As of April 01, 2025, the average annual salary for an Athletics Director - Higher Ed. in Tucson, AZ is $111,925. Salary.com reports that pay typically ranges from $93,368 to $137,214, with most professionals earning between $76,472 and $160,238.
| Annual Salary |
Monthly Pay |
Weekly Pay |
Hourly Wage |
|
| 75th Percentile | $137,214 | $11,435 | $2,639 | $66 |
| Average | $111,925 | $9,327 | $2,152 | $54 |
| 25th Percentile | $93,368 | $7,781 | $1,796 | $45 |
An entry-level Athletics Director - Higher Ed. with under 1 year experience makes about $105,001. With less than 2 years of experience, a mid-level Athletics Director - Higher Ed. makes around $105,832. After 2-4 years, the Athletics Director - Higher Ed. pay rises to about $108,602. Those senior Athletics Director - Higher Ed. with 5-8 years of experience earn roughly $111,925, and those Athletics Director - Higher Ed. having 8 years or more experience are expected to earn about $118,342 on average.
| Levels | Salary |
|---|---|
| Entry Level Athletics Director - Higher Ed. | $105,001 |
| Intermediate Level Athletics Director - Higher Ed. | $105,832 |
| Senior Level Athletics Director - Higher Ed. | $108,602 |
| Specialist Level Athletics Director - Higher Ed. | $111,925 |
| Expert Level Athletics Director - Higher Ed. | $118,342 |
| Entry Level | 11% |
| Mid Level | 10% |
| Senior Level | 8% |
| Top Level | 5% |
| Experienced | 0% |
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Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
Leadership: Knowledge of and ability to employ effective strategies that motivate and guide other members within our business to achieve optimum results.
Programming: Executing logic to facilitate computing operations and functionality in one or more languages.
Continuous Improvement: A continual improvement process, also often called a continuous improvement process (abbreviated as CIP or CI), is an ongoing effort to improve products, services, or processes. These efforts can seek "incremental" improvement over time or "breakthrough" improvement all at once. Delivery (customer valued) processes are constantly evaluated and improved in the light of their efficiency, effectiveness and flexibility. Some see CIPs as a meta-process for most management systems (such as business process management, quality management, project management, and program management). W. Edwards Deming, a pioneer of the field, saw it as part of the 'system' whereby feedback from the process and customer were evaluated against organisational goals. The fact that it can be called a management process does not mean that it needs to be executed by 'management'; but rather merely that it makes decisions about the implementation of the delivery process and the design of the delivery process itself.
| Skill | Salary | Demand |
|---|---|---|
|
Continuous Improvement
|
$116,402 |
4%
|
|
Programming
|
$116,402 |
4%
|
|
Strategic Planning
|
$116,402 |
4%
|
|
Time Management
|
$116,402 |
4%
|
|
Initiative
|
$116,402 |
4%
|
|
Accountability
|
$115,283 |
3%
|
