Agenda

1
Agenda

• Welcome and Environmental Scan
• Pay Equity Activities within ALA and ALA-APA
• Viewing of Working _at_ Your Library For Love or
  Money
• Successful Campaigns
• Best Practices
• Q A

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Carol Brey-Casiano
3
Libraries Work Because We Do!Celebrating
National Library Workers Day

• Introduction by--
• Carol A. Brey-Casiano
• President
• American Library Association ALA-Allied
  Professional Association

4
Ancient Chinese Curse May You Live in
Interesting Times

• Library budget reductions nationwide (40 states)
• Some communities threatened with library closure
• Salinas, CA
• Bedford, TX
• Public library usage has doubled in the past
  decade, to 1.2 billion users!

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Need for Better SalariesHow Libraries Can Cope

• Support from ALA-APA
• Support from the Human Resource Development
  Recruitment (HRDR) Office of ALA
• Local support Administration, Library Board
• Advocacy training!

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Goals of Todays Webcast

• To present an overview of pay equity issues and
  the need for better pay
• To share strategies for recruitment of staff when
  salaries are low
• To focus on specific strategies for increasing
  compensation in a difficult economic climate

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Goals of Todays Webcast Cont.

• To empower library staff to speak out loudly and
  clearly about who we are and what we do
• To aid in developing key messages for speaking
  out to the media and officials
• To develop action plans for the future

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The Better Salaries Pay Equity Campaign

• Campaign Objectives--
• Library advocates will take a leadership role in
  educating organizations about the need for
  equitable compensation
• Librarians and library workers will be recognized
  for their vital roles and expertise in providing
  quality library services

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The Better Salaries Pay Equity Campaign

• Campaign Goals--
• To empower library advocates to speak out with a
  unified voice for libraries and the people who
  work in them
• To prepare and support library workers to present
  their case for better pay with confidence and
  skill
• To mobilize a national, informed network of
  library advocates

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Steps to Better Salaries

• Educate yourself about pay equity issues
• Conduct research to verify and document library
  pay inequities
• Get Library Administration on board!
• Organize a group within the library
• Select a strategy and develop a plan

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Steps to Better Salaries Cont.

• Train and support library workers in advocating
  for better pay
• Seek allies from outside
• Join coalitions concerned with pay equity
• Present your case to officials, the media and the
  public

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Sample Key Messages

• Everyone loves libraries, but library workers
  cant live on love alone.
• Libraries work because we do.
• You cant have good education without good
  libraries, and you cant have good libraries
  without good staff.

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St. Petersburg College St. Petersburg, FL
Slogan was used to promote a daylong workshop for
paraprofessional library staff
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Successful Recruitment in Tough Economic Times

• Grow Your Own Librarians
• Develop additional benefits
• Special training
• Travel to continuing education opportunities
• Extend vacation time, other types of leave
• Develop recognition and reward programs
• Know your communitys demographics

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Jenifer GradyDirector, ALA-Allied Professional
Association
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Happy National Library Workers Day!
Libraries Work
Because We Do
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Pay Equity

• is a means of eliminating sex and race
  discrimination in the wage-setting
  systemCertain jobs have historically been
  undervalued and continue to be underpaid to a
  large extent because of the gender and race of
  the people who hold them. - NCPE

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Median Salaries (U.S. BLS, 2002)
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ALA Leadership in Pay Equity
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ALA-APAs Tools of the Trade

• Salary Surveys
• The Better Salaries and Pay Equity Toolkit
• Working _at_ Your Library For Love or Money? video
• Library Worklife HR E-News for Todays Leaders
• NLWD, April 12th
• Certification

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(No Transcript)
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Salary Improvement Strategies

• Invest time and energy to research your
  institutional/local/regional/state situation
• Learn the political and fiscal environment
• Develop ability to negotiate
• Gather both interested and influential
  stakeholders.

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TOOLKIT
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Mary George and Chris ChristmanPlacer County
Public Library (CA)
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County librarian Jane Cotton asked that the
librarian salary be increased from 3600 to 4800
a year to make the position compatible with other
department headsThey assured Mrs. Cotton her
request would be considered at budget
time. Auburn Journal, June 7, 1951
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ADVOCACY If we can do it, anybody can do it!
With the cooperation of others (library staff,
personnel, union representatives, local media)
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Library Professionals are paid 1/3 less than
other county professionals
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County professional salaries men vs. women
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No local agency shall adopt or continue in
effect an ordinance or policy which prohibits
consideration of comparability of the value of
the work as one of the factors which may be used
during the collective-bargaining process to
negotiate salaries. California Government Code
53248
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Salary comparison State vs. County
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Recruitment and Retention vs. Fair Pay
Framing the situation as a recruitment and
retention issue made the case more acceptable to
County officials.
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The results

• 10 salary increase for two librarians and five
  library assistants
• 20 salary increases for five librarians and
  three library assistants

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Auburn University Libraries' Career LadderKerry
A. Ransel
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http//www.lib.auburn.edu/dean/career
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JOB FAMILY

• A series of progressively higher, related jobs
  distinguished by levels of knowledge, skills and
  abilities (competencies) and other factors,
  providing promotional opportunities over time.
• In other words, a Career Ladder

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Library Staff Administrative/Professional
Career Ladders

• Library Assistant
• (non-exempt)
• GRADE
• 8 VI
• 7 V
• 6 IV
• 5 III
• 4 II
• 3 I

• Library Associate
• (exempt - degree required)
• GRADE
• 12 III
• 11 II
• 10 I

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Campus Criteria for Promotions within Job Families

• Performed at a satisfactory level for a specified
  time period in current position
• Demonstrated increased competencies
• Completed any required training
• Met any other specific criteria

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TRAINING THE MEASURABLE COMPONENT

• Overview courses (1-2 hour orientation courses)
• Introductory courses (2-4 hours)
• Intermediate courses (4-8 hours, sometimes made
  up of several components)
• Advanced courses (at least 8 hours, usually
  several components)

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Salary Increases
of total salaries to fund career ladder raises
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Positive outcomes

• Facilitates recruitment/More flexibility in
  hiring process
• Improves morale/job satisfaction
• Enhances quality of the workforce
• Promotes cross-training
• Reduces turnover
• Provides advancement without changing jobs
• More camaraderie between staff from different
  areas
• Lower-level courses make great orientation tours
  for new faculty/staff

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http//www.lib.auburn.edu/dean/career
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Leo Agnew, University of Missouri- Columbia
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MU LibrariesUniversity of Missouri-ColumbiaLibra
ry Support Staff Classification/Compensation
Overview

• Charge of Task Force
• Develop new classification and compensation
  systems for library support staff positions, to
  include a mechanism for advancement within
  titles for those same positions.

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Task Force Membership

• Library support staff and librarians
• Campus HR advised the Task Force

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Classification System

• Three new titles were developed
• The Task Force itself classified affected
  positions for consistency purposes.

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Competency System for Advancement within a Title

• Three competencies each with four distinct
  levels.
• The three competencies are
• Job Skills
• Problem Solving Analysis
• Working within the Organization

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Monetary Rewards

• Affected employees were assigned a singular
  competency rating by their department, e.g.,
  Level 1, 2, 3, or 4.
• Employees assigned a competency rating of 2 or
  higher received a flat dollar amount increase,
  added to their base salary.
• 500 for step 2 750 for step 3 1,000 for step 4
• Employees rated above a 2 received a combined
  dollar increase, e.g., 1250 for a level 3
  rating.
• Requests for subsequent competency reviews are
  initiated by the employee. The MU Libraries has
  been able to fund 11 additional competency
  increases, including moves to level 4.

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84 eligible positions for the Sept. 2003
implementation
  Cost of roughly 190,000, of which
approximately 21 were fringe benefits costs.
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Outcomes

• The new classification descriptions and the
  competency matrix, along with improved salary
  ranges, have resulted in enhanced recruitment and
  retention efforts and provided better alignment
  of pay with the scope and complexity of the
  affected positions as well as the knowledge and
  skills needed to perform associated tasks.
•   The MU Libraries is part of a four-campus
  system. The other three campuses are looking at
  our plan and likely will adopt the classification
  and compensation plans.

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URL to MU Libraries Classification/Compensation
web pagehttp//mulibraries.missouri.edu/spf/cct
f/reclassification.html
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Classification Assignment Procedures Classificatio
n Statements Classification A Library Information
Assistant Classification B Library Information
Specialist I Classification C Library
Information Specialist II Levels and Competency
Statements Job Skills Problem Solving and
Analysis Working Within the Organization Direction
s for Determining Competency Levels Level
Assessment Form
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Larry Jennings, Brooklyn Public Libraries

• Surveys revealed that 65 of our entry level
  librarians left the organization within the first
  3-4 years.
• Our workforce currently consists of 1,000
  employees which, includes 300 librarians. At
  this time 90 of the staff is union represented
  by Local 1482 of District Council 37.
• Our current Executive Director strongly advocated
  for a compensation plan that would address these
  issues.
• In 2004, a two-pronged strategy was used to
  effectively increase librarian salaries
  retention. The first was to finalize
  negotiations of new salaries for staff that
  provided for retroactive payments for 2003 2004.

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Compensation Strategy

• The first increase of 3 was effective July 1,
  2003. The average increase was approximately
  1,270.
• The second increase of 2 was effective July 1,
  2004. The average increase was approximately 849.

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Compensation Strategy

• The second strategy was to implement a
  compensation plan exclusively for librarians that
  meet time in title requirements.

LCP Plan effective July 1, 2004 payments issued
October 15, 2004.
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Librarian Workforce Data
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Compensation Initiative Results

• The compensation program design and
  administration had a major impact on the
  organizations ability to attract and retain the
  librarians that are so critical to its success.
• The turnover rate was reduced
• The median salary for librarians increased
• The salary adjustments under the LCP were based
  on the value of the job and the level of
  responsibility in order to ensure internal equity
• Using seniority as a requirement for an LCP
  salary adjustment ensured there was no bias based
  on age, sex, race or personal characteristics

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Em Claire Knowles, Simmons College
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References

• Van House, Nancy. Projections of supply. In
  Library Human Resources A Study of Supply and
  Demand. Chicago American Library Association,
  1983 88-109.
• Matarazzo, James M. Who wants to be a
  millionaire (sic Librarian!). Journal of
  Academic Librarianship. 26, no. 5 (2000)
  309-310.
• ALA. Recruitment Assembly LibraryCareers.org
• http//www2.lib.udel.edu/personnel/clearinghouse/
  home.htm

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References

• Hardesty, Larry. Future of academic/ research
  librarians A period of transitionTo what?
  Portal Libraries and the Academy, 2, no. 1
  (2002) 79-97.
• Ratledge, David and Claudene Sproles, An
  analysis of entry-level librarians ads published
  in American Libraries. The Electronic Journal of
  Academic and Special Librarianship, 5, no. 2-3
  (2004).

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References

• Library Journal Annual Placement and Salary
  Survey (Oct 15 issue, each year)
• Lynch, Mary Jo. ALA Survey of Librarian Salaries
  2004. Chicago American Library Association,
  2004.

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References

• Library Mosaics The Magazine for Support Staff
  (July/ August, 2003), http//www.librarymosaics.co
  m/
• Advocating for Better Salaries and Pay Equity
  Toolkit,
• http//www.ala-apa.org/toolkit.pdf
• MONEYTALKS, an electronic discussion list
• (moneytalks-subscribe_at_ala-apa.org), - An open
  forum for library workers who want to discuss
  salary issues.

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Resources

• Advocating for Better Salaries and Pay Equity
  Toolkit -http//www.ala-apa.org/toolkit.pdf
• Pay Equity Bibliography http//www.ala-apa.org/s
  alaries/payequitybib.html
• Pay Equity An Action Manual
• ALA Office for Human Resource Development and
  Recruitment (HRDR) -http//www.ala.org/ala/hrdr/hu
  manresource.htm
• National Committee on Pay Equity
  www.pay-equity.com

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Speakers
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Special Thanks

• Lorelle Swader, ALA Office for Human Resource
  Development and Recruitment
• Julie Brewer, ALA Recruitment Assembly
• Diane Fay, ALA-APA Standing Committee on the
  Salaries and Status of Library Workers
• Ligia Arguillez, ALA Presidents Office