BSA exists to help people who stammer by providing information, support, and advice. People who stammer, their families, friends and colleagues, and all who rely on BSA for information and support are entitled to the best possible service the charity can provide. Trustees expect the charity to be run as effectively and efficiently as possible.
The Trustees are agreed that the best way to deliver these services, and to ensure the charity is well led, is to employ staff including a Chief Executive (CEO). The Trustees are of the view that paying staff is an effective use of charitable resources.
BSA greatly values the many contributions of our volunteers. However, Trustees are agreed that volunteers work most productively where they are supported within a professional, effective and efficient context provided by paid staff members.
Working for a charity is a special vocation and all staff should expect less than they might otherwise command in the public and private sectors. BSA’s salaries are not bound by or related to outside pay scales.
The remuneration strategy is designed to attract and retain people who are already motivated and committed to the charity’s work.
In implementing and practising this policy, BSA will:
- Ensure that the salary policy complements and reflects other policies, in particular the aims, values, principles and purpose of the BSA as well as BSA’s Equal Opportunity Policy and Recruitment and Selection Policy.
- Pay a fair wage by aiming for an overall salary that relates to similar roles in comparable organisations.
- Ensure that spending on charitable activities remains as high as possible in terms of our expenditure.
- Ensure that the salary policy allows BSA to remain competitive.
- Ensure a regular and transparent mechanism for review and appeal.
Process of salary setting
In setting the CEO’s remuneration reference will be made to a variety of factors as indicators of the overall impact on the BSA of the CEO post:
- Job description and person specification
- Individual responsibility, judgement and decision making
- Complexity of work
- Degree of responsibility of assets whether tangible or intangible
- Success in his/her relationship with people
- Knowledge and skills
- Impact of error
Cost of living rise
The CEO will normally receive an annual cost of living award with effect from 1st April. This will be based on the Retail Prices Index in January of the same year. The award will be based on this and on affordability by the charity and decided by the Board of Trustees annually.
In times of exceptional funding issues, cost of living or progression payments may not be awarded. The final decision will rest with the Board of Trustees.
Every three years BSA will compare the duties, responsibilities, level of experience and salaries of the CEO with the median salary of comparable posts for national organisations of a similar profile in the charity sector.
As well as organisations with staff doing similar work to BSA, material published by such organisations as the Croner’s Charity Reward Survey and the Association of Chief Executives for Voluntary Organisations will be used as the basis for external comparison.
The Chair will thereafter make recommendations to Trustees. Trustees will discuss and decide upon the salary review recommendations at the meeting preceding the end of the calendar year. The Trustees’ decision is final.
The Trustees are mindful of benefits in similar organisations, and aim to be transparent about the cost of these in the Annual Report.