Board Policy F-10, Employee Compensation Proposal for Adjunct Faculty Placement and Compensation (Lines 59-75)

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1 Board Policy F-10, Employee Compensation Proposal for Adjunct Faculty Placement and Compensation (Lines 59-75) I. BACKGROUND On March 1, 2010 the ACC Board of Trustees adopted administrative changes to Board Policy F-10, Employee Compensation applicable to full-time faculty, classified, professional-technical and administrator classifications. The Board requested additional options from the administration regarding the adjunct faculty section of the policy (lines 59-75). The Board requested a plan that would compensate adjunct faculty a percentage of the full-time faculty salaries in the range of 65-70%. II. OBJECTIVES The goals of the Model 1 proposed compensation plan are to: Establish and define the adjunct faculty workload as compared to the full-time load; Align adjunct salary placement with full-time faculty salary placement; Determine and maintain a relationship between adjunct and full-time faculty salaries; Create a model for conversion of adjunct faculty salaries; Implement a viable program that will compensate adjunct faculty at a proportional rate to full-time faculty salaries. III. MODELS The administration proposes a compensation plan that ties adjunct faculty salaries to a ratio of the full-time faculty salaries (68.75%) based upon the full-time faculty workload (Model 1, not tied to the grid). The administration has also included the following scenarios: Model 2: 70% ratio of adjunct faculty salaries to full-time faculty salaries tied to the grid Option 1: 65% ratio of adjunct faculty salaries to full-time faculty salaries tied to the grid Option 2: 68.75% ratio of adjunct faculty salaries to full time faculty salaries tied to the grid IV. RATIONALE The conversion of the adjunct compensation methodology to be more closely aligned with that of full-time faculty is important for the following reasons: 1. ACC values the contributions made by adjunct faculty. 2. It is recognized that the courses taught by adjunct faculty are taught with the same quality and content as courses taught by full-time faculty. 3. Adjunct faculty meet the same SACS requirements to teach. 4. Adjunct faculty are expected to teach and hold office hours, the same as full-time faculty. 1

2 5. The primary differences between full-time faculty and adjunct are the number of courses assigned to each, the number of weeks worked in fall and spring semesters, titles, and required non-teaching time. 6. All employee groups should have a fair and equitable compensation program and the proposal seeks to achieve this objective. V. WORKLOAD COMPARISONS (FULL-TIME/ADJUNCT) The Administration recommends defining an official workload relationship between adjunct and full-time faculty at 68.75% (which is based on a percentage of the full-time faculty workload definition in AR ). Full-Time Faculty Workload Per Week Teaching Per Week Scheduled Office Hours Per Week Appointment Office Hours Per Week (8 HR Load) 37.5% 12.5% N/A 18.75% 68.75% *Class preparation of 0-3 hrs = 0% to 37.5%; The middle of the range (1.5 hrs) is used to determine workload. This methodology is recommended for the following reasons: Class Preparation and Other Duties Per Week The workload is in the middle of the 65-70% range suggested by the Board; Allows for 1.5 required non-teaching weekly hours, in addition to office hours; Total Load Per Week Hours per Week % of Load for Full-Time Faculty Per 40 HR Week 37.5% 12.5% 12.5% 37.5% 100% Teaching Per Class Adjunct Faculty Workload (Per Class) Scheduled Office Hours Appointment Office Hours Class Preparation and other Duties Total Load Per Class Hours per Adj. Class * 8 % of Load for Adjunct Faculty Per Class 2

3 Represents half of the three (3) non-teaching weekly hours required of full-time faculty and; it is Based on an Administrative Rule rather than an arbitrary number. Full-time faculty teach 34 weeks in the fall and spring semesters. They are required to report to work the week prior to the first day of class. Adjunct faculty do not have this requirement. Therefore, the compensation conversion models are based on 32 weeks of teaching time for adjunct faculty for fall and spring semesters. The compensation conversion models are based on the nine (9) month full-time faculty grid. ACC policies refer to nine month increments; nine month grids compute a higher rate per LEH. Full-time faculty must teach 30 LEH (15 in each the fall and spring semesters) to qualify for step advancement. At 68.75%, adjunct must teach LEH (68.75% of 30 LEH) to qualify for the full Board approved annual adjustment. VI. ADJUNCT FACULTY COMPENSATION PLAN-MODEL #1 The administration s objective is not only to develop a fair and proportional compensation plan for adjunct faculty, but also to minimize the impact on current adjunct faculty and their salaries. This model creates a placement scale up to step 10 and then, a process that allows adjunct faculty to maintain their current LEH rate at or above 68.75%. This model does not require that adjunct faculty salaries (above 68.75%) be frozen. It does recommend that the annual adjustment be proportional to the LEH workload that the faculty member is teaching each year. A. MODEL #1 IMPACT: Establishes a base LEH rate for each adjunct faculty member Creates a conversion placement for all adjuncts at step 10 or below Grandfathers all current adjuncts over step 10 at their current LEH rates Once placed, salaries move off the placement scale and into a range Assigns the higher of the conversion placement or the current LEH rate to adjuncts with conversion placements (at or under step 10) Eliminates the waiting period of teaching two (2) semesters before initial placement. Conversion model and new hire placements use the full-time placement criteria and salary grid Once placed, annual adjustment is given in proportion to the number of LEH taught that year (rewards experience) Any Board approved salary increase beyond the value of a step on the full-time faculty scale will be applied to all Adjunct faculty equally. Easy to maintain on an annual basis and is formula driven based on LEH taught 3

4 Eliminates step advancement requirements (salary increases are based on annual LEH taught) Eliminates all frozen adjunct salaries B. ISSUES (MODEL #1): Employee adaptation to a range system after placement, instead of the traditional step system While adjuncts are not frozen, some adjuncts might have received salary increases in a different conversion plan C. BUDGET IMPACT: Based upon estimated movements to various steps. The cost to implement this model is approximately $525,000. See Attachment B. VII. ADJUNCT FACULTY COMPENSATION PLAN-MODEL #2 This model seeks to convert adjunct faculty to the full-time faculty salary scale at 70%. A new adjunct salary scale, with the same levels and steps, would be created, but calculated by lecture equivalent hours (LEH). Faculty with equivalent education and experience would be placed on the scale as appropriate. It is anticipated that some adjunct faculty salaries will be higher than full-time scale and thus, will need to be frozen. In addition, to qualify for a step movement, an adjunct faculty member will need to have taught 21 LEH to move to the next step. A. PROCESS The adjunct compensation scale only has two levels (MA and PhD) and twenty-one steps. Thus, approximately 1400 adjunct faculty will need to be converted to the full-time faculty compensation scale (five levels, 36 steps). Faculty salaries that are higher than their corresponding place on the full-time faculty grid will be frozen at their salary until they qualify for advancement or the grid catches up to their rate. There may be approximately 500 faculty salaries that may be frozen, depending upon their placement. It would take a significant amount of time to conduct the placements. 1. The nine month contract would be the basis for determining the equivalent rate. The adjunct faculty scale would be based on 32 weeks. 2. The adjunct salary scale would show an equivalent LEH rate. 3. To compute the total amount to be paid an adjunct for teaching a certain course, multiply the number of LEH being taught by the rate (the number in the cell that corresponds to the level and step assigned to the adjunct). For example: an adjunct on Level 3, Step 7 teaching a 3 LEH course would earn $3,306 ($1,102X3=$3,306). 4

5 4. Full-time faculty new hire initial salary placements are capped at Step 10. Effective fall 2010, all adjunct new hire initial salary placements will also be capped at Step 10. Initial placement of adjunct faculty new hires will be completed upon hire. 5. A requirement of 21 LEH will be needed to move up a step on the new salary scale. Assessment of step movement qualification will take place each semester. 6. When qualification for the 21 LEH requirement is met, the step will be increased at the beginning of the next semester. Such changes will become effective in the beginning of the fall, spring and summer semesters, and are not related to sessions within a semester. A deduction of 21 LEH will be made from the total LEH earned. Any LEH over 21 will be banked towards the next step movement. One step is the maximum movement on the salary scale within any one academic year. 7. Adjunct faculty who qualify for initial salary placement in FY11 by teaching their second semester in FY10 will have that initial placement conducted according to FY10 placement process using the full-time placement criteria. B. PROCESS FOR NEW HIRES 1. Effective fall 2010 (FY11), all adjunct new hires will have salary placements based upon the new Adjunct Faculty Salary Scale, using the full-time faculty placement guidelines in effect at the time. 2. Adjunct new hires will be hired for their first semester at Level 1, Step 1 on the new salary scale. 3. A salary placement on all adjunct new hires will be conducted during that first semester. Salary placements will be based on the full-time faculty salary placement criteria and methodology. Once the initial salary placements is completed, it will become effective the following semester. 4. HR Compensation will conduct year round salary placements for adjunct new hires. This will eliminate the current annual placement process. 5. Salary placement methodology includes full or partial credit for all types of teaching (only previous college-level teaching is currently used to place adjunct salaries); fulltime directly related work experience 3 months or more continuous duration with same employer; part-time directly related that was half-time or more and 6 months in duration. Workforce and Health Science work and teaching experience will be used first to determine salary level, and the remaining experience will determine salary step. Work experience used for Level may not be counted again for step placement. 6. Adjuncts who terminate employment and return to ACC within 5 years will return to the same level and step they had at the time of termination. Adjustments may be made to the level if additional education applies. When they return after 5 years or longer, a new salary placement will be conducted, based on full-time faculty placement guidelines in effect at that time. 5

6 C. PROCESS FOR ADJUNCT SALARIES HIGHER THAN THE EQUIVALENT FULL-TIME FACULTY RATE 1. Some employees are currently paid at a rate that is higher than the amount in the new salary rate at their current step. Therefore, some salary levels and steps may be frozen in the transfer process, until such time as the salary grid catches up with their salary rate. 2. All employees affected by transfer process frozen salary levels and steps will not be eligible for the annual increase (unless approved by the Board of Trustees). They will continue to earn LEH for step movement. Their rate will only change if the amount in the step cell which they occupy changes. D. MODEL #2 IMPACTS: 1. Salaries of approximately 500 adjunct faculty may be frozen. 2. Adjunct faculty will be required to teach 21 LEH before qualifying for the next step. 3. Some adjuncts will be on the grid, others will be off the grid. 4. Requires placement be conducted on all adjuncts (about 1400) using the full-time faculty criteria and methodology. It may take an entire year to conduct the placements. Thus, implementation would be delayed for almost one year. 5. New hires will be placed after one semester of teaching. 6. To maintain compensation equity, the annual salary increase would not be given to employees that are above the scale until the grid catches up or the employee qualifies for a step advancement by teaching 21 LEH to advance. E. ADVANTAGES 1. Employees are familiar with the level/step grid system. 2. Treated similar to full-time faculty. 3. Salaries are established by actual placements comparable to full-time faculty. 4. LEH can be banked towards future step advancement. 6

7 F. SUMMARY OF THE IMPACT OF ADJUNCT SALARIES HIGHER THAN FULL-TIME FACULTY RATE: (FROZEN SALARIES) # Frozen Plan Bachelor s Master s PhD Total Comments 68.75% (Model 1) 70% (Model 2) 65% (option 1) 68.75% (option 2) Model #1 gives yearly increase based on LEH rate and LEH taught Model #2 requires 21 LEH for step advancement Model #2 requires 19.5 LEH for step advancement Model #2 requires LEH for step advancement G. BUDGET IMPACT Plan Budget Impact Model 1 Model 2 Option 1 Option2 Cost of implementation is approximately $500,000 but will be budget neutral over 2-3 years as the annual increase for adjunct faculty is reduced. See Attachment B. It is estimated that Model 2 is budget neutral, (i.e., that is there is little to no net cost to implement this scenario). However, based upon estimated movements to various steps, it is estimated that 464 employee salaries might be frozen. See Attachment C. This scenario would result in a cost savings of $2 million dollars however, it is estimated that a majority of the adjunct faculty might be frozen (1079 employees). See Attachment D. This scenario would result in a cost savings of $491,306, however, it is estimated that 694 employees might be frozen. 7

8 VIII. ALTERNATIVE PLANS Option 1: The Board requested the impact of establishing the ratio at 65%. The implementation is similar to Model #2 salaries (tied to the grid). See Attachment D for budget impact. Option 2: The Board requested the impact of establishing the ratio somewhere between 65% and 70% and the staff used 68.75%. The implementation is similar to Model #2 (salaries tied to the grid). See attachment E for budget impact. 8

9 FY10 Adjunct Faculty Salary Scale Austin Community College Board of Trustees approved an across-the-board 2% increase for employees for the FY10 ( ) fiscal year. Rates shown on this salary scale have been rounded to the nearest dollar. Placement Criteria: Adjunct faculty qualify for initial placement on the salary scale after teaching 2 semesters (fall, spring, or summer). Initial placement will become effective for the following September, and is based on education level, and previous college-level teaching experience. FY10 Adjunct Faculty Salary Scale Step Masters PHD ,033 1, ,061 1, ,113 1, ,130 1, ,139 1, ,161 1, ,186 1, ,209 1, ,268 1, ,292 1, ,331 1, ,361 1, ,554 1,665 Masters Level Workforce minimum SACS Requirement -or- Masters Degree plus 12 Graduate Hours -or- MA + 1 year of work experience -or- BA + 5 years of work experience Arts and Science Masters Degree Health Science Bachelors Degree PhD Level Workforce PhD in teaching or related field Arts and Sciences PhD in teaching or related field Health Science PhD in teaching or related field Note: Effective FY08, the Master of Fine Arts (MFA) degree is no longer considered a terminal degree for salary placement. All amounts are based on per Lecture Equivalent Hours (LEH) per semester. To calculate compensation for a course, multiply the rate times the number of LEH for the course. Example: $817 x 3 LEH = $2,451 total paid for the course. $1,665 x 3 LEH = $4,995 total paid for the course.

10 FY10 9 Month Full-Time Faculty Salary Scale Austin Community College Board of Trustees approved an across-the-board 2.0% increase for employees for the FY10 ( ) fiscal year. The goal of Administration is that full-time faculty salaries are in the top three on average, among the metropolitan-8 community colleges. 9 Month Salary Scale Step ,551 40,430 43,430 47,140 48, ,282 41,239 44,299 48,083 49, ,088 42,001 45,018 48,546 49, ,910 42,808 45,835 49,266 50, ,751 43,630 46,666 50,000 51, ,691 44,415 47,409 50,746 52, ,669 45,727 48,167 51,506 53, ,669 46,974 48,939 52,280 54, ,693 48,137 49,724 53,067 55, ,475 49,126 50,640 53,869 56, ,257 50,113 51,688 54,685 57, ,038 51,103 52,736 55,572 58, ,820 52,091 53,782 56,639 59, ,602 53,081 54,830 57,726 60, ,384 54,069 55,878 58,834 61, ,164 55,105 56,973 59,964 63, ,946 56,097 57,998 61,115 64, ,728 57,107 59,042 62,289 65, ,510 58,134 60,105 63,485 66, ,292 59,181 61,187 64,704 67, ,073 60,246 62,288 65,946 69, ,864 61,331 63,410 67,212 70, ,767 62,435 64,551 68,503 71, ,671 63,558 65,757 69,818 73, ,574 64,702 66,940 71,158 74, ,478 65,867 68,145 72,524 76, ,381 67,053 69,372 73,917 77, ,285 68,260 70,620 75,336 79, ,188 69,488 71,892 76,783 80, ,093 70,739 73,186 78,257 82, ,997 72,012 74,503 79,759 83, ,900 73,309 75,844 81,291 85, ,804 74,628 77,209 82,851 86, ,707 75,971 78,599 84,442 88, ,611 77,339 80,014 86,063 90, ,516 78,731 81,454 87,716 92,057

11 Adjunct Faculty LEH Placement 68.75% (Model 1) Adjunct Faculty LEH (Model 2) Step Level 1 Level 2 Level 3 Level 4 Level 5 Step Level 1 Level 2 Level 3 Level 4 Level ,017 1, ,017 1, ,037 1, ,037 1, ,047 1, ,047 1, ,063 1, ,063 1, ,007 1,078 1, ,007 1,078 1, ,023 1,095 1, ,023 1,095 1, ,039 1,111 1, ,039 1,111 1, ,013 1,056 1,128 1, ,013 1,056 1,128 1, ,038 1,072 1,145 1, ,038 1,072 1,145 1, ,060 1,092 1,162 1, ,060 1,092 1,162 1, ,081 1,115 1,179 1, ,102 1,137 1,199 1, ,010 1,124 1,160 1,222 1, ,027 1,145 1,183 1,245 1, ,044 1,166 1,205 1,269 1, ,060 1,189 1,229 1,293 1, ,077 1,210 1,251 1,318 1, ,094 1,232 1,273 1,343 1, ,111 1,254 1,296 1,369 1, ,128 1,276 1,320 1,396 1, ,145 1,299 1,343 1,422 1, ,162 1,323 1,368 1,450 1, ,181 1,347 1,392 1,478 1, ,201 1,371 1,418 1,506 1, ,220 1,396 1,444 1,535 1, ,240 1,421 1,470 1,564 1, ,259 1,446 1,496 1,594 1, ,279 1,472 1,523 1,625 1, ,298 1,499 1,551 1,656 1, ,318 1,526 1,579 1,688 1, ,337 1,553 1,607 1,720 1, ,357 1,581 1,636 1,753 1, ,376 1,610 1,665 1,787 1, ,396 1,639 1,695 1,821 1, ,415 1,668 1,726 1,856 1, ,435 1,698 1,757 1,892 1,986

12 Model 1 Summary Analysis of Cost and Impact (68.75% of 10 Step Placement Grid - No Freezes) Bachelors Masters PHD Step Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost % % , , % , % % , , % , % % , , % , % % , , % , % % , , % , % % , % , % % , , % , % , % , , % , ,033 1, % ,033 1, % ,191 1,044 1, % , ,061 1, % ,061 1, % ,070 1, % , ,113 1, % ,113 1, % ,155 1, % , ,130 1, % ,130 1, % ,171 1, % , ,139 1, % ,139 1, % ,181 1, % , ,161 1, % ,161 1, % ,208 1, % ,186 1, % ,186 1, % ,232 1, % ,209 1, % ,209 1, % ,260 1, % ,268 1, % ,268 1, % ,322 1, % ,292 1, % ,292 1, % ,348 1, % ,331 1, % ,331 1, % ,377 1, % ,361 1, % ,361 1, % ,409 1, % ,554 1, % ,554 1, % 166 1, ,665 1, % Total ,100 7,478 96, , ,192 Cost of Increases - Fall - Cost of Increases - Fall 96,750 Cost of Increases - Fall 118,192 Cost of Decreases - Fall - Cost of Decreases - Fall - Cost of Decreases - Fall - Cost of Increases - Annual - Cost of Increases - Annual 235,975 Cost of Increases - Annual 288,273 Cost of Decreases - Annual - Cost of Decreases - Annual - Cost of Decreases - Annual - Net Annual Cost - Net Annual Cost 235,975 Net Annual Cost 288,273 Count of Decreases - Count of Decreases - Count of Decreases - Total Net Cost 524,249 Total Cost - Hold Harmless 524,249 Note: Overloads will increase costs by 20%

13 Model 2 Summary Analysis of Cost and Impact (68.75% of 9 Month FT Faculty Grid) Bachelors Masters PHD Step Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost (29) -3.5% (615) % , , % , (27) -3.2% (393) % , , % , (40) -4.7% (115) % , , % , (56) -6.2% (432) % , , % , (69) -7.4% (329) % , , % , (80) -8.4% (1,535) (0) 0.0% (11) 974 1, % , (75) -7.7% (1,105) % , , % , (71) -7.1% (1,455) 991 1, % , , % , , (91) -8.8% (3,884) 1,033 1, % ,301 1,044 1, % , , (102) -9.6% (1,785) 1,061 1,060 (1) -0.1% (413) 1,070 1, % , , (137) -12.3% (2,106) 1,113 1,081 (32) -2.9% (11,346) 1,155 1, % , , (137) -12.1% (1,915) 1,130 1,102 (28) -2.5% (6,760) 1,171 1, % , ,139 1,010 (129) -11.3% (2,803) 1,139 1,124 (15) -1.4% (3,918) 1,181 1, % , ,161 1,027 (134) -11.6% (1,877) 1,161 1,145 (16) -1.4% (3,633) 1,208 1, % , ,186 1,044 (142) -12.0% (1,410) 1,186 1,166 (20) -1.7% (5,936) 1,232 1, % , ,209 1,060 (149) -12.3% (2,201) 1,209 1,189 (20) -1.7% (3,875) 1,260 1, % , ,268 1,077 (191) -15.0% (4,040) 1,268 1,210 (58) -4.6% (15,634) 1,322 1, % , ,292 1,094 (198) -15.3% (971) 1,292 1,232 (60) -4.7% (10,658) 1,348 1, % , ,331 1,111 (220) -16.5% (1,873) 1,331 1,254 (77) -5.8% (17,176) 1,377 1, % , ,361 1,128 (233) -17.1% (2,913) 1,361 1,276 (85) -6.2% (23,648) 1,409 1, % , ,554 1,145 (409) -26.3% (27,458) 1,554 1,299 (255) -16.4% (183,331) 1,665 1,494 (171) -10.3% (57,564) 22 1,554 1,162 (392) -25.2% ,554 1,323 (231) -14.9% (16,991) 1,665 1,523 (142) -8.5% (2,987) 23 1,554 1,181 (373) -24.0% ,554 1,347 (207) -13.3% (15,915) 1,665 1,552 (113) -6.8% (1,357) 24 1,554 1,201 (353) -22.7% ,554 1,371 (183) -11.8% (3,434) 1,665 1,582 (83) -5.0% (2,398) 25 1,554 1,220 (334) -21.5% ,554 1,396 (158) -10.2% (5,348) 1,665 1,612 (53) -3.2% (638) 26 1,554 1,240 (314) -20.2% ,554 1,421 (133) -8.6% (2,200) 1,665 1,643 (22) -1.3% (89) 27 1,554 1,259 (295) -19.0% ,554 1,446 (108) -6.9% (4,553) 1,665 1, % ,554 1,279 (275) -17.7% ,554 1,472 (82) -5.3% (3,351) 1,665 1, % ,554 1,298 (256) -16.5% ,554 1,499 (55) -3.6% (2,527) 1,665 1, % , ,554 1,318 (236) -15.2% ,554 1,526 (28) -1.8% (170) 1,665 1, % ,554 1,337 (217) -14.0% ,554 1,553 (1) -0.1% (25) 1,665 1, % ,554 1,357 (197) -12.7% ,554 1, % ,665 1, % , ,554 1,376 (178) -11.4% ,554 1, % ,251 1,665 1, % , ,554 1,396 (158) -10.2% ,554 1, % ,665 1, % ,554 1,415 (139) -8.9% ,554 1, % ,997 1,665 1, % ,554 1,435 (119) -7.7% ,554 1, % ,665 1, % ,923 Total (61,213) 1,100 7,478 (238,295) 254 1,653 98,073 Cost of Increases - Fall - Cost of Increases - Fall 102,557 Cost of Increases - Fall 163,105 Cost of Decreases - Fall (61,213) Cost of Decreases - Fall (340,853) Cost of Decreases - Fall (65,032) Cost of Increases - Annual - Cost of Increases - Annual 250,140 Cost of Increases - Annual 397,817 Cost of Decreases - Annual (149,300) Cost of Decreases - Annual (831,348) Cost of Decreases - Annual (158,614) Net Annual Cost (149,300) Net Annual Cost (581,208) Net Annual Cost 239,202 Count of Decreases 53 Count of Decreases 583 Count of Decreases 58 Total Net Cost (491,306) Total Cost - Hold Harmless 647,957 Note: Overloads will increase costs by 20%

14 Option 1 Summary Analysis of Cost and Impact (70% of 9 Month FT Faculty Grid) Bachelors Masters PHD Step Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost (14) -1.8% (307) % , , % , (12) -1.5% (179) % , , % , (26) -3.0% (73) % , , % , (41) -4.5% (314) % , , % , (53) -5.7% (255) % , , % , (64) -6.7% (1,230) % , , % , (59) -6.0% (865) 974 1, % , , % , (54) -5.4% (1,110) 991 1, % , , % , , (73) -7.1% (3,149) 1,033 1, % ,574 1,044 1, % , , (84) -7.9% (1,479) 1,061 1, % ,198 1,070 1, % , , (119) -10.7% (1,833) 1,113 1,101 (12) -1.1% (4,407) 1,155 1, % , ,130 1,011 (119) -10.5% (1,662) 1,130 1,122 (8) -0.7% (1,883) 1,171 1, % , ,139 1,028 (111) -9.7% (2,405) 1,139 1, % ,256 1,181 1, % , ,161 1,045 (116) -10.0% (1,616) 1,161 1, % ,060 1,208 1, % , ,186 1,063 (123) -10.4% (1,222) 1,186 1, % ,232 1, % , ,209 1,080 (129) -10.7% (1,915) 1,209 1, % ,260 1, % , ,268 1,097 (171) -13.5% (3,625) 1,268 1,232 (36) -2.8% (9,711) 1,322 1, % , ,292 1,114 (178) -13.8% (873) 1,292 1,254 (38) -2.9% (6,698) 1,348 1, % , ,331 1,131 (200) -15.0% (1,701) 1,331 1,277 (54) -4.1% (12,099) 1,377 1, % , ,361 1,148 (213) -15.6% (2,657) 1,361 1,300 (61) -4.5% (17,157) 1,409 1, % , ,554 1,166 (388) -25.0% (26,062) 1,554 1,323 (231) -14.9% (166,317) 1,665 1,521 (144) -8.6% (48,408) 22 1,554 1,183 (371) -23.9% ,554 1,347 (207) -13.3% (15,224) 1,665 1,550 (115) -6.9% (2,405) 23 1,554 1,203 (351) -22.6% ,554 1,371 (183) -11.8% (14,036) 1,665 1,580 (85) -5.1% (1,019) 24 1,554 1,223 (331) -21.3% ,554 1,396 (158) -10.2% (2,967) 1,665 1,610 (55) -3.3% (1,571) 25 1,554 1,242 (312) -20.1% ,554 1,421 (133) -8.6% (4,492) 1,665 1,641 (24) -1.4% (286) 26 1,554 1,262 (292) -18.8% ,554 1,446 (108) -6.9% (1,774) 1,665 1, % ,554 1,282 (272) -17.5% ,554 1,473 (81) -5.2% (3,442) 1,665 1, % ,554 1,302 (252) -16.2% ,554 1,499 (55) -3.5% (2,253) 1,665 1, % ,554 1,322 (232) -14.9% ,554 1,526 (28) -1.8% (1,280) 1,665 1, % , ,554 1,342 (212) -13.7% ,554 1,553 (1) 0.0% (3) 1,665 1, % ,554 1,362 (192) -12.4% ,554 1, % ,665 1, % ,554 1,381 (173) -11.1% ,554 1, % ,146 1,665 1, % , ,554 1,401 (153) -9.8% ,554 1, % ,909 1,665 1, % , ,554 1,421 (133) -8.6% ,554 1, % ,665 1, % ,554 1,441 (113) -7.3% ,554 1, % ,527 1,665 1, % ,554 1,461 (93) -6.0% ,554 1, % ,050 1,665 2, % ,140 Total (54,532) 1,100 7,478 (89,885) 254 1, ,841 Cost of Increases - Fall - Cost of Increases - Fall 173,857 Cost of Increases - Fall 191,530 Cost of Decreases - Fall (54,532) Cost of Decreases - Fall (263,742) Cost of Decreases - Fall (53,689) Cost of Increases - Annual - Cost of Increases - Annual 424,041 Cost of Increases - Annual 467,147 Cost of Decreases - Annual (133,004) Cost of Decreases - Annual (643,273) Cost of Decreases - Annual (130,949) Net Annual Cost (133,004) Net Annual Cost (219,232) Net Annual Cost 336,199 Count of Decreases 53 Count of Decreases 354 Count of Decreases 57 Total Net Cost (16,037) Total Cost - Hold Harmless 891,188 Note: Overloads will increase costs by 20%

15 Option 2 Summary Analysis of Cost and Impact (65% of 9 Month FT Faculty Grid) Bachelors Masters PHD Step Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost Adj Rate New Rate $Change %Change # LEH Cost (72) -8.8% (1,538) % , % , (71) -8.5% (1,035) % , , % , (85) -9.9% (243) (6) -0.6% (1,821) 895 1, % , (102) -11.3% (786) (22) -2.5% (7,327) 926 1, % , (115) -12.5% (554) (36) -3.9% (10,637) 958 1, % , (128) -13.4% (2,449) (52) -5.5% (20,220) 974 1, % , (124) -12.8% (1,824) (42) -4.3% (18,321) 981 1, % , (121) -12.2% (2,488) (33) -3.3% (10,707) 998 1, % , , (142) -13.7% (6,087) 1, (51) -5.0% (22,520) 1,044 1, % , , (154) -14.5% (2,702) 1,061 1,002 (59) -5.6% (17,247) 1,070 1, % , , (190) -17.1% (2,926) 1,113 1,022 (91) -8.2% (32,164) 1,155 1, % , (191) -16.9% (2,672) 1,130 1,042 (88) -7.8% (21,389) 1,171 1, % , , (184) -16.2% (3,998) 1,139 1,062 (77) -6.7% (19,441) 1,181 1, % , , (190) -16.4% (2,659) 1,161 1,082 (79) -6.8% (17,709) 1,208 1, % , , (199) -16.8% (1,974) 1,186 1,103 (83) -7.0% (25,000) 1,232 1, % , ,209 1,003 (206) -17.1% (3,057) 1,209 1,124 (85) -7.1% (16,152) 1,260 1, % ,268 1,019 (249) -19.7% (5,285) 1,268 1,144 (124) -9.8% (33,403) 1,322 1,310 (12) -0.9% (722) 18 1,292 1,034 (258) -19.9% (1,263) 1,292 1,165 (127) -9.9% (22,536) 1,348 1,335 (13) -1.0% (584) 19 1,331 1,050 (281) -21.1% (2,389) 1,331 1,185 (146) -10.9% (32,406) 1,377 1,360 (17) -1.2% (892) 20 1,361 1,066 (295) -21.6% (3,681) 1,361 1,207 (154) -11.3% (43,123) 1,409 1,386 (23) -1.6% (1,502) 21 1,554 1,082 (472) -30.4% (31,647) 1,554 1,229 (325) -20.9% (234,373) 1,665 1,413 (252) -15.2% (85,029) 22 1,554 1,098 (456) -29.3% ,554 1,251 (303) -19.5% (22,295) 1,665 1,440 (225) -13.5% (4,731) 23 1,554 1,117 (437) -28.1% ,554 1,273 (281) -18.1% (21,553) 1,665 1,467 (198) -11.9% (2,373) 24 1,554 1,135 (419) -26.9% ,554 1,296 (258) -16.6% (4,836) 1,665 1,495 (170) -10.2% (4,878) 25 1,554 1,154 (400) -25.8% ,554 1,319 (235) -15.1% (7,917) 1,665 1,524 (141) -8.5% (1,693) 26 1,554 1,172 (382) -24.6% ,554 1,343 (211) -13.6% (3,479) 1,665 1,553 (112) -6.7% (448) 27 1,554 1,191 (363) -23.4% ,554 1,367 (187) -12.0% (7,886) 1,665 1,583 (82) -4.9% (596) 28 1,554 1,209 (345) -22.2% ,554 1,392 (162) -10.4% (6,643) 1,665 1,613 (52) -3.1% (311) 29 1,554 1,227 (327) -21.0% ,554 1,417 (137) -8.8% (6,267) 1,665 1,644 (21) -1.3% (473) 30 1,554 1,246 (308) -19.8% ,554 1,443 (111) -7.2% (669) 1,665 1, % ,554 1,264 (290) -18.6% ,554 1,468 (86) -5.5% (2,694) 1,665 1, % ,554 1,283 (271) -17.5% ,554 1,495 (59) -3.8% (1,211) 1,665 1, % ,554 1,301 (253) -16.3% ,554 1,522 (32) -2.1% (724) 1,665 1, % ,554 1,320 (234) -15.1% ,554 1,549 (5) -0.3% (29) 1,665 1, % ,554 1,338 (216) -13.9% ,554 1, % ,665 1, % ,554 1,356 (198) -12.7% ,554 1, % ,665 1, % ,273 Total (81,258) 1,100 7,478 (683,525) 254 1,653 (21,233) Cost of Increases - Fall - Cost of Increases - Fall 9,176 Cost of Increases - Fall 82,998 Cost of Decreases - Fall (81,258) Cost of Decreases - Fall (692,701) Cost of Decreases - Fall (104,231) Cost of Increases - Annual - Cost of Increases - Annual 22,379 Cost of Increases - Annual 202,434 Cost of Decreases - Annual (198,191) Cost of Decreases - Annual (1,689,515) Cost of Decreases - Annual (254,222) Net Annual Cost (198,191) Net Annual Cost (1,667,135) Net Annual Cost (51,788) Count of Decreases 53 Count of Decreases 931 Count of Decreases 95 Total Net Cost (1,917,113) Total Cost - Hold Harmless 224,814 Note: Overloads will increase costs by 20%