Agenda item

To consider the nature of the post sought as Head of Paid Service/Chief Executive (Yellow pages) (To follow).

The Council was required by law to have a Head of Paid Service, appointed by full Council. There was no legal requirement to have a Chief Executive, but this was the model the Council has operated under to date.  The Council's Chief Executive had also been the statutory Head of Paid Service.

The Panel considered three main models: Managing Director (MD), Chief Executive (CE) and Head of Paid Service.

In speaking with an experienced Executive search agency regarding the market conditions and the remuneration 'reality', the data they provided showed that the recruiting benchmark set for CX roles for County/Unitary authorities ranged between £140 - £180k (14% average reduction over last 5 years). For MD models they would advise that the salary would normally be pitched at about 20-25% above the level of our existing Director posts. For Head of Paid Service the salary offered would be less, but they would recommend that this was still 5% above the Director remuneration level.

The Panel considered that the best 'fit' for what the Council needed in the difficult years coming was the CX model. This was the model most likely to attract strong candidates, and the salary range needed to reflect the demands of the job.  The Panel resolved to recommend the CX model to Council.

Following the Council decision on the preferred model, the Panel sought authority to progress the recruitment process.  It was proposed that the following steps would then take place:

a)    Development of a final job description and person specification for approval by Panel;

b)    Development of a 'candidate pack' for use as part of an agreed recruitment campaign; and

c)    Development of a recruitment process including timeline and recommended panels for interviews/assessments etc. including by the Appointments etc. Panel in order for a recommendation to be made to Council.

The Leader introduced the report and moved the recommendation, seconded by Mr A I Hardman. The Leader commented that the Appointments etc Panel had taken professional advice and examined all the options and concluded unanimously on a cross party basis that the CX model was most appropriate for the Council. There was a clear view that high-quality professional managerial leadership was required for such a large authority. The Panel therefore felt that the CX model would provide an opportunity for the widest cross-section of candidates to apply. Independent advice indicated that the average salary range for a CX for a county of the size of Worcestershire was £140-180k which fitted in with the current salary of the CX so there was no need to change the current salary band.

The seconder commented that the CX model had served the Council well for a number of years and there was no reason to change it. A large number of councils were moving towards paying a similar salary band for a CX to this council. There were a number of different leadership models which had been adopted by councils to varying degrees of success.

An amendment to (a) of the recommendation was moved by Mr P M McDonald and seconded by Mr R C Lunn that the Council adopted the Head of Paid Service Model for its 'Lead Officer'.

The mover of the amendment then spoke in favour of its adoption. He commented that the Head of Paid Service model would save the Council £50k per annum and provided a leadership model that better reflected the size of the Council following reductions to council services and budgets. The salary of the CX could not be justified in these circumstances.

Those in favour of the amendment made the following comments:

·         Experience of the CX model had not served the Council well in recent years given the state of the Council's services

Those against the amendment made the following comments:

·         The Council was responsible for administering a substantial budget. Shropshire County Council was the only council that had adopted the Head of Paid Service model and had recently decided to move back to the CX model

·         Many of the district councils in the county had retained the Chief Executive model and therefore it did not make sense for an organisation the size of this Council to choose an alternative model

·         It was clear from experience in other councils that the Head of Paid Service model was a short-term solution. This Council needed a medium and long-term solution that provided strong leadership at the top of the organisation through the CX model

·         The Council was facing difficult decisions in the near future and therefore it was important to have strong leadership at officer level. The Council remained a major organisation supporting the local economy and required professional managerial leadership that complemented the political leadership.

On being put to the vote, the amendment was lost.

RESOLVED: that

a)    Council adopts the Chief Executive model for its 'Lead Officer'; and

b)    the Appointments etc Panel be authorised to finalise the specifications and proceed as soon as practicable with the recruitment process in relation to the Chief Executive post.