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Report on the Status of Faculty Salaries at WSU Faculty Salary Committee Report 2007 October 2, 2007

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Title: Report on the Status of Faculty Salaries at WSU Faculty Salary Committee Report 2007 October 2, 2007


1
Report on the Status of Faculty Salaries at
WSUFaculty Salary Committee Report 2007 October
2, 2007, with revisions October 29, 2007
http//www.facsen.wsu.edu/reports/faculty_Salary/F
acultySalaryReport2007.pdfhttp//www.wsu.edu/col
lins/facultysalaryreport/
Charge to ad hoc Committee appointed in Feb 2007
by Executive Committee 1.  Provide an accurate
portrait of present salaries and update
information in the 2005 report using
services of Institutional Research.   2.
 Quantify the present status of faculty salaries,
including salaries in upper ranks, and
address issues of salary compression and
inversion. 3.  Examine the salary situation of
temporary and non-tenure-track faculty
members. 4.  Based on the portrait, suggest
potential solutions to identified problems.
Members Gary S. Collins and Laila
Miletic-Vejzovic (co-chairs), and Jan Busboom,
Terrence Cook, Ken Duft, Emmett Fiske, Lisa
Fournier, Michael Pavel and Elena Smith.
Held 15 meetings much assistance from
Institutional Research (Coleen McCracken)..
2
  • Goals of this
    Presentation
  • To provide an overview of
  • Figures and tables in the report
    focus is on real salaries, i.e., salaries
    corrected for inflation (CPI-U index)
  • Problems we identified
  • Solutions we suggest
  • To answer questions

Due to time and manpower limitations, we did not
address Status of non-tenure-track and
temporary faculty Status of library faculty
3
Table 1. Faculty Members at Washington State
University.
InstructorsClinical Professors
Postdoctoral Associates
Source Human Resource Services
4
Corrected for inflation!
304030 merit allocation began 1993.
Trendlines show changes in real income of
hypothetical faculty members receiving only
superior merit allocation, or also extraordinary
merit allocation (no promotions)
Average real salaries are stagnating.
Constructed from data in Salary Increase History,
Institutional Research, WSU
5
Merit-based raises only.
State funding of salaries has declined by 14
since 1993.
University compensated for state underfunding
using local funds since 1996 (mostly student
tuition).
Average salaries are stagnating even with local
funds.
Constructed from data in Salary Increase History,
Institutional Research, WSU
6
Figure 3. Frequency Distribution of Salary
Raises in September 2006
3.0 average raise, 0.7 st.dev.
3 of faculty re-ceived only the prof. dev.
allocation of 0.9. 95 were judged to have
some superior merit.
1168 faculty members continuing in rank
Large tail to higher salaries 44 gt10,13 gt20
(Not shown 84 promotions with 10 increases)
Large variance. 62 of faculty received raises
below the 3.2 rate of inflation.
Constructed from data developed by Institutional
Research, WSU
7
Compounding of high or low raises for individuals
has led to a great variance good raises for
some and salary stagnation for many.
Graphic provided by a faculty member
8
Lag greatest for full professors greater
compression of salaries at WSU (reasons poorer
pay for full profs ?, greater turnover of full
profs? )
Data from Oklahoma State University (OSU) annual
survey
9
Table 2. Comparison of WSU Academic Faculty
Salaries with Peers, by College
Most colleges have 10-20 lags behind peers.
Data from Oklahoma State University (OSU) annual
survey, Fall 2006
10
Table 3. Comparison of WSU Academic Faculty
Salaries with Peers, by Department
Largest Lags
Smallest Lags
15 units have lags gt 20 large variations
within individual colleges
Data from Oklahoma State University (OSU) annual
survey, Fall 2006
11
Full professor salaries at WSU lag behind five
other universities in state. Largest lag is
behind the University of Washington.
Data from American Association of University
Professors (AAUP)
12
Table 4. Comparison of average salaries at
UW and WSU
WSU/UW salary ratio 0.84 over many years
19 salary lag.
Data from Higher Education Coordinating Board
(HECB) report Key Facts about Higher Education
in Washington - 2007"
13
Salary compression and inversion
Units experiencing salary inversion in 2006
Inversion when the highest salary in one rank
is greater than the lowest
salary in the next higher rank
Accounting Animal Sciences Anthropology Architectu
re and Construction Management Biological
Sciences, School of Biological Systems
Engineering Chemistry Communication Economic
Sciences, School of Electrical Engineering and
Computer Science English Environmental Science
Regional Planning Finance Insurance Real
Estate Food Science and Human Nutrition Foreign
Languages Culture Geology History
Horticulture and Landscape Architecture Hospitalit
y Business Management Human Development Management
Operations Management Information
Systems Marketing Mechanical Materials
Engineering Molecular Biosciences, School
of Music Theater Arts Political
Science Psychology Sociology VCAPP Veterinary
Clinical Sciences Veterinary Microbiology and
Pathology Teaching and Learning
33 out of 70 units total are experiencing
inversion.
Based on tables of high, low and median salaries
for each rank in 2006 provided by Institutional
Research
14
Units experiencing extreme salary inversion in
2006
Extreme inversion when the average salary in
one rank exceeds
the average salary in the next higher rank.
Animal Sciences Finance Insurance Real
Estate Hospitality Business Management Marketing V
eterinary Microbiology and Pathology
Based on tables of high, low and median salaries
for each rank in 2006 provided by Institutional
Research
15
Table 5. Survey of faculty career, promotional
and salary satisfaction
  • Good satisfaction with career progress and
    promotions.
  • Half the faculty are dissatisfied with salary
    increases a quarter are very dissatisfied.

Senate sanctioned survey by Kenneth Duft and
Sanatan Shreay, Spring 2007, 627 instructional
faculty members polled with 27 response rate.
16
Table 6. Salary lags of Extension
Specialists Behind Academic Counterparts
One individual only Average for 12
extension specialists and 73 academic faculty.
Extension specialists hold professorial ranks and
have responsibilities comparable to those of
academic counterparts in their units. Lag in
their salaries is unexplained.
Tabular data provided by a faculty member
17
Summary
  • Nearly all faculty are productive and contribute
    to the mission of the university.
  • Average salary increases have hardly kept up with
    inflation. All faculty members need to
    understand that many of their colleagues are
    receiving salary increases at or below the rate
    of inflation, a source of great dissatisfaction.
  • Almost half of all units are experiencing salary
    inversion, another source of dissatisfaction.
  • The State has underfunded salary increases in
    real terms by 10 since 1995.
  • The University has supplemented salary increases
    using local funds since 1997, sometimes with and
    without explicit state authorization. This year,
    the state refused to accept a locally-funded
    salary raise in the last biennium, saddling the
    university with an ongoing cost of 0.9M per
    year in perpetuo.
  • Comparisons with peer institutions and with UW
    show lags of 10-30 for many units and ranks.
    Salaries in only three units exceed peers.
  • The gravest problem is underfunding by the State.
    University supplementation has closed the gap,
    but average salaries remain stagnant.

18
Summary
  • Nearly all faculty are productive and contribute
    to the mission of the university.
  • Average salary increases have hardly kept up with
    inflation. All faculty members need to
    understand that many of their colleagues are
    receiving salary increases at or below the rate
    of inflation, a source of great dissatisfaction.
  • Almost half of all units are experiencing salary
    inversion, another source of dissatisfaction.
  • The State has underfunded salary increases in
    real terms by 10 since 1995.
  • The University has supplemented salary increases
    using local funds since 1997, sometimes with and
    without explicit state authorization. This year,
    the state refused to accept a locally-funded
    salary raise in the last biennium, saddling the
    university with an ongoing cost of 0.9M per
    year in perpetuo.
  • Comparisons with peer institutions and with UW
    show lags of 10-30 for many units and ranks.
    Salaries in only three units exceed peers.
  • The gravest problem is underfunding by the State.
    University supplementation has closed the gap,
    but average salaries remain stagnant.

19
Summary
  • Nearly all faculty are productive and contribute
    to the mission of the university.
  • Average salary increases have hardly kept up with
    inflation. All faculty members need to
    understand that many of their colleagues are
    receiving salary increases at or below the rate
    of inflation, a source of great dissatisfaction.
  • Almost half of all units are experiencing salary
    inversion, another source of dissatisfaction.
  • The State has underfunded salary increases in
    real terms by 10 since 1995.
  • The University has supplemented salary increases
    using local funds since 1997, sometimes with and
    without explicit state authorization. This year,
    the state refused to accept a locally-funded
    salary raise in the last biennium, saddling the
    university with an ongoing cost of 0.9M per
    year in perpetuo.
  • Comparisons with peer institutions and with UW
    show lags of 10-30 for many units and ranks.
    Salaries in only three units exceed peers.
  • The gravest problem is underfunding by the State.
    University supplementation has closed the gap,
    but average salaries remain stagnant.

20
Summary
  • Nearly all faculty are productive and contribute
    to the mission of the university.
  • Average salary increases have hardly kept up with
    inflation. All faculty members need to
    understand that many of their colleagues are
    receiving salary increases at or below the rate
    of inflation, a source of great dissatisfaction.
  • Almost half of all units are experiencing salary
    inversion, another source of dissatisfaction.
  • The State has underfunded salary increases in
    real terms by 10 since 1995.
  • The University has supplemented salary increases
    using local funds since 1997, sometimes with and
    without explicit state authorization. This year,
    the state refused to accept a locally-funded
    salary raise in the last biennium, saddling the
    university with an ongoing cost of 0.9M per
    year in perpetuo.
  • Comparisons with peer institutions and with UW
    show lags of 10-30 for many units and ranks.
    Salaries in only three units exceed peers.
  • The gravest problem is underfunding by the State.
    University supplementation has closed the gap,
    but average salaries remain stagnant.

21
Summary
  • Nearly all faculty are productive and contribute
    to the mission of the university.
  • Average salary increases have hardly kept up with
    inflation. All faculty members need to
    understand that many of their colleagues are
    receiving salary increases at or below the rate
    of inflation, a source of great dissatisfaction.
  • Almost half of all units are experiencing salary
    inversion, another source of dissatisfaction.
  • The State has underfunded salary increases in
    real terms by 10 since 1995.
  • The University has supplemented salary increases
    using local funds since 1997, sometimes with and
    without explicit state authorization. This year,
    the state refused to accept a locally-funded
    salary raise in the last biennium, saddling the
    university with an ongoing cost of 0.9M per
    year in perpetuo.
  • Comparisons with peer institutions and with UW
    show lags of 10-30 for many units and ranks.
    Salaries in only three units exceed peers.
  • The gravest problem is underfunding by the State.
    University supplementation has closed the gap,
    but average salaries remain stagnant.

22
Summary
  • Nearly all faculty are productive and contribute
    to the mission of the university.
  • Average salary increases have hardly kept up with
    inflation. All faculty members need to
    understand that many of their colleagues are
    receiving salary increases at or below the rate
    of inflation, a source of great dissatisfaction.
  • Almost half of all units are experiencing salary
    inversion, another source of dissatisfaction.
  • The State has underfunded salary increases in
    real terms by 10 since 1995.
  • The University has supplemented salary increases
    using local funds since 1997, sometimes with and
    without explicit state authorization. This year,
    the state refused to accept a locally-funded
    salary raise in the last biennium, saddling the
    university with an ongoing cost of 0.9M per
    year in perpetuo.
  • Comparisons with peer institutions and with UW
    show lags of 10-30 for many units and ranks.
    Salaries in only three units exceed peers.
  • The gravest problem is underfunding by the State.
    University supplementation has closed the gap,
    but average salaries remain stagnant.

23
Summary
  • Nearly all faculty are productive and contribute
    to the mission of the university.
  • Average salary increases have hardly kept up with
    inflation. All faculty members need to
    understand that many of their colleagues are
    receiving salary increases at or below the rate
    of inflation, a source of great dissatisfaction.
  • Almost half of all units are experiencing salary
    inversion, another source of dissatisfaction.
  • The State has underfunded salary increases in
    real terms by 10 since 1995.
  • The University has supplemented salary increases
    using local funds since 1997, sometimes with and
    without explicit state authorization. This year,
    the state refused to accept a locally-funded
    salary raise in the last biennium, saddling the
    university with an ongoing cost of 0.9M per
    year in perpetuo.
  • Comparisons with peer institutions and with UW
    show lags of 10-30 for many units and ranks.
    Salaries in only three units exceed peers.
  • The gravest problem is underfunding by the State.
    University supplementation has closed the gap,
    but average salaries remain stagnant.

24
Two praiseworthy initiatives by the
Administration
  • Promotional increases have been funded at 8-10
    over the past decade even when there has been no
    state allocation.
  • Supplementation of state funds with local funds
    over the past decade has maintained average
    raises at the rate of inflation but has not
    provided a real salary increase.

25
Two praiseworthy initiatives by the
Administration
  • Promotional increases have been funded at 8-10
    over the past decade even when there has been no
    state allocation.
  • Supplementation of state funds with local funds
    over the past decade has maintained average
    raises at the rate of inflation but has not
    provided a real salary increase.

26
Suggestions from the salary committee
External recommendations
  • Seek, in concert with UW, a major appropriation
    to bring the average salary at each institution
    up to the level of its peers.
  • Seek ongoing legislative approval for salary
    supplementation using local funds.
  • Work to create endowments to supplement faculty
    salaries.

27
Suggestions from the salary committee
External recommendations
  • Seek, in concert with UW, a major appropriation
    to bring the average salary at each institution
    up to the level of its peers.
  • Seek ongoing legislative approval for salary
    supplementation using local funds.
  • Work to create endowments to supplement faculty
    salaries.

28
Suggestions from the salary committee
External recommendations
  • Seek, in concert with UW, a major appropriation
    to bring the average salary at each institution
    up to the level of its peers.
  • Seek ongoing legislative approval for salary
    supplementation using local funds.
  • Work to create endowments to supplement faculty
    salaries.

29
Suggestions from the salary committee
External recommendations
  • Seek, in concert with UW, a major appropriation
    to bring the average salary at each institution
    up to the level of its peers.
  • Seek ongoing legislative approval for salary
    supplementation using local funds.
  • Work to create endowments to supplement faculty
    salaries.

30
Internal recommendations
  • Continue to supplement state salary allocations
    as possible continue to provide promotional
    increases at a level of about 7 above the rate
    of inflation.
  • Institute a new Full Professor 2 rank above the
    current full professor rank, creating another
    promotional opportunity. (Committee split on
    this recommendation )
  • Constrain large market-place adjustments,
    whichwhen taken from merit poolsignificantly
    reduce salary increases for many faculty.
  • Reexamine the current 304030 salary allocation
    process (a) It has contributed to a growing
    variance in salaries(b) Consider trigger
    mechanism so that, when raises are below the rate
    of inflation, all faculty members are given equal
    raises.
  • Address issues of equity, including but not
    limited to salary inversion, via equity redress
    committees constituted periodically (e.g. every
    ten years).

31
Internal recommendations
  • Continue to supplement state salary allocations
    as possible continue to provide promotional
    increases at a level of about 7 above the rate
    of inflation.
  • Institute a new Full Professor 2 rank above the
    current full professor rank, creating another
    promotional opportunity. (Committee split on
    this recommendation )
  • Constrain large market-place adjustments,
    whichwhen taken from merit poolsignificantly
    reduce salary increases for many faculty.
  • Reexamine the current 304030 salary allocation
    process (a) It has contributed to a growing
    variance in salaries(b) Consider trigger
    mechanism so that, when raises are below the rate
    of inflation, all faculty members are given equal
    raises.
  • Address issues of equity, including but not
    limited to salary inversion, via equity redress
    committees constituted periodically (e.g. every
    ten years).

32
Internal recommendations
  • Continue to supplement state salary allocations
    as possible continue to provide promotional
    increases at a level of about 7 above the rate
    of inflation.
  • Institute a new Full Professor 2 rank above the
    current full professor rank, creating another
    promotional opportunity. (Committee split on
    this recommendation )
  • Constrain large market-place adjustments,
    whichwhen taken from merit poolsignificantly
    reduce salary increases for many faculty.
  • Reexamine the current 304030 salary allocation
    process (a) It has contributed to a growing
    variance in salaries(b) Consider trigger
    mechanism so that, when raises are below the rate
    of inflation, all faculty members are given equal
    raises.
  • Address issues of equity, including but not
    limited to salary inversion, via equity redress
    committees constituted periodically (e.g. every
    ten years).

33
Internal recommendations
  • Continue to supplement state salary allocations
    as possible continue to provide promotional
    increases at a level of about 7 above the rate
    of inflation.
  • Institute a new Full Professor 2 rank above the
    current full professor rank, creating another
    promotional opportunity. (Committee split on
    this recommendation )
  • Constrain large market-place adjustments,
    whichwhen taken from merit poolsignificantly
    reduce salary increases for many faculty.
  • Reexamine the current 304030 salary allocation
    process (a) It has contributed to a growing
    variance in salaries(b) Consider trigger
    mechanism so that, when raises are below the rate
    of inflation, all faculty members are given equal
    raises.
  • Address issues of equity, including but not
    limited to salary inversion, via equity redress
    committees constituted periodically (e.g. every
    ten years).

34
Internal recommendations
  • Continue to supplement state salary allocations
    as possible continue to provide promotional
    increases at a level of about 7 above the rate
    of inflation.
  • Institute a new Full Professor 2 rank above the
    current full professor rank, creating another
    promotional opportunity. (Committee split on
    this recommendation )
  • Constrain large market-place adjustments,
    whichwhen taken from merit poolsignificantly
    reduce salary increases for many faculty.
  • Reexamine the current 304030 salary allocation
    process (a) It has contributed to a growing
    variance in salaries(b) Consider trigger
    mechanism so that, when raises are below the rate
    of inflation, all faculty members are given equal
    raises.
  • Address issues of equity, including but not
    limited to salary inversion, via equity redress
    committees constituted periodically (e.g. every
    ten years).

35
Internal recommendations
  • Continue to supplement state salary allocations
    as possible continue to provide promotional
    increases at a level of about 7 above the rate
    of inflation.
  • Institute a new Full Professor 2 rank above the
    current full professor rank, creating another
    promotional opportunity. (Committee split on
    this recommendation )
  • Constrain large market-place adjustments,
    whichwhen taken from merit poolsignificantly
    reduce salary increases for many faculty.
  • Reexamine the current 304030 salary allocation
    process (a) It has contributed to a growing
    variance in salaries(b) Consider trigger
    mechanism so that, when raises are below the rate
    of inflation, all faculty members are given equal
    raises.
  • Address issues of equity, including but not
    limited to salary inversion, via equity redress
    committees constituted periodically (e.g. every
    ten years).

36
Thank you
Address questions or comments about the Salary
Report to either Gary S. Collins,
collins_at_wsu.edu Laila Miletic-Vejzovich,
vejzovic_at_wsu.edu The report has been forwarded
to the Faculty Affairs Committee, which is now
considering a variety of salary issues. Address
comments about salary issues to the committee
Chair Michael Kallaher, mkallaher_at_wsu.edu
WSU Faculty Senate Meeting, November 8, 2007
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