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AP 3-45 Administrative And Professional Technical Salary Plan

Arapahoe Community College
Series 3 – College Personnel
AP 3-45 Administrative, Professional, and Technical Salary Plan

Originated: April 1996

Revised: December 1999; September 2000; December 2008; August 2014; March 2014; July 2016

Effective: April 1996; December 1999; September 2000; December 2008; August 2014; March 2014; July 2016

References: BP 3-45; SP 3-45

Approved:

Diana M. Doyle, Ph.D.
President, Arapahoe Community College

PURPOSE

The purpose of this procedure to establish a salary plan for administrators, professional staff, and technical staff which will promote excellence within Arapahoe Community College and optimize our potential to achieve system and individual college goals and objectives.

This Procedure contains pertinent information affecting employees, current through the date of its issuance. To the extent that any provision of this Procedure is inconsistent with State or Federal law, State Board for Community Colleges and Occupational Education Policies (BPs) or Colorado Community College System President’s Procedures (SPs), the law, BPs and SPs shall supersede and control. BPs and SPs are subject to change throughout the year and are effective immediately upon adoption by the Board or System President, respectively. Students are expected to be familiar with and adhere to the BPs, SPs as well as College directives, including but not limited to this Procedure.

Nothing in this Procedure is intended to create (nor shall be construed as creating) an express or implied contract or to guarantee employment for any term. The College reserves the right to modify, change, delete or add to this Procedure as it deems appropriate.

SCOPE

This procedure applies to administrators, professional, and technical staff (APT) employed by the state system community colleges.

PROCEDURE

Salary Pool

The Salary Pool will be determined through the annual budget setting process.

The size of ACC's salary pool is dependent on:

  1. External decisions such as the System's general fund appropriation, legislatively determined caps on tuition, and the budget allocation formula.
  2. System decisions based on general principles for allocation to the colleges.
  3. Internal college decisions based on ACC's goals for compensation in the context of competing demands for resources among college priorities.

College Plans for Salary Adjustments

Salary increases are merit based. ACC shall develop and make available to APT staff written statement of criteria for salary adjustments.

Each college plan shall specify the following performance rating categories:

  • Exemplary (Distinguished, Exceptional)

    This rating shall be given to the employees whose performance is meritoriously sustained when compared to the overall job requirements and expectations.

    Examples may include: Successfully interfaces with coworkers; performance significantly exceeds the qualitative and quantitative standards of the job; displays a complete mastery of all phases of the job; consistently displays a positive attitude toward others; has highly developed and effective interpersonal skills; displays ability to analyze facts and circumstances; maximizes use of work time and resources; shows excellent problem-solving ability; contributions are visible and meaningful, performance is clearly distinguished; goals are highly exceeded; employee is highly involved in the ACC community and professional organizations.

  • Commendable  (Outstanding,  Excellent)

    Work is consistently at or above established standards or expectations.

    Examples may include: Effectively interfaces with co-workers; demonstrates a high degree of initiative and depth of knowledge; displays effective interpersonal skills; consistently demonstrates significant and lasting achievements which meaningfully impact the organization; makes good use of work time and resources; goals, accomplishments and expected results are consistently achieved; actively involved in the ACC community and professional organizations.

  • Needs Improvement (Unsatisfactory, Below Expectations) Performance is inconsistent and below the standards established for the job.

    Examples may include: Interpersonal skills need improvement, work may be of variable quantity and quality or may be consistently below standards; a need for further improvement is clearly recognized; inconsistent use of work time and resources; goals are not consistently achieved; ACC community and professional organizational involvement is minimal.

ACC's president shall establish appropriate criteria for awarding annual salary increases. The plan shall include, at a minimum, the following factors:

  1. Performance evaluation ratings
  2. Goal achievement
  3. Professional contributions and accomplishments
  4. Availability of funds

Salary Increases

Only employees whose performance rating is Commendable or above are eligible for salary increases.

There are two categories of salary increases, base building and non-base building. Employees may be eligible for either of these types of salary increase. Merit shall be the prevailing factor in all salary increases.

Base Building Salary Increases

The factors for determining base building salary adjustments shall include Merit and may include:

  1. Equity
  2. Market place/demand

The Merit Salary Pool will be determined through the annual budget process. The State Board for Community Colleges and Occupational Education sets the annual APT raise percentage. This percentage is finalized in June of each year.

Annual merit increases will be calculated using a percentage of salary method and are based upon an employee's annual evaluation. Since the APT salary increases are merit based, each individual rating category will have its own percentage that as an average will not exceed the overall raise. The CFO is responsible for determining percentage amounts for each evaluation category: Needs Improvement, Commendable and Exemplary. An employee's raise would be calculated by multiplying the evaluation percentage by their salary. The total raises for the APT employees shall not exceed the Merit Salary Pool. The following tables demonstrate examples of the calculations.

Percentage of Salary

Example: 3.5% Raise Pool; Commendable 3.25%, Exemplary 3.75%

Evaluation Rating - Raise Pool Calculation Example

 

FY14
BASE SALARY

Needs
Improvement

0%

Commendable

3.25%

Exemplary

3.75%

FY15
BASE
SALARY

Percentage of Raise

Total Salaries

5,212,186

0

85,090

97,341

5,394,617

3.50%

Evaluations

93

0

46

47

 

Raise Pool

182,427

-

-

-

182,431

Actual Raise Total

Difference in actual Raise Total and Raise Pool

-

-

-

-

5

(Should be 0)

 

Evaluation Rating - Raise Increase Examples

 

 

FY14
BASE SALARY

 

 

E
C
NI

Needs
Improvement

0%

Commendable

3.25%

Exemplary

3.75%

FY15
BASE
SALARY

Raise Percentage

30,743

E

-

-

1,154

31,897

3.75%

38,000

E

-

-

1,426

39,426

3.75%

41,000

C

-

1,333

-

42,333

3.25%

42,500

C

-

1,381

-

43,881

3.25%

45,000

E

-

-

1,689

46,689

3.75%

50,000

C

-

1,625

-

51,625

3.25%

65,000

E

-

-

2,439

67,439

3.75%

79,000

C

-

2,568

-

81,568

3.25%

103,000

C

-

3,348

-

106,348

3.25%

 

Non-Base Building Salary Increases

Categories of non-base building salary increases shall include Merit incentive pay and may include:

  • Temporary pay increases (a temporary assignment that may include pay for additional duties)
  • Recognition awards

Non-base building awards will be structured to be PERA eligible and within PERA limits for increases in compensation. Non-base building awards are intended to allow colleges to increase recognition for Exemplary performance without adding to ongoing salary commitments.

Procedural Revisions

Arapahoe Community College reserves the right to change any provisions or requirement of any procedure at any time.