Issued: July 7, 1989
Owner: Vice President and Provost
FACULTY OVERLOAD RESPONSIBILITIES FOR SUPPLEMENTAL
This policy describes the general guidelines for faculty overload responsibilities for supplemental compensation.
2.0 Policy [Top]
The following policy was first stated in a letter from the Provost to the faculty concerning faculty consulting, dated December 8, 1972.
2.1 General Statement of Policy
The policy of the University of Virginia permits faculty to consult for agencies outside of the University and, under exceptional circumstances, to receive supplemental compensation for responsibilities assumed on an overload basis within the University. Consulting shall be construed in the broad sense as outside professional activities in which faculty engage for compensation.
Permissible external consulting or internal overload responsibilities undertaken for supplemental compensation may not jeopardize the ability of the individual to fulfill the obligations which he/she has assumed by accepting an appointment to the faculty.
2.2 External Consulting
External consulting will be undertaken only to further the professional development of the individual in a way which will enhance his/her contribution to the University of Virginia.
Public service or activities in professional organizations which are directly related to a University appointment, as determined by the appropriate academic dean, are considered a normal part of the responsibilities of a faculty member and are not accountable against the permissible consulting privilege.
2.3 Internal Overload Responsibilities Undertaken For Supplemental Compensation
Internal overload responsibilities undertaken for supplemental compensation may be assumed only when the intended task is clearly outside the normal responsibilities of the individual as determined by the appropriate academic dean; when the conduct of the task is clearly in the best interest of the University; when the individual is eminently qualified to undertake the task; and with the understanding that such an internal overload is included within the time limits of the policy. Continuing projects or projects occupying an identifiable amount of time over the duration of a semester or more should be arranged on a released time basis. Only a task or series of tasks which do not fit into such a time period can be considered for internal overload payments. Examples would be short courses or workshops for which remuneration is received.
All internal overload commitments which are undertaken for supplemental compensation require prior approval by the appropriate academic dean. In addition, when such commitments will comprise more than one-half of the total permissible consulting privilege of the faculty member, the prior approval of the Provost is also necessary.
2.4 Extent of Consulting Privileges
For a full-time faculty member the extent of external consulting and internal overload responsibilities undertaken for supplemental compensation may not exceed an average of one day in seven during the period of his/her academic appointment (e.g., 9 months or 12 months).
2.5 Eligibility of Administrative Faculty for Consulting Privileges
Members of the faculty who also hold administrative assignments may undertake external consulting or internal overload responsibilities for supplemental compensation only with the approval of their dean, or, in the case of the dean of a school, the Provost. If a greater percentage of the assignment is devoted to administrative than to academic responsibilities, both the dean and the Provost should grant prior approval to the individual.
2.6 The Division of Continuing Education
Because the Division of Continuing Education is the primary extension from Charlottesville of the University, and the participation of the University faculty through the Division of Continuing Education is desirable and extensive, additional guidelines for such participation are provided.
Activities undertaken through the Division of Continuing Education are considered as either external consulting or internal overload commitments, and as such must receive prior approval in every instance. For a faculty member this approval is required from the appropriate department head and school dean; in the case of a dean, the Provost. The activities are considered a portion of and subject to the permissible limitation on external consulting and internal overload responsibilities undertaken for supplemental compensation.
For faculty holding full-time academic year appointments, a three- hour course for one semester in the Division of Continuing Education is considered the equivalent of 14 days of the total privilege for external consulting and internal overload responsibilities undertaken for supplemental compensation.
In addition to full three-hour courses, other activities for which compensation is paid by the Division of Continuing Education such as short courses, seminars, and conferences are considered a portion of and are subject to the permissible limitation on external consulting and internal overload responsibilities undertaken for compensation.
2.7 Implementation of the Policy
The primary responsibility for implementation of and accountability under the policy shall rest with the Provost, working through the deans of the schools.
Supplemental compensation for internal overload commitments requires the additional approval of the University Comptroller. Appropriate administrative procedures will be provided by the Provost and the Comptroller.
The policy defines the permissible outside limits for external consulting and internal overload commitments undertaken for compensation. More restrictive regulations may be defined by individual schools, subject to the approval of the Provost.
The policy is not made unilaterally by the University but may require the approval of any sponsoring agency to which a faculty member has an obligation.
Procedure 11-1, "Processing Faculty Overload Responsibilities for Supplemental Compensation."
3.0 Definitions [Top]
4.0 References [Top]
5.0 Approvals and Revisions [Top]