2017 National Compensation Study For Managerial and Administrative Positions in Not-for-Profit Arts Organizations Cultural Human Resources Council Conseil des ressources humaines du secteur culturel 2017 National Compensation Study for Managerial and Administrative Positions in Not-for-Profit Arts Organizations Submitted to: Alexis Andrew Director, Research, Evaluation and Performance Measurement Section Canada Council for the Arts 150 Elgin Street Ottawa, Ontario K1P 5V8 This project was funded by the Department of Canadian Heritage and the Canada Council for the Arts. Submitted by: Cultural Human Resources Council and Mercer (Canada) Limited April 2, 2018 2017 National Compensation Study Steering Committee Canada Council for the Arts • Alexis Andrew, Director, Research, Evaluation and Performance Measurement Section • Jacinthe Soulliere, Research Officer Department of Canadian Heritage • Katharine Maloley, Sr. Policy Analyst Cultural Human Resources Council • Susan Annis, Executive Director • Lucie D’Aoust, Sr. Project Manager Mercer (Canada) Limited • Ian Cullwick, Partner • Katie Curran, Sr. Associate Advisory Committee The Cultural Human Resources Council would also like to thank the members of the Advisory Committee for their input and assistance. • • • • • • • • • • • • • • • • • Anne Bertrand, Artist-run Centres and Collectives Conference (ARCA) Geneviève Pineault, Association des théâtres francophones du Canada (ATFC) Kate Edwards, Association of Canadian Publishers (ACP) Kate Cornell, Canada Dance Assembly Frédéric Julien, Canadian Arts Presenting Association / Association canadienne des organismes artistiques (CAPACOA) Maegen Black, Canadian Crafts Federation Sylvie Meste, Conseil québécois du théâtre (CQT) Charles Smith, Cultural Pluralism in the Arts Movement Ontario (CPAMO) Joanne Cripps, Deaf Culture Centre Maggy Razafimbahiny, Fédération culturelle canadienne-française Christina Loewen, Opera.ca Katherine Carleton, Orchestras Canada/Orchestres Canada Sara Meurling, Professional Association of Canadian Theatres (PACT) Bastien Gilbert, Regroupement des centres d’artistes autogérés du Québec (RCAAQ) Fabienne Cabado, Regroupement québécois de la danse (Québec Danse) Julie-Anne Richard, RIDEAU inc. Maureen Parker, Writers Guild of Canada The opinions and interpretations in this publication are those of the author and do not necessarily reflect those of the Department of Canadian Heritage and the Canada Council for the Arts. Cultural Human Resources Council - 2018 3 2017 National Compensation Study Table of Contents 1. Executive Summary ............................................................................................................... 5 2. Introduction ............................................................................................................................ 6 3. Participant Profile ................................................................................................................... 7 4. Research Findings – Base Salary .........................................................................................11 5. Research Findings – Benefits and Perquisites ......................................................................19 6. Comparative Industry Sector Profiles ....................................................................................22 7. Research Findings – Current Trends and Practices ..............................................................23 8. Conclusions ..........................................................................................................................26 Appendix A – Detailed Base Salary Findings by Position and by Selected Participant Profile Categories ................................................................................................................................28 Appendix B – Benchmark Profiles .............................................................................................71 Appendix C – Study Template...................................................................................................76 Appendix D – Glossary .............................................................................................................85 Cultural Human Resources Council - 2018 4 2017 National Compensation Study 1. Executive Summary In November and December of 2017, 436 organizations within the not-for-profit arts sector participated in a comprehensive compensation study. This is the third iteration of the study, which was first undertaken in 2003 and again in 2008. The study focused on 21 benchmark management and administrative positions, and gathered data on base salary, employee benefits and perquisites, as well as a number of other human resources trends. A comparison of the 2017 and 2008 findings paints a picture of changing conditions over the last nine years. There have been minimal compensation improvements, particularly for the small and mid-sized organizations, which make up the majority of the arts organizations in the sector. In fact, over this nine year period, real wages generally decreased by an average of 0.1%. The organizations in the study identify compensation and benefits as being one of their top human resources priorities. Other ongoing human resources challenges and priorities identified by arts organizations include staff turnover, limited career advancement opportunities and inadequate succession planning. Organizations of all sizes indicate that excessive workloads and resource constraints are their biggest management challenges. Participant Profile As summarized below, a total of 436 organizations from across the country participated in this study—two times the number of responses gathered in 2008. It should also be noted that the 2017 study was an open survey, targeting over 4,000 organizations through a variety of communication tools, including email invitations, websites and social media processes. Overall, the study’s participant profile represents a strong cross-section of arts organizations in Canada, further broken down by discipline and region. Trends Trends identified by the study include: • Wages: Since the last survey in 2008, real wages have generally decreased by an average of 0.1%. In organizations with operating budgets of $100,000 to $250,000 and $1,000,000 to $5,000,000, there were no real wage increases from 2008 to 2017. • Benefits: Relative to 2008, the frequency of benefits being offered by arts organizations has increased for certain benefits, such as long-term disability and life insurance. The prevalence of benefits, such as dental and vision coverage has dramatically decreased. Although these findings are similar to what was revealed in 2003 and 2008, the scope and frequency of benefits offered across the cultural sector are disproportionately lower than what is offered in other sectors. • Retirement: Retirement savings plans are also now more prevalent in smaller organizations, but the overall prevalence across the cultural sector remains quite low relative to other sectors. This is likely a major issue and constraint for a number of cultural sector employers given the demographics of Canadian labour markets and an aging workforce population, where retirement savings plans are clearly a major retention strategy for managerial top talent. Cultural Human Resources Council - 2018 5 2017 National Compensation Study • Flexible work arrangements: There has been an increase in organizations offering nonhealth related benefits such as flexible work arrangements, now more commonly found in both small and large organizations. The study also confirmed that arts organizations continue to lag behind the general not-for-profit and private sectors in many areas of compensation and benefits. This further highlights a real ongoing challenge for recruitment and retention. Smaller arts organizations consistently have fewer employees, but they perform a much wider variety of functions in order to accomplish their organization’s goals. These organizations feel especially stretched due to their budget constraints. In 2008, the role of Project Manager was introduced to the survey and the responses from 2017 indicate that this position is now common in organizations across all budget sizes. For small and mid-sized arts organizations, the overall inadequacy of employer-paid benefits, combined with a limited ability to pay competitive salaries (on average, salaries are three-to-five times lower than in larger organizations), makes attracting and retaining qualified resources challenging. These organizations often compensate by relying on alternative methods to attract and retain employees. For example, 73% of organizations with operating budgets under $1,000,000 offer flexible work arrangements. This issue remains significant in an industry where the vast majority of organizations have operating budgets under $1,000,000. The average employee voluntary turnover rate 1 in 2017 was calculated to be 13.3%, and has decreased materially since 2008 where it was observed to be 20.3%. The 2017 rate of 13% is still higher than the all-industry 2 average of 7.1%. The cultural sector turnover rate likely has significant implications for the attraction and retention of volunteers to sufficiently meet operational mandates and workload requirements. Compensation remains a key driver to attract and retain talent to the broader cultural sector. If base salaries and overall compensation packages cannot keep up with market trends, it could represent a risk to organizations within the sector for increased turnover in staff, as well as workload “burnout”. 2. Introduction 2.1 Study Background This study, first performed in 2003 3 and again in 2008 4, was conducted because of a growing sense of urgency in the not-for profit arts sector as a generation of arts managers and leaders were leaving the workforce and the question of succession loomed large. Were new arts managers being prepared to move into leadership positions? A decade later, the sector is still dealing with issues of succession. 1 Turnover that is due to an employee-initiated departure All industry includes private, public and not-for-profit sectors. 3 CHRC National Compensation Survey 2003, www.culturalhrc.ca/research/compensation_survey_e.pdf 4 CHRC National Compensation Study – 2009 Update for Management and Administration in Not-for-Profit Arts Organizations, www.culturalhrc.ca/research/CHRC_National_Compensation_Study-2009_Update-ArtsAdmin-en.pdf 2 Cultural Human Resources Council - 2018 6 2017 National Compensation Study Recognizing that the success of arts organizations is largely dependent on their ability to attract and retain top talent and leaders, the Canada Council and the Department of Canadian Heritage commissioned this third comprehensive national compensation study—compensation being one of the most critical elements of an organization's ability to recruit and retain a talented workforce. This third iteration of the study will allow for a comprehensive view of the current trends, as well as a comparison of changes in the market over the last nine years. 2.2 Methodology The Canada Council for the Arts and the Department of Canadian Heritage retained the Cultural Human Resources Council (CHRC) in partnership with Mercer (Canada) Limited (Mercer) to assist with a comprehensive study of the Canadian cultural sector focusing on management and administrative positions in not-for-profit arts organizations. An excel-based survey was conducted from October 27, 2017 to December 8, 2017 with over 4,000 organizations from across the country in the cultural sector invited to participate. Participants downloaded the survey, completed it and e-mailed it directly to Mercer. The survey’s focus was to gather data on base salary, short-term incentive pay, employee benefits and perquisites, as well as a number of other topics, including key human resources challenges facing organizations. In this report you will find the survey results, beginning with a profile of the participant organizations, followed by base salary data for each of the selected benchmark positions (base salaries are presented as an annual salary). In total, data were gathered for 21 benchmark positions (see Appendix B for a profile of each of the positions). Individual job-matching was conducted by each participating organization. The time series data presented in the tables throughout the report are not adjusted to reflect inflation. All data went through a “cleansing” process to identify erroneous data and outliers before the data analysis stage. This process is required, as it ensures that the data are of the highest quality, fully defensible and relevant. Data are current as of November and December 2017 (survey completion period). For reporting purposes, organizations that selected multiple disciplines were re-categorized and placed in the “Inter Arts and Multidisciplinary Activities” category. The one response from a “Circus Arts” organization was also reclassified to the “Inter Arts and Multidisciplinary Activities” in order to include its response in the study. Some responses were submitted by organizations that are for-profit; these were not included as the study focuses solely on not-for-profit organizations. For privacy purposes a list of respondent organizations has not been included in this report. Following this largely quantitative analysis, this report also provides details on current trends/practices, benefits and perquisites. Appendix C provides a copy of the templates used to collect the data. 3. Participant Profile In total, 436 organizations from across the country participated in this study—two times the number of responses gathered in 2008. It should also be noted that the 2017 study was an open survey, targeting over 4,000 organizations through a variety of communication tools, including email invitations, websites and social media tools. Overall, the study’s participant profile Cultural Human Resources Council - 2018 7 2017 National Compensation Study represents a strong cross-section of arts organizations in Canada, further broken down by discipline, organizational budget and region. The participant profile questions in the 2017 survey differed in some instances from the 2008 questionnaire. The following tables provide a summary profile of the participant organizations: Table 3.1 Responses by Region Number of Responses Percentage of Sample Atlantic 41 9% Ontario 100 23% Prairies (AB, MB, SK) 67 15% Quebec 164 38% British Columbia / Territories 64 15% Total 436 100% Region Table 3.2 Responses by Artistic Discipline Number of Responses Percentage of Sample Dance 40 9% Digital and Media Arts 35 8% Inter Arts and Multidisciplinary 96 22% Music and Sound Recording 59 14% Theatre 133 31% Visual Arts and Craft 57 13% Writing and Publishing 16 4% Total 436 100% Artistic Discipline * The Artistic Discipline categories differ from those identified in the 2008 survey. ** Inter Arts and Multidisciplinary activities include organizations that selected more than one discipline, as well as one Circus Arts organization. Cultural Human Resources Council - 2018 8 2017 National Compensation Study Table 3.3 Responses by Type of Organization Type of Organization Number of Responses Percentage of Sample Creation/Production 118 27% Curatorial 114 26% Presenter/Dissemination 102 23% Service/Support 57 13% Training/Education 22 5% Other 21 5% Total 434 100% *‘Type of Organization was added as a new participant profile question in the 2017 survey **Other responses included: Community Arts Organizations, Artist Studios and Social Enterprises Table 3.4 Responses by Annual Budget Category Number of Responses Percentage of Sample Under $100,000 Between $100,000 - $250,000 Between $250,000 - $1,000,000 Between $1,000,000 - $5,000,000 Above $5,000,000 43 77 192 99 25 10% 18% 44% 23% 6% Total 436 100% Annual Budget Table 3.5 Responses by Community Type Community Type Reserve Rural Community Urban community: small population centres, with a population of between 1,000 and 29,999 Urban community: medium population centres, with a population of between 30,000 and 99,999 Urban community: large urban population centres, consisting of a population of 100,000 and over Total Number of Responses Percentage of Sample 1 21 0% 5% 39 9% 45 10% 330 76% 436 100% *Community Type was added as a new participant profile question in the 2017 survey. Cultural Human Resources Council - 2018 9 2017 National Compensation Study Table 3.6 Number of Employees by Type and Annual Budget Category Annual Budget Number of Employees by Type Total Average Full-time Permanent Average Full-time Contract Average Part-time Permanent Average Part-time Contract Under $100,000 1 2 1 6 9 Between $100,000 - $250,000 1 0 1 3 5 Between $250,000 - $1,000,000 3 2 1 5 11 Between $1,000,000 - $5,000,000 10 5 6 19 40 Above $5,000,000 54 12 20 54 140 Total 69 21 29 87 Table 3.7 Responses by Designated Groups Designated Group Number of Percentage Responses of Sample First Nations, Inuit and Métis 18 4% Culturally Diverse 48 11% Deaf and/or disability 9 2% Official Language Minority Community – Anglophone 12 3% Official Language Minority Community – Francophone 27 6% Total 114 26% *Designated Group was added as a new participant profile question in the 2017 survey. When comparing the 2017 and 2008 participant profiles, the participation spread across provinces/geographic regions is relatively equal in Atlantic Canada, the Prairies and Western and Northern regions. The Quebec region had an 18% increase over 2008; however, participation in Ontario decreased by 11%. The Theatre and Inter Arts and Multidisciplinary Activities categories had the largest response rates at 31% and 22% respectively. In terms of the type of organization, Creation/Production and Curatorial organizations represented the highest participation rates at 26% for each, followed by Presenter/Disseminator organizations at 23%. The number of responses from organizations with an annual budget under $250,000 decreased from 2008. There was a 9% increase in responses from organizations with an annual budget between $250,000 to $1,000,000 and a 5% increase from organizations with an annual budget between $1,000,000 to $5,000,000. The vast majority (76%) of participants came from large urban population centres. With the exception of organizations with budgets over $5,000,000, the average number of employees (full-time or part-time) decreased across all budget categories. The average number of full-time permanent employees in organizations with budgets over $5,000,000 increased by 9% since 2008. The average number of part-time employees in the same budget category decreased by 17%. The number of contract employees decreased across the spectrum of all budget categories. Cultural Human Resources Council - 2018 10 2017 National Compensation Study 4. Research Findings – Base Salary 4.1 Section Overview This section of the report summarizes the key quantitative observations emerging from the research study, focusing on market average base salary practices. Where applicable, for each position, summary data are provided for the average base salary and the 25th, 50th, and 75th percentile. All summary data for each position is sorted by the annual operating budget of the organization. Additionally, the data have been sorted by region and artistic discipline in Appendix A. Please note that in all cases, data are not reported where less than three observations were available, in order to ensure participant confidentiality. As a result, data are not provided for all specific data profiles for each position. It is important to note that for many of the smaller organizations, data was provided for only one or two positions. Additionally, in some instance, particular observations have not been used as they were deemed to be highly anomalous given the profile of the remaining observations. 4.2 Considerations for Using the Base Salary Results Pay will vary with a number of factors such as tenure within an organization, time in a position, individual and organization performance, and market demand for particular skill sets. An organization’s existing compensation levels are generally considered to be within competitive norms if they are within plus or minus 10% of the survey results. Although organizations may approach compensation and benefits from different perspectives, they may ultimately end up with the same total compensation package. What differs is the mix of components of total compensation. Organizations often focus on base salary to determine whether or not they are competitive against the external marketplace, they should also compare themselves against external total compensation packages (total rewards – refer to Appendix D). The following section provides base salary data and a variance calculation which has not been adjusted for inflation. Cultural Human Resources Council - 2018 11 2017 National Compensation Study 4.3 Summary Base Salary Profiles by Operating Budget Size Table 4.3.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 2017 Base Pay 2008 Base Pay Variance (% ) Number of Obs. (n) Average P25 P50 P75 Average P50 Average P50 Executive Director/General Manager 25 $51.8 $36.6 $42.7 $65.9 $40.1 $34.8 23% 19% Director/Manager, Administrative Services 3 $45.5 -- -- -- $44.0 $46.4 3% -- Office Administrator/Manager 3 $49.5 -- -- -- $35.4 $31.9 29% -- Administrative Assistant 4 $38.9 -- $37.2 -- $32.6 $31.0 16% 17% Receptionist/Clerk 2 -- -- -- -- -- -- -- -- Director/Manager, Finance 3 $57.2 -- -- -- -- -- -- -- Finance Officer 3 $40.0 -- -- -- -- -- -- -- Director/Manager, Marketing/ Communications 4 $102.0 -- $60.7 -- -- -- -- -- Communications Coordinator 4 $40.3 -- $35.9 -- $33.9 $35.0 16% 2% Marketing Coordinator 2 -- -- -- -- -- -- -- -- Director/Manager, Development (Fundraising) 2 -- -- -- -- -- -- -- -- Development Coordinator 1 -- -- -- -- -- -- -- -- Director/Manager, Human Resources 0 -- -- -- -- -- -- -- -- Human Resources Coordinator 0 -- -- -- -- -- -- -- -- Director/Manager, Information Technology 0 -- -- -- -- -- -- -- -- IT Technician 2 -- -- -- -- -- -- -- -- Benchmark Position Title General Management Finance & Accounting Marketing / Communications / Development Human Resources Information Technology Other Director/Manager, Membership and/or Volunteer Relations 0 -- -- -- -- -- -- -- -- Director/Manager, Projects/Programs 4 $100.8 -- $52.7 -- -- -- -- -- Membership/Volunteer Coordinator 0 -- -- -- -- -- -- -- -- Director/Manager, Education/Outreach 0 -- -- -- -- -- -- -- -- Education/Outreach Coordinator 2 -- -- -- -- -- -- -- -- Note regarding Average Salary: Some average salaries are higher than the organization’s total budget as they include the salaries of part-time employees calculated on an annual basis. Cultural Human Resources Council - 2018 12 2017 National Compensation Study Table 4.3.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 2008 Base Pay 2017 Base Pay Variance (% ) Number of Obs. (n) Average P25 P50 P75 Average P50 Average P50 Executive Director/General Manager 66 $44.7 $37.1 $43.7 $52.7 $37.0 $35.0 17% 20% Director/Manager, Administrative Services 14 $42.8 $33.3 $40.3 $49.2 $31.5 $30.0 26% 26% Office Administrator/Manager 7 $32.4 $28.1 $34.1 $41.8 $26.7 $25.7 18% 25% Administrative Assistant 15 $31.1 $24.0 $28.1 $37.1 $25.1 $25.2 19% 10% Receptionist/Clerk 1 -- -- -- -- -- -- -- -- Director/Manager, Finance 4 $44.1 -- $44.9 -- -- -- -- -- Finance Officer 13 $43.5 $30.4 $46.9 $55.1 $19.3 $19.3 56% 59% Benchmark Position Title General Management Finance & Accounting Marketing / Communications / Development Director/Manager, Marketing/ Communications 11 $43.4 $33.0 $39.4 $56.3 $36.1 $33.4 17% 15% Communications Coordinator 15 $37.2 $28.1 $32.7 $37.5 $34.1 $29.4 8% 10% Marketing Coordinator 5 $42.9 $27.7 $37.5 $60.9 -- -- -- -- Director/Manager, Development (Fundraising) 1 -- -- -- -- -- -- -- -- Development Coordinator 3 $28.6 -- -- -- -- -- -- -- Director/Manager, Human Resources 1 -- -- -- -- -- -- -- -- Human Resources Coordinator 1 -- -- -- -- -- -- -- -- Director/Manager, Information Technology 4 $32.0 -- $32.1 -- -- -- -- -- IT Technician 8 $34.8 $27.4 $30.6 $42.0 $24.3 $21.0 30% 31% Director/Manager, Membership and/or Volunteer Relations 5 $38.7 $27.9 $37.5 $50.1 -- -- -- -- Director/Manager, Projects/Programs 13 $39.5 $30.0 $37.5 $50.8 $34.6 $34.0 12% 9% Membership/Volunteer Coordinator 4 $31.0 -- $28.1 -- -- -- -- -- Director/Manager, Education/Outreach 4 $34.5 -- $34.3 -- -- -- -- -- Education/Outreach Coordinator 6 $31.7 $13.8 $26.9 $48.8 -- -- -- -- Human Resources Information Technology Other Cultural Human Resources Council - 2018 13 2017 National Compensation Study Table 4.3.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2008 Base Pay 2017 Base Pay Variance (% ) Number of Obs. (n) Average P25 P50 P75 Average P50 Average P50 Executive Director/General Manager 166 $59.3 $47.1 $57.9 $66.2 $51.6 $49.9 13% 14% Director/Manager, Administrative Services 58 $51.9 $41.0 $48.3 $56.7 $41.2 $42.0 21% 13% Office Administrator/Manager 32 $37.9 $31.6 $38.6 $43.0 $36.8 $32.9 3% 15% Administrative Assistant 53 $36.0 $30.4 $35.1 $40.5 $28.5 $27.3 21% 22% Receptionist/Clerk 7 $31.9 $24.4 $29.3 $42.5 $22.3 $22.8 30% 22% Director/Manager, Finance 12 $48.4 $35.4 $50.9 $59.8 $35.8 $35.0 26% 31% Finance Officer 46 $57.6 $41.5 $49.3 $73.3 $45.4 $45.5 21% 8% Benchmark Position Title General Management Finance & Accounting Marketing / Communications / Development Director/Manager, Marketing/ Communications 49 $45.1 $37.5 $42.9 $49.4 $36.4 $37.0 19% 14% Communications Coordinator 53 $35.5 $32.1 $37.4 $40.1 $33.5 $31.5 6% 16% Marketing Coordinator 20 $39.0 $35.2 $38.0 $42.9 $30.1 $28.6 23% 25% Director/Manager, Development (Fundraising) 12 $43.9 $30.5 $41.2 $51.7 $41.3 $42.2 6% -2% Development Coordinator 10 $40.9 $25.4 $39.4 $48.0 $46.5 $45.5 -14% -16% Director/Manager, Human Resources 3 $48.5 -- -- -- -- -- -- -- Human Resources Coordinator 2 -- -- -- -- -- -- -- -- Director/Manager, Information Technology 14 $35.8 $30.8 $36.5 $40.3 -- -- -- -- IT Technician 12 $42.7 $32.8 $39.2 $49.6 -- -- -- -- Director/Manager, Membership and/or Volunteer Relations 22 $40.6 $33.2 $39.7 $43.2 $34.4 $33.0 15% 17% Director/Manager, Projects/Programs 69 $45.0 $36.2 $41.8 $51.1 $37.7 $36.1 16% 14% Membership/Volunteer Coordinator 18 $37.6 $29.0 $35.8 $39.9 $28.7 $27.4 24% 24% Director/Manager, Education/Outreach 27 $39.4 $35.1 $37.5 $46.0 $39.0 $41.0 1% -9% Education/Outreach Coordinator 35 $38.0 $33.1 $37.5 $41.3 $29.9 $28.5 21% 24% Human Resources Information Technology Other Cultural Human Resources Council - 2018 14 2017 National Compensation Study Table 4.3.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2008 Base Pay 2017 Base Pay Variance (% ) Number of Obs. (n) Average P25 P50 P75 Average P50 Average P50 Executive Director/General Manager 94 $89.0 $69.8 $83.9 $102.6 $75.6 $75.0 15% 11% Director/Manager, Administrative Services 40 $79.0 $53.9 $67.8 $82.7 $51.2 $52.0 35% 23% Office Administrator/Manager 34 $42.7 $35.5 $42.9 $48.5 $38.4 $39.0 10% 9% Administrative Assistant 38 $40.5 $35.0 $40.3 $43.2 $33.7 $33.3 17% 17% Receptionist/Clerk 11 $45.8 $33.5 $37.5 $48.2 $30.4 $29.1 34% 22% Director/Manager, Finance 30 $72.5 $55.2 $65.0 $81.2 $49.2 $50.0 32% 23% Finance Officer 51 $53.4 $40.5 $48.8 $63.4 $43.3 $41.0 19% 16% Benchmark Position Title General Management Finance & Accounting Marketing / Communications / Development Director/Manager, Marketing/ Communications 63 $56.9 $46.9 $53.6 $66.9 $46.4 $45.0 18% 16% Communications Coordinator 33 $44.5 $39.0 $43.0 $47.4 $35.5 $35.0 20% 19% Marketing Coordinator 34 $41.7 $35.8 $39.7 $45.8 $37.7 $39.9 10% -1% Director/Manager, Development (Fundraising) 38 $61.8 $46.4 $58.7 $75.2 $56.9 $55.0 8% 6% Development Coordinator 36 $46.1 $37.5 $43.9 $50.8 $38.9 $37.0 16% 16% Director/Manager, Human Resources 3 $59.0 -- -- -- -- -- -- -- Human Resources Coordinator 4 $38.9 -- $39.0 -- -- -- -- -- Director/Manager, Information Technology 6 $56.7 $45.8 $50.6 $71.4 -- -- -- -- IT Technician 6 $58.9 $37.4 $46.9 $70.7 $47.2 $44.0 20% 6% Director/Manager, Membership and/or Volunteer Relations 21 $51.5 $42.8 $50.0 $59.8 $42.5 $38.3 17% 24% Director/Manager, Projects/Programs 51 $59.5 $45.0 $56.3 $70.8 $51.4 $51.6 14% 8% Membership/Volunteer Coordinator 33 $40.2 $33.2 $40.6 $45.2 $30.5 $30.0 24% 26% Director/Manager, Education/Outreach 29 $57.6 $42.2 $52.5 $63.3 $40.5 $37.4 30% 29% Education/Outreach Coordinator 31 $42.7 $37.5 $40.0 $45.0 $31.3 $30.1 27% 25% Human Resources Information Technology Other Cultural Human Resources Council - 2018 15 2017 National Compensation Study Table 4.3.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2008 Base Pay 2017 Base Pay Variance (% ) Number of Obs. (n) Average P25 P50 P75 Average P50 Executive Director/General Manager 22 $210.4 $136.2 $179.7 $245.2 $191.2 $177.6 9% 1% Director/Manager, Administrative Services 13 $132.2 $104.7 $130.1 $166.1 $143.3 $162.3 -8% -25% Office Administrator/Manager 6 $56.8 $42.1 $51.0 $71.2 $44.2 $40.0 22% 22% Administrative Assistant 19 $49.0 $38.3 $45.3 $53.5 $44.0 $43.7 10% 3% Receptionist/Clerk 7 $44.0 $31.4 $45.3 $53.5 $29.7 $31.1 33% 31% Director/Manager, Finance 21 $97.9 $73.8 $91.1 $108.1 $96.5 $101.4 1% -11% Finance Officer 20 $59.5 $48.6 $59.6 $71.7 $52.9 $54.5 11% 9% Benchmark Position Title Average P50 General Management Finance & Accounting Marketing / Communications / Development Director/Manager, Marketing/ Communications 24 $98.7 $79.9 $93.2 $118.1 $92.1 $87.0 7% 7% Communications Coordinator 18 $61.1 $48.5 $55.1 $69.6 $49.2 $43.7 20% 21% Marketing Coordinator 17 $49.4 $40.6 $49.0 $58.8 $48.6 $47.8 2% 2% Director/Manager, Development (Fundraising) 18 $103.4 $82.7 $91.3 $123.5 $124.1 $125.5 -20% -37% Development Coordinator 18 $62.3 $44.1 $50.5 $74.1 $47.9 $45.0 23% 11% Director/Manager, Human Resources 12 $86.5 $66.2 $85.9 $111.0 $93.1 $94.5 -8% -10% Human Resources Coordinator 10 $56.1 $44.4 $56.9 $64.1 -- -- -- -- Director/Manager, Information Technology 11 $86.9 $64.3 $80.4 $106.0 $73.1 $75.0 16% 7% IT Technician 14 $58.7 $48.5 $58.1 $67.4 $44.3 $45.0 24% 22% Human Resources Information Technology Other Director/Manager, Membership and/or Volunteer Relations 8 $66.4 $51.2 $64.3 $77.5 $80.4 $84.5 -21% -31% Director/Manager, Projects/Programs 12 $103.1 $67.9 $103.8 $122.1 $77.5 $79.0 25% 24% Membership/Volunteer Coordinator 13 $64.4 $39.1 $60.2 $72.1 $40.2 $40.3 38% 33% Director/Manager, Education/Outreach 17 $75.5 $61.2 $75.0 $93.7 $59.3 $50.0 22% 33% Education/Outreach Coordinator 15 $47.1 $31.8 $45.4 $56.8 $35.5 $36.5 25% 20% Cultural Human Resources Council - 2018 16 2017 National Compensation Study 4.4 Average Base Salary for Positions Across Operating Budget Categories Table 4.4.1 Average Base Salary for Positions Across Operating Budget Categories All Compensation data in $ CAD (000's) Average Base Salary by Budget Category (2017) Benchmark Position Title Over $250,000 - $1,000,000 $1,000,000 $5,000,000 $5,000,000 Under $100,000 $100,000 $250,000 Executive Director/General Manager $51.8 $44.7 $59.3 $89.0 $210.4 Director/Manager, Administrative Services $45.5 $42.8 $51.9 $79.0 $132.2 Office Administrator/Manager $49.5 $32.4 $37.9 $42.7 $56.8 Administrative Assistant $38.9 $31.1 $36.0 $40.5 $49.0 -- -- $31.9 $45.8 $44.0 Director/Manager, Finance $57.2 $44.1 $48.4 $72.5 $97.9 Finance Officer $40.0 $43.5 $57.6 $53.4 $59.5 -- $43.4 $45.1 $56.9 $98.7 General Management Receptionist/Clerk Finance & Accounting Marketing / Communications / Development Director/Manager, Marketing/ Communications Communications Coordinator $40.3 $37.2 $35.5 $44.5 $61.1 Marketing Coordinator -- $42.9 $39.0 $41.7 $49.4 Director/Manager, Development (Fundraising) -- -- $43.9 $61.8 $103.4 Development Coordinator -- $28.6 $40.9 $46.1 $62.3 Director/Manager, Human Resources -- -- $48.5 $59.0 $86.5 Human Resources Coordinator -- -- -- $38.9 $56.1 Director/Manager, Information Technology -- $32.0 $35.8 $56.7 $86.9 IT Technician -- $34.8 $42.7 $58.9 $58.7 Director/Manager, Membership and/or Volunteer Relations -- $38.7 $40.6 $51.5 $66.4 Director/Manager, Projects/Programs -- $39.5 $45.0 $59.5 $103.1 Membership/Volunteer Coordinator -- $31.0 $37.6 $40.2 $64.4 Director/Manager, Education/Outreach -- $34.5 $39.4 $57.6 $75.5 Education/Outreach Coordinator -- $31.7 $38.0 $42.7 $47.1 Human Resources Information Technology Other Cultural Human Resources Council - 2018 17 2017 National Compensation Study 4.5 Inflation Factored Wage Increases from 2009 to 2017 The following table summarizes the weighted annual wage increase variance before and after inflation by operating budget category from 2009 to 2017. According to the Bank of Canada, the cumulative inflation from 2009 to 2017 was 14.6%. Table 4.5.1 Inflation Factored Wage Increase Operating Budget Category Under $100,000 Between $100,000 - $250,000 Between $250,000 - $1,000,000 Between $1,000,000 - $5,000,000 Above $5,000,000 Overall Weighted Average Weighted Average Weighted Average Nominal Real Wage Real Wage Increase Increase Variance (%) Variance (%) 2009 2009 - 2017 2017 12.4% 16.6% 14.3% 18.6% 10.4% -2.6% 2.4% -0.6% 4.4% -4.6% 14.5% -0.1% Overall, once inflation has been accounted for, the broader cultural sector (including various sub-sectors) has not experienced a real wage growth over the nine year period. In comparison, the average realized compensation increase for all industry sectors was 2.5% 5 per year since 2009. This lack of growth should be of some concern to the sector, as it demonstrates that the overall attraction and retention value of compensation in the cultural sector is only marginally keeping up with Canadian labour market performance, let alone consistent with other industry sectors that are also competing for similar skill sets. 4.6 Key Trends A close examination of the quantitative research findings indicates a number of key compensation trends that are consistent with the results from 2003 and 2008. Specifically, we note that: • Organizations with larger operating budgets typically offer higher base salaries. • Salaries are significantly higher in larger organizations, such that the average base salary of an Executive Director in an organization with an operating budget over $5,000,000 is three and a half times that of the same position within an organization within an operating budget of less than $1,000,000. When the same position is compared against organizations with operating budgets under $100,000, the multiple rises to five times the base salary. These multiples are comparable to the findings in 2003 and 2008. Clearly this remains significant in an industry where the vast majority of organizations (72%) have operating budgets under $1,000,000. • The same trends are observed at the Director/Management level, within organizations with operating budgets over $5,000,000—salaries are double those paid within organizations at the $1,000,000 to $5,000,000 budget range. 5 Conference Board of Canada. (2017, October 26). Compensation Planning Outlook 2018, http://www.conferenceboard.ca/e-library/abstract.aspx?did=9217 Cultural Human Resources Council - 2018 18 2017 National Compensation Study • The majority of responding organizations with operating budgets over $5,000,000 are from Ontario and Quebec. Accordingly, it is not surprising that Ontario and Quebec generally lead the cultural sector compensation practices, and for certain positions, salaries are significantly higher in these regions. • When examining organizations with operating budgets between $1,000,000 to $5,000,000 British Columbia and the Prairies tend to lead compensation practices for certain positions. • There were no significant geographical differences in compensation practices for organizations with operating budgets between $250,000 to $1,000,000. For organizations with operating budgets under $250,000, the Prairies provide the highest compensation level for the Executive Director/General Manager position. • When examining base salary practices across all budget categories, organizations with operating budgets under $250,000 operate with a limited number of positions. These include the General Management category (Executive Director and Administrative roles), as well as Communications Coordinator, Finance Officer and Director of Projects/Programs. Organizations with operating budgets over $250,000 tend to have positions spanning across all categories, with the exception of Human Resource Coordinators. These findings would suggest that organizations with operating budgets under $250,000 are operating with minimal staff, and that the Executive Director and Administrative roles are performing a wide variety of functions in support of the organization’s mandate. • When examining the pay practices based on the Artistic Type of organization, it appears that Music and Sound Recording are slightly ahead of the other Artistic types; however, this varies greatly among operating budget categories. It can be concluded that operating budget has a direct impact on the ability of a not-for-profit arts organization to offer not only a variety of positions, but competitive base salary levels as well. 5. Research Findings – Benefits and Perquisites 5.1 Section Overview This section of the report summarizes the key quantitative observations emerging from the research study, focusing on practices in the areas of benefits and perquisites. For each benefit and perquisite, frequency data are provided. 5.2 Benefits When examining the benefits of participating organizations, it is found that larger organizations are two to three times more likely to offer a comprehensive benefits package than smaller organizations. Smaller organizations are more likely to offer a limited benefits package or no benefits at all. These findings are consistent with the results from 2003 and 2008. When comparing the responses in Table 5.2.1 to the 2008 study, the frequency of benefit offerings has increased in approximately half of benefit types, namely long-term disability and life insurance. This increased frequency of benefits offerings is longitudinally consistent, which demonstrates the ongoing importance of benefits in the attraction and retention of quality employees. Cultural Human Resources Council - 2018 19 2017 National Compensation Study The frequency of dental care provisions for both the smaller and larger organizations have dramatically decreased—down 12% and 38% respectively. This may be a result of the rising costs in dental care coverage. The prevalence of retirement savings has doubled for the smaller organizations, but still remains low compared to all other industries (where 40% of organizations provide retirement savings plans). The number of larger organizations offering retirement savings plans has decreased. As summarized below in Table 5.2.1, the most common benefit offerings include life insurance, extended health, long-term disability and accidental death and dismemberment. Table 5.2.1 Frequency of Health-Related Benefits Frequency of Health-Related Benefits Provision Frequency (% of organizations with Frequency (% of organizations with operating budgets under $1,000,000) operating budgets over $1,000,000) n=309 n=123 Extended Health Dental Accidental Death & Dismemberment Insurance Long-Term Disability Life Insurance Vision Retirement Savings - Group RRSP Retirement Savings - Pension Plan Supplemental EI Program (Including Maternity Top-Up) 30% 18% 73% 38% 24% 71% 23% 28% 17% 7% 9% 72% 78% 34% 36% 24% 8% 17% Generally speaking, and unaltered from 2008 and 2003, the frequency and scope of benefits packages offered across the not-for-profit cultural sector are materially lower than observed across most other industry sectors. According to Mercer’s 2017 Worldwide Benefit and Employment Guidelines, 85-95% of Canadian companies provide health-related benefits. As summarized in Table 5.2.2, the most popular offerings for all sizes of organizations include Flex-time, Training, and Work-from-Home Arrangements. These are consistent with the previous studies. As with health-related benefits, larger organizations tend to offer more nonhealth related benefits than smaller organizations, with the exception of flex-time, work-fromhome arrangements and job-sharing. In 2003, 2008 and in 2017, the top non-health-related benefits (eg. flex-time) are more commonly offered by smaller organizations than any of the health-related benefits. This may be a result of the limited ability of smaller organizations to afford comprehensive core benefits which would be considered to be an inadequate trade-off. Cultural Human Resources Council - 2018 20 2017 National Compensation Study Table 5.2.2 Frequency of Non-Health-Related Benefits Frequency of Non-Health-Related Benefits Provision Frequency (% of organizations with operating budgets under $1,000,000) n=309 Flex-Time Training/ Professional Development (Financial or Time-off) Work from Home Arrangements Parking Membership or Other Dues/Fees (Professional/Associations) Sabbatical (unpaid leave of absence) Laptop Use Data Plan Airline/Travel Points (Personal Accumulation) Cell phone Use Job Sharing Membership or Other Dues/Fees (Social) Moving/Relocation Allowances Membership or Other Dues/Fees (Fitness/Leisure) Frequency (% of organizations with operating budgets over $1,000,000) n=123 73% 63% 68% 77% 69% 29% 52% 59% 21% 59% 16% 39% 9% 24% 46% 28% 11% 13% 30% 14% 3% 6% 66% 4% 7% 19% 1% 17% As observed in Table 5.2.3 below, the percentage of 100% employer-paid health benefits has decreased. The largest decreases are found with pension plans, accidental death and dismemberment, dental and extended health coverage. Conversely, the percentage of employee/employer shared contributions has increased which may indicate that organizations are reducing their cost of providing these benefits by entering into cost-sharing arrangements with employees. The percentage of 100% employer-paid pension plans dropped significantly by 47% since 2008 for larger organizations. Although this decrease is striking, it is consistent with organizations in a variety of industries that are attempting to control costs and limit future pension liabilities. Table 5.2.3 Percentage of Benefits Paid by Employee or Employer Percentage of Benefits Paid by Employee or Employer Provision Accidental Death & Dismemberment Insurance Dental Extended Health Retirement Savings - Pension Plan Retirement Savings - Group RRSP Life Insurance Long Term Disability Vision Cultural Human Resources Council - 2018 (N) 100% Employee Paid 100% Employer Paid Employee/ Employer Contribution 153 9% 38% 51% 91 169 42 56 172 149 89 1% 3% 5% 15% 10% 35% 2% 35% 37% 12% 10% 35% 21% 38% 61% 58% 80% 73% 53% 42% 57% 21 2017 National Compensation Study 6. Comparative Industry Sector Profiles 6.1 Section Overview This section of the report identifies relevant comparison points and provides summary compensation data from proprietary compensation databases for selected benchmark positions. 6.2 Comparison Points In order to recruit and retain employees successfully, it is important to understand how compensation within the not-for-profit cultural sector compares with the general marketplace and over the course of the previous studies. Comparisons can be made with other industries by looking at compensation levels for similar positions. Base salary information has been collected for selected benchmark positions within the following industry sectors: • Not-for-profit Sector: includes organizations that do not declare a profit. • All Industry: Industries: includes organizations in the private, public and not-for-profit sectors. Table 6.2.1 Comparative Industry Sector Profiles All Compensation data in $ CAD (000's) Comparative Industry Sector Profiles 2017 Base Pay - Cultural Survey 2017 All Industry 2017 Not-for-Profit Position Title 2008 All Industry 2008 Not-forProfit (N) Average P50 Average P50 Average P50 Average Average 373 $72.6 $60.9 $364.3 $344.5 $194.0 $226.0 $236.8 $165.3 128 $67.4 $53.6 $218.1 $219.9 -- -- $93.8 $83.8 Administrative Assistant 129 $38.8 $37.1 $53.8 $53.3 $47.0 $52.0 $40.8 $37.3 Receptionist/Clerk 28 $39.7 $37.0 $44.5 $43.0 $43.0 $44.0 $33.1 $32.9 Director/Manager, Finance 70 $73.7 $66.8 $169.1 $163.6 $135.0 $141.0 $107.9 $90.2 Finance Officer 133 $54.5 $49.8 $75.4 $74.2 $77.0 $80.0 $46.5 $42.3 151 $59.9 $51.4 $162.9 $154.6 $131.2 $136.0 $104.0 $78.3 71 $69.2 $60.9 $150.7 $146.9 -- -- $113.3 $82.0 19 $73.1 $69.6 $160.1 $156.4 $134.0 $141.0 $98.0 $82.0 35 $55.0 $42.9 $159.2 $155.7 $143.0 $156.0 $118.0 $85.5 IT Technician 42 $53.2 $46.9 $76.0 $74.8 $75.8 -- $45.4 $45.7 Director/Manager, Membership and/or Volunteer Relations 56 $48.2 $44.0 $101.0 $96.4 -- -- $85.4 $73.9 Executive Director/General Manager Director/Manager, Administrative Services Director/Manager, Marketing/ Communications Director/Manager, Development (Fundraising) Director/Manager, Human Resources Director/Manager, Information Technology While these industry sector profiles provide contrasting insights, they need to be viewed and used with caution. For example, and as clearly detailed in this report, the broad Canadian arts sector consists of a significant number of smaller organizations which clearly impacts the overall sectoral compensation profile. In contrast, available private sector and not-for-profit compensation data are generally sourced from mid-to-large size enterprises. Therefore, from an Cultural Human Resources Council - 2018 22 2017 National Compensation Study economic perspective, the two larger cultural budget segments provide a more valid basis for cross-sectoral comparisons. When the largest cultural sector budget segment and its 2017 base pay practices are comparatively examined against all Canada Not-for-Profit reference points, material negative market differentials are still clearly observed. For instance, in the context of the following five executive positions, key material variations are noted: Table 6.2.2 P50 Base Salary Comparison – Above $5,000,000 and Not-for-Profit All Compensation data in $ CAD (000's) Benchmark Position Title P50 Cultural Study P50 Not-for-Profit Survey (Above $5M) Executive Director/General Manager Director/Manager, Finance Director/Manager, Marketing/ Communications Director/Manager, Human Resources Director/Manager, Information Technology $179.7 $91.1 $93.2 $85.9 $80.4 $226.0 $141.0 $136.0 $141.0 $156.0 Differential $46.3 $49.9 $42.8 $55.1 $75.6 7. Research Findings – Current Trends and Practices 7.1 Section Overview This section of the report identifies and describes key qualitative observations emerging from the research study including: • Compensation design and administration; • Management perspectives; • Recruitment and retention; and • Volunteer and intern resources. Please refer to Appendix D for a glossary of key terminology. 7.1.2 Compensation Design and Administration Short-Term Incentive Pay Similar to the studies conducted in 2003 and 2008, the vast majority of arts organizations do not have a short-term incentive pay (STIP) (e.g. bonus) plan. In 2017, the percentage of organizations offering this type of plan decreased to 5.5% (down from 7% in 2003 and 2008). As in the previous studies, where STIP is offered, the majority of plans only target senior management (e.g. Executive Director and Directors). The average STIP for the Executive Director/General Manager has decreased from 10% in 2008 to 5.5% in 2017. This observed decline from 10% to 5.5% in 2017 is not atypical for the broader Canadian not-for-profit sector, where there is indeed a trend to reduce and/or eliminate short-term incentive rewards and focus on more competitive and flexible base salary practices. Cultural Human Resources Council - 2018 23 2017 National Compensation Study In the few instances where an incentive plan is offered, the key performance measures are ‘meeting financial targets’ and ‘meeting performance goals’. Further, and consistent with broader private and public sector practices, performance management practices are increasingly focused on enterprise-wide and team-based measurement and rewards. Organizations continue to use other types of rewards as part of their overall compensation package. The most commonly used reward was paid time-off at 28%, followed by complimentary event tickets at 20%. One-time cash bonuses were also mentioned as a form of reward—16.5% of organizations use this type of reward with an average value of approximately $1,200 per reward. Base Salary Progression In this 2017 study, 61% of respondents indicated that the financial situation (ability to pay) of the organization was the most common determinant of whether or not, and to what extent, individuals can progress through their base salary ranges. The second most common approach was based on performance—up to 22% from 19% in 2008. Competency-based progression was the third most common approach at 14% of responses. Mercer’s best practices research suggests that performance-based salary progression is both the most effective and most common mechanism, albeit with due regard to financial controls and protocols. 7.1.3 Management Perspectives The study asked participants to identify their top human resources priorities and/or challenges. The top human resources management priorities for the respondents did slightly shift from the 2008 study. As shown in table 7.1.3, the top HR priority is managing understaffing/overwork at 53%, with the second priority being identified as career advancement opportunities at 22%. Table 7.1.3 Top Human Resources Priorities Top HR Priorities Health and Safety Work/Life Balance Issues General Health and Well-Being (leave due to work-related illness such as stress) Workforce Diversity Relations Between Artistic and Administrative Personnel Leadership Number of Responses Percentage of Sample 13 15 18 19 19 27 3% 3% 4% 4% 4% 6% Morale 31 7% Labour Relations Staff Turnover Recruitment of Next Generation Management Succession Planning/Promotion Recruitment (in General) Training Succession Planning/Leader Transition Compensation/Benefits Career Advancement Opportunities Understaffing / Overwork 47 50 54 55 57 58 75 78 95 229 11% 11% 12% 13% 13% 13% 17% 18% 22% 53% Cultural Human Resources Council - 2018 24 2017 National Compensation Study While top management challenges vary greatly from organization to organization, similar to 2008, the majority of respondents of all sizes indicated insufficient funding and a lack of resources as their biggest challenges. The other more common challenges included retaining key staff and managing excessive workloads with limited full-time permanent staff. The top training needs included leadership development and succession planning, fundraising/development, diversity and human resources skills. Study participants were asked several questions about their human resources policies. A majority (86%) of organizations reported having formal job descriptions and 82% of organizations reported having formal employment contracts (representing an increase of 6% and 2% respectively from 2008). These responses are viewed as being quite impressive relative to comparable practices found across the broader private sector. Furthermore, HR policies, related to vacation, training, compensation, etc., are documented within 45% of organizations (representing a decrease of 12% since 2008), while 52% of organizations have a formal performance evaluation plan in place (representing an increase of 9% from 2008). For a sector that generally does not use short term incentive or variable pay practices, this 52% is viewed as being quite positive. When participants were asked about their organization’s overtime policies, respondents indicated that employees, on average, work five hours in overtime per week. This is down only marginally from seven hours in 2008. Managers tend to work more overtime hours, approximately 10 overtime hours per week. The majority of respondents (71%) indicated that they compensate these overtime hours as time-in-lieu. Approximately 12% of organizations indicate that these hours are unpaid overtime, with the remaining organizations offering paid overtime. These results are consistent to the results found in the 2008 study. Upon hire, managers are typically entitled to 3 weeks of vacation, and non-management staff typically entitled to 2 weeks of vacation. 7.1.4 Recruitment and Retention Survey respondents were asked to provide their organization’s typical voluntary turnover rate. The average turnover rate is 13.3% which is down 7% from the 20.3% reported in 2008. The average is slightly above the comparative all industry average in Canada, which according to the Conference Board of Canada was 7.1% in 2017 6. The Executive Director/General Manager and Development/Fundraising positions continue to pose the greatest recruitment and retention challenges. As in 2003 and 2008, the majority of organizations indicated that the most significant challenge in attracting and retaining qualified resources was their limited ability to pay competitive salaries. Other significant challenges include excessive workloads and a limited supply of skill sets in the market, as well as inadequate benefits. The 2017 survey also asked participants to respond to a new question about the use and administration of employee engagement surveys. Out of the 436 respondents, 13.5% of organizations have administered an employee engagement survey, with an average overall job satisfaction rate of 85%. While the 13.5% usage rate is relatively low, the overall satisfaction rate is relatively high when compared to the broader private and public sectors. 6 Conference Board of Canada. (2017, October 26). Compensation Planning Outlook 2018, http://www.conferenceboard.ca/e-library/abstract.aspx?did=9217 Cultural Human Resources Council - 2018 25 2017 National Compensation Study 7.1.5 Volunteer Resources and Interns The vast majority of participating organizations reported using volunteer resources in some capacity to keep operations running effectively and in a cost-sensitive manner. The participants reported that volunteers typically perform the roles of administrative support, public programming and technical support. Other significant roles that volunteers perform include event support and fundraising. Table 7.1.5 illustrates the responses for each category: Table 7.1.5 Type of Activity Performed by Volunteers Volunteer Activity Type Administrative Support Technical Support Public Programming Managerial Other Total Number of Responses 122 78 119 38 173 530 Percentage of Responses 23% 15% 22% 7% 33% 100% * Participants were able to select more than one response. As with the 2003 and 2008 studies, volunteer resources comprise anywhere from 0% to 100% of an organization’s overall workforce. The average number of volunteers working for participant organizations is 81. In addition to volunteer resources, organizations were asked to indicate how many paid or unpaid interns are within their organization. About a quarter (26%) of organizations indicated that they do have paid interns with the average number of paid interns at 2.5 per organization. Slightly less, at 22% of organizations, indicated that they have unpaid interns with the average number of unpaid interns at 3 per organization. 8. Conclusions While the arts sector is clearly demonstrating some progressive HR policies and practices, foundational base pay practices for the majority of the broad sector clearly have not kept pace with other competing industry sectors, and have marginally lagged Canadian economic growth and inflation. These trends were generally observed in both 2003 and 2008, and do have strategic and policy implications for the sector’s ability to attract the best and the brightest leaders. The 2017 results clearly indicate significantly different levels of base salary practices across the various budget categories that make up the Canadian arts sector. These observations are a function of different mandates and business models, and related ‘ability to pay’ and financial revenue/funding sources. When the aggregate of base pay, benefits, retirement/pension, and other terms and conditions of employment are taken into account, and therefore a total compensation perspective, it is interesting to note that the 2017 profile indicates marginal improvements in non-health related benefits such as flex-time, but a marginal decline in the scope and nature of pension and benefits. While these trends are observed to some extent across other industry sectors, the overall compensation value proposition observed across the smaller to mid-sized arts organizations is static at best, and arguably in some cases, falling further behind. Cultural Human Resources Council - 2018 26 2017 National Compensation Study In conclusion, based on the findings and conclusions observed in this particular compensation study, coupled with the reality of 2017/18 demographic trends and tightening knowledgeintensive labour markets, it is concluded that the cultural sector’s human resources agenda is more vulnerable than observed nine years ago. The current labour market and compensation realities may result in attraction and retention challenges which will need to be addressed over the next one to two years to ensure the sector’s longer term sustainability. Cultural Human Resources Council - 2018 27 2017 National Compensation Study Appendix A – Detailed Base Salary Findings by Position and by Selected Participant Profile Categories 1.General Management 1.1 Executive Director / General Manager Table 1.1.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 Executive Director/General Manager 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average Actual P25 P50 P75 (N) Average Actual P50 Average Actual P50 25 $51.8 $36.6 $42.7 $65.9 22 $40.1 $34.8 23% 19% Atlantic 5 $35.8 $23.1 $33.8 $49.5 5 $32.8 $31.5 8% 7% Ontario 5 $53.0 $34.5 $51.4 $72.2 5 $45.6 $43.4 14% 16% Prairies (AB, MB, SK) 4 $67.5 -- $42.7 -- -- -- -- -- -- Quebec 9 $52.4 $36.8 $50.0 $68.8 8 $40.9 $38.4 22% 23% British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- General Management National Region Artistic Discipline Dance 2 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 5 $40.9 $37.1 $39.1 $45.6 Music and Sound Recording 5 $60.3 $35.6 $64.4 $82.9 Theatre 9 $54.1 $30.6 $42.8 $57.8 Visual Arts and Craft 3 $42.3 -- -- -- Writing and Publishing 0 -- -- -- -- Table 1.1.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Executive Director/General Manager 2017 Base Pay 2008 Base Pay (N) Average Actual P25 P50 P75 66 $44.7 $37.1 $43.7 $52.7 (N) Average Actual 50 $37.0 Variance (% ) P50 Average Actual P50 $35.0 17% 20% General Management National Region Atlantic 11 $45.6 $39.2 $40.6 $50.3 7 $33.1 $32.0 27% 21% Ontario 9 $48.3 $36.4 $52.1 $59.6 15 $43.3 $35.0 10% 33% Prairies (AB, MB, SK) 5 $50.3 $37.8 $49.0 $63.6 -- -- -- -- -- Quebec 35 $43.6 $35.4 $42.9 $52.6 8 $34.9 $40.8 20% 5% British Columbia / Territories 6 $39.3 $31.4 $41.3 $48.8 -- -- -- -- -- Dance 7 $49.5 $37.5 $52.6 $60.0 Digital and Media Arts 10 $39.8 $36.4 $37.9 $42.1 Inter Arts and Multidisciplinary 23 $46.1 $32.1 $43.9 $59.0 Music and Sound Recording 4 $49.6 -- $52.5 -- Theatre 13 $41.8 $35.9 $40.4 $48.9 Visual Arts and Craft 7 $44.8 $39.0 $43.8 $48.0 Writing and Publishing 2 -- -- -- -- Artistic Discipline Cultural Human Resources Council - 2018 28 2017 National Compensation Study Table 1.1.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Executive Director/General Manager 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average Actual P25 P50 P75 (N) Average Actual P50 Average Actual P50 166 $59.3 $47.1 $57.9 $66.2 69 $51.6 $49.9 13% 14% Atlantic 14 $52.3 $45.5 $52.0 $59.0 -- -- -- -- -- Ontario 50 $65.2 $47.5 $61.1 $77.2 26 $57.1 $58.0 12% 5% Prairies (AB, MB, SK) 20 $61.7 $48.5 $61.0 $74.3 -- -- -- -- -- Quebec 56 $55.2 $46.9 $53.6 $62.8 15 $47.5 $49.0 14% 8% British Columbia / Territories 26 $58.5 $46.9 $58.8 $65.2 -- -- -- -- -- Dance 17 $54.8 $45.9 $51.2 $62.6 Digital and Media Arts 15 $56.9 $46.6 $52.7 $62.8 Inter Arts and Multidisciplinary 25 $60.0 $44.5 $57.9 $72.5 Music and Sound Recording 19 $63.7 $46.9 $61.1 $81.5 Theatre 53 $55.5 $46.8 $56.3 $64.5 Visual Arts and Craft 28 $63.4 $51.8 $58.8 $65.6 Writing and Publishing 9 $69.6 $59.8 $68.6 $81.0 General Management National Region Artistic Discipline Table 1.1.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Executive Director/General Manager 2017 Base Pay 2008 Base Pay (N) Average Actual 39 $75.6 Variance (% ) (N) Average Actual P50 Average Actual P25 P50 P75 P50 94 $89.0 $69.8 $83.9 $102.6 $75.0 15% 11% Atlantic 5 $95.9 $64.0 $107.1 $122.2 -- -- -- -- -- Ontario 21 $80.5 $62.0 $75.0 $89.1 16 $69.5 $64.8 14% 14% Prairies (AB, MB, SK) 22 $92.8 $73.5 $83.6 $107.5 -- -- -- -- -- Quebec 29 $86.8 $68.3 $85.7 $100.1 5 $67.4 $63.0 22% 27% British Columbia / Territories 17 $95.9 $72.0 $84.4 $116.8 -- -- -- -- -- 4 $90.2 -- $91.2 -- Digital and Media Arts 6 $76.9 $67.8 $71.9 $87.3 Inter Arts and Multidisciplinary 22 $89.5 $66.2 $80.8 $99.0 Music and Sound Recording 18 $95.1 $69.6 $86.6 $118.6 Theatre 36 $85.7 $65.6 $83.6 $103.4 Visual Arts and Craft 7 $99.8 $83.6 $85.0 $122.9 Writing and Publishing 1 -- -- -- -- General Management National Region Artistic Discipline Dance Cultural Human Resources Council - 2018 29 2017 National Compensation Study Table 1.1.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Executive Director/General Manager 2017 Base Pay 2008 Base Pay (N) Average Actual P25 P50 P75 22 $210.4 $136.2 $179.7 Atlantic 0 -- -- -- Ontario 8 $267.1 $198.7 $220.8 Prairies (AB, MB, SK) 5 $168.4 $150.0 $177.0 Quebec 7 $168.2 $104.2 $177.1 British Columbia / Territories 2 -- -- Dance 2 -- Digital and Media Arts 1 Inter Arts and Multidisciplinary 3 Music and Sound Recording 7 Theatre Visual Arts and Craft Writing and Publishing Variance (% ) P50 Average Actual P50 $191.2 $177.6 9% 1% -- -- -- -- -- $370.7 6 $240.7 $240.0 10% -9% $182.4 -- -- -- -- -- $182.1 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- $232.1 -- -- -- $239.9 $168.8 $182.1 $353.6 6 $175.2 $115.1 $155.4 $229.4 3 $195.4 -- -- -- 0 -- -- -- -- (N) Average Actual $245.2 13 -- General Management National Region Artistic Discipline 1.2 Director/Manager, Administrative Services Table 1.2.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 Director/Manager, Administrative Services 2017 Base Pay 2008 Base Pay (N) Average Actual P25 P50 P75 3 $45.5 -- -- -- (N) Average Actual 4 $44.0 Variance (% ) P50 Average Actual P50 $46.4 3% -- General Management National Cultural Human Resources Council - 2018 30 2017 National Compensation Study Table 1.2.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Director/Manager, Administrative Services 2008 Base Pay 2017 Base Pay (N) Average Actual $49.2 8 (N) Average Actual P25 P50 P75 14 $42.8 $33.3 $40.3 Variance (% ) P50 Average Actual P50 $31.5 $30.0 26% 26% General Management National Region Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 5 $41.7 $32.1 $41.0 $51.5 -- -- -- -- -- Prairies (AB, MB, SK) 0 -- -- -- -- -- -- -- -- -- Quebec 7 $39.4 $30.4 $37.0 $42.9 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 4 $42.3 -- $38.6 -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 4 $42.7 -- $43.2 -- Music and Sound Recording 1 -- -- -- -- Theatre 3 $44.8 -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 1.2.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Administrative Services 2017 Base Pay 2008 Base Pay (N) Average Actual (N) Average Actual P25 P50 P75 58 $51.9 $41.0 $48.3 $56.7 18 Atlantic 4 $42.5 -- $42.6 -- Ontario 15 $53.0 Prairies (AB, MB, SK) 5 $43.9 $45.0 $53.0 $32.3 $42.9 Quebec 26 British Columbia / Territories 8 $53.7 $41.0 $45.5 $53.8 $46.2 $52.1 Dance 9 $50.3 $45.5 $51.4 $54.6 Digital and Media Arts 3 $46.5 -- -- -- Inter Arts and Multidisciplinary 9 $73.2 $49.1 $62.5 $90.0 Music and Sound Recording 5 $52.4 $41.7 $53.6 $62.6 Theatre 22 $47.3 $38.9 $46.4 $50.4 Visual Arts and Craft 7 $47.8 $41.2 $45.7 $58.1 Writing and Publishing 3 $41.0 -- -- -- Variance (% ) P50 Average Actual P50 $41.2 $42.0 21% 13% -- -- -- -- -- $60.9 -- -- -- -- -- $56.0 -- -- -- -- -- $52.1 -- -- -- -- -- $62.7 -- -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 31 2017 National Compensation Study Table 1.2.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Administrative Services 2008 Base Pay 2017 Base Pay (N) Average Actual $82.7 13 $51.2 (N) Average Actual P25 P50 P75 40 $79.0 $53.9 $67.8 Variance (% ) P50 Average Actual P50 $52.0 35% 23% General Management National Region Atlantic 2 -- -- -- -- -- -- -- -- -- Ontario 8 $67.4 $56.6 $66.2 $80.7 7 $53.7 $53.6 20% 19% Prairies (AB, MB, SK) 8 $75.3 $48.5 $70.4 $103.3 -- -- -- -- -- Quebec 15 $63.7 $52.7 $60.9 $80.4 -- -- -- -- -- British Columbia / Territories 7 $129.0 $62.4 $75.0 $131.3 -- -- -- -- -- 3 $72.9 -- -- -- Digital and Media Arts 5 $49.0 $38.2 $50.1 $59.3 Inter Arts and Multidisciplinary 13 $71.6 $50.7 $65.6 $94.4 Artistic Discipline Dance Music and Sound Recording 3 $71.7 -- -- -- Theatre 13 $101.4 $60.5 $71.9 $86.1 Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 1 -- -- -- -- Table 1.2.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Administrative Services 2017 Base Pay 2008 Base Pay (N) Average Actual (N) Average Actual P25 P50 P75 13 $132.2 $104.7 $130.1 $166.1 7 Atlantic 0 -- -- -- -- Ontario 5 $158.9 Prairies (AB, MB, SK) 2 -- $128.1 $155.8 -- -- Quebec 6 British Columbia / Territories 0 $116.8 $78.5 -- -- Dance 1 -- Variance (% ) P50 Average Actual P50 $143.3 $162.3 -8% -25% -- -- -- -- -- $191.2 4 $153.1 $157.8 4% -1% -- -- -- -- -- -- $120.0 $151.3 -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- General Management National Region Artistic Discipline Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 3 $158.9 -- -- -- Music and Sound Recording 3 $127.7 -- -- -- Theatre 4 $120.3 -- $109.4 -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Cultural Human Resources Council - 2018 32 2017 National Compensation Study 1.3 Office Administrator/Manager Table 1.3.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 Office Administrator/Manager 2017 Base Pay 2008 Base Pay (N) Average Actual P25 P50 P75 3 $49.5 -- -- -- (N) Average Actual 4 $35.4 Variance (% ) P50 Average Actual P50 $31.9 29% -- General Management National Table 1.3.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Office Administrator/Manager 2017 Base Pay 2008 Base Pay (N) Average Actual P25 P50 P75 7 $32.4 $28.1 $34.1 $41.8 (N) Average Actual 8 $26.7 Variance (% ) P50 Average Actual P50 $25.7 18% 25% General Management National Region Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 1 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 1 -- -- -- -- -- -- -- -- -- Quebec 4 $32.1 -- $35.0 -- -- -- -- -- -- British Columbia / Territories 0 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 5 $30.8 $21.8 $34.1 $38.2 Music and Sound Recording 0 -- -- -- -- Theatre 0 -- -- -- -- Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Cultural Human Resources Council - 2018 33 2017 National Compensation Study Table 1.3.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Office Administrator/Manager 2008 Base Pay 2017 Base Pay (N) Average Actual $43.0 18 $36.8 (N) Average Actual P25 P50 P75 32 $37.9 $31.6 $38.6 Variance (% ) P50 Average Actual P50 $32.9 3% 15% General Management National Region Atlantic 2 -- -- -- -- -- -- -- -- -- Ontario 15 $37.1 $32.1 $38.6 $42.2 9 $36.5 $35.0 2% 9% Prairies (AB, MB, SK) 5 $35.6 $29.6 $37.5 $40.7 -- -- -- -- -- Quebec 7 $40.4 $29.3 $39.0 $49.3 -- -- -- -- -- British Columbia / Territories 3 $45.3 -- -- -- -- -- -- -- -- Dance 6 $36.0 $29.3 $36.8 $43.2 Digital and Media Arts 3 $35.7 -- -- -- Inter Arts and Multidisciplinary 6 $37.7 $27.3 $37.7 $49.1 Music and Sound Recording 5 $36.5 $26.2 $38.6 $45.8 Theatre 10 $39.4 $32.1 $38.0 $42.1 Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 1 -- -- -- -- Artistic Discipline Table 1.3.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Office Administrator/Manager 2017 Base Pay 2008 Base Pay (N) Average Actual (N) Average Actual P25 P50 P75 34 $42.7 $35.5 $42.9 $48.5 10 Atlantic 2 -- -- -- -- Ontario 10 $43.5 Prairies (AB, MB, SK) 7 $44.1 $33.9 $42.9 $39.4 $46.3 Quebec 9 British Columbia / Territories 6 $40.9 $31.9 $40.2 $43.9 $39.6 $41.4 Dance 4 $54.8 -- $51.3 -- Variance (% ) P50 Average Actual P50 $38.4 $39.0 10% 9% -- -- -- -- -- $49.9 5 $44.3 $45.0 -2% -5% $49.0 -- -- -- -- -- $51.0 -- -- -- -- -- $49.6 -- -- -- -- -- General Management National Region Artistic Discipline Digital and Media Arts 3 $32.7 -- -- -- Inter Arts and Multidisciplinary 9 $37.4 $30.6 $37.5 $43.3 Music and Sound Recording 7 $41.3 $39.4 $42.9 $43.6 Theatre 9 $46.6 $40.8 $47.7 $52.5 Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 1 -- -- -- -- Cultural Human Resources Council - 2018 34 2017 National Compensation Study Table 1.3.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Office Administrator/Manager 2017 Base Pay 2008 Base Pay (N) Average Actual P25 P50 P75 6 $56.8 $42.1 $51.0 $71.2 (N) Average Actual 3 $44.2 Variance (% ) P50 Average Actual P50 $40.0 22% 22% General Management National 1.4 Administrative Assistant Table 1.4.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 2017 Base Pay Administrative Assistant 2008 Base Pay (N) Average Actual P25 P50 P75 4 $38.9 -- $37.2 -- (N) Average Actual 6 $32.6 Variance (% ) P50 Average Actual P50 $31.0 16% 17% General Management National Table 1.4.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 2017 Base Pay Administrative Assistant 2008 Base Pay (N) Average Actual $37.1 8 $25.1 (N) Average Actual P25 P50 P75 15 $31.1 $24.0 $28.1 Variance (% ) P50 Average Actual P50 $25.2 19% 10% General Management National Region Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 2 -- -- -- -- 3 $21.5 $21.8 -- -- Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 9 $30.8 $23.7 $29.5 $38.0 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 6 $25.7 $19.9 $25.2 $30.8 Music and Sound Recording 1 -- -- -- -- Theatre 3 $31.6 -- -- -- Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 1 -- -- -- -- Artistic Discipline Cultural Human Resources Council - 2018 35 2017 National Compensation Study Table 1.4.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2008 Base Pay 2017 Base Pay Administrative Assistant Variance (% ) (N) Average Actual $40.5 25 $28.5 $32.6 -- -- -- -- -- -- $36.2 $44.3 9 $28.6 $26.8 22% 26% (N) Average Actual P25 P50 P75 53 $36.0 $30.4 $35.1 Atlantic 4 $32.6 -- Ontario 8 $36.7 $29.8 P50 Average Actual P50 $27.3 21% 22% General Management National Region Prairies (AB, MB, SK) 7 $38.6 $29.3 $37.4 $45.5 -- -- -- -- -- Quebec 25 $36.3 $30.9 $35.2 $42.6 7 $25.1 $24.0 31% 32% British Columbia / Territories 9 $33.9 $31.2 $33.2 $35.1 -- -- -- -- -- Dance 8 $33.4 $29.7 $34.2 $37.8 Digital and Media Arts 2 -- -- -- -- Inter Arts and Multidisciplinary 8 $34.2 $32.2 $33.2 $35.1 Music and Sound Recording 6 $38.3 $29.0 $36.2 $45.3 Theatre 20 $35.5 $29.8 $35.8 $41.6 Visual Arts and Craft 6 $41.7 $34.6 $40.1 $48.8 Writing and Publishing 3 $32.0 -- -- -- Artistic Discipline Table 1.4.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2017 Base Pay Administrative Assistant 2008 Base Pay (N) Average Actual (N) Average Actual P25 P50 P75 38 $40.5 $35.0 $40.3 $43.2 16 Atlantic 1 -- -- -- -- Ontario 6 $37.2 Prairies (AB, MB, SK) 8 $39.5 $33.3 $38.1 $30.9 $39.3 Quebec 17 British Columbia / Territories 6 $41.2 $35.1 $41.4 $42.8 $34.2 $40.0 Dance 2 -- -- -- -- Digital and Media Arts 3 $33.2 -- -- -- Inter Arts and Multidisciplinary 8 $44.6 $38.3 $42.2 $51.6 Music and Sound Recording 8 $38.9 $29.6 $35.1 $42.5 Theatre 13 $40.6 $34.1 $37.5 $47.9 Visual Arts and Craft 3 $41.5 -- -- -- Writing and Publishing 1 -- -- -- -- Variance (% ) P50 Average Actual P50 $33.7 $33.3 17% 17% -- -- -- -- -- $41.0 6 $33.2 $36.0 11% 6% $48.2 -- -- -- -- -- $45.4 -- -- -- -- -- $49.6 -- -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 36 2017 National Compensation Study Table 1.4.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2008 Base Pay 2017 Base Pay Administrative Assistant (N) Average Actual $53.5 10 $44.0 (N) Average Actual P25 P50 P75 19 $49.0 $38.3 $45.3 Variance (% ) P50 Average Actual P50 $43.7 10% 3% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $60.1 $41.9 $61.6 $75.7 6 $43.4 $43.3 28% 30% Prairies (AB, MB, SK) 5 $43.1 $37.4 $40.3 $50.1 -- -- -- -- -- Quebec 6 $46.2 $42.5 $45.3 $52.7 -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 4 $47.7 -- $41.4 -- Music and Sound Recording 6 $50.3 $39.8 $44.1 $59.5 Theatre 4 $47.3 -- $50.4 -- Visual Arts and Craft 3 $47.4 -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 1.5 Receptionist/Clerk Table 1.5.1 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2017 Base Pay Receptionist/Clerk 2008 Base Pay (N) Average Actual P25 P50 P75 7 $31.9 $24.4 $29.3 $42.5 (N) Average Actual 11 $22.3 Variance (% ) P50 Average Actual P50 $22.8 30% 22% General Management National Cultural Human Resources Council - 2018 37 2017 National Compensation Study Table 1.5.2 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2008 Base Pay 2017 Base Pay Receptionist/Clerk (N) Average Actual $48.2 13 $30.4 -- -- -- -- -- 3 (N) Average Actual P25 P50 P75 11 $45.8 $33.5 $37.5 Atlantic 0 -- -- Ontario 0 -- -- Variance (% ) P50 Average Actual P50 $29.1 34% 22% -- -- -- -- $31.4 $29.1 -- -- General Management National Region Prairies (AB, MB, SK) 5 $43.7 $31.7 $37.0 $59.0 -- -- -- -- -- Quebec 0 -- -- -- -- 3 $28.3 $28.4 -- -- British Columbia / Territories 6 $47.5 $35.9 $41.3 $57.6 -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 3 $56.3 -- -- -- Theatre 1 -- -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 1.5.3 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2017 Base Pay Receptionist/Clerk 2008 Base Pay (N) Average Actual (N) Average Actual P25 P50 P75 7 $44.0 $31.4 $45.3 $53.5 10 Atlantic 0 -- -- -- -- Ontario 5 $47.1 Prairies (AB, MB, SK) 1 -- $35.4 $45.3 -- -- Quebec 1 British Columbia / Territories 0 -- -- -- -- Dance 2 -- Variance (% ) P50 Average Actual P50 $29.7 $31.1 33% 31% -- -- -- -- -- $59.9 6 $30.0 $31.7 36% 30% -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- -- General Management National Region Artistic Discipline Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 3 $47.9 -- -- -- Music and Sound Recording 1 -- -- -- -- Theatre 0 -- -- -- -- Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- Cultural Human Resources Council - 2018 38 2017 National Compensation Study 2. Finance and Accounting 2.1 Director/Manager, Finance Table 2.1.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 2017 Base Pay Director/Manager, Finance 2008 Base Pay (N) Average Actual P25 P50 P75 3 $57.2 -- -- -- (N) Average Actual -- -- Variance (% ) P50 Average Actual P50 -- -- -- General Management National Table 2.1.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 2017 Base Pay Director/Manager, Finance 2008 Base Pay (N) Average Actual P25 P50 P75 4 $44.1 -- $44.9 -- (N) Average Actual -- -- Variance (% ) P50 Average Actual P50 -- -- -- General Management National Table 2.1.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Director/Manager, Finance (N) Average P25 P50 P75 (N) Average P50 Average P50 12 $48.4 $35.4 $50.9 $59.8 5 $35.8 $35.0 26% 31% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 2 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 3 $50.1 -- -- -- -- -- -- -- -- Quebec 5 $48.4 $36.4 $50.8 $59.2 4 $38.5 $37.0 21% 27% British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 1 -- -- -- -- General Management National Region Artistic Discipline Music and Sound Recording 0 -- -- -- -- Theatre 10 $49.2 $37.5 $50.9 $57.5 Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- Cultural Human Resources Council - 2018 39 2017 National Compensation Study Table 2.1.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2008 Base Pay 2017 Base Pay Variance (% ) Director/Manager, Finance (N) Average P25 P50 P75 (N) Average P50 Average P50 30 $72.5 $55.2 $65.0 $81.2 9 $49.2 $50.0 32% 23% Atlantic 3 $58.7 -- -- -- -- -- -- -- -- Ontario 3 $75.3 -- -- -- -- -- -- -- -- General Management National Region Prairies (AB, MB, SK) 7 $73.5 $48.2 $66.2 $87.8 -- -- -- -- -- Quebec 9 $62.6 $54.8 $56.2 $74.2 -- -- -- -- -- British Columbia / Territories 8 $87.0 $61.4 $81.2 $87.3 -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 2 -- -- -- -- Inter Arts and Multidisciplinary 7 $74.0 $48.8 $80.4 $87.9 Music and Sound Recording 8 $69.5 $56.7 $71.9 $82.8 Theatre 11 $75.9 $50.7 $63.8 $75.0 Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 2.1.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Director/Manager, Finance (N) Average P25 P50 P75 (N) Average P50 Average P50 21 $97.9 $73.8 $91.1 $108.1 9 $96.5 $101.4 1% -11% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 8 $111.9 $71.5 $85.1 $160.4 5 $111.4 $113.0 1% -33% Prairies (AB, MB, SK) 6 $86.8 $67.7 $85.9 $104.1 -- -- -- -- -- Quebec 5 $87.0 $75.4 $77.1 $103.6 -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- General Management National Region Artistic Discipline Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 4 $87.4 -- $86.1 -- Music and Sound Recording 7 $100.2 $70.7 $80.7 $117.9 Theatre 5 $83.3 $66.5 $91.1 $96.1 Visual Arts and Craft 3 $100.8 -- -- -- Writing and Publishing 0 -- -- -- -- Cultural Human Resources Council - 2018 40 2017 National Compensation Study 2.2 Finance Officer Table 2.2.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 2017 Base Pay 2008 Base Pay Variance (% ) Finance Officer (N) Average P25 P50 P75 (N) Average P50 Average P50 3 $40.0 -- -- -- -- -- -- -- -- General Management National Table 2.2.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 2017 Base Pay 2008 Base Pay Variance (% ) Finance Officer (N) Average P25 P50 P75 (N) Average P50 Average P50 13 $43.5 $30.4 $46.9 $55.1 3 $19.3 $19.3 56% 59% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 3 $50.3 -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 7 $37.1 $28.1 $37.5 $48.8 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 6 $37.9 $15.4 $30.4 $66.2 Music and Sound Recording 1 -- -- -- -- Theatre 2 -- -- -- -- Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 1 -- -- -- -- Artistic Discipline Cultural Human Resources Council - 2018 41 2017 National Compensation Study Table 2.2.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2008 Base Pay 2017 Base Pay Variance (% ) Finance Officer (N) Average P25 P50 P75 (N) Average P50 Average P50 46 $57.6 $41.5 $49.3 $73.3 21 $45.4 $45.5 21% 8% Atlantic 4 $54.7 -- $49.0 -- -- -- -- -- -- Ontario 16 $66.9 $43.4 $62.2 $86.6 6 $57.8 $59.5 14% 4% General Management National Region Prairies (AB, MB, SK) 10 $51.5 $41.1 $45.8 $58.5 -- -- -- -- -- Quebec 9 $47.9 $35.2 $40.8 $62.2 3 $44.3 $40.4 7% 1% British Columbia / Territories 7 $59.0 $47.9 $48.8 $75.0 -- -- -- -- -- Dance 4 $53.8 -- $39.6 -- Digital and Media Arts 3 $55.6 -- -- -- Inter Arts and Multidisciplinary 9 $64.2 $51.6 $68.3 $78.4 Music and Sound Recording 8 $64.8 $37.1 $58.2 $89.4 Theatre 17 $49.8 $38.7 $43.9 $51.7 Visual Arts and Craft 4 $46.9 -- $51.7 -- Writing and Publishing 1 -- -- -- -- Artistic Discipline Table 2.2.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Finance Officer (N) Average P25 P50 P75 (N) Average P50 Average P50 51 $53.4 $40.5 $48.8 $63.4 17 $43.3 $41.0 19% 16% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 11 $61.1 $41.3 $57.0 $78.0 5 $45.2 $39.8 26% 30% Prairies (AB, MB, SK) 11 $48.5 $41.3 $48.3 $50.7 -- -- -- -- -- Quebec 20 $51.7 $38.8 $51.9 $62.1 3 $29.9 $25.0 42% 52% British Columbia / Territories 9 $53.6 $39.7 $48.8 $66.7 -- -- -- -- -- 2 -- -- -- -- Digital and Media Arts 3 $44.1 -- -- -- Inter Arts and Multidisciplinary 11 $52.9 $39.0 $49.2 $60.0 Music and Sound Recording 7 $50.6 $33.2 $41.3 $63.6 Theatre 25 $54.5 $43.1 $48.8 $61.3 Visual Arts and Craft 3 $61.7 -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Dance Cultural Human Resources Council - 2018 42 2017 National Compensation Study Table 2.2.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2008 Base Pay 2017 Base Pay Variance (% ) Finance Officer (N) Average P25 P50 P75 (N) Average P50 Average P50 20 $59.5 $48.6 $59.6 $71.7 8 $52.9 $54.5 11% 9% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $62.2 $46.8 $59.5 $78.4 5 $64.6 $63.3 -4% -6% Prairies (AB, MB, SK) 5 $53.9 $41.9 $58.8 $63.5 -- -- -- -- -- Quebec 7 $60.7 $42.6 $62.1 $75.5 -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 3 $61.2 -- -- -- Music and Sound Recording 6 $56.4 $40.0 $54.6 $72.9 Theatre 6 $64.6 $50.7 $67.5 $76.9 Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 3. Marketing/Communications/Development 3.1 Director/Manager, Marketing/Communications Table 3.1.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 Director/Manager, Marketing/ Communications 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 4 $102.0 -- $60.7 -- -- -- -- -- -- General Management National Cultural Human Resources Council - 2018 43 2017 National Compensation Study Table 3.1.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Director/Manager, Marketing/ Communications 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 11 $43.4 $33.0 $39.4 $56.3 7 $36.1 $33.4 17% 15% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 1 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 1 -- -- -- -- -- -- -- -- -- Quebec 7 $35.7 $31.2 $35.5 $39.4 -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 2 -- -- -- -- Inter Arts and Multidisciplinary 3 $42.3 -- -- -- Music and Sound Recording 2 -- -- -- -- Theatre 1 -- -- -- -- Visual Arts and Craft 0 -- -- -- -- Writing and Publishing 1 -- -- -- -- General Management National Region Artistic Discipline Table 3.1.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Marketing/ Communications 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 49 $45.1 $37.5 $42.9 $49.4 15 $36.4 $37.0 19% 14% Atlantic 2 -- -- -- -- -- -- -- -- -- Ontario 16 $45.3 $37.5 $42.9 $48.8 4 $40.9 $43.4 10% -1% Prairies (AB, MB, SK) 6 $45.0 $35.2 $39.3 $55.3 -- -- -- -- -- Quebec 19 $44.3 $35.5 $43.6 $49.6 6 $29.9 $27.3 33% 37% British Columbia / Territories 6 $43.8 $36.6 $43.3 $52.0 -- -- -- -- -- Dance 7 $45.1 $39.4 $45.3 $50.0 Digital and Media Arts 2 -- -- -- -- Inter Arts and Multidisciplinary 6 $53.0 $39.3 $51.4 $68.4 Music and Sound Recording 6 $48.6 $38.5 $46.8 $56.9 Theatre 18 $42.3 $35.9 $38.0 $44.0 Visual Arts and Craft 7 $39.3 $33.2 $42.7 $47.5 Writing and Publishing 3 $54.8 -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 44 2017 National Compensation Study Table 3.1.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Marketing/ Communications 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 63 $56.9 $46.9 $53.6 $66.9 31 $46.4 $45.0 18% 16% Atlantic 5 $58.2 $35.0 $55.1 $83.0 -- -- -- -- -- Ontario 16 $49.6 $44.8 $47.9 $51.2 12 $45.9 $43.1 7% 10% Prairies (AB, MB, SK) 16 $63.5 $55.0 $59.0 $70.8 -- -- -- -- -- Quebec 18 $58.6 $47.8 $54.4 $72.3 3 $40.2 $38.0 31% 30% British Columbia / Territories 8 $54.0 $40.8 $51.0 $65.6 -- -- -- -- -- 4 $54.4 -- $55.6 -- Digital and Media Arts 5 $49.6 $41.7 $45.0 $59.9 Inter Arts and Multidisciplinary 11 $62.4 $50.0 $55.1 $80.9 Music and Sound Recording 14 $58.4 $42.9 $56.5 $72.6 Theatre 25 $55.3 $47.3 $54.1 $61.5 Visual Arts and Craft 4 $59.3 -- $53.0 -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Dance Table 3.1.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Marketing/ Communications 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 24 $98.7 $79.9 $93.2 $118.1 13 $92.1 $87.0 7% 7% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 8 $107.6 $65.2 $109.2 $139.1 7 $109.7 $108.5 -2% 1% Prairies (AB, MB, SK) 6 $92.0 $84.4 $92.4 $100.4 -- -- -- -- -- Quebec 8 $92.5 $72.3 $90.1 $116.1 -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 4 $117.2 -- $119.0 -- Music and Sound Recording 7 $91.0 $69.6 $92.0 $100.3 Theatre 8 $84.8 $64.0 $86.5 $99.1 Visual Arts and Craft 3 $105.7 -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 45 2017 National Compensation Study 3.2 Communications Coordinator Table 3.2.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 Communications Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 4 $40.3 -- $35.9 -- 3 $33.9 $35.0 16% 2% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 1 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 1 -- -- -- -- -- -- -- -- -- Quebec 2 -- -- -- -- 3 $33.9 $35.0 -- -- British Columbia / Territories 0 -- -- -- -- -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 1 -- -- -- -- Music and Sound Recording 1 -- -- -- -- Theatre 2 -- -- -- -- Visual Arts and Craft 0 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Table 3.2.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Communications Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 15 $37.2 $28.1 $32.7 $37.5 4 $34.1 $29.4 8% 10% Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 2 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 1 -- -- -- -- -- -- -- -- -- Quebec 10 $30.9 $27.3 $31.9 $34.1 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- General Management National Region Artistic Discipline Dance 2 -- -- -- -- Digital and Media Arts 4 $32.8 -- $32.9 -- Inter Arts and Multidisciplinary 5 $43.8 $27.2 $28.1 $68.3 Music and Sound Recording 0 -- -- -- -- Theatre 1 -- -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 1 -- -- -- -- Cultural Human Resources Council - 2018 46 2017 National Compensation Study Table 3.2.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Communications Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 53 $35.5 $32.1 $37.4 $40.1 20 $33.5 $31.5 6% 16% Atlantic 6 $36.3 $31.2 $38.8 $41.3 -- -- -- -- -- Ontario 12 $36.1 $31.9 $36.8 $39.2 7 $31.9 $30.4 12% 17% Prairies (AB, MB, SK) 6 $36.4 $34.9 $37.6 $38.5 -- -- -- -- -- Quebec 24 $35.0 $30.7 $36.6 $40.9 6 $31.0 $28.7 11% 22% British Columbia / Territories 5 $34.2 $30.1 $32.8 $39.0 -- -- -- -- -- Dance 5 $34.1 $28.7 $29.3 $41.9 Digital and Media Arts 3 $34.2 -- -- -- Inter Arts and Multidisciplinary 5 $28.2 $19.6 $28.3 $36.8 General Management National Region Artistic Discipline Music and Sound Recording 2 -- -- -- -- Theatre 24 $36.6 $35.2 $38.3 $40.9 Visual Arts and Craft 12 $35.4 $31.2 $37.1 $37.8 Writing and Publishing 2 -- -- -- -- Table 3.2.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Communications Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 33 $44.5 $39.0 $43.0 $47.4 15 $35.5 $35.0 20% 19% Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 2 -- -- -- -- 6 $35.1 $38.3 -- -- Prairies (AB, MB, SK) 9 $45.9 $41.3 $44.4 $46.5 -- -- -- -- -- Quebec 18 $44.4 $37.5 $42.1 $47.9 -- -- -- -- -- British Columbia / Territories 3 $38.7 -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 4 $34.7 -- $38.3 -- Inter Arts and Multidisciplinary 9 $43.6 $38.3 $40.0 $47.4 Music and Sound Recording 8 $45.4 $44.7 $46.5 $49.7 Theatre 10 $48.8 $40.9 $44.5 $50.6 Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 47 2017 National Compensation Study Table 3.2.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Communications Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 18 $61.1 $48.5 $55.1 $69.6 13 $49.2 $43.7 20% 21% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 5 $78.0 $60.1 $69.1 $100.3 7 $52.1 $43.7 33% 37% Prairies (AB, MB, SK) 6 $52.6 $40.1 $49.7 $62.8 -- -- -- -- -- Quebec 6 $57.7 $51.4 $55.6 $65.3 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 6 $55.7 $45.1 $49.6 $72.0 Theatre 5 $57.5 $51.0 $56.8 $64.4 Visual Arts and Craft 3 $72.9 -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 3.3 Marketing Coordinator Table 3.3.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 2017 Base Pay 2008 Base Pay Variance (% ) Marketing Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 5 $42.9 $27.7 $37.5 $60.9 -- -- -- -- -- Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 0 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 0 -- -- -- -- -- -- -- -- -- Quebec 4 $44.3 -- $38.7 -- -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- General Management National Region Cultural Human Resources Council - 2018 48 2017 National Compensation Study Table 3.3.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Marketing Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 20 $39.0 $35.2 $38.0 $42.9 7 $30.1 $28.6 23% 25% General Management National Region Atlantic 2 -- -- -- -- -- -- -- -- -- Ontario 5 $35.8 $34.4 $35.4 $37.3 4 $28.9 $28.3 19% 20% Prairies (AB, MB, SK) 4 $40.1 -- $40.9 -- -- -- -- -- -- Quebec 7 $41.4 $35.1 $42.9 $43.6 -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 3 $39.7 -- -- -- Theatre 7 $40.4 $36.9 $42.9 $43.2 Visual Arts and Craft 4 $41.3 -- $37.2 -- Writing and Publishing 3 $38.4 -- -- -- Artistic Discipline Table 3.3.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Marketing Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 34 $41.7 $35.8 $39.7 $45.8 10 $37.7 $39.9 10% -1% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 9 $38.0 $32.6 $38.9 $42.5 8 $36.8 $38.0 3% 2% Prairies (AB, MB, SK) 9 $45.0 $38.7 $41.0 $52.0 -- -- -- -- -- Quebec 9 $41.3 $33.9 $35.1 $50.9 -- -- -- -- -- British Columbia / Territories 7 $42.6 $39.0 $42.2 $53.0 -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 3 $35.1 -- -- -- Inter Arts and Multidisciplinary 7 $49.9 $42.2 $48.3 $56.3 General Management National Region Artistic Discipline Music and Sound Recording 2 -- -- -- -- Theatre 19 $40.7 $36.0 $39.0 $45.0 Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- Cultural Human Resources Council - 2018 49 2017 National Compensation Study Table 3.3.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Marketing Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 17 $49.4 $40.6 $49.0 $58.8 10 $48.6 $47.8 2% 2% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $54.6 $39.1 $58.5 $67.3 6 $50.2 $44.5 8% 24% Prairies (AB, MB, SK) 5 $45.0 $38.1 $45.0 $52.0 -- -- -- -- -- Quebec 5 $49.2 $39.6 $49.0 $58.8 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 3 $54.2 -- -- -- Music and Sound Recording 6 $42.2 $35.0 $42.9 $47.4 Theatre 4 $52.0 -- $52.0 -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 3.4 Director/Manager, Development (Fundraising) Table 3.4.1 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Development (Fundraising) 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 12 $43.9 $30.5 $41.2 $51.7 6 $41.3 $42.2 6% -2% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $45.5 $36.2 $43.2 $55.4 4 $46.9 $46.2 -3% -7% Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 1 -- -- -- -- -- -- -- -- -- British Columbia / Territories 3 $49.8 -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 3 $48.4 -- -- -- Music and Sound Recording 1 -- -- -- -- Theatre 4 $36.1 -- $35.1 -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 50 2017 National Compensation Study Table 3.4.2 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Development (Fundraising) 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 38 $61.8 $46.4 $58.7 $75.2 23 $56.9 $55.0 8% 6% Atlantic 3 $84.5 -- -- -- -- -- -- -- -- Ontario 8 $61.4 $45.1 $49.9 $87.0 9 $57.0 $60.0 7% -20% Prairies (AB, MB, SK) 12 $61.3 $48.4 $60.5 $65.6 -- -- -- -- -- Quebec 6 $50.8 $35.5 $54.7 $61.3 -- -- -- -- -- British Columbia / Territories 9 $62.5 $41.7 $64.3 $78.9 -- -- -- -- -- Dance 3 $56.0 -- -- -- Digital and Media Arts 3 $57.7 -- -- -- Inter Arts and Multidisciplinary 6 $68.9 $50.7 $74.6 $84.0 Music and Sound Recording 7 $68.3 $58.5 $64.3 $84.6 Theatre 14 $54.2 $44.0 $49.1 $61.5 Visual Arts and Craft 4 $75.0 -- $68.9 -- Writing and Publishing 1 -- -- -- -- General Management National Region Artistic Discipline Table 3.4.3 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Development (Fundraising) 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 18 $103.4 $82.7 $91.3 $123.5 11 $124.1 $125.5 -20% -37% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 7 $123.9 $86.1 $107.1 $160.7 6 $161.9 $148.5 -31% -39% Prairies (AB, MB, SK) 6 $87.4 $74.9 $86.3 $100.4 -- -- -- -- -- Quebec 3 $84.4 -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 1 -- -- -- -- Music and Sound Recording 7 $99.2 $48.4 $91.8 $136.4 Theatre 6 $92.3 $84.5 $89.0 $98.4 Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 51 2017 National Compensation Study 3.5 Development Coordinator Table 3.5.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 2017 Base Pay 2008 Base Pay Variance (% ) Development Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 3 $28.6 -- -- -- -- -- -- -- -- General Management National Table 3.5.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Development Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 10 $40.9 $25.4 $39.4 $48.0 5 $46.5 $45.5 -14% -16% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 3 $34.0 -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 3 $30.9 -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 1 -- -- -- -- Music and Sound Recording 4 $45.8 -- $35.9 -- Theatre 3 $39.7 -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Cultural Human Resources Council - 2018 52 2017 National Compensation Study Table 3.5.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Development Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 36 $46.1 $37.5 $43.9 $50.8 13 $38.9 $37.0 16% 16% General Management National Region Atlantic 2 -- -- -- -- -- -- -- -- -- Ontario 9 $41.2 $35.9 $38.6 $46.2 4 $39.8 $38.0 4% 1% Prairies (AB, MB, SK) 9 $48.9 $37.6 $44.9 $56.1 -- -- -- -- -- Quebec 6 $44.5 $41.7 $44.6 $47.2 -- -- -- -- -- British Columbia / Territories 10 $46.5 $37.5 $40.6 $56.9 -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 3 $39.7 -- -- -- Inter Arts and Multidisciplinary 6 $46.0 $40.9 $43.6 $51.5 Music and Sound Recording 12 $44.8 $37.8 $45.8 $51.9 Theatre 10 $44.8 $35.6 $40.2 $48.0 Visual Arts and Craft 4 $60.2 -- $58.9 -- Writing and Publishing 1 -- -- -- -- Artistic Discipline Table 3.5.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) Development Coordinator (N) Average P25 P50 P75 (N) Average P50 Average P50 18 $62.3 $44.1 $50.5 $74.1 10 $47.9 $45.0 23% 11% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $81.6 $44.7 $78.5 $110.9 5 $49.9 $40.0 39% 49% Prairies (AB, MB, SK) 6 $52.8 $42.8 $46.4 $60.8 -- -- -- -- -- Quebec 4 $54.5 -- $54.2 -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 7 $58.7 $42.9 $48.2 $85.7 Theatre 6 $49.4 $45.5 $48.3 $54.7 Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 53 2017 National Compensation Study 4. Human Resources 4.1 Director/Manager, Human Resources Table 4.1.1 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Human Resources 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 3 $48.5 -- -- -- -- -- -- -- -- General Management National Table 4.1.2 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Human Resources 2008 Base Pay 2017 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 3 $59.0 -- -- -- -- -- -- -- -- Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 0 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 0 -- -- -- -- -- -- -- -- -- Quebec 3 $59.0 -- -- -- -- -- -- -- -- British Columbia / Territories 0 -- -- -- -- -- -- -- -- -- General Management National Region Cultural Human Resources Council - 2018 54 2017 National Compensation Study Table 4.1.3 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Human Resources 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 12 $86.5 $66.2 $85.9 $111.0 4 $93.1 $94.5 -8% -10% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 5 $92.1 $62.7 $95.2 $120.0 3 $94.8 $101.0 -3% -6% Prairies (AB, MB, SK) 0 -- -- -- -- -- -- -- -- -- Quebec 6 $86.7 $69.7 $85.9 $100.9 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 4 $95.8 -- $93.5 -- Music and Sound Recording 1 -- -- -- -- Theatre 2 -- -- -- -- Visual Arts and Craft 3 $98.5 -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 4.2 Human Resources Coordinator Table 4.2.1 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Human Resources Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 4 $38.9 -- $39.0 -- -- -- -- -- -- General Management National Cultural Human Resources Council - 2018 55 2017 National Compensation Study Table 4.2.2 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Human Resources Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 10 $56.1 $44.4 $56.9 $64.1 -- -- -- -- -- General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 4 $58.5 -- $60.8 -- -- -- -- -- -- Prairies (AB, MB, SK) 3 $47.2 -- -- -- -- -- -- -- -- Quebec 2 -- -- -- -- -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 1 -- -- -- -- Music and Sound Recording 3 $52.2 -- -- -- Theatre 3 $50.3 -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 5. Information Technology 5.1 Director/Manager, Information Technology Table 5.1.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Director/Manager, Information Technology 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 4 $32.0 -- $32.1 -- -- -- -- -- -- Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 0 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 0 -- -- -- -- -- -- -- -- -- Quebec 3 $30.8 -- -- -- -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- General Management National Region Cultural Human Resources Council - 2018 56 2017 National Compensation Study Table 5.1.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Information Technology 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 14 $35.8 $30.8 $36.5 $40.3 4 $38.4 $34.3 -7% 6% Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 2 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 4 $38.4 -- $40.3 -- -- -- -- -- -- Quebec 4 $35.0 -- $34.8 -- -- -- -- -- -- British Columbia / Territories 3 $34.2 -- -- -- -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 4 $40.4 -- $40.6 -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 0 -- -- -- -- Theatre 5 $36.4 $31.5 $38.0 $40.6 Visual Arts and Craft 3 $33.0 -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Table 5.2.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Information Technology 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 6 $56.7 $45.8 $50.6 $71.4 -- -- -- -- -- Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 0 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 1 -- -- -- -- -- -- -- -- -- Quebec 3 $60.7 -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- General Management National Region Cultural Human Resources Council - 2018 57 2017 National Compensation Study Table 5.2.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Information Technology 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 11 $86.9 $64.3 $80.4 $106.0 5 $73.1 $75.0 16% 7% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 4 $115.2 -- $114.9 -- 4 $73.9 $76.0 36% 34% Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 3 $74.2 -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 3 $70.3 -- -- -- Theatre 3 $80.2 -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 5.2 IT Technician Table 5.2.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 2017 Base Pay 2008 Base Pay Variance (% ) IT Technician (N) Average P25 P50 P75 (N) Average P50 Average P50 8 $34.8 $27.4 $30.6 $42.0 5 $24.3 $21.0 30% 31% Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 1 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 0 -- -- -- -- -- -- -- -- -- Quebec 5 $31.9 $26.6 $28.1 $39.1 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- General Management National Region Artistic Discipline Dance 1 -- -- -- -- Digital and Media Arts 3 $31.3 -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 0 -- -- -- -- Theatre 1 -- -- -- -- Visual Arts and Craft 0 -- -- -- -- Writing and Publishing 1 -- -- -- -- Cultural Human Resources Council - 2018 58 2017 National Compensation Study Table 5.2.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 2017 Base Pay 2008 Base Pay Variance (% ) IT Technician (N) Average P25 P50 P75 (N) Average P50 Average P50 12 $42.7 $32.8 $39.2 $49.6 5 $34.5 $33.3 19% 15% General Management National Region Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 3 $42.8 -- -- -- 3 $36.3 $33.3 15% -- Prairies (AB, MB, SK) 3 $36.9 -- -- -- -- -- -- -- -- Quebec 3 $36.6 -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 4 $51.9 -- $41.9 -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 1 -- -- -- -- Theatre 4 $41.4 -- $45.0 -- Visual Arts and Craft 0 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 5.2.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) IT Technician (N) Average P25 P50 P75 (N) Average P50 Average P50 6 $58.9 $37.4 $46.9 $70.7 6 $47.2 $44.0 20% 6% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 1 -- -- -- -- 3 $59.7 $70.1 -- -- Prairies (AB, MB, SK) 1 -- -- -- -- -- -- -- -- -- Quebec 2 -- -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- General Management National Region Cultural Human Resources Council - 2018 59 2017 National Compensation Study Table 5.2.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 2017 Base Pay 2008 Base Pay Variance (% ) IT Technician (N) Average P25 P50 P75 (N) Average P50 Average P50 14 $58.7 $48.5 $58.1 $67.4 7 $44.3 $45.0 24% 22% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $65.7 $51.9 $66.2 $79.8 4 $41.0 $43.5 38% 34% Prairies (AB, MB, SK) 3 $46.8 -- -- -- -- -- -- -- -- Quebec 3 $58.3 -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 3 $68.9 -- -- -- Music and Sound Recording 4 $50.5 -- $52.0 -- Theatre 4 $55.4 -- $58.5 -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- Artistic Discipline 6. Other 6.1 Director/Manager, Membership and/or Volunteer Relations Table 6.1.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Director/Manager, Membership and/or Volunteer Relations 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 5 $38.7 $27.9 $37.5 $50.1 -- -- -- -- -- General Management National Cultural Human Resources Council - 2018 60 2017 National Compensation Study Table 6.1.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Membership and/or Volunteer Relations 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 22 $40.6 $33.2 $39.7 $43.2 3 $34.4 $33.0 15% 17% General Management National Region Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 6 $51.4 $36.3 $42.9 $66.2 -- -- -- -- -- Prairies (AB, MB, SK) 4 $36.5 -- $37.4 -- -- -- -- -- -- Quebec 8 $39.5 $34.0 $39.7 $44.1 -- -- -- -- -- British Columbia / Territories 3 $29.2 -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 2 -- -- -- -- Inter Arts and Multidisciplinary 4 $30.9 -- $35.6 -- Music and Sound Recording 2 -- -- -- -- Theatre 3 $36.6 -- -- -- Visual Arts and Craft 9 $39.7 $33.0 $41.3 $42.8 Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 6.1.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Membership and/or Volunteer Relations 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 21 $51.5 $42.8 $50.0 $59.8 6 $42.5 $38.3 17% 24% Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 6 $48.4 $39.6 $50.0 $54.0 -- -- -- -- -- Prairies (AB, MB, SK) 5 $53.9 $44.2 $46.0 $67.6 -- -- -- -- -- Quebec 5 $56.1 $45.5 $54.0 $67.7 -- -- -- -- -- British Columbia / Territories 4 $47.5 -- $48.5 -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 4 $56.0 -- $53.2 -- Music and Sound Recording 5 $52.8 $43.6 $50.0 $63.3 Theatre 9 $46.8 $38.2 $43.4 $54.2 Visual Arts and Craft 0 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 61 2017 National Compensation Study Table 6.1.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Membership and/or Volunteer Relations 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 8 $66.4 $51.2 $64.3 $77.5 4 $80.4 $84.5 -21% -31% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 2 -- -- -- -- 4 $80.4 $84.5 -- -- Prairies (AB, MB, SK) 3 $52.6 -- -- -- -- -- -- -- -- Quebec 2 -- -- -- -- -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 0 -- -- -- -- Music and Sound Recording 4 $57.2 -- $60.2 -- Theatre 2 -- -- -- -- Visual Arts and Craft 1 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline 6.2 Director/Manager, Projects/Programs Table 6.2.1 Organizations with Operating Budgets Under $100,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Under $100,000 Director/Manager, Projects/Programs 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 4 $100.8 -- $52.7 -- -- -- -- -- -- Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 1 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 0 -- -- -- -- -- -- -- -- -- Quebec 3 $120.8 -- -- -- -- -- -- -- -- British Columbia / Territories 0 -- -- -- -- -- -- -- -- -- General Management National Region Cultural Human Resources Council - 2018 62 2017 National Compensation Study Table 6.2.2 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Director/Manager, Projects/Programs 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 13 $39.5 $30.0 $37.5 $50.8 12 $34.6 $34.0 12% 9% Atlantic 4 $35.2 -- $33.4 -- 3 $41.8 $36.0 -19% -8% Ontario 2 -- -- -- -- 4 $39.1 $38.8 -- -- Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 3 $35.4 -- -- -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 6 $41.9 $26.5 $45.9 $54.6 Music and Sound Recording 0 -- -- -- -- Theatre 2 -- -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 1 -- -- -- -- General Management National Region Artistic Discipline Table 6.2.3 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Projects/Programs 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 69 $45.0 $36.2 $41.8 $51.1 23 $37.7 $36.1 16% 14% Atlantic 6 $34.1 $31.2 $35.6 $38.0 -- -- -- -- -- Ontario 21 $49.2 $38.6 $44.5 $52.1 9 $42.9 $42.1 13% 5% Prairies (AB, MB, SK) 11 $42.7 $33.6 $42.9 $47.6 -- -- -- -- -- Quebec 19 $43.8 $34.4 $40.8 $49.7 3 $26.0 $30.0 41% 26% British Columbia / Territories 12 $47.0 $38.1 $44.9 $56.1 -- -- -- -- -- 2 -- -- -- -- Digital and Media Arts 9 $45.6 $35.0 $47.0 $54.9 Inter Arts and Multidisciplinary 15 $46.0 $38.0 $41.7 $53.6 Music and Sound Recording 4 $53.1 -- $36.5 -- Theatre 16 $42.5 $36.4 $43.8 $49.4 Visual Arts and Craft 18 $45.2 $35.0 $39.7 $49.4 Writing and Publishing 5 $45.9 $42.1 $45.0 $50.1 General Management National Region Artistic Discipline Dance Cultural Human Resources Council - 2018 63 2017 National Compensation Study Table 6.2.4 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Projects/Programs 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 51 $59.5 $45.0 $56.3 $70.8 16 $51.4 $51.6 14% 8% Atlantic 4 $69.3 -- $61.1 -- -- -- -- -- -- Ontario 10 $56.4 $44.9 $52.9 $69.3 6 $48.4 $44.9 14% 15% Prairies (AB, MB, SK) 18 $63.2 $45.3 $61.4 $83.2 -- -- -- -- -- Quebec 12 $53.0 $39.9 $48.2 $63.1 -- -- -- -- -- British Columbia / Territories 7 $59.9 $46.9 $56.6 $72.9 -- -- -- -- -- 3 $55.0 -- -- -- Digital and Media Arts 5 $54.5 $41.3 $48.1 $71.0 Inter Arts and Multidisciplinary 12 $55.8 $42.2 $54.3 $64.8 Music and Sound Recording 9 $65.1 $48.2 $64.3 $81.8 Theatre 18 $59.0 $45.7 $58.8 $69.3 Visual Arts and Craft 4 $69.9 -- $67.7 -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Dance Table 6.2.5 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Projects/Programs 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 12 $103.1 $67.9 $103.8 $122.1 8 $77.5 $79.0 25% 24% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 4 $112.7 -- $96.7 -- 5 $81.7 $88.0 28% 9% Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 5 $90.3 $62.0 $103.6 $111.8 -- -- -- -- -- British Columbia / Territories 1 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 4 $133.9 -- $129.1 -- Theatre 2 -- -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 64 2017 National Compensation Study 6.3 Membership/Volunteer Coordinator Table 6.3.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Membership/Volunteer Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 4 $31.0 -- $28.1 -- -- -- -- -- -- General Management National Table 6.3.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Membership/Volunteer Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 18 $37.6 $29.0 $35.8 $39.9 12 $28.7 $27.4 24% 24% General Management National Region Atlantic 2 -- -- -- -- -- -- -- -- -- Ontario 6 $41.1 $29.5 $37.0 $52.6 5 $27.8 $27.4 32% 26% Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 5 $35.2 $28.6 $38.0 $40.3 -- -- -- -- -- British Columbia / Territories 3 $30.6 -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 2 -- -- -- -- Inter Arts and Multidisciplinary 4 $33.0 -- $32.9 -- Music and Sound Recording 1 -- -- -- -- Theatre 6 $42.1 $36.2 $38.7 $46.5 Visual Arts and Craft 4 $33.6 -- $30.6 -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Cultural Human Resources Council - 2018 65 2017 National Compensation Study Table 6.3.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Membership/Volunteer Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 33 $40.2 $33.2 $40.6 $45.2 9 $30.5 $30.0 24% 26% General Management National Region Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 9 $37.8 $26.3 $38.2 $46.3 5 $29.4 $30.0 22% 21% Prairies (AB, MB, SK) 10 $41.8 $32.2 $42.7 $45.1 -- -- -- -- -- Quebec 10 $41.9 $35.6 $41.3 $46.7 -- -- -- -- -- British Columbia / Territories 4 $36.9 -- $34.7 -- -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 3 $31.8 -- -- -- Inter Arts and Multidisciplinary 5 $47.6 $38.5 $46.5 $57.2 Music and Sound Recording 7 $41.2 $32.1 $42.1 $45.4 Theatre 14 $39.8 $32.9 $39.4 $45.6 Visual Arts and Craft 4 $36.7 -- $36.5 -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 6.3.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Membership/Volunteer Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 13 $64.4 $39.1 $60.2 $72.1 6 $40.2 $40.3 38% 33% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $51.5 $31.4 $55.1 $66.4 4 $40.0 $40.3 22% 27% Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 5 $90.7 $57.5 $71.3 $133.7 -- -- -- -- -- British Columbia / Territories 0 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 3 $60.0 -- -- -- Music and Sound Recording 2 -- -- -- -- Theatre 4 $69.0 -- $42.0 -- Visual Arts and Craft 3 $66.9 -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 66 2017 National Compensation Study 6.4 Director/Manager, Education/Outreach Table 6.4.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Director/Manager, Education/Outreach 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 4 $34.5 -- $34.3 -- -- -- -- -- -- General Management National Table 6.4.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Director/Manager, Education/Outreach 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 27 $39.4 $35.1 $37.5 $46.0 9 $39.0 $41.0 1% -9% General Management National Region Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 13 $42.7 $35.8 $40.5 $47.5 3 $39.8 $41.0 7% -1% Prairies (AB, MB, SK) 4 $32.8 -- $31.0 -- -- -- -- -- -- Quebec 5 $35.3 $20.9 $36.1 $49.4 -- -- -- -- -- British Columbia / Territories 4 $40.6 -- $40.2 -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 4 $39.2 -- $38.6 -- Inter Arts and Multidisciplinary 6 $40.3 $26.8 $39.3 $52.2 Music and Sound Recording 2 -- -- -- -- Theatre 9 $34.5 $31.7 $36.1 $39.0 Visual Arts and Craft 5 $45.1 $37.9 $42.9 $53.5 Writing and Publishing 0 -- -- -- -- Artistic Discipline Cultural Human Resources Council - 2018 67 2017 National Compensation Study Table 6.4.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Director/Manager, Education/Outreach 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 29 $57.6 $42.2 $52.5 $63.3 14 $40.5 $37.4 30% 29% General Management National Region Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 7 $55.0 $40.0 $55.3 $70.3 7 $41.5 $38.3 25% 31% Prairies (AB, MB, SK) 11 $54.9 $43.9 $50.3 $58.0 -- -- -- -- -- Quebec 5 $66.0 $45.9 $66.2 $86.0 -- -- -- -- -- British Columbia / Territories 5 $61.9 $39.8 $45.0 $92.5 -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 5 $67.1 $44.0 $52.7 $97.4 Music and Sound Recording 5 $50.1 $40.9 $46.1 $61.4 Theatre 15 $58.6 $41.4 $52.7 $66.2 Visual Arts and Craft 4 $51.2 -- $51.3 -- Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 6.4.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Director/Manager, Education/Outreach 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 17 $75.5 $61.2 $75.0 $93.7 10 $59.3 $50.0 22% 33% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 6 $68.8 $52.2 $68.9 $82.2 6 $58.4 $59.0 15% 14% Prairies (AB, MB, SK) 5 $62.2 $42.0 $66.2 $80.3 -- -- -- -- -- Quebec 4 $98.2 -- $99.3 -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 3 $89.1 -- -- -- Music and Sound Recording 5 $71.0 $55.8 $75.1 $84.1 Theatre 4 $59.8 -- $53.5 -- Visual Arts and Craft 3 $94.2 -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 68 2017 National Compensation Study 6.5 Education/Outreach Coordinator Table 6.5.1 Organizations with Operating Budgets Between $100,000 to $250,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $100,000 - $250,000 Education/Outreach Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 6 $31.7 $13.8 $26.9 $48.8 -- -- -- -- -- Atlantic 1 -- -- -- -- -- -- -- -- -- Ontario 1 -- -- -- -- -- -- -- -- -- Prairies (AB, MB, SK) 2 -- -- -- -- -- -- -- -- -- Quebec 2 -- -- -- -- -- -- -- -- -- British Columbia / Territories 0 -- -- -- -- -- -- -- -- -- Dance 0 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 3 $39.0 -- -- -- Music and Sound Recording 0 -- -- -- -- Theatre 1 -- -- -- -- Visual Arts and Craft 2 -- -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Table 6.5.2 Organizations with Operating Budgets Between $250,000 to $1,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $250,000 - $1,000,000 Education/Outreach Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 35 $38.0 $33.1 $37.5 $41.3 14 $29.9 $28.5 21% 24% Atlantic 4 $43.2 -- $39.6 -- -- -- -- -- -- Ontario 13 $36.5 $33.1 $35.1 $40.1 -- -- -- -- -- Prairies (AB, MB, SK) 5 $45.1 $34.2 $45.6 $55.6 -- -- -- -- -- Quebec 7 $38.1 $31.7 $34.0 $45.7 5 $25.8 $22.2 32% 35% British Columbia / Territories 6 $31.9 $27.8 $33.0 $35.7 -- -- -- -- -- Dance 3 $36.8 -- -- -- Digital and Media Arts 4 $31.3 -- $33.1 -- Inter Arts and Multidisciplinary 8 $34.1 $29.9 $34.1 $38.6 Music and Sound Recording 2 -- -- -- -- Theatre 10 $36.7 $31.2 $34.1 $42.4 Visual Arts and Craft 7 $42.3 $33.8 $45.6 $48.8 Writing and Publishing 1 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 69 2017 National Compensation Study Table 6.5.3 Organizations with Operating Budgets Between $1,000,000 to $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Between $1,000,000 - $5,000,000 Education/Outreach Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 31 $42.7 $37.5 $40.0 $45.0 0 $31.3 $30.1 27% 25% General Management National Region Atlantic 2 -- -- -- -- -- -- -- -- -- Ontario 8 $39.3 $36.0 $38.7 $41.4 0 $35.0 $29.1 11% 25% Prairies (AB, MB, SK) 10 $46.9 $40.2 $43.8 $51.7 -- -- -- -- -- Quebec 4 $38.7 -- $39.0 -- -- -- -- -- -- British Columbia / Territories 7 $38.7 $32.8 $37.8 $42.9 -- -- -- -- -- Dance 2 -- -- -- -- Digital and Media Arts 1 -- -- -- -- Inter Arts and Multidisciplinary 6 $44.8 $37.0 $39.5 $50.5 Music and Sound Recording 7 $43.3 $39.0 $40.3 $45.0 Theatre 9 $40.3 $38.0 $40.4 $42.3 Visual Arts and Craft 6 $43.4 $31.9 $37.5 $54.6 Writing and Publishing 0 -- -- -- -- Artistic Discipline Table 6.5.4 Organizations with Operating Budgets Above $5,000,000 All Compensation data in $ CAD (000's) Organizations with Operating Budgets: Above $5,000,000 Education/Outreach Coordinator 2017 Base Pay 2008 Base Pay Variance (% ) (N) Average P25 P50 P75 (N) Average P50 Average P50 15 $47.1 $31.8 $45.4 $56.8 9 $35.5 $36.5 25% 20% Atlantic 0 -- -- -- -- -- -- -- -- -- Ontario 5 $47.0 $26.3 $45.0 $68.6 6 $34.3 $35.7 27% 21% Prairies (AB, MB, SK) 4 $46.0 -- $49.3 -- -- -- -- -- -- Quebec 4 $54.5 -- $59.0 -- -- -- -- -- -- British Columbia / Territories 2 -- -- -- -- -- -- -- -- -- Dance 1 -- -- -- -- Digital and Media Arts 0 -- -- -- -- Inter Arts and Multidisciplinary 2 -- -- -- -- Music and Sound Recording 7 $37.2 $27.1 $36.4 $45.4 Theatre 2 -- -- -- -- Visual Arts and Craft 3 $66.9 -- -- -- Writing and Publishing 0 -- -- -- -- General Management National Region Artistic Discipline Cultural Human Resources Council - 2018 70 2017 National Compensation Study Appendix B – Benchmark Profiles General Management Executive Director / General Manager Senior-most administrative position in organization, reporting directly to the Board of Directors. Has primary responsibility for the sound and efficient operation of the organization, in particular its overall administrative and financial development and operation. Leads the development of strategies and policies. Plans and directs all facets of administration, which may include financial planning and control, facility management, marketing, development, government/funder relations, public relations, audience services, staff relations, contract negotiations. Often represents the organization externally with funding bodies and the artistic community. Titles may include: Executive Director, General Manager, President/CEO, Executive Producer, Administrative Director, Coordinator, Administrative Coordinator, Managing Director, Company Manager, Business Manager, Director of Operations, etc. In smaller organizations, the senior administrator may have few or no subordinate staff or any middle layer “management positions”. Director / Manager, Administrative Services Has primary responsibility for managing and coordinating organizational operations within and across several functional areas. Scope of responsibility may include directing or overseeing areas such as finance, human resources, office administration, and information technology. Develops and controls the implementation of operational plans and policies. Position is often titled “Administration and Finance”. Office Administrator / Manager Responsible for supervising the efficient operation of administrative services within guidelines/policies set by management. Scope of responsibility may include coordinating and supervising the activities of office staff, maintaining office equipment and supplies, and ensuring the orderly performance of administrative functions. Administrative Assistant Responsible for providing direct administrative support to an individual or group, normally managers. Scope of responsibility may include generating memos, agendas and reports, assembling and analyzing confidential information, coordinating meetings and travel arrangements, and providing broad administrative support. Cultural Human Resources Council - 2018 71 2017 National Compensation Study Receptionist / Clerk Responsible for performing a variety of semi-routine clerical activities or a series of specialized clerical activities. Scope of responsibility may include directing visitors, maintaining files and records, directing calls, processing documents, preparing reports, maintaining files, coordinating supplies. Finance and Accounting Director / Manager, Finance Has primary responsibility for developing and controlling the implementation of financial policies, procedures and plans. Scope of responsibility may include directing or overseeing financial planning and control, budgeting, financial decision-making, maintaining accounting records, overseeing/approving expenditures, preparing financial statements. Position is often titled “Administration and Finance”. Finance Officer Responsible for administering financial and/or accounting procedures within guidelines and policies set by management. Scope of responsibilities may include maintaining accounting records, preparing financial statements, performing financial analysis, overseeing expenditures, remitting required payments, etc. Specific titles might include accounting officer, bookkeeper, and comptroller. Marketing / Communications / Development Director / Manager, Marketing / Communications Has primary responsibility for marketing/communication. Develops and controls the implementation of marketing and communication campaigns, strategies and plans. Scope of responsibility may include directing or overseeing marketing strategies, market research, rental and sale campaigns, promotion and promotional materials in various media as well overseeing communications with public, media and other stakeholders. Marketing and development are frequently combined in a single position. Communications Coordinator Responsible for implementing communications plans within guidelines/policies set by management. Scope of responsibility may include liaising with media and specific interest groups, preparing and distributing speeches, articles and other publications, responding to public and media inquiries. Specific titles might include publicist, PR officer, media relations officer, and editor/writer. Marketing Coordinator Responsible for implementing established marketing plans within guidelines/policies set by management. Scope of responsibilities may include conducting and analyzing market research, preparing and distributing promotion materials, working with specific community groups to promote the organization and help develop audiences. Cultural Human Resources Council - 2018 72 2017 National Compensation Study Director / Manager, Development (Fundraising) Has primary responsibility for developing and controlling the implementation of development policies and plans, overseeing and directing the organization’s fundraising activities. Scope of responsibilities may include directing or overseeing campaigns to secure financial support from individuals, corporations, foundations and the like, member and donor initiatives, sponsorship development, patron services, capital programs and fundraising events. Development and marketing are frequently combined in one position. Development Coordinator Responsible for implementing established development plans within guidelines/policies set by management. Scope of responsibility may include fundraising functions in general or (in larger organizations) specific areas such as major gifts, planned giving, annual fund, sponsorship development, etc. Human Resources Director / Manager, Human Resources Has primary responsibility for developing and controlling the implementation of human resource policies, plans and procedures. Scope of responsibility may include directing or overseeing job design, planning, labour relations, performance management, contractual agreements, job analysis, recruitment, selection, compensation, training and health and safety. This position is rare except in large or government-operated arts organizations. Human Resources Coordinator Responsible for implementing established HR plans within guidelines/policies set by management. Scope of responsibility may include labour relations, artists’ relations, contracts, and payroll, copyright, job analysis, recruitment, selection, training and compensation reviews, and providing internal advice on the application of HR policies and practices. Few arts organizations have this position. Information Technology Director / Manager, Information Technology Has primary responsibility for developing and controlling the implementation of information technology policies, procedures and plans. Scope of responsibility may include directing or overseeing information technology analysis, design, acquisition/development, applications programming, network and database administration, and hardware and systems maintenance. Except in large arts organizations, this position is rare, and website management and very basic IT responsibilities are joined with other position functions such as communications or member services. Cultural Human Resources Council - 2018 73 2017 National Compensation Study IT Technician Responsible for administering various aspects of one or more of the organization’s IT applications/systems within guidelines/policies set by management. Scope of responsibility may include design, programming, documentation, data security, troubleshooting, website management, etc. May also be responsible for fixing equipment. Other Director / Manager, Membership and/or Volunteer Relations Has primary responsibility for membership and/or volunteer relations. Scope of responsibility may include directing or overseeing liaison with members and/or volunteers, recruitment, membership services, volunteer training and volunteer deployment. Membership is a function particularly in arts service organizations. Sometimes membership is linked to development or marketing positions. In large organizations, there may be two separate positions responsible for members and for volunteers. Director / Manager, Projects / Programs Has primary responsibility for controlling the implementation of projects/programs. Scope of responsibility may include directing or overseeing of projects or programs within the mandate of the organization - meeting organizing, contracting, setting timelines and objectives etc. The content of this position is highly dependent on the nature of the organization’s activities and the art form, and titles vary considerably. Membership / Volunteer Coordinator Responsible for administering various aspects of the organization’s membership and/or volunteer programs within guidelines/policies set by management. Scope of responsibility may include maintenance of member/volunteer databases, recruitment, provision of membership services, development and provision of training programs for volunteers, overseeing use of volunteers, etc. Director / Manager, Education / Outreach Has primary responsibility for establishing and controlling the implementation of outreach plans and programs. Scope of responsibility may include directing or overseeing outreach initiatives, distribution of artistic products, and educational or audience development activities. The content of this position is highly dependent on the nature of the organization’s activities and the art form, and titles vary considerably. It may involve distributing artistic products, organizing/coordinating tours or school bookings, organizing community programs, administering professional development workshops, providing member access to services, etc. Education/outreach is sometimes linked with marketing or communications. Audience development is sometimes a responsibility linked to education/outreach. It may also be linked to the marketing or communications position or to an artistic programming position not included in these benchmarks. Cultural Human Resources Council - 2018 74 2017 National Compensation Study Education / Outreach Coordinator Responsible for implementing established outreach plans and activities within guidelines/policies set by management. Scope of responsibility may include tour or school booking management/coordination, distribution of artistic products, community relations initiatives, or other education programs. As noted above, titles vary considerably in different art forms. Cultural Human Resources Council - 2018 75 2017 National Compensation Study Appendix C – Study Template Section 1 - Organization Profile Organization Name Contact Name Telephone No. Title e-Mail Mailing Address Location of Head Office Community Size* Full-Time (Permanent) Employees Employee Status** Annual Operating Budget $ Full-Time (Contract, including seasonal) Part-Time (Permanent) Employees Part-Time (Contract, including seasonal) Total Number of Volunteers Total Volunteer Hours/Week 0 Discipline (please 'X' the box) Circus Arts Music and Sound Recording‎ Dance Theatre Digital and Media Arts‎ (including film and video) Visual Arts and Craft (including art museums that collect/present visual arts and craft) Inter Arts and Multidisciplinary Activities Writing and Publishing Type of organisation (please 'X' the box) Creation/production organization (e.g., orchestra, theatre company, dance company, circus troupe) Curatorial organization (e.g., museum, gallery) Presenter/Dissemination organization (e.g., festival, media distribution centre, reading series) Service/support organization Training/education organization (e.g., conservatory, school) Other, please specify: Please 'X' the box if your organization’s mandate and the majority (i.e. 51% or more) of its activities, artistic content, and financial and human resources dedicated to one or more of the following designated groups: First Nations, Inuit and Métis Culturally Diverse Deaf and/or disability Official Language Minority Community – Anglophone Official Language Minority Community – Francophone Cultural Human Resources Council - 2018 76 2017 National Compensation Study Section 2 - Study Positions and Clusters INSTRUCTIONS This study is organized into clusters or groupings of positions, as illustrated below. To determine the positions for which you might be able to provide information, please review the listed positions and proceed to Section 3, Position Profiles, for descriptions of the relevant position profiles. To ensure that appropriate position matches are made, please read and consider the position profiles carefully, as opposed to relying solely on position titles. For example, although the actual title may be Director, Finance, depending on job content, the best position match may be Director/Manager, Administrative Services. Where there is overlap between the specified positions, please provide information on the one position that best represents the role (i.e. the position that encompasses the majority of duties). We would ask that you read the position profiles and indicate in the space provided on the data collection tool the quality of the match. “Quality of Match” refers to whether the position you have selected as a match is less than, equal to or greater than the benchmark position in terms of roles and responsibilities. Please feel free to provide any additional comments, either separately or directly on the data collection tool, to assist in developing strong matches. We also understand that smaller organizations may only have one or two employees who perform the duties of many of the listed positions. Accordingly, please provide information on those one or two relevant positions. Once you have identified possible matching positions for study completion, please go to Section 4, Study Template: Base Pay, Rewards and Recognition, Benefits, and provide the requested information, if applicable. Finally, please fill out Section 5, Human Resources Issues, to complete the study. I. General Management IV. Human Resources Executive Director/General Manager Director/Manager, Administrative Services Director/Manager, Human Resources Human Resources Coordinator Office Administrator/Manager Administrative Assistant Receptionist/Clerk II. Finance & Accounting Director/Manager, Financial Services Finance Officer III. Marketing/Communications/Development Director/Manager, Marketing/Communications Communications Coordinator Marketing Coordinator V. Information Technology Director/Manager, Information Technology IT Technician VI. Other Director/Manager, Membership and/or Volunteer Relations Director/Manager, Projects/Programs Membership/Volunteer Coordinator Director/Manager, Education/Outreach Education/Outreach Coordinator Director/Manager, Development (Fundraising) Development Coordinator Cultural Human Resources Council - 2018 77 2017 National Compensation Study Section 3 - Position Profiles I. General Management Executive Director/General Manager Senior-most administrative position in organization, reporting directly to the Board of Directors. Has primary responsibility for the sound and efficient operation of the organization, in particular its overall administrative and financial development and operation. Leads the development of strategies and policies. Plans and directs all facets of administration, which may include financial planning and control, facility management, marketing, development, government/funder relations, public relations, audience services, staff relations, contract negotiations. Often represents the organization externally with funding bodies and the artistic community. Titles may include: Executive Director, General Manager, President/CEO, Executive Producer, Administrative Director, Coordinator, Administrative Coordinator, Managing Director, Company Manager, Business Manager, Director of Operations, etc. In smaller organizations, the senior administrator may have few or no subordinate staff or any middle layer “management positions”. Director/Manager, Administrative Services Has primary responsibility for managing and coordinating organizational operations within and across several functional areas. Scope of responsibility may include directing or overseeing areas such as finance, human resources, office administration, information technology. Develops and controls the implementation of operational plans and policies. Position is often titled “Administration and Finance”. Office Administrator/Manager Responsible for supervising the efficient operation of administrative services within guidelines/policies set by management. Scope of responsibility may include coordinating and supervising the activities of office staff, maintaining office equipment and supplies, and ensuring the orderly performance of administrative functions. Administrative Assistant Responsible for providing direct administrative support to an individual or group, normally managers. Scope of responsibility may include generating memos, agendas and reports, assembling and analyzing confidential information, coordinating meetings and travel arrangements, and providing broad administrative support. Receptionist/Clerk Responsible for performing a variety of semi-routine clerical activities or a series of specialized clerical activities. Scope of responsibility may include directing visitors, maintaining files and records, directing calls, processing documents, preparing reports, maintaining files, coordinating supplies. II. Finance & Accounting Director/Manager, Finance Has primary responsibility for developing and controlling the implementation of financial policies, procedures and plans. Scope of responsibility may include directing or overseeing financial planning and control, budgeting, financial decision-making, maintaining accounting records, overseeing/approving expenditures, preparing financial statements. Position is often titled “Administration and Finance”. Finance Officer Responsible for administering financial and/or accounting procedures within guidelines and policies set by management. Scope of responsibilities may include maintaining accounting records, preparing financial statements, performing financial analysis, overseeing expenditures, remitting required payments, etc. Specific titles might include accounting officer, bookkeeper, comptroller. III. Marketing/Communications/Development Director/Manager, Marketing/Communications Has primary responsibility for marketing/communication. Develops and controls the implementation of marketing and communication campaigns, strategies and plans. Scope of responsibility may include directing or overseeing marketing strategies, market research, rental and sale campaigns, promotion and promotional materials in various media (including social media) as well overseeing communications with public, media and other stakeholders. Marketing and development are frequently combined in a single position. Communications Coordinator Responsible for implementing communications plans within guidelines/policies set by management. Scope of responsibility may include liaising with media and specific interest groups, preparing and distributing speeches, articles and other publications, responding to public and media inquiries. Specific titles might include publicist, PR officer, media relations officer, social media coordinator, editor/writer. Marketing Coordinator Responsible for implementing established marketing plans within guidelines/policies set by management. Scope of responsibilities may include conducting and analyzing market research, preparing and distributing promotion materials, working with specific community groups to promote the organization and help develop audiences. Cultural Human Resources Council - 2018 78 2017 National Compensation Study Director/Manager, Development (Fundraising) Has primary responsibility for developing and controlling the implementation of development policies and plans, overseeing and directing the organization’s fundraising activities. Scope of responsibilities may include directing or overseeing campaigns to secure financial support from individuals, corporations, foundations and the like, member and donor initiatives, sponsorship development, patron services, capital programs and fundraising events. Development and marketing are frequently combined in one position. Development Coordinator Responsible for implementing established development plans within guidelines/policies set by management. Scope of responsibility may include fundraising functions in general or (in larger organizations) specific areas such as major gifts, planned giving, annual fund, sponsorship development, etc. IV. Human Resources Director/Manager, Human Resources Has primary responsibility for developing and controlling the implementation of human resource policies, plans and procedures. Scope of responsibility may include directing or overseeing job design, planning, labour relations, performance management, contractual agreements, job analysis, recruitment, selection, compensation, training and health and safety. Human Resources Coordinator Responsible for implementing established HR plans within guidelines/policies set by management. Scope of responsibility may include labour relations, artists’ relations, contracts, and payroll, copyright, job analysis, recruitment, selection, training and compensation reviews, and providing internal advice on the application of HR policies and practices. V. Information Technology Director/Manager, Information Technology Has primary responsibility for developing and controlling the implementation of information technology policies, procedures and plans. Scope of responsibility may include directing or overseeing information technology analysis, design, acquisition/development, applications programming, network and database administration, and hardware and systems maintenance. Sometimes website management and very basic IT responsibilities are joined with other position functions such as communications or member services. IT Technician Responsible for administering various aspects of one or more of the organization’s IT applications/systems within guidelines/policies set by management. Scope of responsibility may include design, programming, documentation, data security, troubleshooting, website management, etc. May also be responsible for fixing equipment. VI. Other Director/Manager, Membership and/or Volunteer Relations Has primary responsibility for membership and/or volunteer relations. Scope of responsibility may include directing or overseeing liaison with members and/or volunteers, recruitment, membership services, volunteer training and volunteer deployment. Membership is a function particularly in arts service organizations. Sometimes membership is linked to development or marketing positions. There may be two separate positions responsible for members and for volunteers. Director/Manager, Projects/Programs Has primary responsibility for controlling the implementation of projects/programs. Scope of responsibility may include directing or overseeing of projects or programs within the mandate of the organization - meeting organizing, contracting, setting timelines and objectives etc. The content of this position is highly dependent on the nature of the organization’s activities and the art form, and titles vary considerably. Membership/Volunteer Coordinator Responsible for administering various aspects of the organization’s membership and/or volunteer programs within guidelines/policies set by management. Scope of responsibility may include maintenance of member/volunteer databases, recruitment, provision of membership services, development and provision of training programs for volunteers, overseeing use of volunteers, etc. Director/Manager, Education/Outreach Has primary responsibility for establishing and controlling the implementation of outreach plans and programs. Scope of responsibility may include directing or overseeing outreach initiatives, distribution of artistic products, and educational or audience development activities. The content of this position is highly dependent on the nature of the organization’s activities and the art form, and titles vary considerably. It may involve distributing artistic products, organizing/coordinating tours or school bookings, organizing community programs, administering professional development workshops, providing member access to services, etc. Education/outreach is sometimes linked with marketing or communications. Audience development is sometimes a responsibility linked to education/outreach. It may also be linked to the marketing or communications position or to an artistic programming position not included in these benchmarks. Education/Outreach Coordinator Responsible for implementing established outreach plans and activities within guidelines/policies set by management. Scope of responsibility may include tour or school booking management/coordination, distribution of artistic products, community relations initiatives, or other education programs. As noted above, titles vary considerably in different art forms. Cultural Human Resources Council - 2018 79 2017 National Compensation Study Section 4 - Study Template: Base Pay, Rewards and Recognition, Benefits and Perquisites BASE PAY Notes: (1) For Quality of Match, please indicate "a" if your position is of smaller scope; "b" if your position is of equal scope; or "c" if your position is of larger scope. (2) For Other Duties, if the position is accountable for significant responsibilities in another function, please indicate the applicable functional areas as listed (e.g. single incumbent with multiple roles). (3) For Salary Range, please indicate a minimum and maximum where formal ranges are in place. If salary ranges do not exist, please indicate the actual salary of the current incumbent (where multi-incumbent, use the average). You may report hourly or annual rates. For part-time employees, please report part-time salaries; do not annualize salaries. Salary Range (3) Benchmark Position Title Example: Marketing Officer Your Applicable Matching Position Title Marketing Assistant Other Duties (2) Select one of: 1 - Finance 2 - Marketing 3 - HR Quality of 4 - IT Match (1) 5 - Other c 3 Status (Full-Time, Seasonal or Part-Time) Standard Paid Hours Per Week (excluding over-time) Months Per Year Min Max Full-Time 35 12 23,000 33,000 Actual Effective Date of the Salary Anticipated Salary Increase for Next Fiscal Year (%) 1/1/2008 1 General Management Executive Director/General Manager Director/Manager, Administrative Services Office Administrator/Manager Administrative Assistant Receptionist/Clerk Finance & Accounting Director/Manager, Finance Finance Officer Marketing/Communications/Development Director/Manager, Marketing/ Communications Communications Coordinator Marketing Coordinator Director/Manager, Development (Fundraising) Development Coordinator Human Resources Director/Manager, Human Resources Human Resources Coordinator Information Technology Director/Manager, Information Technology IT Technician Other Director /Manager, Membership and/or Volunteer Relations Director/Manager, Projects/Programs Membership/Volunteer Cultural Human Resources Council - 2018 Coordinator Director/Manager, Education/Outreach 80 2017 National Compensation Study Section 4 - Study Template: Base Pay, Rewards and Recognition, Benefits and Perquisites REWARDS & RECOGNITION What is the primary basis for base salary range progression ? Performance-Based Financial Situation of Organization Competency-Based Other: Which of the following rewards are used to recognize outstanding performance within your organization? Gifts/Certificates Complimentary Event Tickets Company/Organization Merchandise Cash Bonuses (Please indicate the typical amount) $ Paid Time-off Other: Does your organization have a bonus plan? Yes (e.g. merit pay, short-term incentives) No If yes, please indicate which employee groups are eligible, the target payout and actual payout for the last fiscal year: Target Position Actual Payout (as a % of Base Pay) (as a % of Base Pay) ED/GM % % Management % % Non-Management % % Other __________ % % What are the key performance measures for determining bonus payouts? Section 4 - Study Template: Base Pay, Rewards and Recognition, Benefits and Perquisites BENEFITS AND PERQUISITES Do you provide? Staff Covered (all or specify, for example, Part-time or Full-time) % of Premium that is Employee Paid Accidental Death & Dismemberment Insurance Life Insurance Extended Health Insurance ( the basic plan usually includes preventive dental care) Additional Dental Care Insurance (for example, restorative care and/or orthodontics) Vision Care Insurance Long Term Disability Insurance Retirement Savings - Pension Plan Retirement Savings - Group RRSP EI – Supplemental Unemployment Benefit Program (SUB) - including, for example, maternity top-up Other (specify): __________________ Other (specify): __________________ % of Premium that is Employer Paid % % % % % % % % % % % % % % % % % % % % % % Maximum Value ($) of Benefit/Year BENEFITS AND PERQUISITES Do you provide? Scope of Provision Positions Included Work from Home Arrangements Job Sharing Flex-Time Membership or Other Dues/Fees (Social) Membership or Other Dues/Fees (Professional/Associations) Membership or Other Dues/Fees (Fitness/Leisure) Training/ Professional Development (Financial or Time-off) Moving/Relocation Allowances Parking Airline/Travel Points (Personal Accumulation) Sabbatical (unpaid leave of absence) Cell phone Use Data plan Laptop Use Other (specify): __________________________ Cultural Human Resources Council - 2018 81 2017 National Compensation Study Section 4 - Study Template: Base Pay, Rewards and Recognition, Benefits and Perquisites BENEFITS AND PERQUISITES Please indicate the number of years of service required to accrue the following vacation entitlements. For example, if managers receive 4 weeks of vacation after 10 years of service, enter 10 in the corresponding box. Years of Service Required Vacation Entitlement All Positions Management (If different from "All Positions") 1 week 2 weeks 3 weeks 4 weeks 5 weeks 6 weeks Upon hire, managers are typically entitled to ____ weeks of vacation. Upon hire, non-management staff are typically entitled to ____ weeks of vacation. Does your organization allow employees to "carry" unused weeks of vacation forward into the new fiscal year? No Yes (Please indicate maximum allowable weeks) Cultural Human Resources Council - 2018 82 2017 National Compensation Study Section 5 - HR Issues Please outline your organization's overtime policies and practices. Management (If different from "All Positions") All Positions OT Policy Typical OT Hours/Week per employee OT Policy Paid OT Paid OT Time Off in Lieu Time Off in Lieu Unpaid OT Unpaid OT Typical OT Hours/Week per employee Does your organization have formal job descriptions? Yes No Does your organization provide employees with formal employment contracts? Yes No Does your organization generally document its human resource policies (e.g. vacation, training, compensation, benefits, hours of work, etc.)? Yes No Does your organization have a formal performance evaluation program? Yes No What are the managerial or administrative positions that are most difficult to attract? What are the reasons for this difficulty? Excessive Workload Seasonal Nature of Work Non-competitive Salaries Skill Shortage in Labour Market Inadequate Benefit Packages Lack of Training Opportunities Lack of Job Security Lack of Career Opportunities Work/Life Balance Issues Other: What are the managerial or administrative positions that are most difficult to retain? What are the reasons for this difficulty? Excessive Workload Seasonal Nature of Work Non-competitive Salaries Skill Shortage in Labour Market Inadequate Benefit Packages Lack of Training Opportunities Lack of Job Security Lack of Career Opportunities Work/Life Balance Issues Other Cultural Human Resources Council - 2018 83 2017 National Compensation Study If you have experienced success in attracting and/or retaining employees, what are some of the strategies that you have found to be useful? Please estimate your organization's typical voluntary turnover rate among managers and administrative staff. (For example, given a staff of 15, 2 employees leave voluntarily each year, turnover equals 2 divided by 15, or 13.3%) # Per Year % of Total Staff % From the list below, please identify your organization's top 3 Human Resources priorities/challenges. Training Work/Life Balance Issues Morale Health & Safety Leadership Labour Relations Recruitment (in General) Workforce Diversity Recruitment of Next Generation Management General Health and Well-being (leave due to work-related illness such as stress) Succession Planning/Promotion Relations Between Artistic and Administrative Personnel Succession Planning/Leader Transition Other (specify): Staff Turnover Other (specify): Understaffing/Overwork Other (specify): Compensation/Benefits Career Advancement Opportunities What would you identify as your top organization-wide training needs/priorities? Does your organization undertake employee satisfaction or engagement surveys? Yes No If yes, what is the percentage of employees with high job satisfaction based on your last survey results? What are your most significant management challenges? Volunteers If applicable, what functions are performed by volunteers Interns Does your organization have paid or unpaid interns Administrative Support # of paid interns Technical Support # of unpaid interns Public Programming Managerial Other (specify): Cultural Human Resources Council - 2018 ONCE YOU HAVE COMPLETED THE SURVEY PLEASE RETURN BY E-MAIL TO ottawa.surveys@mercer.com 84 2017 National Compensation Study Appendix D – Glossary 25th Percentile – The salary rate within the average minimum to maximum salary range which is higher than 25% of the average rates reported. 50th Percentile – The salary rate within the average minimum to maximum salary range which is higher than 50% of the average rates reported. 75th Percentile – The salary rate within the average minimum to maximum salary range which is higher than 75% of the average rates reported. Average – Sum of the salary rates in a sample divided by the total number of salary rates in the sample. Base Salary – The fixed compensation paid to an employee for performing specific job responsibilities. It is typically paid as an annual salary, hourly rate, or piece rate. In this report it is presented as an annual salary. Job Capsule – A summary of the primary duties and responsibilities of a position used for job matching. Market Pricing – Relative to compensation, the technique of validating an organization’s current compensation levels based on the prevailing rate for benchmark jobs in the labour market(s) relevant to the organization. Median (or P50) – The middle item in a set of ranked data points containing an odd number of items. When an even number of items are ranked, the median is the average of the two middle items. Percentiles – Percentiles are values that divide a set of observations in to 100 equal parts. The percentile rank is the proportion of values in a distribution that a specific value is greater than or equal to (e.g. P25 would therefore correspond to the value below which 25% of the values fall). Sabbatical – An extended leave allowance for the purpose of study or research. Sabbaticals may be 100% employer paid or 100% employee paid. In the latter circumstance, an employee may work for several years at a reduced salary to receive a given paid period of leave. Short-Term Incentive – An after-the-fact reward or payment based on the performance of an individual, a group of workers operating as a unit, a division or business unit, or an entire work force. It may be based on a formula or be at the discretion of management. Its time horizon is typically within twelve months. Payments may be made in cash, share options or other items of value. Total Cash Compensation – The sum of all cash payments made to an individual for employment services during a given year. Comprised of base pay and variable pay, also called short-term incentive. Does not include long-term incentives (e.g. stock options, restricted stock, stock appreciation rights), perquisites, pension and benefits. Total Rewards – All of the tools available to the employer that may be used to attract, retain and motivate employees. Total rewards are everything the employee perceives to be of value resulting from the employment relationship. It includes both tangible (e.g. cash, benefits, and bonus) and intangible rewards (e.g. flexible schedule, working conditions, and location). Cultural Human Resources Council - 2018 85