REWARD POLICY 2015 / 2016
Reward Policy
2015 - 2016
Last Updated 10/3/2015
REWARD POLICY 2015 / 2016
1.
INTRODUCTION
2.
DEFINITION & APPLICATION OF TERMS
3.
KEY FACTS
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
Governance
Reward Strategy
Surrey Pay Grading Structure
Determination of Individual Salaries
Pay Progression (Pay Restraint)
Annual Earnings and Sick Pay
Additional Contractual Hours
Payment Procedures
4. REWARD STRATEGY
4.1
4.2
4.3
4.4
4.5
Overview
Grading Structure
Policy Objectives
Legal Obligations
Negotiating Arrangements
5. GRADING STRUCTURE & SALARIES 2015 / 2016
5.1
5.2
5.3
5.4
Surrey Pay main grades
Senior managers pay zones
Legacy pay grades
Other pay grades
6. DETERMINATION OF INDIVIDUAL SALARIES
6.1
6.2
6.3
6.4
6.5
6.6
Principles
Starting salaries / Market supplements
Salaries on Promotion / Re-grading
Salaries on Transfer
Pay Protection
Acting Up Payments
7. PREMIUM PAYMENTS
7.1
7.2
7.3
7.4
7.5
Additional Hours (Overtime)
Enhanced rates of pay (additional / unsocial hours)
Shift allowances and payments
Additional allowances (2015 / 2016 rates)
Market-related pay scale adjustments / supplements
8. BUSINESS MILEAGE RE-IMBURSEMENT ARRANGEMENTS
9. RECOGNITION AWARD SCHEME
10. PAY PROGRESSION
10.1 Policy and Employment Contracts
10.2 Pay Restraint 2010–2016
10.3 Pay Progression Framework / Performance Management
11. PAY PROCEDURES
11.1
11.2
11.3
11.4
Payment Arrangements
Calculation of Rates of Pay
Payments on Joining and Leaving
Deductions from Pay
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1
INTRODUCTION
This policy sets out Surrey County Council’s reward strategy. The focus is on the
arrangements for those on Surrey Pay, which applies to the majority of the council’s
employees, but excludes Teachers and Fire Fighters.
An Equality Impact Assessment has been carried out. The assessment found no
evidence of an adverse effect on any equalities group caused by this policy.
If you would like to print the whole Reward Policy this pdf document is located in the
Localism and Transparency page on our external site.
2
DEFINITION & APPLICATION OF TERMS
Use of the word ‘must’ refers to a statutory duty flowing from legislation. There is
therefore no scope for considering an alternative course of action for any matter in this
policy where the term ‘must’ is used.
Use of the word ‘should’ indicates ‘best practice’ and a manager choosing to do adopt a
different approach must expect to have to justify and support it e.g. with a robust
business case, bearing in mind the requirement to comply with legislation such as the
Equal Pay Act, 1970.
3
3.1
KEY FACTS
Governance
All decisions on pay and terms and conditions are made by the People, Performance
and Development Committee (PPDC) which acts as the council’s Remuneration
Committee under delegated powers, in accordance with the constitution of the County
Council.
Managers are accountable for ensuring that employees are remunerated fairly,
reasonably and equitably, having regard to the council’s pay and equalities philosophies
and policies, and to employment legislation and case law concerning equal pay. This
includes ensuring that contracts do not involve or provide any tax avoidance
arrangements, bearing in mind the guidance published on achieving Openness and
Accountability in Local Pay, as required to comply with the Localism Act, 2011.
3.2
Reward Strategy
The council’s total reward strategy is based on the local negotiation of Surrey Pay terms
and conditions of service, and applies to the majority of the council’s employees, except
Teachers and Fire Fighters.
Surrey Pay rates and terms and conditions are reviewed annually, with any changes
agreed by the PPDC normally implemented with effect from 1 April.
All employees must be remunerated in accordance with the Surrey Pay and grading
structures and grading arrangements.
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3.3
Surrey Pay Grading Structure
The allocation of grades to jobs is by (HAY) job evaluation, or in accordance with a
career guide scheme having a relationship to (HAY) job evaluation.
3.4
Determination of Individual Salaries
Normally new starters should be appointed to the bottom of the pay scale or pay zone
for the job. However, managers may make a business case, to be approved by a Head
of Service, to appoint to a higher salary within the pay scale or zone for the post, having
due regard to any relevant factors such as knowledge, skills and previous experience,
and recognising for new appointees any need to attract the individual to Surrey.
Market Related pay scale adjustments, or individual market supplements, may be
approved by the PPDC (or by the Head of HR & OD under delegated powers) where
these are regarded as essential to maintain adequate levels of jobs and services. Such
supplements will be subject to regular / periodic review.
On promotion, employees should be placed on a salary within the new grade or zone,
which is at least 2.5% higher than their previous salary position.
Employees who voluntarily apply for a transfer to a post that carries an equivalent grade
to their existing post should normally be appointed at (or below) their current salary.
On redeployment to a lower graded post, when otherwise redundant, in order to
minimise the extent of any loss of earnings, the individual will normally be appointed to
the maximum of the substantive scale for the redeployed post.
If the salary of the redundant post exceeds that of the alternative job offered by not more
than one grade (or 10% where no clear grade comparison can be made), the council will
make an additional payment to preserve the earnings of the employee immediately prior
to redeployment for 1 year, in accordance with the council’s pay protection policy.
Employees who voluntarily apply for a transfer to a lower graded post, in order to
minimise the extent of any loss of earnings, the Head of Service will have discretion to
appoint above the grade minimum having due regard to any relevant factors such as
knowledge, skills and previous experience.
Managers have the responsibility to ensure that any additional Surrey Pay allowances or
other premium payments are paid appropriately.
3.5
Pay Progression (Pay Restraint)
At present the majority of staff are on “incremental” Surrey Pay contracts. These
normally provide for an annual review, until they reach the top of the grade.
Middle Pay Grade and Senior Pay Zone (S13 – CEX) contracts provide for an annual
review of contribution. These reviews normally determine any subsequent personal
progression through these pay zones subject to personal headroom being available.
Note:
The “normal” arrangements for determining pay progression, summarised in section 10
below, were suspended following a decision taken by the PPDC on 30 March 2010. The
period of suspension was extended for a further two years, with effect from 1 April 2014,
following a decision by PPDC on 24 February 2014
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The intention is that this element of the council’s pay restraint strategy will be reviewed
for the 2016/2017 financial year.
3.6
Annual Earnings and Sick Pay
Annual earnings include any supplements directly paid for duties undertaken including
any additional contractual hours worked. The calculation of sick pay should be based on
full annual earnings. Note: This does not include any enhancements received for any
non-contractual work undertaken at weekends or on shifts.
3.7
Additional Contractual Hours
The calculation of a week’s pay is made up of the normal working hours fixed by
contract. If additional contractual hours are agreed the number of normal working hours
would be varies to include any compulsory additional contractual hours in excess of the
hours set out in the original contract. Payment for additional contractual hours would
then be included in any calculations required e.g. to determine holiday or sick pay.
However the additional contractual hours are only included for pensionable pay when
the contract states explicitly that they should be.
3.8
Payment Procedures
Annual salaries are paid monthly in arrears by bank credit transfer.
Responsibility lies with the employing Service to inform the Shared Service Centre of the
date an employee commences or ceases employment to ensure correct payment.
Any deductions from pay will only be lawful if required or authorised by virtue of statute,
if it is provided for in the contract of employment, or written consent or agreement to the
deduction(s) has been given. Please see section 11.4 below.
4
4.1
REWARD STRATEGY
Overview
4.1.1 The aim of the council is to provide an affordable but competitive Total Reward
package to attract, motivate and suitably reward the staff it needs to deliver its
services. To that end the package covers not only pay and benefits but also
provides access to flexible ways of working, learning and development and to the
Local Government Pension Scheme (LGPS).
4.1.2 In order to maintain a competitive edge, the council plans for and manages the
way employees are rewarded, having regard to cost and effectiveness, in
addition to the aims expressed in the HR strategy, rather than just responding to
pressures as they arise.
4.1.3 The council's remuneration strategy, “single status” Surrey Pay, is based on the
local negotiation of pay and conditions. It applies to the majority of the council's
employees and, through discussion with relevant local Surrey trade unions, has
been developed to cover most county staff except teachers and fire-fighters. In
addition to the Surrey Pay structure, the council operates a small number of
different pay structures linked to national agreements, for example for Soulbury
employees and Youth and Community Workers.
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4.1.4 In accordance with the Surrey Pay and single status agreement, pay, terms and
conditions of the Surrey Pay grades are reviewed annually, normally with effect
from 1 April. The council expects its remuneration practice broadly to take
account of any nationally negotiated local government provisions, but also to
have regard to other relevant indicators as well as to the particular circumstances
of Surrey, including the reflection of employment market factors where justified, in
the context of fairness and equity.
4.1.5 Managers are accountable for ensuring that employees are remunerated fairly,
reasonably and equitably, having regard to the council’s pay and equalities
philosophies and policies. All employees must be remunerated in accordance
with the pay and grading structures and grading arrangements.
4.1.6 To maximise the value of the total reward package and to reflect the diversity of
individual needs, the reward strategy includes the progressive development of a
Staff Benefits Scheme (link My Benefits Scheme)
4.2
Grading Structure
An equitable basis for paying employees forms a major part of the council’s total reward
strategy. As a result the council's grade structure links its general pay policy to the
salary scales determined for jobs or groups of jobs. The allocation of grades to jobs is
by (HAY) job evaluation or in accordance with a career guide scheme having a
relationship to (HAY) job evaluation.
Please see section 5 below for details of grading and salary structure for 2015 / 2016.
4.3
Policy Objectives
The council’s pay philosophy and objectives aims are:To be fair, open and readily understandable;
To be sufficiently flexible to enable the council to recruit and retain sufficient staff of
the required calibre to achieve its business aims;
To enable effective pay-bill management reflecting affordability and the need for
efficient administration of the council's policies and procedures relating to pay and
conditions;
To give employees and managers confidence in its operation;
To recognise and reward individual personal development which adds value and
leads to improved service;
To have a fair, open and non-discriminatory basis for assessing the relative
responsibility level of jobs and the allocation of jobs to grades;
To maintain a clear and simple relationship between pay, performance management,
appraisal and development.
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4.4
Legal Obligations
In making decisions relating to the pay and grading of employees, managers must
ensure that such decisions are made on an equitable and consistent basis, taking
account of employment legislation and case law concerning:Equal Pay Act, 1970.
Council’s Equal Pay Statement (link)
National Minimum Wage Act, 1998.
Council’s Contracts of Employment
Localism Act, 2011.
4.4.1
Equal Pay for Work of Equal Value
The concept of equal pay is primarily set out in two pieces of legislation:Article 141 (formally Article 119) of the Treaty of Rome (European Community Law)
The Equal Pay Act 1970 (as amended) (UK Law)
The Equal Pay Act 1970 provides that a woman may claim equal treatment in respect of
pay and conditions with a man and vice versa where:They are employed on "like work" (situations where the woman's work is the same or
broadly similar as that of a man), or
They are employed on "work rated as equivalent" under a job evaluation scheme, or
They are employed on work which, in terms of the demands made upon them (under
headings such as effort, skill and decision-making), is of "equal value".
The council is regarded as a single employer for the purposes of employment protection
legislation. As part of its commitment to equal opportunities, the council’s Statement of
Equal Opportunity also places an obligation on managers to ensure that terms of
employment, benefits, facilities and services are afforded equally to all employees in the
same or similar circumstances. It is, therefore, essential that the arrangements in place
for the determination of pay are neither directly nor indirectly discriminatory. In addition,
these arrangements must be objectively applied in such a way that discriminatory
motives cannot be implied or inferred.
4.4.2
Circumstances where differences in pay are justified
Equal pay legislation recognises two circumstances in which differences in pay may be
justified:
Where there are genuine material differences between the employees concerned,
other than sex, such that the difference in pay can be justified.
Where a genuine material factor exists which has resulted in different rates of pay
for the employee's job and the comparator's job. Differences justified as a result of
market factors will be reflected in different pay arrangements for the different market
groups concerned and are not a matter for local discretion by managers.
Equal pay legislation is a complex area and is becoming more so with the development
of European law.
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4.4.3 Low Pay
The council monitors and reviews its pay and grading structure on an annual basis to
ensure that the rates it pays are at or above the rates needed to comply with the
requirements of the National Minimum Wage Act, 1998.
In 2008 the council agreed to the concept of a “minimum Surrey Pay Wage”.
From 1 April 2015 the minimum hourly rate for staff on Surrey Pay will be £8.01 per
hour; this will be £1.51p per hour higher than the National Minimum Wage and 16p
higher than the current UK Living Wage, as promoted for employees working outside
London by the Living Wage Foundation.
4.5
Negotiating Arrangements
The council recognises two unions, the GMB and UNISON, for the purposes of
negotiating locally determined single status Surrey Pay.
4.5.1
Process for Negotiating Pay and Conditions Locally
The negotiating team comprises nominated staff from the county council human
resources team led by the Deputy Head of HR & OD / Pay and Reward Team and
nominated representatives from the Surrey County branches of the GMB and UNISON.
The negotiating team consults and clears a negotiating strategy with the relevant
council bodies and the branch committees respectively, seeking to reach agreement
on proposals for annual review/changes to pay, terms and conditions.
A wider group of the negotiating team and branch committees will normally meet at
the commencement of the negotiating process to exchange views and set the
framework for negotiations, and subsequently to discuss progress made by the
negotiating team.
Members acting in a consultative capacity are comprised of a small group drawn
from the member board.
Following consultation/discussion as appropriate with the relevant council bodies
and branch committees, and agreement in principle on proposals, both sides consult
more widely with their stakeholders (trade union membership and managers).
All decisions on pay and terms and conditions are made by Elected Members on the
People, Performance and Development Committee (PPDC).
In the event of a failure to agree, the negotiating team will consult the relevant
council bodies and the branch executive committees to decide on the involvement of
the Advisory, Conciliation & Arbitration Service (ACAS).
ACAS (or other independent mediator or conciliator if specifically agreed) will work
with the negotiating team on resolving differences.
4.5.2
Framework for Negotiations
In principle, this negotiating machinery will focus on the determination of Surrey Pay and
terms and conditions of employment. Issues around the application of other policies and
procedures will be discussed by other consultative forums.
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People, Performance and
Development Committee (PPDC)
Decisions
Consultative
County Council Management
Team
Resulting in:
Decisions
on ACAS
involvement
OFFICER
GMB
S
UNISON
1. Annual review
2.Changes to pay,
terms and conditions
Branch Executive
Committee
Membership
5.
GRADING STRUCTURE & SALARIES 2015 / 2016
The grade structure and rates of pay for 2015 / 2016, as agreed by PPDC on the
2 March 2015 and ratified by Full Council on 17 March 2015, are shown below.
5.1
Surrey Pay Main Grades 2015 / 2016
Job Evaluation
Scores
0
119
120
142
143
165
166
194
195
231
232
313
314
437
438
477
478
518
519
611
612
660
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Grades
S1/2
S3
S4
S5
S6
S7
S8
S9
S10
S11
S12
£’s
Salary Ranges
Minimum
Maximum
15,039
15,699
15,156
17,145
16,407
19,194
18,228
21,261
20,424
23,435
23,340
27,539
26,798
31,856
33,569
38,312
38,015
42,992
42,503
47,615
47,273
55,298
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Senior Managers’ & Directors’ Grades and Pay Ranges 2015 / 2016
5.2
Job Evaluation
Scores
661
734
735
880
881
1055
1056
1260
1261
1312
1358
1450
1451
1688
1689
2000
2001
2328
5.3
Grades
S13
14 A
14 B & 15 B
15 C
15 D
16 E
16 F
16 G
CEX
£’s
Salary Ranges
Minimum
Maximum
55,485
66,644
61,592
77,297
76,383
90,469
87,991
104,267
101,721
120,578
116,734
141,151
127,718
152,243
149,686
178,861
209,984
232,683
Other Pay Grades: 2015 / 2016
5.3.1
Social Worker Pay Grades
Level
ASYE Social
Worker
Social Worker
Senior Social
Worker
Assistant Team
Manager
or
Consultant
Senior
Practitioner
Team Manager
Salary
£27,550
PCF Equivalent
ASYE Social Worker
£28,550
£31,050
£33,550
£36,050
£36,051
£38,425
£40,775
£43,150
£43,151
£44,550
£45,950
£47,282
£47,273
£49,950
£52,625
£55,298
Social Worker
Experienced Social
Worker
Social Work Manager
or
Advanced Social Work
Practitioner
Strategic Social Work
Manager
In order to progress through the levels in the career framework, social workers will be
expected to evidence the skills and behaviours that are detailed in the national
Professional Capabilities Framework at the relevant level and across all nine
dimensions.
6
6.1
DETERMINATION OF INDIVIDUAL SALARIES
Principles
There are a number of principles, which must be followed when determining the salary of
an individual in any employee group. These are outlined below.
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6.1.1 Managers must ensure that: where a grade applies, starting salaries are fair and reasonable;
on promotion or re-grading employees are placed on a salary within the new grade
which is at least 2.5% higher than their previous salary position;
on transfer, all relevant circumstances are taken into account when setting salary;
the salary protection provisions of the council’s Change Management Policy are
applied as appropriate;
additional allowances are paid as appropriate;
additional hours, shift, standby and other premium payment rates in respect of
particular working arrangements are applied correctly;
provisions applicable to specific groups of employees are applied appropriately.
6.2
Starting Salaries / Market Supplements
6.2.1 Normally new starters should be appointed to the bottom of the pay scale or pay zone
for the job.
6.2.2
Managers may make a business case, to be approved by a Head of Service, to
appoint to a higher salary within the grade or pay zone for the post, having due
regard to any relevant factors such as knowledge, skills and previous experience,
and also recognising for new appointees any need to attract the individual to
work in Surrey. For reasons of equity, Managers will also have to weigh up
carefully and sensitively the need to make appropriate appointments with regard
to fairness in relation to any existing staff doing similar work. In setting starting
salaries, managers must also consider the total remuneration package and
ensure that the council’s allowances and benefits are applied appropriately.
6.2.3
In exceptional situations an additional reviewable Market Supplement may be
appropriate to fill a vacancy. However this requires the approval of a specific
business case by the People, Performance and Development Committee or by
the Director of People & Development under delegated powers. Please see
section 7.5 below for more detailed guidance.
6.3
Salaries on Promotion / Re-grading
6.3.1
A promotion is defined as appointment to a post with a higher, i.e. absolute
maximum, salary. On promotion, employees must be placed on a salary within
the new grade, which is at least 2.5% higher than their previous salary position.
Often this will be the minimum point of the new grade.
6.3.2 Where an increase of 2.5% is not achieved through placement on the salary
selected for the new job offer, the balance must be paid as a separate,
pensionable allowance until progression within the higher grade occurs; at this
point the allowance will cease. This provision does not prevent an appointing
officer placing the individual on a salary, which provides for more than a 2.5%
pay increase where this is warranted.
6.3.3
Where employees are in receipt of an allowance, which ceases on appointment
to the promoted post, they should normally be appointed to a salary, which by
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consolidation of the allowance, provides the appropriate 2.5% increase, as
detailed in the paragraph above.
6.3.4
When a post is moved to a pay scale, which has a higher scale maximum,
salaries are adjusted in the same way as promotion.
6.3.5
Where a post is moved to a pay scale which has a lower scale maximum,
individuals in post will continue to receive payment at the level paid in the former
grade, including any pensionable salary increases, on a personal “cash marked
time” protected basis in line with the council’s pay protection policy (i.e. for 1
year, with no further progression within grade).
6.3.6
Progression within a career guide from one range to another, which carries a
higher maximum salary, or from one grade to another within a range is deemed
to be a promotion.
6.3.7
For non-Surrey Pay employees promoted to Surrey Pay grades, the equivalent
“annual earnings” previously received (see 3.6 above) should be compared with
the Surrey Pay grades. The salary payable should normally be equivalent to their
previous annual earnings.
Note: For this purpose annual earnings includes any supplements directly paid for
duties undertaken including any additional contractual hours worked.
Enhancements for weekend and shift working should only be taken into account
if the new job involves the same working pattern as the old job and only to the
extent that similar enhancements are not payable under the new conditions of
service.
6.4
Salaries on Transfer
6.4.1
Employees who voluntarily apply for a transfer to a post which carries the same
grade as their existing post should normally be appointed at (or below) their
current salary, having regard to relevant factors including their current skills and
experience.
6.4.2
In cases of transfer which is employer led, where the employee has no or only
limited individual choice, (e.g. alternative employment; staffing changes arising
from reorganisation; transfer following disciplinary proceedings), employees
should normally be appointed at their current salary. Entitlement to any existing
progression arrangements will remain.
6.4.3
An employee who unreasonably refuses the offer to transfer to another post,
where the salary matches or closely matches that of his/her former substantive
post, will immediately loose any “POEA” see 6.5 below, they may have at the
time.
6.4.4
Employees who voluntarily apply for a transfer to a lower graded post, in order to
minimise the extent of any loss of earnings, the Head of Service will have
discretion to appoint above the grade minimum having due regard to any relevant
factors such as knowledge, skills and previous experience. Entitlement to any
existing progression arrangement will cease.
6.5
Pay Protection
6.5.1 The Council endeavours to minimise any financial loss that an employee may
incur as a result of having been re-deployed to a lower graded post as a result of
a restructure. Managers should therefore make reasonable efforts to assist an
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employee(s) in securing a post at their previous grade and to end any period of
pay protection as soon as possible.
6.5.2
In order to minimise the extent of any loss of earnings, on redeployment to a
lower graded post, when otherwise redundant, an individual will normally be
appointed to the maximum of the substantive scale for the redeployment post. In
some circumstances, because of the overlap between some of the pay scales,
the effect of this may be that some employees may receive a slight increase in
salary. This can be regarded as some compensation for the loss of progression
opportunities within the new substantive grade.
6.5.3
If the new post is graded up to one grade below the redundant post, the annual
pay protection payment will be the difference between the employee’s contractual
salary in the redundant post and the new post. Where no clear grade comparison
can be made, one grade should be taken as a 10% difference in salary. Pay
protection payment will be re-calculated to take account of any increase in the
employee’s pay in the new post during the period of protection e.g. as a result of
an annual pay awards. This means that the actual pay protection payment will
reduce in line with any such increases in the employee’s level of remuneration
during the period of protection.
6.5.4
Pay protection will continue for a period of one year or until the pay for the new
post becomes higher than that of the redundant post, whichever is earlier. At the
end of the one-year period, the individual will be paid the substantive salary
(normally the maximum of the pay scale) of the new post and any pay protection
allowance will cease.
6.5.5
Additional payments made previously to a member of staff, while working in the
redundant post, such as payments for working additional/unsocial hours;
allowances for acting up; or a contractual car users’ lump sum linked to the
previous job, will not be included when the amount to be protected is calculated.
6.5.6 The individual’s salary preserved on redeployment will be that which applied at
the date from which the previous post ceased. Employees will not be protected
for loss of hours. Where this is accompanied by a lowering in grade, it is the rate
of pay of the original post that will be protected. A difference in hours up to 10%
of the original hours will be considered to be suitable alternative employment.
6.5.7
If an individual accepts an alternative offer of a post at a lower substantive grade,
where the basic salary is more than one grade below their previous post, the
protection provision described above may be applied, but at no more than the
equivalent of one grade (measured from scale maximum to scale maximum).
Again, where no clear grade comparison can be made, one grade should be
taken as a 10% difference in salary.
6.5.8
Salary protection may also be considered in cases where an employee is to be
re-deployed on health grounds and advice should be sought from the Shared
Service Centre on individual cases.
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6.5.9
Example of Protection of Earnings (POEA) Calculation
Redeployment from a job within grade S8 to job at S7 (salary rates quoted are for 2015/16).
Old Job
S8
£28,500
New Job
S7 – salary band maximum
Protection of Earnings Allowance (POEA) £28,500 - £27,539
Protected Salary paid for a 1 year period
£27,539
£961
£28,500
Notes:
(i) POEA may be paid over 4 years if terms for harmonisation onto Surrey Pay
were agreed before 1 April 2012.
(ii) POEA will normally be reduced
to take account of any increase in an employee’s base salary in the new post
during the period of protection e.g. a resulting from an annual Surrey Pay
Award. (The only exception would be for “harmonisation cases” agreed before
April 2012).
An adjustment to the POEA would also be made in the event of an employee
accepting another post with a higher level of pay during the period of pay
protection.
6.6
Acting-Up Payments
Acting Up (Honoraria payments) should not be used as an alternative means of making
one off “bonus payments” as they adjust salaries on a temporary basis for undertaking
additional duties for a limited period. However please see Recognition Award Scheme
section 9 below.
The definitions of full and partial duties are set out below.
Full Duties ( Acting Up )
Employees undertaking, on a temporary basis, the full duties and responsibilities of a
higher graded post for a continuous period over four weeks / up to six months,
should receive payment in accordance with the grade of the post temporarily
occupied as if they had been promoted into the post.
Partial Duties ( Honorarium )
Senior managers have the facility to grant a partial acting up (honorarium) payment
to an individual who, on a temporary basis performs some duties and responsibilities
of a higher graded post for up to six months, or the full duties and responsibilities of a
higher graded post for less than four weeks.
The amount of the partial acting up (honorarium) payment should be assessed upon
the specific circumstances of each case, having regard to the nature of the duties
and responsibilities being undertaken and the potential cost to the council of
undertaking the additional duties in an alternative way.
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Note:
This facility is not intended to apply to permanent changes which affect the level of
duties and responsibilities of a job. In these circumstances the grade of a job must be
re-assessed by the appropriate method, e.g. job evaluation or review under the relevant
career guide.
7
PREMIUM PAYMENTS
This section explains when premium payments should be made to employees in addition
to the basic hourly rates determined by the annual salary for their job. Further
information on how working hours may/should be defined/determined for individual
members of staff are set out in the Flexible Working Policy.
7.1
Additional Hours (Overtime)
The Council’s policy is actively to avoid the need for employees to be required to work
hours in excess of their normal contractual hours (overtime). In most cases, when
additional hours are worked, time off in lieu (TOIL) must be considered first. For
example whenever possible any employee, who is required to remain on duty in a
residential home beyond the hours “rostered”, should be given equivalent TOIL over the
ensuing seven days.
Where insisting upon TOIL is impracticable managers may authorise payment for
additional hours but they should satisfy themselves that the additional expenditure
represents the most cost effective solution.
Managers are accountable for controlling staffing costs. This includes controlling
expenditure on additional hours against budget and so approval for such work to be
undertaken should normally be authorised in advance.
7.2
Enhanced Rates of Pay (Additional / Un-social Hours)
Enhanced rates of pay are increases in the effective hourly rate of pay when work is
done on certain days, and/or a certain times of day, regardless of whether the hours
worked are part of, or in excess of contractual hours.
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Summary Guidance On Enhanced Hours Payments
TOIL
Time Off In
Lieu
TOIL should be the first option used when additional hours are
worked, see Flexible Working and Hours Policy.
Enhancements should only be paid if TOIL is genuinely impractical
for business reasons.
Note : The enhanced rates, set out below, should only be paid for pre-planned and
pre-authorised additional hours.
Plain Time
To be used on all occasions when payments are made to staff at S8
(formerly SP8 or Surrey E) and above.
To be used for staff up to and including S7 (formerly SP7 or Surrey D)
unless specific enhanced rates as set out below apply.
Time + 0.2
“unsocial
hours”
Not payable to staff at S8 (formerly SP8 or Surrey E) and above.
Time + 0.33
“night hours”
Not payable to staff at S8 (formerly SP8 or Surrey E) and above.
For staff up to and including S7 (formerly SP7 or Surrey D) for hours
worked between 20.00 and 22.00.
For staff up to and including S7 (formerly SP 7 or Surrey D) for hours
worked between 20.00 and 06.00.
Time + 0.5
Weekends
Not payable to staff at S8 (formerly SP8 or Surrey E) and above.
For staff working on Saturdays or Sundays up to and including S7
(formerly SP7 or Surrey D).
Double Time
Public
Holidays
Not payable to staff at S8 (formerly SP8 or Surrey E) and above.
For staff working on Public Holidays up to and including S7 (formerly
SP7 or Surrey D)
Notes: (i) Time of less than ½ hour must not be counted as additional time worked.
(ii) However, all payments are subject to Income Tax and National Insurance.
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7.3
Shift Allowances
Where there is an operational requirement for an employee to work shifts on a regular
basis and the basic rate of pay for the job does not reflect this requirement the employee
shall be paid a shift allowance.
7.3.1
Alternating Shifts
(a) An alternating shift allowance will be payable where;
(i) the total period covered by the shifts is 11 hours or more; and where;
(ii) there are at least 4 hours between the starting time of the earliest and the
latest shifts; and
(iii) the number of “normal office hour” shifts does not exceed one half of the
total number of shifts in the rota.
(b) Subject to the conditions above the alternating shift allowance of £1,241.51
per annum is payable on a pro rata basis where the two shifts on a rota, not
including a night shift, are worked over 4, 5, or 6 days a week;
Notes:
(i)
Shift allowances will be payable, where appropriate, in addition to the enhanced rate
of pay for work on a Saturday or Sunday as part of the normal working week.
(ii) Time worked beyond the normal shift will be regarded as additional hours and will
be paid at the rate appropriate according to the day or time.
7.4
Additional Allowances
7.4.1 First Aid
An allowance is payable to qualified First-Aiders; which is to be pro-rated for part-timers.
For current rate please see table at 7.4.3 below.
7.4.2
Science Technicians - Qualifications Allowances
Science Technicians possessing the City and Guilds Science Laboratory Technician's
Certificate receive an allowance in addition to salary. Science Technicians possessing
the City and Guilds Laboratory Technician's Advanced Certificate, receive a further
allowance. Alternative qualifications are recognised by the council with the basic
standard being the City and Guilds Science/Laboratory Technician's Certificate. (e.g.
appropriate alternatives in the case of workshop employees would be the City and
Guilds Machine Shop Engineering or Electrical Technician's Certificates).
For current rates please see table at 7.4.3 below.
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7.4.3 Surrey Pay Allowances / Payments: Rates effective from 1 April 2015
Type of Allowance
£’s
Lab technicians qualification allowance:
C&G
C&G advanced
196.78 per annum
155.58 per annum
Residential establishments*:
Sleeping-in-duty
Weekend working
On-call disturbance
33.90 per night
733.57 per annum
254.48 per annum
Relocation assistant B&B
39.51 per night
Notional subsistence deduction
2.52 per meal
First Aid allowance*
171.03 per annum
Alternating Shift*
1,241.51 per annum
Training allowances, Book allowances:
BTEC first level
BTEC national certificate
BTEC high certificate and all stages
Professional qualification
52.14 per annum
81.14 per annum
102.08 per annum
Lodging allowance (two homes)
Trainee allowance (sandwich course)
52.64 per week
20.44 per week
Residential training course
Out-of-pocket
4.65 per night
18.58 per week
Notes:(i)
Allowances marked with a star (*) are normally increased by the Council’s internal
inflation, which for 2015/2016 will be 1%.
(ii) All the other allowances are normally increased in line with any “across the board”
annual pay award.
(iii) With the exception of the Weekend Working Allowance all allowances are payable
to part-timers on a pro-rata basis.
7.5
Market Related Pay Scale Adjustments / Supplements
Within the constraints of affordability, pay rates need to be set for each grade, which
enable the council to recruit and retain sufficient staff of the required calibre to meet its
objectives.
7.5.1 Criteria & Process
There may be exceptional circumstances from time to time when for a certain job or
jobs at certain locations, acceptable recruitment and/or retention levels cannot be
maintained. Where investigation shows that this is due to the pay levels used and
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current market rates, some adjustment to the normal council pay scales may be
necessary, even though it is undesirable, to maintain adequate staffing levels.
The principle of market pay scale adjustment is accepted nationally and locally. For
example, it features in national agreements through London and Fringe Area
Allowances.
The council expects to continue to use this facility, as it has done in the past, only
where it is regarded as essential to maintain adequate levels of jobs and services.
Any proposed use of this facility for groups of jobs will happen only after alternative,
acceptable ways of recruiting and retaining staff have been fully explored and
exhausted, and after full negotiation with the relevant trade union(s) and approval by
the PPDC (or the Head of HR & OD under delegated powers). It is expected that
use of these adjustments will be extremely rare.
These safeguards apply both to staff currently receiving adjustments and in the
future. Widespread use across a range of jobs and/or locations has not been the
experience to date. If this were to happen it would highlight a general weakness in
the council's pay policy and practice, and steps would need to be taken to
strengthen the pay system itself.
Any adjustment will only be approved after a full investigation of the circumstances
and will seek to balance the needs of that service with the need for equity and
reasonable consistency across the council. The council will not propose or operate
adjustments, which are outside equal value legislation. It is not the council's
intention to introduce a scheme, which is either inequitable or illegal.
Any adjustments made will be made for clear, sound business reasons, fully
negotiated with the relevant trade union(s), monitored jointly and reviewed regularly.
Therefore, any adjustment recommended by a senior line manager must be
centrally co-ordinated and approved subject to the following criteria:-
clear definition of the job or group of jobs affected;
-
evidence of pay-related recruitment and retention difficulties compared to other
groups of staff, or to staff generally who are unaffected by the proposal, using the
appropriate range of indicators, including:- turnover rates;
- stability ratios;
- number of responses to job advertisements;
- quality assessment of applicants and interviewees;
- comparison of competing employers' remuneration packages;
whether the proposed adjustment would be likely to distort the employment
market, adversely affecting the county council in relation to other groups within
and/or outside the target group;
-
-
how the proposed adjustment will affect new and existing staff within the group
including any appropriate protection arrangements;
-
clear process for conducting regular reviews of the need for the adjustment, and
a strategy for its eventual withdrawal/elimination if the exceptional factors
justifying the change are no longer relevant;
-
evidence of appropriate consultation with the union representatives of the staff
involved and of other staff in that work area;
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7.5.2
Monitoring
Monitoring of all market adjustments in operation will be regularly undertaken
centrally within HR & OD, and will be reviewed in conjunction with independent
line management and the relevant trade union(s).
In addition to the regular review of individual applications of this procedure, it is
also open to further detailed discussion and to joint review with the relevant trade
union(s) from time to time.
8
BUSINESS MILEAGE RE-IMBURSEMENT ARRANGEMENTS
The council reimburses staff for business mileages driven at rates that reflect the
guidance and limits published by the HMRC, at which no taxable benefit will accrue to
the individual.
8.1
Privately Owned Vehicles
Staff who drive their own privately owned cars on Council business are reimbursed at
HMRC Approved Rates, currently 45p per mile for the first 10,000 business miles
driven per year ( 25p per mile above 10,000 miles ) without incurring a tax liability.
HMRC Approved Rates : with effective from 1st October 2011
Pence Per Mile
All engine sizes
Car
Motorcycle
Bicycle
Up to 10,000 miles per year
45p
24p
20p
Over 10,000 miles per year
25p
8.2
Leased Cars
HMRC treat Lease Cars, obtained through Salary Sacrifice Schemes, as Company Cars
which is why staff participating in such schemes can make savings in respect of National
Insurance and Tax. As a consequence under Surrey Pay the drivers of lease cars are
entitled to be re-imbursed at “lower” HMRC Advisory Rates depending upon the type of
engine / fuel used.
If the Council was to reimburse Lease Car users at a “higher” Approved rate those
drivers would incur an additional tax liability.
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HMRC Advisory Rates : with effect from 1st March 2015
Engine Size
Petrol
LPG
1400cc or less
11p
8p
1401cc to 2000cc
13p
10p
Over 2000cc
20p
14p
Engine Size
Diesel
1600cc or less
9p
1601cc to 2000cc
11p
Over 2000cc
14p
Notes :
(i) Hybrid engined cars are treated as either petrol or diesel engined cars.
(ii) There is no mileage reimbursement rate for drivers using Electric Cars. This
is because HMRC do not regard electricity as a fuel.
(iii) The Advisory rates are reviewed by HMRC on a quarterly basis.
8.3
Passenger Rate
In line with HMRC guidance an additional non taxable 5p per passenger, per business
mile may also be claimed by drivers of either privately owned or lease cars; this is to
encourage car sharing and “greener business” travel. To qualify passengers must be
council employees travelling on council business.
8.4
Contractual Users : Annual Lump Sums
8.4.1
Privately Owned Cars
The council also has a mechanism for paying taxable “annual lump sums” to staff who
use their own privately owned cars to fulfil a contractual requirement to provide and
maintain a car for business use, or to those who use a privately owned car to travel a
significant number of miles a year on council business. The aim is to reimburse staff for
insuring and using their car for business purposes, which is subject to additional “wear
and tear”, not to pay an additional allowance.
The Contractual User Lump Sums may be claimed retrospectively and are banded to
reflect the number of miles driven, as follows:Business Miles Driven Per Year
Gross Taxable Annual Lump Sums
Up to 1,500
380
1,501 – 3,000
400
3,001 – 4,500
420
4,501 – 10,000
440
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10,001 and above
8.4.2
460
Leased “Company” Cars
Annual Lump Sums are not payable to staff who lease a Company Car via the Council’s
mycar Lease Car Scheme, which is HMRC compliant.
The cost of leasing a car includes payment for breakdown and motor insurance for
business purposes and maintenance of the vehicle. This creates a Benefit in Kind,
which is taxable, however the arrangement can still be tax efficient as it enables staff to
make net savings on the total amount they sacrifice each month.
8.5
Public Transport
Further guidance on how to re-claim other travelling expenses may be accessed by staff
via the council’s intranet, s-net site.
9
RECOGNITION AWARD SCHEME
There are no provisions under Surrey Pay contracts for council employees to be
awarded performance related bonuses.
However the Recognition Award Scheme provides a mechanism through which
managers can recognise exceptional achievement by an individual or team, subject to
approval by Heads of Service.
9.1
Recognition Awards can be used to reward
-
9.2
Recognition Awards should not be used for making
-
9.3
excellent, exceptional achievement over a sustained or specified period, or
throughout the year in which performance is being assessed.
excellent, exceptional achievement for a particular task, project or service
delivery.
innovation that significantly enhances productivity or that notably contributes to
organisational effectiveness or service delivery.
additional payments for meeting targets as part of routine business.
“bonus” payments to staff on top of their grade.
Limits on awards
The maximum award that may be paid to an individual in a single financial year under
the scheme is normally is limited to 10% of salary, for staff on Surrey Pay grades, or
equivalent, up to S12 (formerly SP 12 or Surrey I), or to a maximum of £1,500 for those
on senior pay contracts, S13 and above.
9.4
Pay Restraint Measures 2011–2016
(i) Additional guidance has been issued to restrict the level of recognition awards to a
maximum of £500 during 2011 – 2016, as part of the council’s pay restraint strategy.
This guidance may be found on the council’s intranet, s-net site.
(ii) Recognition awards must not be used for making payments to staff on senior pay
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who are not currently eligible for a pay progression.
10
PAY PROGRESSION
10.1
Policy and Employment Contracts
As noted, under section 3.5 above, staff on Surrey Pay may be on either “incremental” or
“contribution” based pay progression contracts.
At present the majority of staff are on “incremental” Surrey Pay contracts which would
normally result in progression once a year until staff reach the top of the grade.
Middle Pay Grades and Senior Pay Zones (S8 – CEX) contracts provide for an annual
review of contribution. These reviews normally determine any subsequent personal
progression through these pay zones subject to personal headroom being available.
10.2
Pay Restraint 2010 – 2016
The “normal” arrangements for determining pay progression were suspended following a
decision taken by the PPDC on 30 March 2010. The initial suspension was extended
further, with effect from 1 April 2014, following a decision taken by PPDC on 24 February
2014.
It is intended that new arrangements will be developed for determining pay progression
for all Surrey Pay grades with effect from 1 April 2016. However the following extracts,
from the 2012 / 2013 Reward Policy, are reproduced for reference and for guidance as
they continue to determine eligibility for receiving progression awards, salaries following
promotion and payment of awards under the Recognition Award Scheme.
10.3
Pay Progression Framework / Performance Management
10.3.1 Lower Pay Grades S1/2 (formerly SP1/2 – SP7 or SY1 to Surrey I)
The maximum salary paid at the top of the incremental grades recognises the highest
level of competence in relation to the job requirements. A lower salary within the grade
allows for growth and learning in the job to reach the level of full competence.
10.3.2 Eligibility For Progression
Where progress is demonstrably below agreed expectations and objectives have not
been met due to unsatisfactory performance, an increase will not be warranted. Where
managers propose not to award an increase within the grade, specific steps, as set out
below, must be followed. This will ensure that there is clear, open and early discussion
with the person concerned. The manager must ensure that the following actions have
been taken:(a) That the shortcomings have been brought to the attention of the individual.
(b) That they have been informed of the level and quality standards of performance
required of them.
(c) That they have been given the opportunity for any reasonable training or level
of support that may be required.
(d) That they have been given the opportunity to improve.
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Note:(i)
(ii)
This action must be confirmed in writing to the individual concerned and
managers must ensure that supporting evidence is available to justify all
decisions.
A decision to withhold an award does not require action to have been taken
under the council's Capability or Disciplinary procedures.
Managers should make it clear to the member of staff that the opportunity to use
grievance procedure is available. The action outlined above should give the person
considering any grievance a clear basis for judging whether the manager has acted
reasonably throughout the period covered by the review.
10.3.3 Middle Pay Grades S8 – S12 & Senior Pay Grades S13 – CEX
Contracts provide for progression within the salary range for the grade, subject to scope
within the range being available, and the outcome of an annual individual salary review
which assesses contribution during the previous twelve months.
All assessments must be evidence-based and this is seen as fundamental to these
arrangements in terms of maintaining both in year consistency and standards over time.
Under these arrangements all staff have the scope to progress to the maximum of the
pay range for their grade.
(i) Relationship to Annual Surrey Pay Reviews
Senior management contracts provide for the individual salary review to take account of
any generally agreed market adjustment to pay rates. However, at present for all Senior
Managers, this aspect of the review will be kept separate from any personal assessment
of contribution, with senior pay rates being subject to the general adjustment agreement
under Surrey Pay.
(ii) Relationship to the Recognition Award Scheme (link)
Consideration for a recognition award payment would be virtually identical to an
assessment of 'outstanding contribution' and is therefore not available to those senior
managers coming within these pay progression arrangements. But this does not mean
that the recognition award scheme cannot be used to reward senior managers for
excellent achievement of a particular task or special project.
However the PPDC have determined that the limit on payments should be considerably
lower than 10% of salary for senior managers, because of the relatively higher salaries
they receive. Its application to senior managers should be more about recognition than
financial reward.
The maximum sum that can normally be agreed is currently set at £1,500 per annum.
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11
11.1
PAY PROCEDURES
Pay Arrangements
This section of the policy sets the arrangements by which staff are paid.
11.1.1 Frequency of Payment
An annual salary is paid on a monthly basis in arrears. This arrangement applies
whether employees are full or part-time, and payment is made towards the end of the
month for that month's work; consequently employees receive 12 payments per annum.
11.1.2 Methods of Payment
All employees are paid via bank credit transfers, directly into a bank or building society
account (although there are a few employees who retain the right to payment by cheque
on a personal basis).
Salary details are provided on monthly pay slips either electronically via the SAP portal
or on paper for those members of staff who do not have regular access to the S-net.
11.2
Calculation of Rates of Pay
11.2.1 Daily and Hourly Rates
In certain circumstances the amount an employee is paid on a daily basis is required.
For example, to complete a Certificate of Loss of Earnings Form for an employee
summoned for Jury Service. The calculation of one day's pay is:
Annual Salary x 7
365
36* = hourly rate for full and part-time employees
*or the standard working hours per week (36 for Surrey Pay staff)
The hourly rate is then multiplied by the requisite number of hours worked per day for
the rate applicable on the day.
Example:
FTE salary £20,000
÷ 365
x 7
÷ 36
=
=
=
=
20,000.00
54.79
383.56
10.65 per hour
11.2.2 Part-Time Salaries
The following formula should be used for the calculation of part-time salaries:Calculate FTE figure, rounded up to 4 decimal places.
Apply this FTE figure to the full time annual salary and round up to the nearest penny.
Example:An employee is employed for 12 hours on grade S3, £16,000 per annum (full time rate)
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Calculation of annual salary:1
12
36
=
0.3333 FTE (to 4 decimal places)
2
0.3333 FTE x £16,000 = £5,333.33 (rounded up to nearest penny)
11.2.3 Term Time Only Salaries
The pro rata annual salary for staff employed for term time only, or for a specific number
of weeks throughout the year and have their annual leave entitlement rolled up into pay,
which is calculated as follows:
FTE Annual salary x hours worked per week [rounded up] x number of weeks worked
per annum, divided by the appropriate denominator as detailed below:(a) Short – Service Denominator (less than 5 years’ service)
Total number of working hours per year
36.00
X
Subtract annual holiday entitlement 24 36.00
days annual leave plus public holidays
x
365
7
32
5
Denominator
=
1877
= - 230
=
1647
(b) Long – Service Denominator (5 years 36.00
or more service)Total number of working
hours per year
X
365
7
= 1877
subtract annual/holiday entitlement 28 36.00
annual leave plus public holidays
x
36
5
= - 259
Denominator
11.3
=
1618
Payments on Joining and Leaving
Responsibility lies with the employing Service to inform the Shared Service Centre of the
date an employee commences or ceases employment with the council, to ensure correct
payment(s). Specific guidance may be found on the S-net.
When an individual joins or leaves the council's employment, payment will be made for
the proportion of the month worked, whether full or part-time. Proportionate payments
will be calculated from the monthly salary.
Employing departments should give notice of termination of employment to the Shared
Service Centre as soon as possible via the electronic leavers form.
For staff paid monthly who are on weekly terms and conditions of employment, it is
particularly important to notify Surrey payroll services of leavers as early as possible, by
phone initially, to minimise difficulties of any possible overpayment of salary.
When an employee leaves the council, they are paid up to and including the date
employment ceases. The only exception is in the case of officers who transfer to the
service of another Local Authority. The employing authority whose service the officer is
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leaving must pay a salary for any Saturday and/or Sunday and statutory and general
national holiday(s) that immediately follow the last day of work with that Authority.
Where payment is made in lieu of annual leave not taken, the calculation must be made
using the individual hourly rate multiplied by the total number of hours outstanding. This
is in line with the annual leave calculation under the Staff Benefits Scheme, and ensures
a consistent approach to such calculations for both full and part time staff.
11.4
Deductions from Pay
11.4.1 Definition
Part II of the Employment Rights Act 1996 (formerly the Wages Act 1986) provides that
(with certain exceptions) deductions from wages, non-payment of wages, or payments
made to an employer by a worker will only be lawful if one of the following conditions is
satisfied:(a)
it is required or authorised by virtue of any statute; or
(b)
it is provided for in any relevant provision of the worker’s contract of employment or
any other contract they may have for providing work personally to the employer; or
(c) the worker has previously given written agreement or consent to the deduction,
non-payment or payment being made.
Deductions authorised by statute include national insurance and income tax. In most
cases these are made before any other deductions are made.
A number of deductions where the worker’s prior agreement is required, are described in
detail elsewhere e.g. by Payroll for a Salary Sacrifice Scheme.
What constitutes "wages" and/or a "deduction" has been the subject of a number of legal
cases. Therefore, it is important that managers wishing to make a deduction from the
wages of a worker check whether the necessary authority to do so exists in law.
Advice and guidance on individual cases is available from the My Helpdesk by phone on
0208 541 9000 or e-mail myhelpdeskhr@surreycc.gov.uk. If they cannot answer your
query they will pass your query on to HR.
11.4.2 Trade Union Membership Deductions
There are a limited number of recognised trade unions included within the facility to
deduct trade unions subscription at source.
Responsibility lies with the Trade Union concerned to interest members in this facility.
The individual should send the completed form to Surrey payroll services, authorising
them to deduct their membership fees from their monthly pay. The Trade Unions then
receive a monthly list of the deductions made.
11.4.3 Sickness Deductions
Deductions made in accordance with sick pay provisions are set out in the Absence
Management policy.
____________________
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