This Document is hereby canceled – effective 10 Dec 2013.

OS/SLDN no longer has paid, full-time professional staff, effective June 2013.

This document will be kept for historical records, and possible future use, it will likely require revision.

Servicemembers Legal Defense Network (SLDN)

SALARY ADMINISTRATION PROGRAM

Program Objective

SLDN has established a Salary Administration Program to enhance its ability to attract, retain, and reward the staff it needs to implement its programs in an effective manner to fulfill its mission. To achieve this:

. SLDN has adopted a compensation strategy and a Salary Structure that ensure that its salaries and benefits are commensurate with those offered by comparable organizations in its competitive labor market;

. SLDN’s Salary Structure has been established to reflect the relative internal classification of positions to SLDN;

. SLDN has adopted procedures for managing its Salary Administration Program in an equitable manner that is consistent with the values and mission of SLDN. SLDN will not accept grants or donations that could negatively affect or distort its Salary Administration Program.

Administrative Responsibility

A. SLDN’s Executive Director holds final staff authority for the management of the Salary Administration Program, ensuring that salary actions are taken in the best interests of the organization, considering their budget, financial and policy implications. B. SLDN’s Board of Directors is responsible for review and oversight of the Salary Administration Program and for the specific review and approval of the Executive Director’s performance and compensation package. SLDN’s Board of Directors has approved this Salary Administration Program and has delegated to the Co-Chairs, acting

1 jointly, the review and approval of the Executive Director’s performance and compensation package.

The following are key components of SLDN’s Salary Administration program:

Job Descriptions

A job description is the official written record of the duties and responsibilities, relationships, and qualifications required for a specific job. It is the basic tool for documenting, arranging, and organizing facts about individual positions. It is a description of the job, not the employee. A job description does not attempt in any way to describe or measure the performance or value of the person in the job nor is it intended to permanently fix the requirements of a job. Job descriptions are evaluated to determine the relative internal classification of positions, based on their accountabilities, relationships and requirements. They also provide the basis for comparison to the external labor market.

Because of their role in helping to determine the internal classification of positions, and to clarify positions’ relationships to jobs in the external labor market, job descriptions are an important tool in the Salary Administration Program.

A job description is reviewed and updated whenever there are organizational changes that substantially affect the duties and responsibilities, relationships, or qualifications of that job. Immediate supervisors, in conjunction with the relevant Directors should determine if a job’s requirements have substantially changed and whether or not to propose a revision of the job description to the Executive Director. Significant changes in a job description may result in changes to an incumbent’s compensation level to reflect concomitant shifts in the internal classification and external value of the job.

All job descriptions and their revisions need to be approved by the Executive Director and shared with the jobholder.

Internal Classification-Job Evaluation

To determine their relative internal classification, all SLDN positions are evaluated based on the following criteria, as documented in the job description:

. Job knowledge . Work environment . Decision making . Interpersonal relations . Management span . Education, Skills and Experience Required

2 Positions are assigned a level that is consistent with other SLDN positions of similar scope and weight, and with SLDN’s Salary Structure (Appendix A).

External Value

SLDN wishes to pay its staff in a manner that is consistent with the competitive labor market in its location.

Once every three years, SLDN will obtain data from surveys about the comparability of its salaries with those prevailing in the same market area. This survey data will be obtained from comparable organizations, with a similar number of employees and revenue level, in the local geographic area. The results of these salary surveys may be used by SLDN to periodically adjust its salaries and will be maintained on file.

The minimums and maximums for each level of its salary scale are established to provide SLDN with the flexibility to pay staff at appropriate levels in relation to their qualifications, experience, and the relative internal classification of the position.

Salary Administration Procedures

A. Hiring Salary

1. Normally, new employees are hired between the minimum and the midpoint of the salary range, depending on how well their qualifications and experience meet the requirements of the position.

2. To assure internal pay equity among employees, Directors should review proposed salary levels of new employees with the Executive Director. Approval of the Executive Director is required before any job offer can be extended.

B. Salary Ranges

1. The Directors may assist in the monitoring of trends in comparable organizations with regard to salaries, and may recommend to the Executive Director adjustments to SLDN’s Salary Structure to maintain its position in relation to the competitive market. 2. Only the Executive Director has the authority to submit proposals for adjustments of SLDN’s Salary Structure to the Board of Directors, for their review and approval.

C. Merit Increases

1. SLDN reviews employees’ salaries on an annual basis. The annual review includes an appraisal of the employee’s performance and a determination of whether or not a merit

3 increase will be granted. Merit increases are calculated as a percentage of the employee’s current salary.

2. All merit increase recommendations require the signature of the employee’s supervisor and the Director (as applicable). All salary increase recommendations are subject to review and approval by the Executive Director.

3. If an employee is given a less than satisfactory performance rating, no merit increase will be granted. The next review may be scheduled after a designated period for improvement or may be set for the following year, subject to the approval of the Executive Director.

4. The maximum of the salary range cannot be exceeded, unless exceptionally approved by the Executive Director.

5. Every effort should be made to avoid retroactive merit increases by assuring the timely review of employees’ performances. Supervisors should keep a record of the dates at which the performance of their supervisees should be reviewed.

D. Promotion Increases

1. A promotion is defined as an increase in a position’s responsibilities substantive enough to warrant a change in a job title and/or a higher salary. The position’s relative internal classification within the Salary Structure (Appendix A) should be consistent with those established for other positions, and demonstrated by substantial changes in the job description.

2. Supervisors should submit their requests for promotions, signed by the respective Director, to the Executive Director, for review and approval. Such requests shall include a new job description and a justification for the proposed promotion. The employee concerned should be informed of the request for promotion only after the Executive Director approves it.

3. If a promotion is made within the performance cycle and a salary increase is granted, the next review should take place a year after the effective date of the salary increase.

4. The size of the increase granted (as a percentage of base salary) is dependent upon:

 Relative internal classification and external value of the new job description;  Individual’s qualifications in relation to those established for similar positions.

E. Out of the Ordinary Situations

All salary actions recommended for staff in situations outside the ordinary must be reviewed and approved by SLDN Executive Director.

4 F. Personnel Changes

Every personnel change (i.e., personal changes, title changes, promotions, salary changes, status changes, etc.) needs written approval of the Executive Director. A copy of such approval will be retained in each employee’s personnel file.

5 Appendix A

Salary Structure

SLDN maintains a salary structure with thirteen levels and a pay range in each level. There are no steps in each level.

Seniority is not reflected in the salary structure.

Based on this Salary Administration Program, as of July 2008, SLDN’s Salary Structure is the following:

Job Level Minimum Midpoint Maximum 1 $32,664 $38,426 $44,189 2 $36,290 $42,694 $49,096 3 $40,356 $47,478 $54,599 4 $45,086 $53,039 $60,994 5 $50,578 $59,505 $68,430 6 $56,844 $66,876 $76,908 7 $63,991 $75,282 $85,904 8 $72,123 $84,851 $97,579 9 $81,576 $95,973 $110,369 10 $92,460 $108,776 $125,091 11 $104,988 $123,518 $142,047 12 $119,393 $140,459 $161,526 13 $135,880 $159,857 $183,835

The salaries in this Salary Structure may be increased by the Executive Director in July of each year to keep pace with inflation.

At its sole discretion, SLDN may adjust this Salary Structure from time to time.

Adopted: 18 Dec 2008 Revised/Canceled: 10 Dec 2013

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