and online. Instructional responsibilities also may include selecting, reviewing and preparing course materials and course syllabi; constructing exams, grading and evaluating students’ work; meeting with students outside the classroom; setting up laboratories and studios; arranging field experiences; developing courseware; developing new courses or restructuring the curriculum; writing textbooks and reading to stay current in one’s field. All of these activities may consume significant amounts of faculty time outside of the classroom. It is recognized that the aforementioned activities may account for the majority of time devoted to instruction.
Further, faculty involved in graduate instruction, especially at the doctoral level, teach students about advanced topics that are the subjects of active research in their disciplines. Therefore, the boundary between research and teaching at the doctoral level is largely indistinct.
II. Relationship of credit hour expectations and allocation of instructional EFT
- EFT reflects budgeted time and is calculated on a 0 to 1.0 scale. Faculty on a fiscal (12-month) contract will have an EFT total of 1.0. Faculty on an academic (9-month) contract will have an EFT total of 0.75. Both types of contracts are considered full-time employment for the contract period.
- Deans have the responsibility to assign, reassign, and monitor EFT in all areas of assignment for all faculty based on the needs of the department/college and as approved by the Provost. Assignment of EFT should be reviewed annually to ensure it reflects changing workload needs.
- Academic Contract Faculty: Full-time faculty on academic contract whose EFT assignment is equally divided between teaching and research/service have an instructional EFT of .375 which provides for four 3-credit hour courses across the fall and spring semesters plus other instructional activities. Full-time faculty on academic contact whose EFT assignment is 100% instruction have responsibility for 24 credit hours or 4 courses per term (.75 EFT) during fall and spring semesters plus other instructional activities.
- Fiscal Contract Faculty: Full-time faculty on fiscal contract whose EFT assignment is equally divided between teaching and research/service (.50 EFT) have responsibility for 16 credit hours or five 3-credit hour courses during the contract year. Full-time faculty on fiscal contract whose EFT assignment is 100% teaching have the largest credit hour responsibility at 32 credit hours (1.00 EFT) or ten 3-hour courses during the contract year.
III. Considerations in aligning instructional workload and credit hour expectations
- Class sizes and support provided to the instructor (e.g., graduate teaching/lab assistants) may factor into workload assignments.
- Credit hour reductions in instruction may be justified for department heads, undergraduate and graduate coordinators and others with specific administrative assignments related to instruction. Further, disciplinary norms may necessitate deviation from the basic expectations outlined above.
- Faculty with a demonstrated record of strong and consistent extramural funding for research and/or public service and distinguished scholarship may receive instructional credit hour reductions on a case-by-case basis.
- Although all faculty are expected to mentor graduate and undergraduate students as part of their normal assigned duties, deans may consider awarding limited instructional EFT to faculty who supervise the research of an exceptionally large number of graduate or undergraduate students.
- In all cases, EFT should match workload responsibilities and assignments, and any exceptions to these general standards by deans should be documented, in writing, and should be granted only for exceptional reasons.
- For policies on additional/overload compensation, see UGA Academic Affairs Policy 1.07-7 Teaching Overload Compensation and Board of Regents Academic Affairs Policy 4.10 Faculty Overloads and Instructional Staff Responsibilities.
Note: Portions of this policy were adapted from the University of North Carolina Policy Manual.
- Senior Vice President for Academic Affairs and Provost, July 29, 2009, Revised January 24, 2014, Revised June 22, 2018.
1.07-8.0 Additional Compensation§
In accordance with Board of Regents policy and USG procedures, additional compensation may be paid to faculty and exempt University staff for participating in appropriate University instructional, research, or service activities when all four of the following conditions are met:
- The work is carried in addition to a normal full load.
- No qualified person is available to carry the work as part of his/her normal load.
- The work produces sufficient income to be self-supporting.
- The additional duties are not so heavy as to interfere with the performance of regular duties.
When additional compensation is paid, it shall be in line with compensation for performance of the employee’s normal duties. Prior approval in writing must be granted by the department head, dean/vice president, and provost/president.
1.07-9.0 Consulting and Outside Work for Pay§
The Notice of Intent to Complete Outside Work for Pay form is here.
Consistent with the Board of Regents Policy on Outside Activities (Policy Manual 8.2.15), teaching, research and public service are the primary responsibilities of faculty. However, the University of Georgia (UGA) considers it reasonable and desirable for faculty members to engage in certain “Outside Work” that includes consulting and other external activities not assigned by UGA if approved through this policy. UGA recognizes that this Outside Work may be mutually beneficial to the faculty and to the University. However, in carrying out this Outside Work, faculty members must adhere to this Policy and must avoid Conflicts of Commitment and Conflicts of Interests that have the potential to negatively impact the University’s interests, compromise objectivity in carrying out University responsibilities, or otherwise compromise performance of University responsibilities. Academic units (colleges/schools) or other units at UGA where faculty have primary appointments may develop guidelines that extend or further define the requirements of this Policy. However, these guidelines must not conflict with this Policy. Any guidelines developed by an academic unit or other units at UGA that further define this Policy must be approved by the Provost’s Office.
The Policy pertains to all full-time faculty at UGA. In order to effectively address all potential Conflicts of Commitment and Conflicts of Interest, all full-time faculty must disclose all proposed Outside Work throughout the entire fiscal year. However, as described in this Policy, the maximum time allowed for approved Outside Work is not limited during non-contract times (i.e. summer months for faculty with academic year contracts).
“Primary Responsibilities” are teaching, research, clinical practice, service, administrative duties, and other appropriate duties assigned by the University to the faculty member.
“Secondary Responsibilities” are professional activities or affiliations traditionally undertaken by University of Georgia faculty outside of the immediate University employment context but where the faculty member legally and professionally represents the University of Georgia and his or her affiliation to it. These secondary responsibilities or activities, which demonstrate active participation in a profession, are encouraged provided they do not conflict or interfere with the timely and effective performance of the faculty member’s Primary Responsibilities or University of Georgia or University System of Georgia policies. Secondary Responsibilities may or may not entail the receipt of Honoraria, remuneration, or the reimbursement of expenses. A list of common Secondary Responsibilities or activities includes, but is not limited to, the following:
- Membership in and service to professional associations and learned societies
- Membership on professional or scientific review or advisory panels
- Presentation of lectures, papers, concerts, or exhibits
- Participation in seminars and conferences
- Reviewing or editing scholarly publications and books
- Providing for credit or non-credit distance learning courses and continuing education programs pre-approved by the University
- Service to national or international associations, foundations, or on governing boards closely aligned with or related to faculty work
- Work or service required to maintain credentials or board certifications related to the University faculty position
- Participation in review of grants and policies for governmental or professional organizations
- Participation as a director or trustee of an Affiliated Organization (i.e., The UGA Foundation, UGA Alumni Association, UGA Athletic Association, UGA Research Foundation, UGA Real Estate Foundation, etc.)
- Secondary Responsibilities are not considered Outside Work, and faculty members engaging in these common Secondary Responsibilities do not have to complete the Notice of Intent to Complete Outside Work for Pay form as described below.
“Outside Work” is any activity for Compensation other than Primary Responsibilities or Secondary Responsibilities that a faculty member may engage in that, (1) is based upon professional knowledge, experience and abilities of the faculty member that relate to his or her UGA employment, and (2) is performed for any public or private entity other than UGA. During the Outside Work, the faculty member does not legally represent the University of Georgia and enters into a legal contract with the entity as an individual.
“Compensation” means any payment, deferred payment, equity or deferred equity provided in exchange for the expectation that the faculty member will perform work or services for the benefit of the outside payer. Compensation does not include standard Honoraria.
“Honoraria” means any payments given for professional or voluntary services that are rendered nominally without charge, and any payment in recognition of these services typically forbids a price to be set.
“Conflict of Commitment” is created when a faculty member’s Outside Work (1) could interfere with the faculty member’s ability to fully and timely discharge all Primary and Secondary Responsibilities, (2) falls within the scope of the faculty member’s University employment and would normally and otherwise be performed in the faculty member’s role as an employee of UGA (i.e., through a sponsored project agreement or a service agreement), or (3) could interfere with intellectual property interests of the University or the UGA Research Foundation. Outside Work may create financial conflict of interest with sponsored research projects that must be disclosed and managed. Please refer to the Policy on Conflicts of Interest in the Sponsored Projects Administration.
A faculty member may engage in Outside Work, provided that:
- All full-time faculty at UGA must disclose all proposed Outside Work at least two weeks in advance throughout the entire fiscal year by completing the Notice of Intent to Complete Outside Work for Pay form.
- A faculty member cannot engage in any Outside Work prior to reporting and receiving approval in advance. Failure to receive prior approval will be considered a violation of this Policy.
- During periods where the faculty member is under contract with UGA, Outside Work must not exceed four (4) days per month or 32 hours per month. Eight hours of consulting time is considered one day. Any portion of the four days or 32 hours (or shorter period per an applicable college/school/unit policy) not used within the month will be forfeited and not rolled over to the next month. Request for exceptions to the maximum allowed number of days or hours per month must be made by the dean or senior most Approver in the unit to the Provost.
- If applicable, a faculty member may use annual leave hours for any Outside Work exceeding the allowable maximum days, subject to prior approval by the Approvers.
- During periods where the faculty member is not under contract with UGA (i.e., summer months), there is no limit to the number of days per month the faculty member can engage in Outside Work, as long as that Outside Work receives prior approval through this Policy.
- Each college/school/unit may adopt an individual policy for a maximum number of allowable days that is less than four days (or 32 hours) per month, in which case the faculty member must follow such college/school/unit policy. If the faculty member has a joint academic appointment, then the faculty member will be bound by the policy of the unit that provides for the greater number of allowable days.
- Outside Work must not create a Conflict of Commitment or, if it does create a Conflict of Commitment, that Conflict of Commitment must be disclosed and a management plan established and followed before the faculty member performs the Outside Work.
- A faculty member may not use University personnel, equipment, facilities, or materials in performing Outside Work absent prior University approval obtained though approval of the Notice of Intent to Complete Outside Work for Pay form. Consistent with Board of Regents Policy 126.96.36.199, the faculty member must have prior approval for use of the University’s personnel, facilities, equipment and/or materials and an agreed plan for reimbursing UGA for such use at rates equivalent to those charged to outside groups or persons.
IV. Required Actions
Step 1. Faculty Responsibilities. A faculty member who intends to engage in new Outside Work (or ongoing Outside Work that was not previously approved in the current fiscal year) is required to complete a Notice of Intent to Complete Outside Work for Pay form and submit it at least two weeks before engaging in the activity. The Notice of Intent is a fillable PDF form available on the Provost’s webpage.
Outside Work can be either Non-recurring Outside Work or Recurring Outside Work, and the following provisions apply to the two categories:
- Non-recurring Outside Work is a single activity with a defined start and end date. Example: A faculty member proposes to consult with a company for two consecutive days. A Notice of Intent for Non-recurring Outside Work for Pay is made a single time and at least two weeks in advance of the proposed Outside Work.
- Recurring Outside Work is a recurring activity over the course of weeks or months or even years. Examples: (1) A faculty member is retained by a law firm as an expert witness, and the duration of the activity is less defined and over an extended period of time, or (2) A faculty member is engaged in the operations of a start-up company. Often the extent of such activities (number of engagements, types of activities, and/or overall time) for Recurring Outside Work is not initially known but can be estimated. Therefore, at the time of the initial Notice of Intent to Complete Outside Work for Pay, the faculty member must submit a best estimate of the time to be committed to the activity for the duration of the existing fiscal year ending June 30. Then, on or before July 1, the faculty member must submit a new UGA Notice of Intent for Outside Work for Pay if the proposed Outside Work will extend into a new fiscal year. The purpose of the new Notice of Intent is to update the original time estimate, identify any changes in Outside Work activities, and allow the University to consider approval of those revised activities.
Step 2. Approver Responsibilities. The Dean (or Dean’s Designee) or Vice President/Associate Provost/Director of the faculty member’s college/school/unit of primary appointment is responsible for reviewing requests to engage in Outside Work. The Approvers have the responsibility to thoroughly review the Notice of Intent to Complete Outside Work for Pay and approve or reject the proposed Outside Work. Specifically, consideration must be given to whether the proposed Outside Work creates a Conflict of Commitment. The Approvers may approve the proposed Outside Work as submitted, reject pending additional information or clarification, or reject outright if in the discretion of the Approvers any Conflict of Commitment cannot be appropriately managed. All colleges/schools/unit must retain a signed copy of the approved Notice of Intent and any management plan (per Board of Regents records retention guidelines) and make each Notice of Intent available upon request.
V. Required Terms
Any agreement for Outside Work executed between the faculty member and the outside entity must include the following two statements:
“The consultant has certain obligations to the University of Georgia as a faculty member as described in the Intellectual Property Policy of the University of Georgia (IP Policy). In the event that there is any conflict between the consultant’s obligations to the IP Policy and their obligations to the entity for whom they consult, the obligations to the IP Policy shall control.”
In addition, the faculty member must include the following disclaimer in any presentations or reports written, signed, or prepared by the faculty member for an outside entity for which the faculty member performs Outside Work:
“This content represents the opinions of the consultant. It carries no endorsement of the University of Georgia.”
VI. Failure to Disclose Outside Work and/or Lack of Adherence to this Policy
A faculty member cannot engage in any Outside Work prior to reporting and receiving approval in advance as set out in this Policy. Failure to receive prior approval will be considered a direct violation of this Policy. Lack of adherence to this Policy by a faculty member, including failure to accurately and timely disclose all Outside Work, is considered neglect of Primary Responsibilities (Academic Affairs Policy Manual 1.13-1 Grounds for Removal “neglect of duty”) and is grounds for disciplinary action, including the possibility of suspension and dismissal.
- UGA's Associate Vice President for Academic Affairs, October 19, 1989
- Board of Regents Policy Manual, § 8.2.15
- UGA Office of the Senior Vice President for Academic Affairs and Provost, October 1, 2015
1.07-6 Summer School§
Payment of compensation to faculty members for full-time employment during the summer session shall be at a rate not to exceed 33-1/3% of their regular nine (9) months compensation for the previous academic year.
1.07-7 Teaching Overload Compensation§
Full-time employment requires a full commitment of working time and effort. Full-time employees are expected to complete their primary assignment. This work is to be accomplished without overload compensation. However, teaching overload compensation may be offered in limited and restricted situations of special need, with each case approved on an individual basis. Effective Fall Semester 2018, full-time employees with appropriate faculty rank may accept teaching overload service provided these services do not interfere or conflict with their primary assignment.
Board of Regents Academic Affairs Policy 4.10, Faculty Overloads and Instructional Staff Responsibilities, discourages the payment of extra compensation for teaching overload; therefore, payment of extra compensation for teaching overloads must be kept to an absolute minimum and must be justified by circumstances that clearly warrant such action.
This policy is developed in accordance with the instructional expectation set forth in UGA Academic Affairs Policy 1.07-8, Effort Assignment for Instructional Activities.
- Full-time Employees. Employees with appropriate faculty rank, for the purposes of this policy, whose assignment is 100% time for either an academic or a fiscal year.
- Teaching Overload Compensation. Payment for teaching services for credit courses rendered by a full-time employee in addition to the normal activity assigned by the employee’s Department Head and/or Dean.
- Restricted Funds. Money received by the University that may be expended only in accordance with the guidelines established by an external agent.
- Full-time employees must be budgeted 100% time for an entire year to qualify for consideration for overload teaching assignments.
- Compensated overload teaching will be assigned by the Department Head and/or Dean. Compensated overload teaching should be assigned equitably among all employees who wish to participate and who have the expertise to teach the course requiring overload teaching. Teaching effectiveness may be a factor in assignment decisions.
- Faculty members must be scheduled to teach a full load based on their budgeted instructional EFT prior to qualifying for teaching overload compensation. Employee’s Department Heads and/or Deans have the responsibility to determine individual full load teaching assignments. Full load teaching assignments must be consistent with UGA Academic Affairs Policy 1.07-8, Effort Assignment for Instructional Activities.
- Home Department Heads and Deans reserve the right to deny approval for overload teaching in cases where such teaching would interfere with assigned duties or the employee’s performance was rated less than satisfactory during the previous year’s performance evaluation.
- Senior administrators at the dean’s level or higher, regardless of rank, do not qualify for teaching overload compensation.
- Employees may teach no more than four credits as an overload for additional compensation during any one academic semester.
- Overload teaching compensation is not permissible for summer terms.
- Courses must meet minimum enrollment requirements to qualify for overload teaching compensation.
- The compensation rate for approved overload teaching will be a dollar amount, determined by the requesting department, per overload course credit, up to a maximum of four credits.
- The teaching overload compensation policy is applicable to all courses listed in the UGA Course Offerings System.
- Courses taught as an overload for additional compensation may not be used for course banking against future teaching obligations.
- Compensation for teaching overloads may not be paid from restricted funds.
- Exceptions to this policy for executive education programs may be granted on a case-by-case basis by the Senior Vice President for Academic Affairs and Provost.
- The teaching overload policy does not apply to continuing education classes. Continuing education courses may qualify for extra compensation under BOR Policy 8.3.12.04, Research, Saturday Classes and Off-Campus Continuing Education, and should be submitted for approval using the Request for Extra Compensation for Faculty & Exempt Staff Form.
All teaching overloads for compensation must be requested and approved in writing using the Request for Teaching Overload Compensation Form prior to the beginning of the term in which the class is taught.
- On the form, documentation of work load for the requested semester must be provided when requesting overload teaching compensation.
- A statement on the form requires information on how each budgeted component (e.g., instruction, research/scholarship, service, and/or administration) of the employee’s primary assignment will be met during the academic semester for which compensated overload teaching is sought. This section should be sufficiently detailed and quantitative to demonstrate to the various approving officials that the requesting employee’s primary assignment will not be adversely impacted by the overload teaching.
- The requesting department head must provide a signed statement that no other qualified faculty member is available to teach, as part of his/her budgeted teaching load, the course for which overload compensation is sought.
- Approvals must be granted by the employee’s department head and dean, the requesting department head and dean (if different than home department and dean), and the Senior Vice President for Academic Affairs and Provost prior to any services being performed.
- Payment of the teaching overload compensation must be paid in full no later than the immediate conclusion of the semester for which the teaching services are performed but not prior to the completion of the course, which includes the submission of grade rolls.
- Senior Vice President for Academic Affairs and Provost, July 29, 2009, Revised January 24, 2014, Revised June 22, 2018.