Administrative faculty are employees whose primary responsibilities are professional, operational, or leadership in nature, rather than academic instructional duties.

These roles support the administrative, operational, and strategic functions of the university and are governed by NSHE policies and institutional guidelines related to classification, compensation, and employment practices.

For guidance on how administrative faculty positions are structured, and classified, refer to the Rebel Job Framework - Playbook . Certain executive-level roles are managed separately in alignment with NSHE system-level governance.

Rebel Future

UNLV conducted a comprehensive compensation and classification study for administrative faculty positions. The study examined job descriptions, pathways for career progression, and how jobs are compensated compared to one another and similar positions in the external market.

Learn More

Salary Ranges

The Nevada System of Higher Education's (NSHE) Board of Regents periodically updates salary ranges for administrative faculty members.

Ranges are adjusted based on a review of faculty salaries at other institutions of higher learning. Ranges also are updated to reflect cost-of-living increases when given by the Nevada Legislature and approved by the NSHE Board of Regents.

Administrative faculty positions are assigned to a range that represents the career level of that position consistent with the following guidelines:

Range Descriptions

Range Career Level
E Senior Executive: Senior leadership role with long-term strategic impact on the course of the university.
D, E Executive: Manages significant administrative functions with major impact on the university. Involves direction of one or several senior or middle managers.
C, D Senior manager: Manages complex department or function with responsibility for coordinating multiple administrative activities.
C Middle manager/senior professional: Manages a department or program. May also apply to professionals and consultants who are recognized as university authorities in their fields of expertise.
B, C Entry-level manager/senior professional: Typically requires a bachelor’s degree or equivalent and four or more years of experience.
A, B Supervisor/maturing professional: Typically requires a bachelor’s degree or equivalent and two to four years of experience.
A Entry-level professional: Typically requires a bachelor’s degree or equivalent.

Administrative Salary Schedule

Grade Minimum Q1 Mid Q3 Maximum
E $141,254 $188,3395 $235,425 $282,510 $329,595
D $86,445 $115,260 $144,075 $172,892 $201,707
C $61,553 $82,071 $102,589 $123,106 $143,624
B $44,756 $59,675 $74,595 $89,515 $104,434
A $36,358 $48,479 $60,598 $72,717 $84,837

Initial Salary Placement

Initial salary placement must fall within the established NSHE salary schedule and corresponding HR-approved range provided to the appointing authority through position review requests submitted in Workday.

Starting salary should be determined based on relevant factors such as directly related experience, appropriate credentials, and alignment to the position’s level within the Rebel Framework.

  • Placement above the midpoint (Q2) of the NSHE Administrative Salary Schedule, but within the established range, requires written justification demonstrating substantial experience, advanced credentials, or exceptional alignment with the role, and must be approved by the appointing authority.
  • For new hires, placement above the maximum of the applicable salary range requires approval from the appointing authority, president, and chancellor prior to extending an offer.

Permanent Change to Base Salary

Employees may request a permanent change to base salary in line with cycle schedules. Final action for each request is made by the appropriate vice president, the executive vice president and provost, or the president and communicated to the employee.

Request Process

Request Type Instructions
Reason A: Requests based on a perceived inequity among similarly situated peers (not based on a protected class).
  1. Faculty member submits request to immediate supervisor. Requests can also be initiated by a supervisor on the faculty member’s behalf in a proactive manner, with the faculty member’s agreement.
  2. Supervisor reviews request (and can prepare additional documents as it relates to the request). This is not an approval or denial step, but a notification to the supervisor that a perceived inequity exists and that the faculty requests a review.
  3. The supervisor submits the materials to the appropriate administrative head for review. The head may add additional context to the request, but must forward for analysis to Human Resources in Workday with attached justification and employee resume
  4. Human Resources reviews and provides recommendation to the appropriate vice president for final review and approval.
Reason B: Requests based on perceived inequity (based on a protected class)
  1. Faculty prepares request and submits to the Office of Equal Employment & Title IX. Requests can also be initiated by a supervisor on the faculty member’s behalf in a proactive manner, with the faculty member’s agreement.
  2. The Office of Equal Employment & Title IX investigates claim and completes official review
  3. Notification of decision sent directly to faculty member, appropriate administrative head, and when applicable Human Resources
Reason C: Requests based on significant change in job responsibilities
  1. Faculty and supervisor prepares materials to include with their case for salary review. Requests can also be initiated by a supervisor on the faculty member’s behalf in a proactive manner, with the faculty member’s agreement.
  2. The supervisor submits the materials to the appropriate administrative head for review and approval. If administrative head is not in agreement, they will notify the supervisor and faculty member.
  3. Human Resources reviews and analyzes the request.
  4. Human Resources provides recommendation to the appropriate vice president for final review and approval.
Additional Considerations
  • Adjustments to salary are contingent on funding.
  • Approved salary adjustments are reported yearly to the Faculty Senate.
  • Adjustments of 10% or greater require additional approval by the president and are reported to NSHE.

Cycle Schedule to Request a Permanent Change to Base Salary

About the Cycle Schedule

To support proactive workforce planning and effective position budgeting, Human Resources accepts requests for permanent base salary changes during four designated review cycles each year. This includes requests related to promotions, equity adjustments, and additional duty assignments.

This structured approach ensures consistent review, alignment with the Rebel Job Framework, and informed compensation decisions.

Minimize Retroactivity
  • Historically, almost all approved permanent changes to base salary have been retroactive.
  • Retroactive pay is reported to the Board of Regents on an annual basis.
  • Implementing prescribed effective dates for salary increases minimizes occurrences of retroactive pay.
Improve Efficiency and Promote Transparency
  • Departments, HR and Payroll can plan and execute salary increases more efficiently, reducing the time and resources required.
  • Streamlines the administrative process associated with managing compensation. 
  • A set schedule for salary increases promotes transparency and fosters trust and open communication within the organization.
Contribute to Workforce Planning Strategies
  • A predictable cycle enables better financial planning and budgeting. 
  • Departments can anticipate when salary increases will occur and allocate resources accordingly, reducing surprises and potential financial strain.
  • Defined cycles prompts regular conversations between managers and employees about performance, goals, and compensation expectations.

  • Utilize stipends to compensate employees for performing significant additional duties in lieu of delaying the request for a permanent change to base salary.
    • This ensures the employee is receiving the appropriate compensation when the work commences and avoids retroactivity.
  • Partner with Financial Planning, Budget & Analysis to determine the appropriate costing allocations.
  • Establish internal processes. Business managers, HR liaisons, and HR business partners should establish internal processes and deadlines to ensure requests are routed in Workday to the classification and compensation department by the review period end dates. Departments are responsible for disseminating internal deadlines to their staff.

  • A manager has submitted their resignation, effective May 1, 20YY.
  • It’s decided the manager role is no longer needed and functions can be distributed between the manager’s two subordinates.
  • Today is April 17, 20YY, and the Cycle 1 Workday submission period has already passed.
  • The department should submit a stipend request as soon as possible for a May 1 effective date.
  • A permanent change to base salary request can be submitted (July 1, 20YY-July 15, 20YY), based on expansion of duties, during Cycle 2 for an October 1, 20YY effective date.

  • Organizational Restructuring: In cases where a department or division undergoes an organizational restructuring due to unforeseen circumstances. Contact Employee Relations for more information.
  • Equity Based a Protected Class, Reason “B”: When a perceived inequity is based on a protected class, requests should be submitted to the Office of Equal Employment & Title IX. Requests can also be initiated by a supervisor on the employee’s behalf in a proactive manner, with the employee’s agreement.
  • Stipends: Stipends can continue to be submitted in Workday at any time throughout the year with no requirement to follow the cycle schedule. Stipends will be reviewed within 15-20 calendar days.
  • Other Exceptions: Any other cases for exceptions to the cycle schedule require the approval from the following:
    • The vice president of Human Resources and chief people officer or designee,
    • The appointing authority, and
    • The associate vice president for financial planning, budget, & analysis or designee.
    • The department must obtain approval of the appointing authority and the Associate Vice President Financial Planning, Budget & Analysis or designee prior to submitting a request to Human Resources.

Contact your classification and compensation analyst for more information.

Cycle Schedule and Timeline

Salary increases will occur four times a year, and the submission and review process occur in four cycles. Requests must be routed/received by the Compensation and Classification team by the end date of each period. Please note: Departments may establish their own internal deadlines for submitting information to their decentralized HR units. Employees and supervisors are encouraged to consult with their business managers, HR liaisons, or HR business partners to determine whether additional deadlines apply.

Cycle Workday Submission Period Opens (Departments can submit and route requests in Workday) Workday Submission Period Closes (Requests must be fully routed to the Compensation and Classification team) Effective Date* (Date the permanent change to base salary becomes effective)
Cycle 1 April 1, 2026 April 15, 2026 July 1, 2026
Cycle 2 July 1, 2026 July 15, 2026 October 1, 2026
Cycle 3 October 1, 2026 October 15, 2026 January 1, 2027
Cycle 4 January 1, 2027 January 15, 2027 April 1, 2027

*No effective dates will occur on the same date of Cost of Living Adjustments (COLA). For years COLA occurs, effective date is expected to be modified.

Note: Workday submission periods are subject to change based on business necessity and/or legislative approved actions affecting employee compensation.

Processes for Submitting Requests

Please note the following before beginning your requests:

  • Requests must be routed and received in Workday by the class and compensation team by the end date of each period. Please note: Departments may establish their own internal deadlines for submitting information to their decentralized HR units. Employees and supervisors are encouraged to consult with their business managers, HR liaisons, or HR business partners to determine whether additional deadlines apply.
  • Requests should only be submitted for the current period. This will ensure there are no errors when processing cost of living adjustments and allows the classification and compensation team to manage workload and meet internal deadlines.

Steps to Follow

  1. Complete the FY Questionnaire for Permanent Change to Base Salary Form (updated 6/26). Carefully review the instructions. This questionnaire must be completed along with the official request in Workday, as it serves as a supplement to the official request.
    1. Carefully review the instructions. This questionnaire must be completed along with the official request in Workday, as it serves as a supplement to the official request.
  2. Attach the following documents to the Workday business process:
    1. Revised Position Description
    2. Organizational Chart
    3. Employee Resume / CV
  3. Initiate the Workday business process
    1. For promotions: Initiate Job Change > Administrative Promotion
    2. For additional duties assigned, initiate either:
      1. Job Change > Administrative Promotion, or
      2. Request Compensation Change>Base Salary Change>Market/Equity Adjustment.
      3. Note: The Compensation/Classification team will confirm appropriate action/code upon review.
    3. For equity: Initiate Request Compensation Change > Base Salary Change > Market/Equity Adjustment

  • Review the Stipend Guidelines
  • Complete the Stipend Request form
  • Complete the Workday business process
    1. Initiate Compensation > Request Compensation Change > Variable Compensation Change > Flat Amount Stipend Change

Performance (Merit) Pay

The last merit approved by Nevada legislature was in FY24, it designated a 1% merit overall salary pool effective 7/1/23. Visit the merit guidelines webpage for historical information.

Cost of Living Adjustments

The Nevada Legislature meets every two years to discuss cost of living adjustments (COLA) as a part of the budget for the coming biennium. COLA amounts and dates are established by the Nevada Legislature and authorized by the governor.

When a COLA is approved and allocated, employees will be notified through UNLV Official communications.

Effective Date Percentage Note
July 1, 2025 1% AFSCME and NPU Classified Staff.
July 1, 2025 0% All other classified staff, administrative, academic and clinical.
Effective Date Percentage Note
July 1, 2024 11% Classified Staff/AFSCME and NPU Classified Staff
October 1, 2024 11% Administrative Staff and Academic (non clinical faculty)
October 1, 2024 4% Clinical Faculty
Effective Date Percentage Note
July 1, 2023 4% Clinical Faculty, Kirk Kerkorian School of Medicine
July 1, 2023 12% Academic and Administrative and Faculty
July 1, 2023 12% Classified Staff
July 1, 2023 13% AFSCME and NPU Classified Staff
Effective Date Percentage Note
July 1, 2022 1.0% AFSCME classified staff will receive a 3% cost of living increase for FY23.

July 1, 2021

0.0%

 

July 1, 2020

0.0%

 

July 1, 2019

3.0%

 

July 1, 2018

3.0%

 

July 1, 2017

3.0%

 

July 1, 2016

2.0%

 

July 1, 2015

1.0%

 

July 1, 2014

0.0%

 

July 1, 2013

0.0%

 

July 1, 2012

0.0%

 

July 1, 2011

0.0%

 

July 1, 2010

0.0%

 

July 1, 2009

0.0%

 

July 1, 2008

4.0%

 

July 1, 2007

2.0%

 

July 1, 2006

4.0%

 

July 1, 2005

2.0%

Step 10 added to the classified schedule

July 1, 2004

2.0%

 

July 1, 2003

0.0%

 

July 1, 2002

4.0%

 

July 1, 2001

4.0%

 

July 1, 2000

0.0%

Classified received 2.0% COLA, UNLV Faculty Senate voted to forego COLA.

July 1, 1999

0.0%

 

July 1, 1998

3.0%

 

July 1, 1997

3.0%

 

July 1, 1996

3.0%

 

July 1, 1995

4.0%

Classified received 5.0% COLA, Faculty Merit pool was increase from 2.0% to 2.5%.

July 1, 1994

0.0%

 

July 1, 1993

0.0%

 

July 1, 1992

0.0%

 

July 1, 1991

4.0%

 

July 1, 1990

5.0%

 

July 1, 1989

5.0%

 

Longevity Payments

Longevity pay is a supplemental compensation program designed to recognize employee service and support workforce stability. These payments are not guaranteed entitlements and are provided only when authorized and funded by the Nevada Legislature.When allocated, these payments are administered in accordance with Nevada System of Higher Education (NSHE) guidelines.

Eligibility 

  • Minimum eight (8) years of continuous state/NSHE service
  • Regular appointment/status required
  • Active employment on the 1st day of the month prior to payment
  • Most recent performance evaluation rated satisfactory/standard or better
  • Employees below 100% FTE receive prorated payments
  • Temporary employees are not eligible

Payment Schedule

Employee Type Eligibility Date Pay Date
Academic and Administrative Faculty May 1 June 1
Academic and Administrative Faculty November 1 December 1

Longevity Payment Amounts

Years of Service Semiannual Payment Years of Service Semiannual Payment
8 $100 20 $550
9 $125 21 $600
10 $150 22 $650
11 $175 23 $700
12 $200 24 $750
13 $225 25 $825
14 $250 26 $900
15 $300 27 $975
16 $350 28 $1,050
17 $400 29 $1,125
18 $450 30 $1,200
19 $500    

Appeals Process

Nonacademic faculty may appeal salary decisions in accordance with UNLV Bylaws, Section 13: Appeals for Nonacademic Faculty on Personnel Matters, and the NSHE Code (Chapter 5, Section 5.2.4).

Right to Request Reconsideration

Nonacademic faculty members have the right to request reconsideration of personnel actions involving:

  • Salary increases (including merit awards)
  • Promotion
  • Reappointment

A denial includes:

  • No salary increase, or
  • An increase that is less than the employee believes is appropriate

Appeal Process Overview

The appeal process consists of two required steps:

Step 1: Written Request for Reasons of Denial
  • The nonacademic faculty member must submit a written request within 15 calendar days of receiving the decision
  • The request is sent to the administrator who made the decision (e.g., department chair, supervisor, dean/director)
  • The administrator must provide a written explanation within 15 calendar days of receiving the request

(Reference: NSHE Code, Chapter 5, Section 5.2.3)

Step 2: Written Request for Reconsideration
  • The nonacademic faculty member must submit a written request for reconsideration within 15 calendar days of receiving the written explanation
  • The request must include:
    • Reasons for reconsideration
    • Supporting arguments
    • Relevant documentation

Review Process

  • The request is submitted to the employee’s supervisor
  • It is reviewed through the appropriate administrative channels, with recommendations provided at each level
  • The Office of Human Resources reviews the request and forwards a recommendation to the appropriate vice president

Final Decision

  • Final action is taken by the president or delegated appointing authority within a reasonable timeframe

Administrative Faculty (Non-Exempt)

Select positions at the University are designated as administrative faculty (non-exempt). These positions do not meet the minimum salary threshold and/or the duties test as required under the Fair Labor Standards Act in order to be classified as exempt. Therefore, these positions are eligible for overtime if they work an excess of 40 hours in a workweek.

Employees must receive pay for all time during which an employee is required to be on the employer’s premises or performing work activities. All time controlled or required by the supervisor and pursued necessarily and primarily for the benefit of the employer must be counted as work time.

  • Employees are eligible for overtime compensation when the employee works an excess of 40 hours in a workweek. Overtime must be approved by the employee’s supervisor in advance.
  • Employees who work overtime without authorization are subject to disciplinary action.
  • The "workweek" is a calendar week, running from 12:01 a.m. Sunday to 12:00 p.m. Saturday.*
  • Annual leave, sick leave, use of compensatory time and paid holidays are not counted toward time worked for overtime calculation purposes.
  • Departments are encouraged to use flexible schedules to limit overtime costs and demands upon employees.
  • In order to ensure a proper work and personal life balance and to protect employees from excessive work schedules and to limit an employer's cost liabilities, overtime must be kept to a minimum.

*Select departments on campus may have a different standard workweek, please consult with department business manager.

GENERAL RULE

Excluding normal commuting time, employees should be compensated for all travel unless it is:

  1. overnight;
  2. outside of regular work hours;
  3. on a common carrier or as a passenger
  4. where no work is done.

However, special rules apply to special situations.

COMMUTE TIME

  • Generally, an employee is not at work until he or she reaches the work site.
  • But, if the employee is required to report to a meeting place where he or she is to pick up materials, equipment, or other employees, or to receive instructions before traveling to the work site, time is compensable once the employee reaches the meeting place.
  • If the employee drives a state vehicle, to and from work, he or she does not have to be compensated for that commuting time as long as:
  1. driving the vehicle between home and work is strictly voluntary and not a condition of employment;
  2. the vehicle is a type normally used for commuting;
  3. the employee incurs no costs for driving the employer’s vehicle or parking it at home; and
  4. the work sites are within normal commuting area of the employer’s place of business.

TRAVEL DURING THE WORKDAY

Travel as a part of the employer’s principal activity must be counted as hours worked. If the travel is for the benefit of the employer, it is compensable. Example: the employee travels from job site to job site during the workday.

If the employee stops at a shop or the home office for his or her own convenience, the time traveling from the office to the site is not compensable.

Time spent by the driver in picking up other passengers and transporting them to a specific location is work time and therefore compensable. Time spent by passengers traveling in a car outside the normal workday hours is not compensable.

Regular meal period time is not considered compensable time.

OUT OF TOWN TRAVEL – SPECIAL ONE-DAY ASSIGNMENT

If the employee is assigned to work in another city for one day and the travel is performed at the employer’s request and for the employer’s benefit, it is part of the principal activity of the employer and therefore is compensable. This is true even if the employee is traveling by common carrier since this is a special assignment and is not ordinary home to work travel. The assignment is performed for the employer’s benefit and at the employer’s special request to meet the needs of the particular and unusual assignment.

However, in this special one-day assignment travel time between the employee’s home and the airport or railway station is home to work travel time and therefore not compensable.

To the extent that an employee performs work while traveling, e.g. preparing for a meeting, reviewing documents, making telephone calls, this time constitutes hours worked even if the travel time would otherwise not be compensable.

Single day out-of-town travel is considered hours worked, excluding a meal period. For example, a non-exempt employee whose normal work hours are 8:00 a.m. to 5:00 p.m. is given an assignment to be in Reno for one day and return that evening. The non- exempt employee leaves the University (or his/her home) at 7:00 a.m., the meeting is over at 3:00 p.m., and the employee arrives back at the University (or his/her home) at 7:00 p.m. In this case, the travel time between 7:00 a.m. to 8:00 a.m. and 5:00 p.m. and 7:00 p.m. is considered as hours worked and the three hours count towards calculating eligibility for overtime over 40 hours. Assuming that the non-exempt employee did not perform any other extra work during the work week, the employee worked 43.0 hours in the work week, and would be eligible for 4 and ½ hours of compensatory time.

OVERNIGHT TRAVEL

Travel performed at the request and for the benefit of the employer that keeps an employee away from home overnight is travel away from home.

Travel away from home is clearly work time when it cuts across the employee’s regular workday hours and is compensable. If this travel occurs during normal work hours on non-working days (i.e. Saturday or Sunday for an employee who works Monday through Friday) the time is also compensable.

Time the employee spends in overnight travel away from home outside of regular working hours as a passenger on an airplane, train, boat, bus, or automobile and the employee is free to relax, is not considered compensable time. If the employee is the driver of the vehicle, the employee must be compensated as driving is work time. To the extent that an employee performs work while traveling, e.g. preparing for a meeting, reviewing documents, making telephone calls, this time constitutes hours worked even if the travel time would otherwise not be compensable.

Example: Employee drives to the airport to attend a seminar and has two co–workers as passengers with him. If the trip is made before or after normal work hours, only the driver receives compensation as only the driver is working. If the trip is made during normal work hours, all three employees are compensated because travel during normal work time is compensable.

Time spent at a motel with freedom to use time for the employee’s own purposes is not compensable.

More Examples: An employee who regularly works from 8 a.m. to 5 p.m. from Monday through Friday is assigned overnight travel. The employee travels on business to a location that requires two hours of travel time. The employee leaves Friday at 8 a.m., arrives at the work location at 10 a.m. and works until 5 p.m. on Friday. The employee should be compensated for 8 hours of work on Friday. The employee begins work at 8 a.m. on Saturday morning, takes an hour meal break, and returns home on Saturday at 2 p.m. Since the employee worked and traveled for 5 hours on Saturday during hours that would be considered normal work hours on a non-working day, the employee would be eligible for 7.5 hours of compensatory time on Saturday.

An employee who regularly works from 8 a.m. to 5 p.m. from Monday through Friday is assigned work out of town. On Friday, the employee works at his regular job location until 4 p.m. and then travels by bus to an out of town work location, arriving at 6 p.m. The employee should be compensated for 8 hours on Friday, since with overnight travel only the travel time that overlaps the employee’s regular working hours must be paid. On Saturday, the employee works from 8 a.m. to 4 p.m. with an hour meal break. The employee then leaves to travel home by bus, arriving at 6 p.m. Since only the travel  time that overlaps the employee’s regular working hours on a non-working day must be paid, the employee is eligible for 12 hours of compensatory time. (8 hours x 1.5)

Regular meal period time is not considered compensable time.

TRAINING TIME

Generally, when the employer permits or requires a non-exempt employee to attend training, such time is considered as hours worked unless all four of the following criteria are met: 1) attendance is outside of the employee’s regular work hours; 2) attendance is voluntary; 3) the course, lecture, or meeting is not directly related to the employee’s job; and 4) the employee does not perform any productive work for the employer during such training.

Title IX

UNLV does not discriminate in its employment practices or in its educational programs or activities, including admissions, on the basis of sex/gender pursuant to Title IX, or on the basis of age (40 or older), disability, whether actual or perceived by others (including service-connected disabilities), gender (including pregnancy related conditions), military status or military obligations, sexual orientation, gender identity or expression, genetic information, national origin, race, color or religion pursuant to Title 4, Chapter 8, Section 13 of the NSHE Handbook.

Reports of discriminatory misconduct, questions regarding Title IX, and/or concerns about noncompliance with Title IX or any other anti-discrimination laws or policies should be directed to UNLV’s Title IX Coordinator Michelle Sposito. The Title IX Coordinator can be reached through the online reporting form, by email at titleixcoordinator@unlv.edu, by phone at 702-895-4055, by mail at 4505 S. Maryland Parkway, Box 451062, Las Vegas, NV, 89154-1062, or in person at Frank and Estella Beam Hall (BEH), Room 555.

Contact

If you have any questions, please contact your college’s compensation and classification specialist.