Compensation POLICY

Effective date: March 16, 2004, Revised December 15, 2004. Document #5.36.

1. GENERAL

1.1 A competent, capable and committed workforce is essential to the achievement of the Spokane Public Libraries’ mission. The Spokane Public Libraries recognizes the importance of “total compensation” in attracting and retaining well-qualified employees who are committed to delivering outstanding service to
library patrons.

Total compensation consists of:

• Monetary compensation (direct compensation)—base pay, pay supplements, and other pay
• Indirect compensation—employee benefits that have a monetary value, including health care coverage, retirement plans, paid leave and holidays
• Non-monetary rewards—both tangible and intangible rewards, including recognition for achievements in the workplace, learning opportunities, a positive and appreciative work environment, and the opportunity to have a positive impact on the lives of others

This document outlines library policy regarding monetary, or direct, compensation. Other components of the total compensation package are addressed under separate policies. 

1.2 This policy is divided into the following sections: 

Section 1 – General
Section 2 – Statement of Policy
Section 3 – Compensation System Components
Section 4 – Responsibilities

2. STATEMENT OF POLICY

As an employer, the Spokane Public Libraries believes that it is in the best interest of both the organization and our employees to fairly compensate our workforce for the value of the work provided. It is our intention to use a system that will determine the market value of a position based on the skills, knowledge and behaviors required of a fully competent incumbent. The compensation system will be flexible enough to ensure that the Library is able to recruit and retain a highly qualified workforce, while providing the structure necessary to effectively manage the overall compensation program. The system will be objective and non-discriminatory in theory, application and practice.

3. COMPENSATION SYSTEM COMPONENTS

3.1 The compensation system will price positions to market by using local, regional, national and library specific survey data as appropriate to the position(s) surveyed. The market data will address significant market differences due to geographical location.

3.2 The compensation system will address external equity: the relative marketplace job worth of library jobs directly comparable to similar jobs in other libraries or organizations factored for general economic variances and adjusted to reflect the local economic marketplace.

3.3 The compensation system will evaluate internal equity: the relative worth of each job in the library when comparing the required level of job competencies, formal training and experience, responsibility and accountability of one job to another, and arranging all jobs in a formal job grading structure.

3.4 The compensation system will establish and maintain fair and competitive pay ranges consistent with the economic interests and capabilities of the Library. 

3.5 The compensation system will be integrated with the City of Spokane’s compensation system.

3.6 In order to ensure objectivity the Library may contract with outside consultants, as necessary and prudent, to provide specific services such as performing job evaluation or conducting market surveys.

4. RESPONSIBILITIES

4.1 The Board of Trustees will:

1. As a part of the annual budgeting process review and approve, as appropriate, funds allocated for total compensation including base salaries, merit pay, and benefit plans as recommended by library administration.
2. Set bargaining parameters and provide bargaining authority for the libraries’ chief negotiator prior to negotiations for successor collective bargaining agreements, review and approve the final agreement.
3. Set the position level, pay and specific components of the total compensation package for the Library Director.
4. Approve budget adjustments during the fiscal year, as appropriate, for added, deleted, or reclassified positions and any other compensation cost changes requiring budget adjustments.

4.2 The Library Director is responsible and accountable to the Board of Trustees. In
that capacity he/she is charged with:

1. Ensuring that the libraries are staffed with highly qualified, fully competent employees;
2. Ensuring that all programs are administered within appropriate guidelines and
   within the approved budget.
3. Making individual determinations for each employee’s salary or wage,
   including such things as determining appropriate titles and position levels, awarding merit or step increases, merit bonuses, or other discretionary pay for all positions except that of the Library Director

4.3 The Human Resources Manager is charged with the responsibility to ensure that
the total compensation program is managed for consistency and equity. The human resources manager will:

1. Develop job evaluation systems and establish a formal job grading system.
2. Develop and maintain files of current position descriptions.
3. Facilitate the administration of wages, salaries and other forms of compensation and maintain such records as may be required.
4. Review and approve personnel action authorization forms for compliance with
   established policy, adherence to sound practices, and consistency.
5. Review all deviations from established wage and salary administration policy.
6. Confer with the bargaining unit as required.

4.4 Branch and Department Managers will:

1. Review the functions performed by each member of their staff and work with human resources to keep job descriptions current.
2. Evaluate the performance of subordinate employees according to established
   library policy and see that each subordinate employee evaluates their
   subordinate employees’ performance, and;
3. Notify human resources in a timely manner if the performance of any departmental employee falls below the level warranting the annual step increase