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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 2012/13 was agreed at Audit Committee on the 24th September 2013 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 2012/13

Remuneration paid to the Council's Senior Employees 2012/13
       
TitleSalary, Fees and AllowancesBonusesBenefits in KindExpenses AllowancePension ContributionTotal
 
Managing Director (Note 1)102,00020,800-2,60112,240137,641
Head of Street Scene56,275---6,75363,028
Head of Resources (Note 2)12,952-134-1,23514,321
Head of Corporate Finance (Note 3)------
Head of Performance and Improvement56,878---6,82563,703
Head of Legal and Governance61,091-2,51447,33170,940
Head of Localism and Partnerships (Note 4)21,486--12,57824,065
Head of Housing56,878-950-2,84860,676
Head of Environmental Health and Licensing53,639---6,43760,076
Head of Planning60,541---7,26567,806
Director of Strategy and Corporate Services Note 4)48,828--35,86054,691
Director of Strategy and Corporate Services (Section 151 officer) (Note 3)61,462----61,462
Total592,03020,8003,5982,60959,372678,409

 

Note 1. The figure for bonuses includes an amount of 7,000 in respect of the 2011/12 financial year.

Note 2. The Head of Resources left the Council on 27 May 2013. The annualised salary was 66,015. The post was subsequently deleted and replaced by a post of Head of Corporate Finance.

Note 3. The Head of Corporate Finance post was covered by an interim agency worker between 9 May 2012 and 9 December 2012 at a cost of 38,091. The post was then deleted and incorporated into the post of Director of Strategy and Corporate Services (Section 151 officer).

Note 4. The Head of Localism and Partnership was occupied between 1 April 2012 and 22 April 2012 and between 10 December 2012 and 31 March 2013 at an annualised salary of 58,000. In the intervening period the post was incorporated into the post of Director of Strategy and Corporate Services. The latter post was occupied between 23 April 2012 and 9 December 2012 at an annualised salary of 76,000 (increased to 82,000 from 1 October 2012). The post was then deleted and incorporated into the post of Director of Strategy and Corporate Services (Section 151 officer).

Note 5. There were no Compensation for Loss of Office payments incurred during the year.

 

List 1

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

Current Senior Management

  • Managing Director, Alison Crowe - 102,000
  • Director of Strategy and Corporate Services, Jo-Anne Ireland - 77,196
  • Head of Environmental Health and Licensing, Ashley Culverwell - 54,834
  • Head of Housing, Malcolm Knights - 58,032
  • Head of Business Transformation, Paul Knight - 56,457
  • Head of Planning, Jennifer Candler - 62,820
  • Head of Street Scene, Roy Ormsby - 58,032
  • Policy and Programme Manager, 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. 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.

The Managing Director's salary increased from 97,000 p.a. (plus up to 10,000 p.a. Performance Related Pay) in 2011/12 to 102,000 p.a. (plus up to 15,000 p.a. Performance Related Pay) in 2012/13.

The Managing Director's Performance Related Pay is assessed by an independent remuneration panel and for 2011/12 the Managing Director received 7,000 Performance Related Pay and for 2012/13, 13,800.

 

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, 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 2012/13

  • Capital Accountant                 70,797
  • Chief Accountant                  147,420 
  • Finance Project Manager        72,050
  • Housing Project Manager        72,716
  • Senior Accountant                  62,880

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 2012/13 was agreed at Audit Committee on the 24th September 2013 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 2012/13

Remuneration paid to the Council's Senior Employees 2012/13
       
TitleSalary, Fees and AllowancesBonusesBenefits in KindExpenses AllowancePension ContributionTotal
 
Managing Director (Note 1)102,00020,800-2,60112,240137,641
Head of Street Scene56,275---6,75363,028
Head of Resources (Note 2)12,952-134-1,23514,321
Head of Corporate Finance (Note 3)------
Head of Performance and Improvement56,878---6,82563,703
Head of Legal and Governance61,091-2,51447,33170,940
Head of Localism and Partnerships (Note 4)21,486--12,57824,065
Head of Housing56,878-950-2,84860,676
Head of Environmental Health and Licensing53,639---6,43760,076
Head of Planning60,541---7,26567,806
Director of Strategy and Corporate Services Note 4)48,828--35,86054,691
Director of Strategy and Corporate Services (Section 151 officer) (Note 3)61,462----61,462
Total592,03020,8003,5982,60959,372678,409

 

Note 1. The figure for bonuses includes an amount of 7,000 in respect of the 2011/12 financial year.

Note 2. The Head of Resources left the Council on 27 May 2013. The annualised salary was 66,015. The post was subsequently deleted and replaced by a post of Head of Corporate Finance.

Note 3. The Head of Corporate Finance post was covered by an interim agency worker between 9 May 2012 and 9 December 2012 at a cost of 38,091. The post was then deleted and incorporated into the post of Director of Strategy and Corporate Services (Section 151 officer).

Note 4. The Head of Localism and Partnership was occupied between 1 April 2012 and 22 April 2012 and between 10 December 2012 and 31 March 2013 at an annualised salary of 58,000. In the intervening period the post was incorporated into the post of Director of Strategy and Corporate Services. The latter post was occupied between 23 April 2012 and 9 December 2012 at an annualised salary of 76,000 (increased to 82,000 from 1 October 2012). The post was then deleted and incorporated into the post of Director of Strategy and Corporate Services (Section 151 officer).

Note 5. There were no Compensation for Loss of Office payments incurred during the year.

 

List 1

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

Current Senior Management

  • Managing Director, Alison Crowe - 102,000
  • Director of Strategy and Corporate Services, Jo-Anne Ireland - 77,196
  • Head of Environmental Health and Licensing, Ashley Culverwell - 54,834
  • Head of Housing, Malcolm Knights - 58,032
  • Head of Business Transformation, Paul Knight - 56,457
  • Head of Planning, Jennifer Candler - 62,820
  • Head of Street Scene, Roy Ormsby - 58,032
  • Policy and Programme Manager, 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. 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.

The Managing Director's salary increased from 97,000 p.a. (plus up to 10,000 p.a. Performance Related Pay) in 2011/12 to 102,000 p.a. (plus up to 15,000 p.a. Performance Related Pay) in 2012/13.

The Managing Director's Performance Related Pay is assessed by an independent remuneration panel and for 2011/12 the Managing Director received 7,000 Performance Related Pay and for 2012/13, 13,800.

 

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, 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 2012/13

  • Capital Accountant                 70,797
  • Chief Accountant                  147,420 
  • Finance Project Manager        72,050
  • Housing Project Manager        72,716
  • Senior Accountant                  62,880