This policy covers the compensation and separation for senior leaders, as defined by Board of Regents Policy: Reservation and Delegations of Authority.
The president will determine the compensation for senior leadership positions, after taking into consideration:
- appropriate market comparisons for the specific senior leader position;
- all aspects of a total compensation plan (base salary, benefits, retirement, and other best-practice design concepts from other higher education institutions, public and private, and corporations);
- performance markers and associated incentives; and
- equity among the senior leaders with portfolios of similar scope, complexity, risk and responsibility.
All annual salary increases for senior leaders will be awarded based on meritorious performance.
All salary determinations at the University must be non-discriminatory. Initial salary offers, periodic increases, and retention offers may not be based on considerations related to the race, color, creed, religion, national origin, gender, age, marital status, familial status, disability, public assistance status, membership or activity in a local commission created for the purpose of dealing with discrimination, veteran status, sexual orientation, gender identity, or gender expression of the person affected.
The University will ensure the completion of market comparisons of total compensation with peer groups for each senior leader position at the time of hire, and thereafter on a regular basis. This benchmark is to assure that senior leadership compensation is appropriate and competitive, and to identify plan design alternatives and emerging trends in senior leader compensation.
All newly hired senior leaders will have a standard, written employment agreement. The president will submit initial employment agreements for senior leadership positions to the Board of Regents for approval, after review by the General Counsel and the Vice President for Human Resources. The submission to the Board of Regents will include the appointment term, all compensation elements, and any unique responsibilities or other features of the appointment.
SEPARATION FROM A SENIOR LEADERSHIP POSITION
Senior leaders who conclude an administrative appointment: a) may receive a severance benefit if separating from the University; or b) may request a sabbatical or single semester leave, if returning to a faculty position.
The president may alter the separation provisions below or negotiate additional terms, only with advance approval of the Chair and Vice Chair of the Board of Regents.
The severance benefit for senior leaders, if granted, is as follows:
- one month of pay for one year of service or less in a senior leadership position
- three months of pay for greater than one year of service, but less than five years of service, in a senior leadership position
- six months of pay for five years of service or greater in a senior leadership position
Every severance agreement under this policy must be in writing, require a release of claims by the individual, and is subject to review by the Offices of the General Counsel and Human Resources.
- Return to Faculty
Senior leaders who simultaneously hold tenured faculty appointments at the University may return to their faculty position following their administrative service.
The president, in consultation with the appropriate dean, may grant individuals returning to the faculty a sabbatical or single semester leave. The leave, if granted, will be at the faculty salary rate. If the individual separates from the University during the leave period, the individual must repay the amount of the salary, retirement contributions, and all other fringe benefits received during the leave.
Individuals granted a sabbatical or single semester leave will not be eligible for a severance benefit.
Reason for Policy
To implement Board of Regents Policy: Employee Compensation and Recognition. The Board of Regents endorses a total compensation strategy for the University’s senior leadership that is competitive, market-driven, performance-based, equitable, and transparent. This is necessary for the University to attract, retain, motivate, and reward world-class talent to effectively lead the institution in fulfilling its academic, research, and public outreach missions.