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Administrative Policy Manual

Policy: Administrative Leave
Contact: Assistant Director of Human Resources
VPF:
Revision Date: 2/23/1998

Administrative Leave

AT A GLANCE:
Applies to Full-time Executive, Senior Administrative and Professional and Administrative Staff.
 
Administrative Leave is recognized by the University to be an important factor in maintaining a vital professional and administrative staff through exposure to a diversity of experiences, which also enhances the professional growth, and effectiveness of the individual. It is consistent within a responsible career commitment that professional and administrative staff will utilize the Administrative Leave Program for legitimate and desirable professional growth.

DEFINITION

Administrative Leave is a leave designed for the purpose of conducting research, writing for publication such as preparation of a journal article or book manuscript, engaging in professional training, or other activities which will enhance knowledge in a field appropriate to the professional responsibility now held by the applicant or one to which the applicant may reasonably aspire. It is expected that such activity by its very nature, will be of significant benefit to the University and to the individual.

ELIGIBILITY

Individuals who meet the following requirements may be eligible for an Administrative Leave:

a) Individuals who have served in a full-time exempt position at Fairleigh Dickinson University for a minimum of six consecutive years.

b) Individuals whose performance has met or exceeded expectations as measured in the Performance Evaluation Program for the two years preceding the application.

Individuals who have served as a Faculty Member and who have subsequently accepted an administrative or professional appointment, may carry forward up to two years accrued time to be applied toward eligibility for an Administrative Leave.

TYPES OF LEAVES

This policy recognizes two types of leaves. The first, short-term or mini-leave, may be granted by the Department Head for periods of up to four weeks and does not require a formal review but will be reflected in the discussions held within the parameters of the Annual Performance Evaluation Program. The second, long-term leave will be reviewed and recommended by the Administrative Leave Review Panel. These leaves may be granted for a period of time not to exceed one-half of the annual appointment at full salary or the annual appointment at salary. A three-member panel will be appointed by the President for two-year staggered terms to review proposals submitted by those seeking an Administrative Leave.

a) Mini-Leaves

Short-term Administrative Leaves may be granted for periods of up to one month. These leaves should not take on the form of vacations. Such proposals will be submitted to and approved by the appropriate administrative department head. Normally, it is expected that the review and approval of mini-leaves will occur within the parameters of the annual Performance Evaluation Program discussions. Decisions should be returned within four weeks of submission. Accumulated mini-leaves in a six-year period, may not exceed the equivalent of one-half the annual appointment, without being considered a de facto Long-Term Leave. It is understood that certain areas may not be able to accommodate a succession of mini-leaves. In these cases, the individual may be required to apply for a longer-term leave where a replacement is more readily secured.

All proposals for Mini-Leaves will be forwarded to Human Resources as a point of record, at such time as they are reviewed and a decision is made at the Department Level.

b) Long-Term Administrative Leaves

Long-Term Administrative Leaves will be granted for a period of up to the annual appointment at full salary or for a period equivalent to the annual appointment at salary. The Long-Term Administrative Leave Application Procedure and Timetable is as follows:

1. Proposals (Appendix A) for long-term Administrative Leaves will be submitted to a panel of three reviewers no later than September 1. The panel will assess the merit and benefit of the purpose for which the leave is requested.

2. Proposals are to be considered solely on the merit of the project: therefore, methods for replacing the individual, while on leave, are to be considered when the administrative supervisor develops the Plan of Implementation.

3. Each proposal will be assessed according to the selection criteria established and will be reviewed by three panelists and recommended by each on the basis of points earned on the evaluation instrument (Appendix B). There should be no employee-employer reporting relationship between the applicant and the reviewers. If there is an employee-employer reporting relationship, an alternate reviewer will be appointed.

4. The panel will compute a mean score for each proposal and rank-order all applicants according to a mean score. If there is more than a 10-point discrepancy among raters on any proposal, they will discuss proposals and work to readjust ratings to achieve greater agreement. Applications that are not recommended will be returned to the applicant with constructive feedback.

5. The supervisors of successful applicants will be so notified by the President by December 1. The supervisors of the successful applicants will then develop a Plan of Implementation, to take effect no later than the end of the subsequent fiscal year. The Plan of Implementation will be submitted to Human Resources by March 1.

V. Selection Criteria

Proposals for Administrative Leave will be submitted using the appended format (Appendix A) and reviewed according to the following criteria:

a) The proposed activity will be directly or indirectly of significant benefit to the University.

b) The proposed activity will be of significant benefit to the individual, with the probability that the benefit will accrue to the clientele served by the University.

c) The proposed activity will further knowledge, in a specific field appropriate to the professional responsibility of the individual applicant or one to which the candidate, reasonably aspires.

d) Proposals for Long-Term Leaves will be judged using the appended evaluation instrument (appendix B).

VI. Replacement & Funding

Recognizing the importance of the Administrative Leave Program to the individual and to the University, it is vital that options and funding be established to support replacement of professionals and administrators who have been granted leaves. Normally, the University will fund up to 12 Administrative Leaves annually. The supervisor may consider cross-training, consolidation of duties, use of temporary employees or other means when developing a Plan of Implementation to replace the professional or administrator on leave.

Cross-Training Program

The University will derive an indirect benefit from the increased expertise gained by employees who participate in a Cross-Training Program as a means of replacing administrators and professionals who are on Administrative Leave. These employees should become more widely knowledgeable and better able to provide a broader range of services and assistance as a result of cross training upon return to their primary or original responsibilities.

Positions open as a result of granted leaves, will be announced by Human Resources in March, after the Supervisors of the leave recipients have developed a Plan of Implementation and have determined the times that such leaves will commence.

Employees interested in participating in the Cross-Training Program may submit a letter of interest, indicating the value of cross training to their specific needs for professional development.

Human Resources and the supervisor of the department will determine acceptance into the Cross-Training Program where the opening exists. Release time for the cross-training opportunity must be granted by the participant’s supervisor. If release time is made available, no additional compensation will be made to the participant. The Cross-Training participant’s department would then receive funding from the Administrative Leave Program to replace the participant by hiring a temporary employee for the duration of the cross-training period. (The time of the Administrative Leave that created this temporary assignment.)

VII. Conditions of Administrative Leave

a) Term

Short-term leaves will be granted for periods not to exceed 4 weeks. Cumulative short-term leaves will not exceed of the annual appointment within a six-year period.

Long-term leaves will be granted for a period up to the annual appointment at full salary or a period equivalent to the annual appointment at salary.

b) Benefits and Compensation

The University’s contribution to employee benefits will continue for the duration of the Leave. Tuition grants for the employee’s family will continue; however, tuition grants for the employee will not be awarded concurrently with an Administrative Leave.

c) Service Obligation

Recipients of 6 month Administrative Leaves are expected to remain with the University for at least one year following their return.

Recipients of 12 month Administrative Leaves are expected to remain with the University for at least 2 years following their return.

Recipients of short-term Administrative Leaves are expected to remain with the University for at least 2 months following each month of their short-term leave.

d) Administrative Leave Report & Presentation

1. Recipients of all Long-Term Administrative Leaves are expected to prepare a substantive report of professional quality, content and responsible length upon their return from leave. Within 30 days of return, the recipients will submit such reports to their supervisor and to Human Resources. Human Resources will oversee the duplication, distribution and review of these reports.

Within the semester following the return from Administrative Leave, each recipient will participate in an appropriate forum where activities and findings contained in the report of his/her Administrative Leave will be presented and shared with the University Community. It is anticipated that the presentations will set models and examples for professional and administrative development and program planning.

2. The matter of report content and length required for supervisor approved mini-leaves should be left to the discretion of the supervisor. Discussions between the supervisor and the employee granted these leaves should include expectations regarding arrangements and reporting and should be reduced to writing.

Recipients of the supervisor-approved mini-leaves are expected to participate in an appropriate forum within the semester following their return.

LONG TERM ADMINISTRATIVE LEAVE APPLICATION PROCESS TIMETABLE

September 1 Submission of Applications

September 1 – December 1 Review of Applications

December 1 Present Recommendations to the President

December – March 1 Preparation of Plan of Implementation

March 1 Submission of Plan of Implementation to Human Resources

PROPOSAL FORMAT

Title or description of activity (what you will do) Background of introduction (why you want to do it) – significance of project. Method – (how you will accomplish project goals) – detailed description of plan, including alternative methods and funding proposal if applicable. Chronology (when it is proposed to be done.) Measurement – (how the project will be measured – efficacy)

Rev: 2/23/1998

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