Staff Compensation Policy

The American Society of Landscape Architects (ASLA) wishes to maintain a staff that serves its members, advances the profession of landscape architecture, and is competent and efficient in the management of the Society’s operations and accomplishment of its goals and objectives. In order to achieve this end, ASLA will endeavor to maintain a salary and benefits package that is competitive in the market from which employees are recruited.

Salaries

Employee salaries shall fall within ranges based on qualifications, responsibilities, and position level within the organization. Position levels shall be determined by the following classification factors: level of independence (in setting one’s work agenda); responsibility and authority; level of interaction (as a representative of the Society); and education and experience.

Salary ranges for position levels and positions within levels shall be based on compensation survey data for comparable work in like-sized, national associations in the Greater Washington Metropolitan Area.

Salaries shall be established for all employees at the time of hire, reconsidered at the time of any significant change in responsibilities and/or qualifications and/or position level, and thereafter reviewed at the end of each calendar year as a part of the progress review process.

The executive vice president, in consultation with the chief financial officer and the human resources manager, will review the advisability of a salary increase and, if appropriate, will propose an average percentage salary increase each year. In setting this percentage, as well as allocating an additional amount to recognize consistently high performance, consideration shall be given to the Society’s program objectives and budget constraints, the cost of living index in the Greater Washington Metropolitan area, and other factors.

The proposed annual salary increase amount (if any) shall be reviewed and revised as necessary as the year of implementation approaches and shall be clearly indicated in each year’s budget, reviewed by the Executive Committee, and approved by the Board of Trustees as part of the Society’s regular budget and program planning process. The total salary expense shall be separated from fringe benefits and the percentage increase for each clearly indicated.

Position Descriptions

Job descriptions shall be established for all positions at the time of hire, revised at the time of any significant change in responsibilities/qualifications and/or position level, and thereafter reviewed at the end of each calendar year as a part of the progress review process.

Progress Reviews

Employee progress reviews shall be conducted at least twice during the year along with departmental progress reviews:  at the end of each calendar year and midway through the year.  Annual salary adjustments shall be based on the year-end progress reviews and the Board-approved salary budget and shall be effective on January 1 of the new year.  Completion of departmental progress reviews and determination of performance-based salary adjustments for individual employees shall be the responsibility of the chief executive officer.

Benefits

ASLA will endeavor to provide a competitive employee benefits program as part of its overall compensation package that shall include, but not be limited to, annual and sick leave, holiday pay, comprehensive health insurance, long-term disability insurance, life insurance, and a 401(k) retirement plan. Benefits shall also include staff wellness programs and incentives that support employee well-being and work-life balance.  Merit bonus and awards and recognitions opportunities shall also be provided. All benefits will be subject to change.

Reporting

Each year, the chief executive officer shall provide the Executive Committee with a summary report on  employee compensation and benefits.  

Board approval:  2005; R2016