POSITION LEVELS

Administrative support faculty positions are classified using criteria presented in a table below. Various assumptions underlie the use of these criteria. Those assumptions follow:

  1. The following table offers guidelines: features that would generally, but not always, characterize positions at a particular level. Every position is a unique blend of responsibilities. No position will exactly fit all the criteria in a particular job level. Some positions will fit criteria found at several levels in the following table. Positions will be placed in the job level structure based upon the level with the closest fit; in unclear cases, the "overall position responsibilities" column will carry extra weight.

  2. Positions, not the occupants of positions, are being placed. We are fortunate to have a talented faculty who may bring to -- and utilize -- abilities far more extensive than those associated with a particular job level. But, the position is placed according to the abilities required for and the responsibilities associated with the job as defined in its position description.

  3. When salary adjustment funds are made available to the University -- whether for across-the-board, merit, or equity adjustment -- no distinction is made by OUS between funds for administrative faculty and those for instructional faculty. The University will, however, retain equity in the allocation of the funds between the two categories: salary funds made available for adjustments will be allocated between the two categories of faculty in proportion to total administrative faculty salaries and total instructional faculty salaries.

  4. Over time, salary adjustment funds made available to the University for "equity adjustments" will be used to reduce the variation in salaries being paid for positions in the same Job-Step combination; the larger the deviation from the job/step norm, the greater will be the impact of the "equity adjustment" allocation on the salary associated with the position.

  5. Executive Staff reaffirms the position that, should a person report an offer of another job at a higher salary, then we wish the person well in their new position but do not adjust their position in the matrix (or take any other steps to negotiate a new salary). This is a long-standing policy applicable to all faculty: administrative or instructional.

  6. There may be situations in which positions, after initial placement in the matrix, are subsequently redefined in such a way that the job level associated with the position needs to be changed. The "instructional faculty" analog would be, say, a change from a position of full-time faculty member to being a school dean, and, for administrative faculty positions, such fundamental changes in position description will require approval of the President. Further, it is highly likely that such changes will require elimination of the old position and a search to fill the new position; the occupant of the position being eliminated may be a candidate for the new position.

  7. Certain executive positions -- those reporting directly to the President and/or having the title "Dean" -- will have salaries handled outside of the matrix. Individuals in these positions have salaries set at the time of appointment and they are not eligible for step increases. These individuals are eligible for "across the board" raises just as for other administrative faculty. Should there be funds made available to the University for "merit," then the pool of merit dollars associated with these faculties' salaries will be allocated by their supervisor based upon individual assessments of performance. (This approach neither subtracts from nor adds to the pool of merit or across-the-board salary adjustment dollars available to administrative faculty who are "on the matrix.")

  8. In rare fields of administrative expertise and for positions that are currently vacant and where there is clear documentation of an enduring difference between competitive market salaries and the salary that would be indicated by the position's location in the matrix (and where this difference is also significantly greater than the differential between market and actual salary for "average" Eastern positions), then such a position may be assigned a "market offset" upon approval of the President. Market offsets are fixed dollar amounts (not percentages of base), and the need to continue such an offset is reevaluated whenever a position with an offset becomes vacant.

CRITERIA FOR PLACING POSITIONS BY LEVEL

The following table will be of assistance in placing positions according to level. The "Overall Position Responsibilities" column is most important, the other columns offering possibly helpful additional considerations. Classification is based upon the position description and is done by the Provost. The following criteria are guides; other considerations, including customary ranges of remuneration for the position under review for classification, may be considered.

POSITION LEVEL

OVERALL POSITION RESPONSIBILITIES

OTHER CONSIDERATIONS

POLICY

PLANNING

BUDGETING

SUPERVISION

AA

 Acts in a support role providing basic clerical or other fundamental support services. Not expected to be involved in policy development Unlikely to be involved in significant planning. Unlikely to be involved in budget monitoring. Unlikely to be involved in supervisory responsibilities.

A

 Preponderance of responsibilities entail direct delivery of services to clientele including the provision of advice and expertise and/or the operation and oversight of special equipment or facilities See's to policy implementation within assigned responsibilities connected to delivery of services. May provide input on policy matters but not responsible for development of policy. Planning responsibilities may involve arrangement of operational schedules and the provision of insights as part of formal of unit or campus planning processes May be responsible for assuring certain expenditures are made within budget limitations established by the program manager. Occasional supervisory responsibilities for part-time and student help. Supervision of more than one classified employee would be unusual.

B

 A position that:

In addition to providing direct service to users, position,

is responsible for the management of a program that -- as measured by budget or personnel -- is relatively small in scope but that requires the basic program management responsibilities of policy formation, implementation, oversight, tactical planning Management responsibilities may involve assessment of program performance. Program may involve the coordination of several diverse activities.

Or entails service delivery that requires professional education at the Master's level or beyond.

 Implements policies pertaining to the program for which the position is responsible. Is expected to identify needs for policy development or modification, recommending such changes to a superior. May work with other programs to coordinate policy development. Accountable for adherence to existing policy. May require coordination of policy with other units. Responsible for tactical level planning at the program level. Expected to provide insights as a part of formal unit and campus strategic planning processes. Manages a budget for the program for which the position is responsible, including formation of annual budgets, allocations among budget categories, and monitoring of expenditures within the established budget. The size of the budget for which the position is responsible is somewhat smaller than for budgets associated with Job Level C. Generally supervises classified staff, student workers and, perhaps, one or two other administrative faculty.

C

 The position is:

Responsible for management of several distinct programs, providing policy formation, implementation, oversight, and tactical planning. Management responsibilities will involve systematic assessment of program results.

Or entails primary responsibility for a major and critical function of the University or one of its primary components (but that does not, because of the nature of the function, involve program management and supervision).

 Identifies needs for policy development and receives recommendations on policy changes. Is responsible for identifying advisable changes and for seeing to their authorization and subsequent implementation. Accountable for adherence to existing policy. May be accountable for inappropriate or inadequate policies or for inadequate dissemination of policy information. Responsible for policy coordination with other campus units.

 Responsible for assuring that tactical planning takes place and for recommending components of strategic planning within assigned areas of responsibility. May assist as "an eye on the outside world" helping the organization understand future needs, challenges, and opportunities. Responsible for managing budgets of multiple programs, those budgets being somewhat larger than those associated with Level B positions but smaller than budget responsibilities associated with Level D. Supervises significant numbers of classified staff and/or significant numbers of administrative faculty.

D

 Responsible for leadership and management of major components of Eastern's organization, providing that the component operates following goals and objectives that advance Eastern's mission. Assures that there is appropriate planning, policy development and implementation and the systematic assessment of program performance.

Accountable for policy and for policy innovation that is appropriate to the institution's mission and that is regularly reassessed in light of changing external and internal features. Responsible for policy coordination with other internal and with external entities. Is responsible for the coordination of tactical plans and for the formation of major components of Eastern's strategic planning. Must be "an eye on the outside world" helping the organization understand future needs, challenges, and opportunities. Delegates operational budgetary responsibilities to others. Does maintain oversight of developing budgetary challenges and decides strategies to deal with the challenges. Provides recommendations to Eastern's Executive Staff on budgetary matters. Supervises personnel who, themselves, have significant administrative responsibilities. Where these personnel are administrative faculty, is responsible for recommending step advances and merit awards to central administration.


[Responsible for Accuracy: John S. Miller, Provost - Last Verified: 9/30/99]







From Faculty/Staff Handbook