Wiltshire Council pay policy statement
This policy can be made available in other languages and formats such as large print and audio on request by contacting email@example.com.
The pay policy statement sets out the council's approach to pay and reward for senior managers and the lowest paid employees for the financial year 2021-2022.
Its purpose is to provide a clear and transparent policy, which demonstrates accountability and value for money. The policy also meets the council's obligations under the Localism Act 2011 and the Code of Recommended Practice for Local Authorities on Data Transparency.
The pay policy is applicable to council staff and does not include schools support staff or teachers.
The pay policy statement sets out the authority's policies for council staff for the financial year relating to:
- the remuneration of chief officers
- the remuneration of the lowest-paid employees
- the relationship between the remuneration of chief officers and employees who are not chief officers.
Remuneration for the purposes of this statement includes the following elements:
- basic salary
- any other allowances arising from employment
The term "chief officer" in this instance applies to more posts than the usual council definition, and includes the following senior manager roles:
- Chief Executive
- Corporate Director
- Head of Service
- Some strategic and technical specialist roles
The term "lowest paid employees" refers to those employees on the lowest pay point of our grading system which is spinal column point 1, £17,842 per annum.
Wiltshire Council is a large and complex organisation providing a wide range of services to the community, with a current annual budget of around £412m (2021/22). This figure to be confirmed following Full Council.
In order to deliver these services around 4,540 people work for the council (non-schools) on permanent and variable hours contracts in a variety of diverse roles such as corporate director, social worker, public protection officer and general cleaner.
The council's ten year business plan was published in 2017. At the heart of the business plan the vision continues to be to create strong communities, and the plan sets out the key actions that will be taken to deliver this. The key priorities of the business plan are to grow the economy, protect the vulnerable, build strong communities and ensure the council is innovative and effective across all services.
The coming year will be challenging as the council moves from response to the Covid-19 pandemic into recovery. Alongside external recovery programmes focused on the communities of Wiltshire, we have an internal organisational recovery programme focused on our workforce, our workplaces and the way that we work. The aim of this programme is to ensure that we learn from response and recover to emerge leaner and stronger. Our vision is to have confident and skilled people working flexibly and utilising the tools available so that we are a resilient, efficient and inclusive organisation.
The apprenticeship levy has been in place since April 2017 and the council has been paying a levy of 0.5% of the pay bill monthly into a digital apprenticeship account which is used to fund the cost of training for apprenticeships. As well as focusing on recruiting new apprentices, the council has also used the levy to fund upskilling current employees.
To date 44 new apprentices have been recruited, 18 of these have now completed and all stayed at the council and moved into their target posts. 205 employees have started apprenticeships through upskilling of which 49 have now completed. Due to the impact of Covid-19 there has been a decrease in the number of apprenticeships starts in 2020 and also a delay in completion rates for some apprenticeships.
This pay policy statement applies to all non- schools employees of Wiltshire Council with the exception of Centrally Employed Teachers who fall under the Teacher's Pay Policy.
This pay policy statement was originally published in February 2012 and is updated on an annual basis. It has now been updated for the financial year 2021/2022.
- This pay policy statement sets out the pay policies which apply to both the lowest paid and highest paid employees within the council.
- In many cases the pay policies are the same for all employees. Where there are differences, these have been clearly outlined on this page.
- In line with good employment practice the majority of jobs within the council have been evaluated using a job evaluation scheme. This is to ensure that jobs are graded fairly and equitably, and that the council complies with the Equal Pay Act.
- A small number of jobs i.e. centrally employed teachers and Soulbury staff are subject to national salary scales which determine the pay for each job, and therefore the evaluation schemes do not apply.
- The council uses two job evaluation schemes in order to rank jobs.
The HAY job evaluation scheme is used to evaluate senior manager jobs within the council (currently 136 employees), which include the following roles:
- Chief Executive
- Corporate Director
- Head of Service
- Strategic and technical specialists
Each job is assessed by a panel of HAY trained evaluators. The evaluators consider the job against each HAY element and sub-element and apply the description and points that best fit the job being evaluated. The values awarded are subsequently added together to give a total job score.
The HAY Group periodically carry out quality control checks to ensure the consistency of job scores in line with the conventions of the scheme.
The job score determines the grade for the job. There are 9 HAY grades each currently containing a salary range over 3 spinal column points.
Details of the HAY evaluation scheme, the points to grade and salary bands are contained on HR Direct.
The council's policy is to pay the median market rate for the jobs evaluated using the HAY job evaluation scheme, and aims to ensure that the pay scales for HAY graded posts are sensitive to labour market pressures. There can be exceptions to this where the market pay for particular roles indicates that pay above the median may be required, in which case a market supplement may be applied.
There are no national pay scales for senior roles so pay is a matter for local determination. Pay scales for HAY grades are determined using the HAY pay databank for the public and not for profit sector and increases are capped in line with the JNC pay award unless market pay data identifies significant drift or where difficulties are identified with recruitment and retention of staff at this level (this is in line with the market supplements policy).
The GLPC job evaluation scheme is used to evaluate the majority of jobs within the council.
Each job is assessed by a panel of three trained GLPC evaluators. The evaluators consider each job against a suite of agreed role profiles that set out the level of work required of the grade within the relevant job family.
The council aims to ensure that the GLPC scheme is appropriately applied and that there is continuity and consistency in the results. The evaluation process has been checked externally by job evaluation specialists in the South West Councils organisation.
There are eight job families each containing a set of evaluated role profiles stating the requirements at each grade.
For jobs evaluated using the GLPC job evaluation scheme the national pay spine determined by the National Joint Council (NJC) for Local Government Services forms the basis of the council's pay and grading model, and changes to the national pay spine are subject to the annual pay negotiations.
In April 2019 a new nationally agreed pay spine was implemented and staff were mapped across to a new pay spine in a new pay and grading model, implemented following collective agreement with the recognised trade unions.
The new pay and grading model contains 14 grades with all grades containing three increments except for the lowest grade which has two increments.
The same recruitment policies apply to all employees who take up a new appointment with the council, regardless of grade.
The council advertises all posts through the careers website, and may also employ a recruitment agency to provide a shortlist of candidates for senior manager jobs.
Candidates are normally appointed on the minimum spinal column point of the grade for the post.
If a candidate is currently being paid above the minimum salary of the post they are applying for, the appointment may in some circumstances be on the next increment above their current salary, subject to the maximum of the grade.
The recruitment procedure for Chief Executive, Corporate Director and Director posts is undertaken by the Officer Appointments Committee. This committee represents Council for all Chief Executive and Director appointments. Once an appointment is proposed by the committee, cabinet is required to ratify the decision and salary level within the band before the appointment is confirmed.
In line with the requirements of the Localism Act 2011, all chief and senior officer jobs, including those paid over £100,000 per year, are evaluated by applying the HAY job evaluation scheme. The job is then allocated the appropriate existing HAY grade and pay band, and a salary offer will only be made within that pay band. There can be exceptions to this where the market pay for particular roles indicates that pay above the median may be required, in which case a market pay scale may be applied.
Where it is necessary for any newly appointed employee to relocate more than 15 miles in order to take up an appointment the council may make a contribution towards relocation expenses where the post meets the criteria outlined in the scheme.
The council has a market supplement policy which stipulates that if there are recruitment and retention difficulties for a particular post and it is shown that the council are paying below the market rate for the job, a market supplement or market pay scale may be paid.
Market supplements/market pay scales are only payable to a small number of jobs which are evaluated using the GLPC or HAY schemes.
Where skills shortages exist in specific areas, or where despite paying at the median market rate for the role the pay rate for the role is still not sufficient to recruit and retain the skills required, a rate higher than the market median may be paid. This could be an additional increment or a percentage market supplement or a market pay scale and requires the authorisation of the Director - HR & OD in conjunction with the Chief Executive.
The level of market supplement applied to GLPC posts is determined by analysing market data from an external source e.g. Croner Solutions.
The data used for assessing market pay scales for HAY graded posts is the HAY pay databank for the public and not for profit sector. The HAY databank provides the market median, upper quartile and upper decile pay range for each HAY pay grade.
As a result of service redesign, employees may be redeployed to a role which is one grade lower than their current role. In this case, the employee will be in receipt of salary protection for a period of 12 months. Incremental progression and any negotiated pay award will not be applicable during the period of salary protection. Redeployment (and salary protection) is subject to the following criteria:
- transferable skills,
- knowledge of work / experience
- agreement to undertake relevant training, which may include formal qualification
- match behaviours framework and skills profile
- working hours
In exceptional circumstances, where there is a national shortage of skills and experience in a particular role, employees may be redeployed to a role more than one grade lower than their current role. This would be authorised by the Director HR & OD.
The council's policy is to apply the nationally negotiated NJC pay award for GLPC graded employees which takes effect from 1st April each year and which applies to the national pay spine.
NJC employees received a pay award of 2.75% in April 2020 applied across all pay points.
For GLPC graded employees, increments are awarded automatically up to the maximum of the grade unless formal proceedings are taking place under the Improving Work Performance Policy. Increments are paid on the 1st April each year, or six months after the start date (if the starting date is between October and April). There is no provision for the payment of an increment at any other time, unless there are recruitment or retention difficulties.
The council's policy for HAY graded employees is to cap any pay award in line with NJC pay award unless market pay data identifies a significant drift and difficulties are identified with recruitment and retention of staff at this level.
For HAY graded employees incremental progression through the grade is based on satisfactory performance measured over a 12 month period. Increments are paid on 1st April each year subject to satisfactory performance, and a minimum of 6 months in post at that time. There is no provision for the payment of an increment at any other time unless there are recruitment or retention difficulties.
The council also employs a small number of specialist employees covered by either Teachers or Soulbury salary scales which are also negotiated nationally.
It is the council's policy that HAY graded employees are subject to a performance appraisal each year. If the performance is measured as satisfactory, an increment may be awarded. If the performance does not meet the required standard an increment may be withheld.
For GLPC graded employees, increments are awarded automatically to the maximum of the grade unless formal proceedings are taking place under the Improving Work Performance Policy.
The council does not offer a bonus or honorarium scheme to any employee.
Employees who leave the council's employment are entitled to payment of their contractual notice, along with any outstanding holiday pay.
All employees, including chief and senior officers, are subject to the same redundancy payments policy which has been agreed by Staffing Policy Committee.
There is no discretion to make redundancy payments which do not comply with the policy.
If employees choose to volunteer and are accepted for redundancy they are entitled to a payment calculated as follows:
Statutory weeks x normal weekly pay x 2.5, capped at 40 weeks, with a minimum payment of £3000 (pro rata for part time staff).
If employees choose not to volunteer for redundancy, and cannot be redeployed, they will leave on compulsory grounds. The payment is calculated as follows:
Statutory weeks x weekly salary (capped at £525), with a cap of 30 weeks pay or 20 years service. There is a minimum payment of £1500 (pro rata for part time staff).
If employees are aged 55 or over, and have been a member of the pension scheme for at least two years, they are able to receive their pension and lump sum early if their employment is terminated on grounds of redundancy.
No augmentation to pension will apply for any employee.
If employees are dismissed on redundancy grounds, and receive a voluntary (enhanced) redundancy payment, they may be considered for re-employment to posts within Wiltshire Council after the minimum statutory period of four weeks has elapsed subject to the following conditions:
- The post did not exist or was not foreseeable at the time of the dismissal.
- The vacancy has been advertised in accordance with Wiltshire Council policy and procedures.
- The appointment was made on the basis of the best person for the job with regard to the usual selection procedures.
- The appointment has corporate director approval.
These conditions apply for twelve months from the date of the dismissal, after which the employee may be considered for re-employment to any post within Wiltshire Council.
Under the Council's Constitution, the dismissal of chief and senior officers is delegated to the Senior Officers' Employment Sub-Committee which determines severance packages in accordance with the Council's policies. The Sub-Committee may, however, refer the matter to full Council for final determination in exceptional circumstances.
All employees are entitled to join the Local Government Pension Scheme (LGPS).
The LGPS changed in 2014 and the benefits structure has moved from a Final Salary basis to a Career Average Revaluation Earnings (CARE) approach for benefits accruing after this date. Employee contribution bandings have also changed and the new regulations have introduced 9 bandings with rates varying between 5.5 - 12.5% according to the employee's salary, with the employer contributions varying on an annual basis.
The benefits of the scheme for all members include:
- A tiered ill health retirement package if employees have to leave work at any age due to permanent ill health. This could give employees benefits, paid straight away, and which could be increased if they are unlikely to be capable of gainful employment within 3 years of leaving.
- Early payment of benefits if employees are made redundant or retired on business efficiency grounds at age 55 or over.
- The right to voluntarily retire from age 55 (on an actuarially reduced pension).
- Flexible retirement from age 55 if employees reduce their hours, or move to a less senior position. Provided the employer agrees, employees can draw all of their benefits - helping them ease into their retirement.
Further information about the pension scheme can be found on the pensions website.
Any other allowances arising from employment
This policy applies only to all employees who, on a temporary basis:
- act up - carrying out the full responsibilities and duties of a higher graded post either for some or all of their working hours; or
- carry out some, but not all, duties or responsibilities of a higher graded post for some or all of their working hours; or
- take on additional duties within their role
The policy allows for employees to receive the salary difference between the lower and higher graded job, calculated on a percentage basis if the additional duties are taken on for only part of the working week.
The council provides an additional allowance, expressed as a percentage of the basic rate, for regularly working late evenings / early mornings / nights / Sundays. These payments are graduated according to the degree of unsocial hours working and range from 10% to 33% in addition to normal hourly rate.
Unsocial hours allowances are only payable for GLPC graded jobs, and are not available for senior managers.
The council has an overtime policy where all employees are entitled to receive additional payment for hours worked in excess of 37 hours. GLPC graded employees are able to claim overtime hours at their normal hourly rate x 1.5 for hours worked on a Monday to Saturday, and x 2 for working a Sunday. HAY graded staff are only able to claim overtime in exceptional circumstances where there is an emergency situation and payment is based on the highest spinal point (point 49) of the GLPC pay scale.
The council has a standby and callout policy where all employees receive an allowance should they be on standby out of normal office hours. If employees are called out whilst on standby additional hours or overtime will be paid in accordance with the overtime policy.
The council pays a sleep-in allowance to employees required to sleep in on the premises. This includes up to 30 minutes call out per night, after which the additional hours provisions will apply. The sleep-in allowance payable is currently £37.07 and increases in line with the NJC pay award.
The role of Acting Returning Officer is carried out by the Chief Executive. Fees are paid in line with the relevant legislation and guidance.
The council's policy is to apply the nationally negotiated NJC pay award to the pay scales for jobs evaluated using the GLPC job evaluation scheme.
There are no national pay scales for senior roles so pay is a matter for local determination. Pay scales for HAY grades are determined using the HAY pay databank for the public and not for profit sector.
The council also relies on national negotiation for some key provisions of employment such as the sickness and maternity schemes.
The council negotiates locally on some other conditions of employment, such as pay and grading, travel expenses, overtime payments and unsocial hours allowances.
For these local conditions of employment, the council consults and negotiates with the relevant trade unions in order to reach agreement. These conditions and allowances are then referred to Staffing Policy Committee for agreement.
The role of Staffing Policy Committee is to determine, monitor and review staffing policies and practices to secure the best use and development of the council's staff. This includes the power to deal with all matters relating to staff terms and conditions.
The full remit of the council's Staffing Policy Committee is contained within the constitution.
In accordance with the Local Government Transparency Code 2015, the council is committed to publishing the following information relating to senior employees via the council's website:
- Senior employees salaries which are £50,000 and above. This is updated on a monthly basis
- A list of their responsibilities
- An organisational chart of the staff structure for the top three tiers of the local authority to include each individual's job title, contact details, grade, salary in a £5,000 bracket, grade maximum and whether each individual is a permanent or temporary employee. This is updated on an annual basis or more frequently if a significant restructure takes place
In accordance with the Local Government Transparency Code 2015, the council is committed to publishing the following information relating to trade union facility time as a percentage of the Council's total wage bill via the council's website:
- Basic estimate of spending on unions (calculated as the number of full time equivalent days spent on union duties by authority staff who spent the majority of their time on union duties, multiplied by the average salary)
- Basic estimate of spending on unions as a percentage of the total pay bill (calculated as the number of full-time equivalent days spent on union duties by authority staff who spent the majority of their time on union duties, multiplied by the average salary divided by the total paybill)
In terms of overall remuneration packages the council's policy is to set different levels of basic pay to reflect the different sizes of jobs, but not to differentiate on other allowances, benefits and payments it makes.
The table below shows the relationship between the basic pay of the highest and lowest paid employees in the council, excluding employer and employee pension contributions and non-allowances. The figures include all staff in the council (non schools) and are based on annual full time equivalent salaries.
|Annual FTE salary November 2019||Ratio November 2019||Annual FTE salary November 2020||Ratio November 2020|
The council would not expect the basic pay remuneration of its highest paid employee to exceed 20 times that of the lowest group of employees, excluding apprentices.
The apprentice rate of pay varies according to the age and level of apprentice and ranges from £8,740 to £16,823 per annum. The apprentice rate of pay reflects the requirement for all apprentices to spend 20% of their working week undertaking learning away from the job. Because apprenticeship rates of pay are "spot" salaries and not determined through our job evaluation scheme we include the rates in this statement but not within pay ratio calculations.
The current ratio of highest to lowest paid employees is well within the guidelines and is 10.1:1. The ratios for the mean and median salary levels are also slightly higher than last year at 6.01:1 and 6.7:1
NJC - National Joint Council
JNC - Joint Negotiating Committee
GLPC - Greater London Provincial Council
SOULBURY staff - Educational improvement professionals. These staff are drawn from different sources, including senior members of the teaching profession. Their role is to advise local authorities and educational institutions on a wide range of professional, organisational, management, curriculum and related children's services issues, with the overall aim of enhancing the quality of education and related services.
This policy has been Equality Impact Assessed to identify opportunities to promote equality and mitigate any negative or adverse impacts on particular groups.
- Local Government Transparency Code 2015
- Equality Act 2010
This policy has been reviewed by the legal team to ensure compliance with the above legislation and our statutory duties.
There are a number of related policies and procedures that you should be aware of including:
- HAY job evaluation policy and procedure
- GLPC job evaluation policy and procedure
- Market supplements policy and procedure
- Moving home policy and procedure
- Redundancy payments policy
- Overtime policy
- Unsocial hours guidance
- Standby and callout policy
- Starting salaries and incremental progression policy and procedure
- Acting up and additional duties policy and procedure
- The Local Government Transparency Code 2015
- Trade Union Recognition Agreement
These policies are available from the HR department at Wiltshire Council on request.