Month: January 2011

Employment & Appointments Committee – 27th January Part 13 – Chief Executive

Cllr Davies said he accepted that. He hoped the appointment would be a success. There have been examples elsewhere and he made an assurance that it would be a permanent appointment. He then went on do talk about performance management, delivery and details. Cllr Green said there was consensus, but he would start from the … Continue reading “Employment & Appointments Committee – 27th January Part 13 – Chief Executive”

Cllr Davies said he accepted that. He hoped the appointment would be a success. There have been examples elsewhere and he made an assurance that it would be a permanent appointment. He then went on do talk about performance management, delivery and details.

Cllr Green said there was consensus, but he would start from the top. A clear appraisal would be really good and would refresh minds and whether it was necessary or right. There could be tweaking but this is what we expect. Cllr Davies agreed and the discussion moved onto timescale.

Cllr Green said another issue was the use of external consultants to which he had given some though. He didn’t believe they were needed as such over the selection process. However they could provide support with longlisting as well as supporting Chris and the people on the subcommittee. Their expertise and professionalism would be welcome in weeding out dodgy applications from those with a track record of success.

Cllr Holbrook asked for the committee’s views on consultants. He said they didn’t need them with regard to search, but will need support as the application process progresses from longlisting to shortlisting. There would be a mix of internal and external applicants. There was a level of difficulty for staff in giving fair and impartial advice. His view was that HR staff could access independent, impartial support and advice to assist. If it was with consultants it was a better economy. Support was necessary and he said we must make sure we take the necessary steps.

Employment & Appointments Committee – 27th January Part 12 – Chief Executive

Cllr Green said there was a performance management framework. Prior for the previous Chief Executive wanted to spend more time with his family, a 360 degrees set of proposals had been approved which included performance appraisals for the Chief Executive. This covered expectations and objectives and would be revisited. It was a good idea when going through the appointment to see how we performance manage the Chief Executive and it was good that the document had been approved.

Cllr Holbrook said “but erm, I favour, I favour the permanent appointment”. He then went on to say that they should institute proper proposals for the Chief Executive appraisal system. It had been agreed but not implemented. This piece of work can be done before the new Chief Executive takes up their post. Regarding the framework for removing the Chief Executive they should plan for success. He said just to add he thinks, but he’s not sure that they would have to pay them out if it was a fixed term which can be a very expensive option. He said “Also, erm, the process brings stability and certainty to the management structure.” He added that it was fluid and not on a sustainable basis going forward.

Employment & Appointments Committee – 27th January Part 11 – Chief Executive

Cllr Davies said it was “important to have consensus”. He was not specifically seeking to creation division. He agreed over the shared Chief Executive issue. This happened to a couple of London Boroughs. Given the geography and the fact we were the 9th largest Metropolitan Borough in the country and 3rd largest in the NW and given the amount of change we needed a dedicated Chief Exec. He said it would be interesting to see how London, especially works. Regarding the type of contract he had no strong views either way. There was a downside to a permanent contract, what happens if it went spectacularly wrong? A fixed term contract gave more opportunity to remove someone.

There were good quality candidates if it was just for a finite period of time. If a permanent contract was suggested his thoughts were if it does go wrong where do that leave us? Reflecting on the salary, a good salary would attract good quality candidates. In the current climate the public wouldn’t understand or support a large salary, he suggested £130,000.

Cllr Green said circa £130,000. Cllr Davies replied by saying there would be room for manuever. He asked about the contract issue.

Employment & Appointments Committee – 27th January Part 10 – Chief Executive

Cllr Green continued by saying that “where we are, sharing is not the right thing to do”. He had always been fond of sharing a Chief Executive with the PCTs/hospitals. However the health service had its own set of issues. The PCT would collapse but we will work it all through. Wirral was the 9th largest Metropolitan Borough in the country and 3rd largest in the North West. It had a budget of ~£900 million. It had thousands of employees and was big and complicated. It was important it had its own Chief Executive. In terms of fixed term contracts this didn’t work. The management training courses he had been on said bonuses were a ropy concept, which is why they took bonuses out of the system. It was a difficult decision. However it was best that Chief Executives did what was in the public interest rather than for a bonus.

He said the scale of the Chief Exec’s salary was developed at a different time. It had led to the bizarre cycle of inflation of Chief Executive’s pay. It should be £120,000 to £135,000. He said “our staff expect the organisation to tighten its belt”. He suggested £130,000 as ten times the multiplier of the lower paid. He was going for circa £130,000 and advertising a permanent appointment of Wirral’s own Chief Executive.

Employment & Appointments Committee – 27th January Part 9 – Chief Executive

The officer said that the report was around the appointment of a Chief Executive. Cllr Green said he had asked for it. There were options and issues in three key areas. The committee’s views were sought.

Cllr Green said a selection committee of eight was too big. It had to come back and be ratified or delegated to Chris which was “a bit unfair”. Cllr green suggested convening a subcommittee in the proportion 2:2:1. This would decide on a job description, person specification and the process. This would make a recommendation to the full Council.

Cllr Bridson said she agreed it should be the three Group Leaders. Cllr Green said he thought it should be. Cllr Davies said this was essential.

The officer referred to page 3 and the type of contract options, she also referred to the detail on salary, sharing and asked if they would like to leave the subcommittee to make the decision on contract and salary. Cllr Green said he did ask it to be reviewed. Whether Wirral Council shared a chief executive or had our own. He said we were “entering a time of real change, fast change and organisational issues.” Every authority was doing that. A chief executive in a shared role how would they react if an authority was in real trouble? They would be drawn to the one in trouble which means the other would suffer.