StreetGames Remuneration Policy
Introduction
StreetGames UK is committed to ensuring a proper balance between:
(i)paying our staff and others who work for us fairly so that we attract and retain the best people for the job and,
(ii)careful management of ourcharity funds.
In so doing we will ensure the greatest effectiveness in delivering our charitable objectives and meeting the needs of our beneficiaries.
Staff Salaries
(i)Base Pay Rates
Base pay rates are benchmarked on an iterative, ad-hoc basis through our recruitment processes against voluntary sector pay rates and annually against inflationary indices. StreetGames competes for labour in a variety of job markets and so it is not possible to identify one single benchmark. However, at the point of recruitment we have regard to comparable positions in National Governing Bodies, similar sized charities and the wider sports sector. We will also seek advice from colleagues within other organisations when we know they employ people in similar roles.
Organisational affordability is paramount and we aim to set benchmarked salaries at a level which represents the market average. We are committed to paying all contracted staff at least the Living Wage Foundation’s Living Wage (with the exceptions noted below in section v below.)
(ii)Salary banding
Salaries for all posts, other than the Chief Executive and specified Senior Managers, willcomprise a band made up of a series of evenly distributed salary points. These bands have been derived from the NJC salary scale.
Post-holders will progress up to the next salary pointwithin their band at the beginning of each new financial year (1stApril), subject to having received a satisfactory annual appraisal and having achieved their key performance indicators for the previous year.Following the annual appraisal, an employee’s manager will make a recommendation to senior management as to whether a progression has been merited.
The pay of the Chief Executive and designated Senior Managers will comprise a single fixed salary point i.e. there is no banding.
(iii)‘Cost of Living’ Adjustments
In March each year, the trustees will determine whether the salary points for all staff should be adjusted for the forthcoming financial year beginning 1st April, to reflect changes in the cost of living.
The trustees’ considerations will begin with an assumption that salaries should be adjusted to match inflation (specifically the Consumer Price Index) over the 12 months to the preceding September. They will then determine whether this is appropriate in the context of:
(i)the charity’s financial situation (can it afford the CPI linked increase?)
(ii)cost of living adjustments made in recent years (have salaries kept pace with the CPI over the longer-term?)
(iii)pay reviews elsewhere (how might a failure to follow wider trends be perceived amongst staff, within partner organisations or amongst potential supporters?)
Cost of living adjustments will be applied equally to all staff.
(iv)Re-grading
Organisational requirements are kept regularly under review and an annual review of each Job Description takes place as part of the appraisal process. Posts may be re-graded if responsibilities change.
(v)Work Placements, Interns and Volunteers
Integral to our approach is a desire to be a good employer and to pay a fair rate for the job whilst offering structured opportunities for training which will benefit those involved developing in their future careers. The approach nevertheless recognises that placements, apprentices or volunteers may not have as much training or experience as those who have been in the workplace for a number of years already and may have different motivations for choosing to work with StreetGames. Accordingly we recognise that different pay rates may be appropriate in these circumstances as follows:
Student Placements (in placement year)
- Pay rates will be at least in line with the government’s National Living/ Minimum Wage for 18-20 year olds
- In line with best practice, key elements of any arrangement, such as learning objectives, will be agreed in writing and activities should be tailored to these learning objectives.A structured training programme should be designed and implemented which will add value to the student’s experience of the placement.
Apprentices
- Pay rates at least in line National Minimum Wage for 18-20 year olds or higher if appropriate for the age of the apprentice and the length of the apprenticeship.
- Implementation of a structured education and training programme with college release as agreed with the college provider.
Volunteers
- Reimbursement of reasonable ‘out of pocket’ travel and subsistence costs
- Any period spent as a volunteer will normally only be for a maximum of three months.
- In line with best practice, a volunteer should be given a volunteer agreement that explains:
- the level of supervision and support to be provided
- what training may be available
- whether the volunteer is covered under the organisation’s employer or public liability insurance
- health and safety issues
- anyexpensesthe organisation will cover
Flexible Working and Work-Life Balance
As an employer, we have a ‘duty of care’ to protect employees from risks to their health and safety. These risks might include stress caused by working long hours or struggling to balance work and home life. Flexible working can help to improve the health and well-being of employees and, by extension, reduce absenteeism, increase productivity, and enhance employee engagement and loyalty.
Whilst, for some roles within StreetGames, flexibility may be difficult to achieve, the charity is always open to discussions with staff if they feel that their role can be worked more productively in another way. This may include arrangements for flexible hours, part-time working or for employees to work partially from home, and StreetGames invests in the infrastructure and hardware in order to effect this way of working.
A variety of staff benefits designed to encourage retention and provide work-life balance opportunities are provided. These currently include child care vouchers, a cycle to work scheme, interest free travel to work loans and a charity giving scheme. Other arrangements will be implemented as the need arises.
Pension Scheme
In accordance with government legislation, all staff will be automatically enrolled in the company pension scheme operated by NEST and will be entitled to receive an employer contribution equivalent to 6% of their gross salary. In accordance with the Government’s salary exchange scheme, staff may elect to sacrifice some of their salary to augment their pension contributionsand may make additional contributions should they choose.
Until April 2019 total statutory minimum contributions will be met through this 6% contribution. From April 2019 the statutory minimum contribution will rise to 8% and trustees will decide whether this is met by staff or by the charity.
Redundancy Payments
From time to time it may be necessary for StreetGames to restructure its operations and this may involve removing posts from the operational structure. In these circumstances, the organisation will make every effort to avoid staff redundancies and to encourage voluntary arrangements where possible. Where redundancies (whether voluntary and compulsory) are unavoidable, the Board will agree the level of payment to be made to the employee based upon the financial position of the organisation at the time.
Payments to Trustees
Trustees are not paid for their work as a trustee.
Trustees can be reimbursed for reasonable out of pocket expenses (see separate Policy on Expenses). They may also be paid for undertaking special work for the charity, provided that this meets the criteria of the Charity Commission guidance “Payments to Charity Trustees – What the Rules Are”. However, StreetGames will generally avoid engaging trustees for such work and will only do so where there is no suitable alternative supplier.
Remuneration Committee
Remunerationfor the Chief Executive and Senior Managers is approved by the Remuneration Committee. The remuneration ratio for the charity, defined as the multiple between the highest pay to median pay in the organisation with regard to external benchmarks, is considered as well as external market conditions for the specific roles.
The Remuneration Committee meets annually to make recommendations which must be ratified by the full Board prior to implementation.