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Brentwood Borough Council

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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 2013/14 was agreed at Audit and Scrutiny Committee on the 30th September 2014 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).

Please note: Data provided below can also be viewed and downloaded at Datashare.

Table 1  

Remuneration Paid to the Council's Senior Employees 2013/14

Remuneration paid to the Council's Senior Employees 2013/14
       
TitleSalary, Fees and AllowancesBonusesBenefits in KindExpenses AllowancePension ContributionTotal
 
Managing Director102,00013,800-2,60112,266130,667
Head of Street Scene58,902---7,06865,970
Head of Performance and Improvement (Note 1)35,602---4,06239,664
Head of Legal and Governance (Note 2)21,685---2,27023,955
Head of Localism and Partnerships (Note 3)22,347---2,58824,935
Head of Housing59,142-711-7,07866,931
Head of Borough Health, Safety and Localism57,335---6,87364,208
Head of Planning (Note 4)45,132---5,75550,887
Director of Strategy and Corporate Services Note 4)83,044----83,044
Head of Business Transformation (Note 3)23,167----23,167
Total508,35613,8007112,60147,960573,428

 

Note 1. The Head of Performance and Improvement left the Council on 31 October 2013 and the post was deleted. The annualised salary was 59,826.

Note 2. The Head of Legal and Governance left the Council on 19 July 2013. The annualised salary was 71,953. The post has been covered by an agency interim team at a cost of 40,000.

Note 3. The Head of Localism and Partnerships left the Council on 28 August 2013 and the post was deleted. The annualised salary was 54,373.

Note 4. The Head of Planning left the Council on 5 December 2013. The annualised salary was 66,158. The post was covered by an interim agency worker until 31 March 2014 at a cost of 31,270.

Note 5. The Head of Business Transformation started in this new post on 4 November 2013. The annualised salary is 57,135.

 

List 1

Salaries 50,000 p.a. and above (gross) as at 21st October 2014

Current Senior Management

  • Acting Chief Executive, Jo-Anne Ireland - 103,530
  • Head of Environmental Health and Licensing, Ashley Culverwell - 60,522
  • Head of Customer Services, Steve Summers - 55,000
  • Head of Planning, Glenday Gordon - 66,522
  • Head of Street Scene, Roy Ormsby - 60,522
  • Monitoring Officer and Head of Support Services, Christopher Potter - 60,522

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

Full details may be found in the Pay Policy Statement 2014-15

 

Costs of temporary, consultant and interim staff totalling more than 50,000

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. 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 2013/14

  • Financial Services Manager  126,382.50
  • Procurement Officer               67,928.42 
  • Strategic Asset Manager        78,720.00
  • Finance Project Manager      110,656.90

Breadcrumb, my location

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 2013/14 was agreed at Audit and Scrutiny Committee on the 30th September 2014 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).

Please note: Data provided below can also be viewed and downloaded at Datashare.

Table 1  

Remuneration Paid to the Council's Senior Employees 2013/14

Remuneration paid to the Council's Senior Employees 2013/14
       
TitleSalary, Fees and AllowancesBonusesBenefits in KindExpenses AllowancePension ContributionTotal
 
Managing Director102,00013,800-2,60112,266130,667
Head of Street Scene58,902---7,06865,970
Head of Performance and Improvement (Note 1)35,602---4,06239,664
Head of Legal and Governance (Note 2)21,685---2,27023,955
Head of Localism and Partnerships (Note 3)22,347---2,58824,935
Head of Housing59,142-711-7,07866,931
Head of Borough Health, Safety and Localism57,335---6,87364,208
Head of Planning (Note 4)45,132---5,75550,887
Director of Strategy and Corporate Services Note 4)83,044----83,044
Head of Business Transformation (Note 3)23,167----23,167
Total508,35613,8007112,60147,960573,428

 

Note 1. The Head of Performance and Improvement left the Council on 31 October 2013 and the post was deleted. The annualised salary was 59,826.

Note 2. The Head of Legal and Governance left the Council on 19 July 2013. The annualised salary was 71,953. The post has been covered by an agency interim team at a cost of 40,000.

Note 3. The Head of Localism and Partnerships left the Council on 28 August 2013 and the post was deleted. The annualised salary was 54,373.

Note 4. The Head of Planning left the Council on 5 December 2013. The annualised salary was 66,158. The post was covered by an interim agency worker until 31 March 2014 at a cost of 31,270.

Note 5. The Head of Business Transformation started in this new post on 4 November 2013. The annualised salary is 57,135.

 

List 1

Salaries 50,000 p.a. and above (gross) as at 21st October 2014

Current Senior Management

  • Acting Chief Executive, Jo-Anne Ireland - 103,530
  • Head of Environmental Health and Licensing, Ashley Culverwell - 60,522
  • Head of Customer Services, Steve Summers - 55,000
  • Head of Planning, Glenday Gordon - 66,522
  • Head of Street Scene, Roy Ormsby - 60,522
  • Monitoring Officer and Head of Support Services, Christopher Potter - 60,522

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

Full details may be found in the Pay Policy Statement 2014-15

 

Costs of temporary, consultant and interim staff totalling more than 50,000

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. 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 2013/14

  • Financial Services Manager  126,382.50
  • Procurement Officer               67,928.42 
  • Strategic Asset Manager        78,720.00
  • Finance Project Manager      110,656.90