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Officer Salaries Over £50,000 pa

As part of the Statements of Accounts, which are published annually, are the details of the gross remuneration of all Council officers who received more than £50,000 in that financial year.

The Statement of Accounts for 2011/12 were signed off in September 2012 and the information is published below (Table 1).

Also published below are details of current senior management and officers with a gross salary of £50,000 or above (List 1).

Table 1  

Remuneration Paid to the Council's Senior Employees 2011/12

Note 1. The Head of Governance was made redundant on 31 August 2011. The annualised salary was £74,919

Note 2. The Head of Sustainable Communities and Public Places was made redundant on 31 October 2011. The annualised salary was £63,000.

Note 3. The Head of Legal and Governance was appointed in November 2011 at an annual salary of £59,628.

Note 4. The Head of Localism and Partnership was appointed in November 2011 at an annual salary of £55,899.

Note 5. The Head of Housing was appointed in November 2011 at an annual salary of £55,899.

Note 6. The Head of Environmental Health and Licensing was appointed in November 2011 at an annual salary of £52,176.

Note 7. The Head of Planning was appointed in March 2012 at an annual salary of £59,628.

List 1

Salaries £50,000 p.a. and above (gross) as at April 2013

Current Senior Management

• Managing Director, Alison Crowe - £102,000
• Director of Strategy and Corporate Services, Jo-Anne Ireland - £75,600
• Head of Environmental Health and Licensing, Ashley Culverwell - £54,834
• Head of Housing, Malcolm Knights - £58,032
• Head of Legal and Governance, Steve Boyle - £62,820
• Head of Localism and Partnership, Brian Partridge - £58,032
• Head of Performance and Improvement, Steve Summers - £58,032
• Head of Planning, Jennifer Candler - £62,820
• Head of Street Scene, Roy Ormsby - £58,032
• Head of Corporate & Civic Functions, Lee Taylor - £50,580

Officers

• Chief Assistant (Payments) - £53,007
• ICT Manager - £51,624

Remuneration of the Managing Director

The Managing Director's role changed in April 2012  due to the departure of the shared Chief Executive.

The salary therefore increased from £97,000 p.a., plus up to £10,000 p.a. Performance Related Pay to £102,000 p.a., plus up to £15,000 p.a. Performance Related Pay if agreed targets are delivered. 

By combining the role of Chief Executive and Managing Director, the Council is now making an annual saving of at least £20,000 compared to the arrangement that was in place with Essex County Council.

Pay Policy 

The objectives of this policy are to ensure a capable and high performing workforce In respect of all employees so remuneration is set sufficient to attract and retain adequately experienced, trained and qualified individuals to deliver the Council's priorities.

We also ensure simplicity, clarity and fairness between employees and between the Council and the community.

The Pay Policy reported on:

• The level and elements of remuneration of chief officers
• The remuneration of the lowest paid employees
• The relationship between chief officers remuneration and that of other officers

And full details may be found in the Pay Policy Statement 2013-2014

Costs of temporary, consultant and interim staff totalling more than £50,000 in 2011/12

Over the last 3 years, the Council has needed to save £5.3M to both deliver its services in austere times but also for use for modernisation so that we can work better. Using temps, interims and consultants has been essential to enable us to do that - we use their skills to help us work better.

We might use consultants for their expertise to reduce costs - through delivering better working practices and helping us make savings, such as at the Depot where consultants secured savings of £160,000 in 2010/11 and substantial savings in 2011/12.

Specialist support is also critical when expertise is not available in-house.  So, for example, we used specialist support in finance to overcome some problems that needed a skill-set we did not have at the council. 

Temporary support is also invaluable when an issue being addressed is of limited duration and we only need to buy-in support for a fixed period.

The headline cost of temporary staff tends to be higher than for permanent staff but there are financial advantages in using this type of staff. It is estimated that hidden costs can add 30% to the cost of a permanent member of staff. Temporary staff are not paid these hidden costs such as pension contributions sick pay, training, payment for public holidays or redundancy.

We can also use temporary staff when recruitment process are taking place and cover needs to be provided or for staff absences, such as covering maternity leave, but we don't use temporary staff to service such gaps in our workforce on an ongoing basis.

Spending on temporary staff is regularly reviewed and significantly less is being spent on staffing costs now compared to 2009. Within a small organisation like ours - particularly one like us that have significantly reduced staffing numbers -, the use of interims, temporary staff and consultants gives us cost-effective flexibility.

Table - Costs of temporary, consultant and interim staff totalling more than £50,000 in 2011/12

• Capital Accountant                 £75,095.93
• Chief Accountant                    £77,846.76 
• Finance Project Manager       £79,325.00
• Senior Accountant                  £84,221.25
• Senior Accountant                  £85,330.00