Administrator and Staff Salary Administration

Salary administration for College Administrators and Staff shall be developed in accordance with the following guidelines:

The Board of Trustees establishes the percentage of the College budget to be used for salaries. The Board bases its decision on the recommendation of the College President, who consults with the Budget and Planning Committee in developing a proposal for salary adjustments and/or increases.
A method for distributing the salary pool dollars (based on the Board's established percentage) shall be developed by the President and the Vice President for Business and Finance; the method shall take into consideration across-the-board increases, promotion increases, and equity adjustments. This method of distribution shall be established and recommended once the salary pool is approved by the Board of Trustees in its April meeting. The President makes the final decision on salary distribution.

Guidelines for salaries for all administrators and staff shall be established by the President, and Vice President for Business and Finance in consultation with the Director of Human Resource. The College’s goal for salaries is to be at or above 100% of the corresponding position mean for our comparison data sets which establishes the pay practice range.

Staff positions are separated into groups based on relative job content. Within these groups, jobs that resemble one another--those with similar general duties and responsibilities--are assigned to the same classification and given the same classification title and description. A salary range is established for each group based on salary survey data. The College annually establishes a market pay practice line based on data for benchmark positions (positions at Wilmington that match positions included in salary surveys). The pay practice range is derived from survey data specific to regional and national higher education employers and survey data covering a wide range of employers locally and regionally. The pay practice range represents the Median market pay rate—the rate paid to experienced and capable persons who meet substantially more than the job minimum requirements. Salary range minimums and maximums are established based on the pay practice range.

Staff members are normally paid at least the minimum of the salary range to which the job is assigned. Salaries for staff members who are relatively new to their occupational categories are at or near the minimum of the salary range depending on level of experience. Ideally, salaries for staff members who are fully qualified and whose experience and performance reflect full mastery of their positions will be at or near the upper pay limit of the salary range (full market rate). Normally, only staff members whose performance has been consistently superior over an extended period have salaries between the beginning pay rate and the maximum of the salary range. The hiring range for new staff members is between the salary range minimum and the upper pay limit. Persons whose salaries are at or near the salary range minimum will generally be those with relative inexperience in the field of expertise. Exceptionally well-qualified candidates may be hired at or near the upper limit of the pay range. Decisions about starting salaries will be made based on internal equity and market considerations. Salary offers that exceed the pay range may occur in rare circumstances and must be authorized by the President and Vice President for Business and Finance. In all cases, however, all salary increases are dependent upon the availability of funds. Increases typically become effective with the beginning of the fiscal year, unless specified otherwise. An employee whose performance is not meeting expectations should be reviewed frequently (and at least every three months) with the objective of improving performance or documenting the decision to terminate. In such cases, salary increases may be delayed pending improved performance. Performance deficiencies should be thoroughly and objectively documented in writing and discussed with the employee.