Managing Tenure/Tenure Track/Clinical/Visiting/Sr. Lecturer positions. The director is responsible for keeping track of the State Authorized Position (SAP) #’s and managing new search requests for vacant positions. On average, approximately 60 searches are conducted through the course of the year. During the hiring process it is the director’s responsibility to assign SAP#’s to the new hires. Critical to the process is not allowing department/college to mistakenly submit 2 searches or “requests for hire” for one vacant position. The consequence for this to happen is the hiring of an extra unfunded faculty positions for the department. The funding for the position will need to come out of salary savings from the vacancy pool. If all the vacant positions were to be hired this will result in a funding shortfall due to the duplication.
Lecturer/Clinical/Visiting/Sr. Lecturer Contract renewals. Overseeing the contractual renewal process starts in late fall with the Lecturer positions. Listing of department’s lecturer years of service are provided to the deans. The purpose of this list is to verify their roster of lecturers and also provide them the years of service for lecturers who may not be renewed and will need 6 months’ notice due to their being employed 7 consecutive years or more. During the spring, files for each faculty type are sent to the deans asking them for what action to take for the renewal process, i.e., re-appoints or not to renew. Based on the response, contracts will be generated for the renewals, or separation will be processed for the contract’s expiration. Critical to this process is comparing the dean’s responses to our faculty vacancy listing. It is imperative at this point not to send out a renewal contract for a position that the department/college has already identified in a search and will be hiring for the incoming academic year. If not caught, two new hires will be hired under one SAP#. Communications with the colleges are made when faculty have not responded to the contract renewals in a timely basis. Copies of contracts are delivered to OHR for their records and process for OHR/Payroll purposes. For lecturers, an extra step has to be taken in regards to having them processed for payroll. We provide to the Payroll Office an all-inclusive spreadsheet, identifying the lecturer, salary and funding source. All the information gathered from this process is used to set the base for the new academic in developing the department/colleges faculty rosters.Faculty Salary Information/Chair Changes/Promotions/Sabbaticals and Faculty Salary Recommendations to OHR. Updating OHR with the new faculty salaries starts with receiving notification from the Provost office Promotions and Sabbaticals. After receiving this information, we update our spreadsheet with the returning faculty. This spreadsheet identifies each faculty individually by department/college along with their rank and baseline salary. Adjustments to the baseline salary are identified by category and amount. Promotions are identified along with the appropriate salary increase. Sabbaticals are also identified and for those that have a full year assignment, their FTE and salary are reduced appropriately to the 50% rate. During this time the PBO contacts deans and requests the status for the chairs whose term as chair will be expiring at the end of the contract year (August). The PBO processes contracts for chairs returning and the ones newly assigned. On the spreadsheet for the chairs, the PBO identifies increases in pay separately. This spreadsheet is used to update OHR for the returning faculty salaries and also for the mail merge we perform for the faculty salary letters distributed to the colleges. The spreadsheet also becomes the starting point for the forthcoming academic year faculty roster. During fiscal years when merit and cola are provided to employees, it is the Director’s responsibility to correctly allocate approved merit and cola amount to each faculty member, while making certain they stay within the funds provided for the increase. The merit process involves the Director working in collaboration with the Associate Provost in determining the methodology for the distribution of faculty merit and applying this to each faculty baseline salary. This process needs to stay within the dollars allocated to the division for this purpose. If merit raises etc. were to exceed the allocation of merit budget it will result in a reduction in vacant faculty salary pool savings.Administration & Finances’ Stateside Budget Process for the new Fiscal year. Annualized Stateside Budget of over $190 million. The Director is responsible for overseeing the division’s participation in the University’s annual budget process. The budget process for the new fiscal year typically starts in late fall. Directions are provided by the University Budget Office (UBO) and disseminated to the division’s academic and administrative units. New divisional requests are compiled and prioritized and eventually submitted to UBO based on the directions provided. After a series of discussions between the various overseeing bodies of the campus budget, a final approval is given for the forthcoming fiscal year. Based on the final approval a series of reconciliations are performed to make certain our records for the new funding coming to our division is in sync with the information provided by UBO. Any discrepancies are addressed and resolved immediately so that our baseline budget correctly reflects our forthcoming fiscal year allocation. After the final approved budget is provided to the Division, the Director and Associate Provost collaborate in determining the division’s budget strategy for the new fiscal year. This plan is then submitted to the Provost for review and approval. During the fiscal year closing in June, we are then instructed by UBO to allocate our operating budget to the specific departments being funded for the forthcoming fiscal year for the entire division. This is essentially a breakdown of the overall operating budget into specific line items per department. This information is sent back to UBO.Budget oversight for funding of Part-time and other instructional costs. Overall expense budget is several million dollars. The part-time and lecturer funding is not completely 100% budgeted. Throughout the year a review of the projected costs and available resources is performed. This review is done throughout the fiscal year until the final fiscal year close. During the fiscal year close, if necessary, we will take unused department funds to fundi the shortfall. This review will save funding on the self-support side which can be carried forward into the next fiscal year.Overseeing the fiscal management for the Special Sessions (Summer and Mini-mester terms). The Director is responsible for making certain the operations run smoothly from beginning to end, starting with outlining the process for paying faculty. As a self-support activity, these funds become a source of discretionary funding made available to the division in support of the division’s strategic budget plan.College of Graduate Studies and Research. The fiscal oversight for the graduate assistantships is currently under the direction of the PBO Budget Director who will work with the Office of Graduate Studies in processing approximately several hundred graduate assistantships awarded throughout the entire University.The Director is responsible for overseeing the division’s fiscal year close. The Director works with the departments/colleges in meeting the deadline dates for specific processes requested by Financial Services. Within their own unit, the Director makes certain self-support balances are properly closed out prior to the final close. Review of the stateside department balances is reviewed and adjusted for any deficit balances. If any unit ends the year in deficit balances, the Director will address this unit’s dean or assistant vice president in determining a resolution to the deficit balance.The Director is responsible for providing staffing/budget/revenue/expense information and for making recommendations on an ad hoc basis to the division’s senior management on an ongoing basis. It is the Director’s responsibility to make certain the resources and tools available for PBO’s usage are up to date.Establish business processes. Re-engineer outdated processes. The PBO processes are integrated with all other related units (e.g., Payroll. OHR, Financial Services), and from time to time these processes need to be reviewed and make the necessary changes in order for them to become more efficient in their process and time management. Examples include: development and roll out of the automated additional compensation system (in collaboration with OTS and HR) which is a follow up to their participation in the development and roll out of FACS, the automated faculty contract system. development of a standardized budgeting template and associated training events with colleges and departments, and helping to establish and developing training tools for a new budgeting model in academic affairs involving faculty salary pools. The Director serves as a resource for all units for providing guidance and making recommendations for budget and personnel matters.Telework may be available for this position up to two days per week following the completion of 90 days of service in good standing.
Qualifications and Skills
Preferred:
Organization: Academic Affairs Division
Primary Location: Main Campus
Job Posting: Sep 22, 2023
Job Details Posting Number: 20112665 Position Title: Academic Advisor #498662, #497286, #495730, #443457 FTE: 1.00 Position Type: Staff Department: Undergraduate...
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