FEBRUARY 1, 2013 THE NONPROFIT TIMES www.thenonprofittimes.com 13

salary increases of at least 2 percent, regardless of cate-gory, budget size or geography. Broken down by size, av-erage salary increases eclipsed 4 percent among charitiesof $50 million or more, and $10 million to $25 millionbut the largest average increase of 4.77 percent was foundat charities with budgets of $500,000 to $1 million.

The Tennessee Recreation and Parks Association, aprofessional society for parks and recreation employeesin Tennessee, has been impacted by the economictrickle down. There has been a decrease in membership

as organizations seek to pare costs and governmentsare not paying their dues. “It’s the same thing every as-sociation is dealing with now in this economy,” saidRawlins.

The 60-year-old organization generates most of itsapproximately $230,000 budget through revenue fromeducation programs with the rest from membershipdues and a little from grants.

The Teton Raptor Trust, near Jackson Hole, Wyo., isanother small organization that has frozen salaries forthe coming year, but for different reasons. The charityhas but four employees, making payroll more than halfof its less than $500,000 budget, after doubling staffduring the past two years. The trust opened in 2009after years as the volunteer-run Teton Raptor Fund.

“We’re in a moment of organic growth where there’s a

Salary Freezes Begin To Thaw,Turnover Rockets Upward

S P E C I A L R E P O R T: N P T S A L A R Y & B E N E F I T S S T U D Y

NPT Special Report, page 14

BY MARK HRYWNA

Salary hikes have been nonexistent for five years atthe Tennessee Recreation and Parks Association.The board of the Franklin, Tenn.-based organiza-tion agreed last year to award bonuses -- only the

second time in the 16 years that Candi Rawlins has beenwith the organization (the last 12 as executive director).

Even though salary studies indicate they’re under-paid by as much as 20 percent, Rawlins had to convinceher board to award one-time bonuses to retain staff. “Ifit’s going to make a difference between keeping andnot keeping someone, I really need to be able to do thisfor this person,” she said she told the board.

Salary freezes have been a common story across thecountry. But now four years after the national economybegan its plunge, some nonprofits are beginning toopen the purse strings – at least a little – when it comesto salary increases, for both general staff and executives.

Nonprofit staff were the beneficiaries of a projected3.03 percent average salary increase during 2012,slightly less than the average 3.35 percent hike in 2011,and on par with executive staff increases of 3.33 per-cent, according to results of The NonProfit Times/Blue-water Solutions Nonprofit Organizations Salary &Benefits Report.

The highest average annual salary found within thesurvey was $229,237, for a chief scientific officer, roughly10 times more than the lowest annual salary of $21,345,for a pre-school/kindergarten teaching assistant.

Data for this year’s study were collected through anextensive online questionnaire, with nonprofits invited toparticipate between April 1 and July 20, 2012. More thanhalf of the 1,197 participants in this year’s survey were or-ganizations with between one and 10 full-time employ-ees, and more than three-quarters of the respondentspegged their number of full-time employees at 50 or less.

More than 300 participating organizations reportedoperating budgets of less than $500,000 and 499, orless than half, had budgets of less than $1 million. Mostrespondents (759) said they had operating budgets ofless than $2.5 million and almost 90 charities surveyedhad revenue of $25 million or more, with another 101between $10 million and $25 million.

With few exceptions, most organizations saw average

New York City’s Children’s Aid Society updated its salary structurefor the first time in about five years to address employee turnover.

fair bit of momentum for what we’re doing,” said Amy Mc-Carthy, executive director. “We’re not in an entirely com-fortable position to be growing salaries now,” she said.

The charity, dedicated to helping birds of preythrough conservation and rehabilitation, is primarilyfunded through donations, with a fraction from earnedincome through program tuition and admission fees. Inits first year, the trust had a staff of two, adding a part-time employee that became full-time in 2011.

Employee salaries at Children’s Aid Society (CAS) inNew York City were frozen for several years before theystarted to thaw two years ago. Managers were given ap-proximately 2 percent in each of the past two years’budgets to offer modest merit increases, according toWarren Petty, director of talent management andhuman resources.

CAS, the New York City-based social service agency,updated its salary structure for the first time in aboutfive years to address employee turnover. “We recog-nized along the way, particularly this year, that weneeded to do something to at least bring certain groupsup to or close to the market level,” Petty said. Thechanges were targeted around Master of Social Work(MSW) employees, raising minimum salaries to allowfor a modest increase to try to retain them. Variousrungs on the MSW salary scale were raised by 3.5 per-cent, with average affected employees seeing an in-crease of 3.3 percent in base salary.

With a budget of about $111 million last year, CAShas more than 1,000 full-time employees but about 50of them are in the high-turnover social worker posi-tions. The jobs can be so demanding that employees --typically recent college graduates – tend not to stay inthe position for very long, leaving within one to twoyears. Between new regulations, documentation andpaperwork, on top of regular case visits, Petty said itcan be pretty demanding and high turnover becomes areality for those posts.

The average salary for entry-level social workers was$35,961, according to survey results, with the highest av-erage in the Northwest ($39,670) and Northeast($37,065). The overall average tenure for an entry-levelsocial worker was less than four years, while shorter

•February 1 2013 NPT_Layout 1 1/22/13 10:23 AM Page 13

of less than $500,000, about 8 years, andless than $1 million, about 9.6 years.

WCS was among a number of the na-tion’s largest charities that have seenturnover in its top leadership in recentyears. New chief executives have beenhired in the past year at Boy Scouts ofAmerica, Catholic Relief Services, Feed-ing America, Feed The Children, GirlScouts of America, Girls Inc., and NPR.

The National Kidney Foundation(NKF), which was among the survey re-spondents, was well above average: JohnDavis served as CEO for nearly 30 years

14 FEBRUARY 1, 2013 THE NONPROFIT TIMES www.thenonprofittimes.com

tenures of less than two and three yearswere found at smaller organizations.

The smaller nonprofits tended to havelower average salaries. The average salaryfor a mid-level social worker was $41,115,but this time the highest average ($46,779)was at organizations of $2.5 million to $5million. The mid-level positions also hadlonger tenures, of at least four years inmost cases, regardless of geography or sizeof the organization.

EMPLOYEE TURNOVERA consistent pattern for full-time em-

ployee turnover evolved within the sur-vey results: Turnover increased alongwith the size of the organization.

The smallest organizations had thelowest average turnover, with those ofoperating budgets of less than $500,000at 8.06 percent and between $500,000and $1 million at 8.12 percent. Organi-zations with budgets of $1 million to lessthan $2.5 million had turnover of 9 per-cent, and the rate jumped to more than12 percent for charities in the $2.5 mil-lion to $5 million and $5 million to $10million categories.

Nonprofits with operating budgets of$10 million to $25 million had turnoverof almost 13 percent while those with$25 million to nearly $50 million weremore than 14 percent. The largest or-ganizations in the study -- those withbudgets of $50 million or more -- hadfull-time employee turnover of morethan 15 percent.

Although the turnover rates wereconsistent, the average tenure for em-ployees was across the board when or-ganizations were compared by size. Theoverall average was 6.5 years, with theshortest tenure (5.9 years) at groupswith budgets of $2.5 million to $5 mil-lion and the longest tenure (6.8 years) atthose with $5 million to $10 millionbudgets. Other organizations by budgetcategory all were within that range ofabout 6 to 6.5 years.

When compared by organizationalsubsector, average employee tenure ac-tually was a little higher, ranging from sixyears (health and environment/animals)to more than eight years (religion).

The averages for employee turnoveramong the types of organizations werescattered. The lowest average (2.76 per-cent) was found at religion-related organi-zations, though there were only 19responses in that category, among thelowest of the 1,200 organizations in thesurvey. The highest rates of turnover werefound at mutual/membership benefit or-ganizations (11.97 percent), human serv-ices (11.67 percent), interna tional/foreignaffairs (10.92 percent) and health (10.25percent).

Other subsector organizations rangedwithin 8 to 9 percent turnover, includingarts, culture and humanities (8.97 per-cent); environment/animals (8.8 percent),public/societal benefit (8.41 percent), ed-

before being succeeded by Bruce Skyerin October 2011.

Not surprisingly, executives at thelargest nonprofits enjoyed the largest av-erage increases in the previous year, at6.05 percent for organizations with atleast $50 million in revenue. Interest-ingly, executives at the second-largestcategory of nonprofits ($25 million to$50 million) saw the lowest average in-crease the previous year, at 1.57 percent.Those with budgets of less than$500,000 projected a wage increase ofalmost 3 percent for executives while

those of $50 million or more projected 6percent for executive staff.

An average base salary of more than$50,000 was found for 124 positions and19 posts had an average salary of at leastsix figures. Almost 20 organizations inthe survey boasted an average annualsalary of at least six figures.

Among executives making more thanthe CEO average were:• Chief Advocacy Officer ($151,438);• Deputy General Coun sel/Law yer

($121,540);

S P E C I A L R E P O R T: N P T S A L A R Y & B E N E F I T S S T U D Y

Continued from page 13 ucation (8.36 percent), and unknown/un-classified (8.31 percent).

By geography, the biggest turnoverwas by far in the South Central at 14.25percent. The only other region to eclipse10 percent was North Central (10.75 per-cent), with two regions approaching 10percent, Northeast and Southeast, 9.83percent and 9.75 percent, respectively,

EXECUTIVE TURNOVERThe overall average tenure for a chief

executive officer, president or executivedirector in the survey was 11.4 years. Al-though the Wildlife Conservation Society(WCS) did not participate in the survey,its most recent CEO was right on targetwith that average. Steven Sanderson re-tired last year after 11 years at the Bronx,N.Y.-based organization, though it wasshorter than the average 16.3 years at$50-million-plus nonprofits. CEO tenurewas longest at the largest organizations,about 21.5 years at groups with budgetsof between $25 million and less than $50million, and at least 14 years at nonprof-its with at least $5 million budgets. Theshortest tenure was found at nonprofits

Regional Averages 2012

CEO/Executive Director $101,941 $111,693 $110,739 $121,774 $111,662 $108,410

Chief Financial Officer $95,027 $97,276 $104,129 $104,866 $114,703 $101,197

Chief Operating Officer $107,133 $87,399 $102,632 $120,798 $115,488 $84,219

Chief Development Officer $103,727 $92,889 $96,178 $119,520 $104,323 $95,757

Chief Information Officer $105,770 $115,567 $105,378 $167,950 $92,389 $100,848

Chief Human Resources Officer $91,266 $95,615 $91,868 $108,398 $97,975 $67,770

Communications/PR Director $67,631 $72,900 $61,793 $80,491 $71,670 $65,935

Chief Program Officer $88,197 $100,631 $84,370 $92,422 $95,627 $83,444

Chief Marketing Officer $119,243 $125,065 $88,888 $117,330 $117,167 $116,896

Northeast Southeast North South Northwest Southwest Central Central

AK

WA

OR

CA

NV

ID

UT

AZ

WY

CO

MT

NM

TX

OK

KS

NE

SD

ND

MN

IL

WIMI

OHIN

NY

PA

WV VA

NC

SC

KY

TN

AR

MO

IA

LA

MSAL

GA

FL

MA

RICTNJDEMD

ME

VT NH

HI

CEO/Executive Director $55,246 $76,499 $93,320 $119,167 $145,924 $174,262 $185,559 $324,718 $107,561

Chief Financial Officer $47,500 $55,873 $59,145 $83,781 $91,408 $112,204 $127,706 $196,681 $99,973

Chief Operating Officer $43,527 $62,919 $71,252 $93,114 $97,094 $118,894 $133,228 $195,225 $103,439

Chief Development Officer $54,650 $79,327 $64,691 $85,973 $91,511 $114,672 $94,700 $179,740 $100,349

Chief Information Officer n/a $39,700 $62,000 $67,400 $74,372 $100,266 $90,133 $150,437 $108,531

Chief Human Resources Officer n/a $36,500 $52,567 $55,165 $70,115 $90,776 $102,407 $144,587 $93,280

Communications/PR Director $35,500 $42,227 $51,963 $61,134 $68,782 $80,711 $67,000 $98,240 $69,382

Chief Program Officer $42,714 $63,617 $65,507 $76,063 $81,842 $114,552 $108,515 $175,643 $90,424

Chief Marketing Officer n/a $41,167 $70,249 $80,800 $98,445 $105,205 $97,879 $190,398 $112,518

<$500k $500K-<$1m $1m-<$2.5m $2.5m-<$5m $5m-<$10m $10m-<$25m $25m-$50m $50m+ Overall avg

Average Salary By Budget Size

CEO/Executive Director $89,345 $105,965 $96,301 $129,948 $104,604 $98,092 $112,089 $102,609 $98,554 $155,956

Chief Financial Officer $93,490 $86,132 $104,504 $109,242 $95,218 $195,000 $107,152 $67,540 $82,168 $150,850

Chief Operating Officer $78,657 $74,604 $122,713 $121,029 $99,213 $131,000 $114,384 $70,000 $110,350 $158,582

Chief Development Officer $94,788 $86,698 $100,264 $118,501 $88,044 $80,000 $117,479 $70,067 $175,000 $124,050

Chief Information Officer $106,040 $102,982 $175,000 $102,102 $103,964 n/a $118,067 $62,000 $150,000 $170,203

Chief Human Resources Officer $130,278 $84,984 $81,300 $96,721 $89,428 n/a $104,829 n/a $97,000 n/a

Communications/PR Director $64,798 $88,200 $63,308 $73,763 $61,120 $100,000 $82,023 $76,200 $74,450 $77,653

Chief Program Officer $89,579 $85,375 $114,310 $104,226 $82,166 $72,680 $103,173 $73,400 $60,000 $125,000

Chief Marketing Officer $109,444 $129,000 $126,500 $135,066 $95,983 n/a $98,937 n/a $116,500 n/a

Arts, Education Environment, Health Human International, Public, Religion Mutual Unknown,culture animals services foreign societal membership unclassified

Average Salary By Classification

NPT Special Report, page 16

•February 1 2013 NPT_Layout 1 1/18/13 12:32 PM Page 14

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FEBRUARY 1, 2013 THE NONPROFIT TIMES www.thenonprofittimes.com 15

Employee Benefits: Parking And Flextime Top List After HealthBY MARK HRYWNA

S alary is just one part of the deal when it comes to a job.The types of benefits offered also can have an impact onattracting employees, and some of those benefits can

vary widely depending on geography or size of the organization.Carpooling or a transit subsidy was most popular among

charities based in the Northwest, where more than one in eightcharities offered it. Overall, less than 7 percent of organizationsnationwide made it available. While telecommuting was morepopular -- at 24 percent overall -- it also was most popular in theNorthwest, found among 40 percent of charities. The Northeast,Southeast and North Central were closer to the average but theSouthwest also was higher, at 31 percent.

The 2012 Nonprofit Organizations Salary and Benefits Reportby The NonProfit Times in partnership with Roswell, Ga.-basedBluewater Nonprofit Solutions surveyed 1,197 nonprofits of allsizes about their general benefit offerings.

Six benefits were found to be offered by at least 30 percent ofrespondents: Flextime, 49.27 percent; free or subsidized parking,40.16 percent; business casual days, 39.15 percent; associa-tion/professional society dues, 34.79 percent; Employee Assis-tance Plan (EAP), 30.6 percent, and full-time business casualpolicy, 29.96 percent.

Flextime and business casual days were consistent acrossthe spectrum of budget sizes, with at least 30 percent in everycategory, and as high as 53 percent.

Other benefits were more likely to be found as the budgetscale rose. Less than 5 percent of the smallest organizations (lessthan $500,000) made EAPs available compared with almost 89

percent of $50-million organizations. The offering was more popu-lar as the charities became larger. While that was not uncommonfor certain other benefits, there wasn’t quite the same strong pat-tern found in EAPs.

A number of benefits were more common at the largest char-ities when compared with the 1,197 respondents to the survey.Domestic partner coverage was offered among more than 1 in 4charities, but that jumped to almost half or more than half amongnonprofits with operating budgets of $5 million or more.

Similarly, a new-hire referral bonus was offered at 7 percentof all charities, but that figure doubled among charities withmore than $5 million in operating budgets, and at least 35 per-cent among those with $25 million or more. Organizations of $5million or more also were considerably more likely to offer finan-cial counseling, almost one of every five, as opposed to the lessthan 8 percent overall.

The least common benefits found in the survey – many of-fered by fewer than one in every 20 nonprofits:• Childhood obesity program, 0.36 percent;• Adoption benefits, 2.55 percent;

S P E C I A L R E P O R T: N P T S A L A R Y & B E N E F I T S S T U D Y

‘‘Carpooling or atransit subsidywas most popularamong charitiesbased in theNorthwest.

• Disease management program, 3.01 percent;• On-site child care, 3.1 percent;• Legal counseling, 3.37 percent;• Subsidized eating facility, 3.55 percent;• Paid or subsidized off-site fitness facility, 3.83 percent;• Child/elder care assistance, 3.83 percent; and,• Weight reduction programs, 5.01 percent.• On-site fitness facility, 5.46 percent

While disease management was among the least commonbenefits for all respondents, it was much more common at thelargest nonprofits (those with $50-million budgets or greater),with one in five offering it. Likewise, an on-site fitness facilitywas considerably more likely to be found at $50-million chari-ties, almost 22 percent, as well as 11 percent of charities withbudgets of $25 million to $49.9 million.

Among other more common benefits, at least one in four or-ganizations offered charitable payroll deductions, 26.41 per-cent; domestic partner coverage, 25.68 percent; sub sidizedtraining/professional development, 25.5 percent; and, telecom-muting, 24.13 percent, with one in five offering tuition assis-tance, 20.13 percent.

Other general benefits offered included employee discounts onorganization’s goods/services, 15.85 percent; shortened workweek, 14.66 percent; on-site flu shots, 13.57 percent; computerfor employee personal use, 13.21 percent; optional long-term careinsurance, 13.39 percent; teleworking, 12.84 percent; creditunion, 11.38 percent; smoking cessation programs, 7.92 percent;drug/alcohol treatment programs, 6.92 percent, and pre-retire-ment counseling, 6.01 percent. NPT

•February 1 2013 NPT_Layout 1 1/18/13 12:32 PM Page 15

16 FEBRUARY 1, 2013 THE NONPROFIT TIMES www.thenonprofittimes.com

• Chief Marketing Officer ($117,088); and• Chief Information Officer ($108,531).

Many of the absolute top paid positions were med-ical related:• Psychiatrist ($169,442);• Chief Medical Officer ($161,633); and• Physician ($160,411).

THE EXTRASThe most popular executive perks for a CEO were a

car or car allowance (45 percent), additional vacationdays (38 percent) and excess life insurance (27 per-cent). There was significant drop-off after those three,with reserved parking (15.5 percent), supplemental ex-ecutive retirement plan (15 percent) and full premiumon supplemental disability insurance (13 percent). Lesscommon was a private club membership for CEOs --about one in 10 -- and about 7 percent had paid travelexpenses for an accompanying spouse.

The National World War I Museum in Kansas City,Mo., historically has focused on providing a comprehen-sive benefit program for its 28 regular, full-time employ-ees. As many organizations in the for-profit and nonprofitsector are realizing the increased costs of insuring theiremployees, so is the museum, according to Kim Palmer,human resources manager.

Since its inception in 2006, the museum has beencovering the cost for employee health and dental insur-ance premiums. “We realize that as the new healthcarereforms unfold and if the insurance companies’ fore-

casts are correct, this practice very well may change,”said Palmer. The museum offers generous paid time offholiday policy, which along with other programs, “helpto offset possible competitive salaries offered in the for-profit sector.”

The museum had $3.3 million in total revenue lastyear. For an organization its size, in the 26 to 50 em-ployees category, survey results indicated that similarorganizations paid about 80 percent of the cost for anemployee’s Preferred Provider Option (PPO) or HealthMaintenance Organization (HMO), but as much as 90percent for a Point of Service (POS) plan.

CAS offers two medical insurance options for employ-ees, one of which had an increase of about 13 percent theprevious year, prompting some consideration of droppingit, Petty said. But with almost 400 employees in that plan itwould’ve been too much of a disruption, he said. To mini-mize the increase they restructured some options withinthe plan, increasing some co-payments for various benefitsso the increased cost to the employee was minimal, actu-ally resulting in a lower premium and some savings in thecoming year.

“We got into a lot of those discussions this year withour health insurance broker,” Petty said. On average,the cost sharing for medical insurance at CAS is about80 percent paid by employer, 20 percent by employee.

The most common benefits for employees in thesurvey was paid company holidays, offered by nearly 85percent of respondents, and medical insurance, offeredby almost 82 percent of the organizations respondingto the survey.

Paid vacation days might seem like a no-brainer, butthere must be organizations out there that don’t offer itsince about 70 percent of respondents said they do. Paidsick leave, paid bereavement time, dental insurance and aretirement plan all were found to be offered by nearly thesame number of organizations, cited by about 64 to 65percent of respondents.

Other benefits found among roughly half of the organ-izations surveyed were basic life insurance (55 percent)and flextime (49 percent). Also among the top 10 benefitsfor employees was employee travel-accident insurance,found at more than 42 percent of charities surveyed.

There aren’t many options for small nonprofitswhen it comes to healthcare. “It’s just not a high vol-ume enough place to have a plan that really worked,”said McCarthy, of the Teton Raptor Trust. The trust willcontinue to look into offering its own plan but in themeantime employees will be reimbursed for any costsassociated with joining a spouse’s healthcare plan.“We’re fortunate that employees each have spousal cov-erage, we can get good plans elsewhere,” she said. Thecharity was able to add a simple IRA plan last year.

The Tennessee Recreation and Parks Associationpays 100 percent of health premiums for its two staffmembers, according to Rawlins, but not withoutchanges to its coverage in recent years. Monthly premi-ums are almost $1,600, after moving from a $1,000 de-ductible to a $2,500 deductible last spring, in additionto eliminating dental, vision and life insurance. As forretirement plans, the full-time employees pay about 3percent of their salary into a SEP. NPT

www.nonprofitjobseeker.com

To place an ad in this section,contact Stephanie Johnson

at 973-401-0202 x206or stephanie@nptimes.com

S P E C I A L R E P O R T: N P T S A L A R Y & B E N E F I T S S T U D Y

To get your event added to the calendar, email it at leasteight weeks before the event to: ednchief@nptimes.com

CALENDARFEBRUARY

4-8 The Grantsmanship Center will hold its trainingprogram at the Alzheimer’s Services of the CapitalArea, in Baton Rough, La. Info: www.tgci.com

7-8 The Direct Marketing Association NonprofitFederation will hold its 2013 Washington NonprofitConference at the Renaissance Washington inWashington, D.C. Info: www.nonprofitfederation.org

19-20 The Grantsmanship Center will hold its EssentialGrant Skills training program at the United Way ofGreater Houston in Texas. Info: www.tgci.com

25-MARCH 1 The Grantsmanship Center will hold itstraining program at the Florida School for the Deafand Blind in St. Augustine, Fla.Info: www.tgci.com

25-MARCH 1 The Grantsmanship Center will hold itstraining program at the University of New Mexico inAlbuquerque, N.M.Info: www.tgci.com

MARCH4-8 The Grantsmanship will hold its training programat the University of Saint Mary in Leavenworth, Kan.Info: www.tgci.com

Continued from page 14

Director ofDevelopment

Goodspeed Musicals, a Connecticut cultural treas-ure and internationally renowned non-profit the-atrical institution seeks an exceptional person tolead its development efforts. The Director of Devel-opment is given full responsibility for achieving in-stitutional fundraising goals, managing a team of 5professionals and participating as a senior staffmember. The successful candidate must be a highlystrategic thinker and possess a solid track record offundraising across a broad spectrum of sources inorder to support operating needs, special initiatives,capital projects and endowment growth. He or shewill also be well versed in prospect research, rela-tionship cultivation, securing major grant fundingand delivering benefits to a large group of organiza-tion members. Experience and positive relation-ships in the local philanthropic community,preferably within the arts and culture sector will beconsidered a plus. Salary is competitive, benefits in-cluded. To submit your information, please contactDonna Tafel, Executive Assistant at dtafel@good-speed.org or 860-873-8664, ext. 334. GoodspeedMusicals is an EOE.

Senior AssistantEditor/Manager

Social MediaThe American Pharmacists Association (APhA), the nationalprofessional society of pharmacists, seeks a Senior AssistantEditor/Manager, Social Media to coordinate sections of APhAperiodicals or pages on APhA Web sites, produce content forsocial media, and provide substantive editing, copyediting,proofreading, and writing for APhA periodicals and Web sites.

Requirements include: Bachelor’s degree in journalism, English, communications, orrelated area; Must have a minimum of four years’ experiencein as writer/editor for periodical; Periodical coordination expe-rience required; Excellent oral and written communicationsskills; Experience writing for health-related publication; Expe-rience working with medical publication; Experience workingwith multiple publications concurrently; Experience workingunder high-pressure deadline environment; Excellent com-puter skills and proficiency in major current software pro-grams, including Microsoft Word.

APhA offers competitive salary and an extensivebenefits package.

Qualified candidates should send resume with cover letterand salary requirements as an attachment with “Editor” in the

subject line to hr@aphanet.org.

American Pharmacists Associationis an Equal Opportunity Employer.

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