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
Section 38 (1) of the Localism Act 2011 requires all English and Welsh Councils to produce a Pay Policy Statement for 2012/13 and for each financial year thereafter. Regard is to be had to any guidance from the Secretary of State in producing this statement.
The pay policy statement:
- Must be approved formally by the Full Council
- Must be approved by the end of March each year
- May be amended during the course of the financial year
- Must be published on the Council’s website
The statutory pay policy statement must include the Council’s policy on the level and elements of remuneration of chief officers, the remuneration of the lowest paid employees and the relationship between chief officers remuneration and that of other officers.
Full details may be found in the Pay Policy Statement 2021-22 pdf
Costs of temporary, consultant and interim staff which include agency fees totalling more than £50,000 in 2019/20
- Planning Consultant (DHGV) – £125,004.5
- Planning Solicitor – £95,542
- Housing Systems Manager – £83,040
- Project Lead (DHGV) – £80,366.5
- Planning Consultant - £79,451.47
- Corporate Governance Solicitor – £71,100.83
- Compliance Manager – £68,058.53
- Void Surveyor – £66,414.41
- Stock Condition Surveyor – £57,436.79
- Design & Conservation Consultant – £55,258.46
- Planning Consultant – £52,438.39
The Council may 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 immediately available in-house.
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.
Gender pay gap
From 2017, any organisation that has 250 or more employees must publish and report specific figures about their gender pay gap.
The gender pay gap is the difference between the average earnings of men and women, expressed relative to men’s earnings.
The figures are calculated using a specific reference date. For public sector organisations, this is 31 March and figures must be published within a year of this date.
Employer’s must both:
- Publish their gender pay gap on their public-facing website
- Report their data to government online
Each year, our results will be published on the Datashare section of our website, and on the government gender pay gap reporting service.
View Brentwood Borough Council results: DataShare - Gender Pay Gap
View: Brentwood Borough Council's Gender Pay Gap Statement March 2021 pdf
You are able to view the results for other organisations on the Gov.uk website: Gov.uk Gender Pay Gap Search