IMPACT Local Government and Local Services Division

Transcription

1 IMPACT Local Government and Local Services Division Report

2 Front cover photo IMPACT s Joe Sherlock was among thousands who marched against bank debt in February Photo courtesy of ICTU.

3 IMPACT Local Government and Local Services Division Report

4 IMPACT Local Government and Local Services Division Local Government and Local Services Divisional Executive Committee Back row (left to right): Tom Browne, Eugene Farrelly, Sean Reid, Pat Considine, Finn Brophy, Bob Cowman, Declan Howard, Pete Murtagh. Front row (left to right): Ray Kennedy, Linda Casey (staff), Éamonn Donnelly (National Secretary), Shane Lambert, Catherine Murphy, Joe Sherlock, Josephine McCarthy. 2

5 Report Contents ORGANISATION...4 Divisional Executive Committee...4 Divisional Council...4 Staffing...4 Local authority reorganisation...4 New benefits for IMPACT members...5 Branch information...5 Training...5 PAY AND PENSIONS...6 Croke Park agreement...6 Croke Park: Local authority action plans...6 Allowances...7 Pensions...7 Travel and subsistence...7 WORKING CONDITIONS...8 Working hours...8 Standardisation of leave...8 Sick leave...8 Water services...8 Motor tax services...9 Waste management...9 Library services...9 Fire services...9 Statutory registration of social work and social care professionals...10 APPENDICES...11 Appendix one: Salary scales...12 Appendix two: Travel and subsistence

6 IMPACT Local Government and Local Services Division Organisation IMPACT s Local Government, Education and Local Services division experienced a major change when the union s 2012 biennial delegate conference voted unanimously to establish a new Education division. Over 8,000 members were reallocated to the new division from the newly titled Local Government and Local Services division. The division wishes its colleagues in the new Education division well and looks forward to working with them. Divisional Executive Committee The following were elected to IMPACT s Local Government, Education and Local Services Division Executive Committee (DEC) at the 2011 divisional conference: Tom Browne, Pat Considine, Eugene Farrelly, Declan Howard, Jerry King (cathaoirleach), Shane Lambert, Josephine McCarthy, Joan McCrohan (third divisional representative on the central executive committee), Catherine Murphy, Pete Murtagh, Gina O Brien, Tara Robertson, Joseph Sherlock, Cáit Shirran, Patricia Whelan (leas cathaoirleach). In February 2012, Patricia Whelan and Joan McCrohan resigned from the DEC and were replaced by Seán Reid and Ray Kennedy, who most closely failed to be elected at the 2011 divisional conference. Shane Lambert was elected to the position of leas cathaoirleach and Joe Sherlock was nominated as the third divisional representative on the central executive committee (CEC). In May 2012 Cáit Shirran resigned from the divisional executive committee. Following IMPACT s biennial conference in May 2012, Jerry King was elected senior vice president and Tara Robertson was elected treasurer of the union. This, and the establishment of the new education division, created vacancies on the DEC, which were filled by Finn Brophy, Billy Coughlan and Bob Cowman. Shane Lambert filled the position of cathaoirleach. Divisional Council Divisional council meetings were held throughout and participation rates were reasonably good. In addition, 2012 saw a number of regional meetings which were organised to discuss important issues like the driver licence function and the transfer of water services from local authorities to Irish Water. Staffing In July 2012, national secretary Peter Nolan commenced a period of long-term sick leave. During this absence his duties are being covered by Eamonn Donnelly, who is also national secretary for the Civil Service division. Local authority reorganisation IMPACT met departmental officials in October 2012 after the Government announced plans to reduce the number of city and county councils, restrict the role of local representatives in the planning process, and reform how local authorities are funded. Many of the changes will have implications for council workers, which management confirmed would be managed through the Croke Park process. Minister for the Environment Phil Hogan also signed off on a targeted voluntary redundancy scheme that will be implemented only if other options, such as redeployment, are exhausted. The minister said an additional 500 staff could be taken out of the local government system by the middle of 2014, with projected savings of 45 million a year. The changes will see the number of councillors reduced by over 40% and the number of local authorities cut from 114 to just 31. All 80 town councils will be replaced by municipal governing bodies that will merge town and county authorities. The number of council seats will fall sharply from 1,627 to below 950. IMPACT has also been dealing with the implications of specific proposals for council mergers in Limerick and Tipperary. The union has agreed a protocol with manage - ment on the redeployment of staff during and after the merger of Limerick city and county councils. Drawn up under Croke Park provisions, the protocol covers consultation, procedures for voluntary relocations, pro - cedures for compulsory relocations and appeals in some circumstances, and the right for staff to have their situations reviewed. 4

7 Report New benefits for IMPACT members In January 2012 IMPACT launched a new range of benefits for members, which includes 4,000 critical illness or death-in-service cover, a free legal advice helpline, a free confidential counselling helpline, and free legal represen - tation in bodily injury cases. The union took the initiative because it wanted to reflect the fall in members incomes following the introduction of the so-called pension levy. Full details of these and other membership benefits are available on the IMPACT website. Branch information IMPACT launched a new handbook for branch officers in September 2011 and it was subsequently rolled out to branches. BACK UP! Your IMPACT branch handbook contains information on the role of branch officers, AGMs, union conferences, ballots, members entitlements, communications, IMPACT structures, industrial action, employment law and the Croke Park agreement. Training A large number of activists from the Local Government and Local Services division paricipated in a new training programme for branch representatives, which was introduced in October 2011 with the objective of training around 60 emerging activists in four regions in its first phase. Demand for places outstripped these expectations and additional courses were scheduled. More basic training courses were run in the autumn-winter of 2012, when a second level modular training course was also launched. The new training complements existing branch and activist training, including the ongoing programme of nationally-provided courses for branch officers. Other training courses provided centrally in the past two years included employment law, leadership, conflict resolution, communication skills, public speaking, equal opportunities and health and safety. 5

8 IMPACT Local Government and Local Services Division Pay and pensions 6 Croke Park agreement Local authority staff delivered total savings of over 130 million in the second year of the Croke Park agreement. Some 15 million of 88 million in payroll savings came from reductions in overtime and allowances and the use of shorter working weeks and term-time arrangements. The sector has seen the biggest proportion of staff cuts in the public service, with numbers falling by over 18%, or more than 6,400 workers, since Reductions in staffing and local authority budgets have led to huge challenges in maintaining services to the public. Non-pay savings were achieved in local councils through higher productivity, enhanced shared services, integration of services, the development of online services, reduced travel costs, and more effective procurement and purchasing with the development of national and regional procurement networks. The second annual report of the Croke Park implemen - tation body identified 891 million in annualised savings delivered across the entire public service in the second year of the agreement. This is in addition to savings of 597 million achieved in the first year, giving a total of almost 1.5 billion in ongoing annual savings so far. The next implementation body report will be published soon. Uniquely among public service unions, IMPACT ran a sustained communications programme to defend the Croke Park agreement. This included meetings with key spokespeople from all the main political parties and members of all Dáil political groups, presenting written and oral evidence to the Joint Oireachtas Committee on Finance, Public Expenditure and Reform, a regular information bulletin for Oireachtas members and councillors, information stands at all the major 2012 party conferences, and sustained media work including meetings with key opinion-forming journalists and editors. In November 2012, the Minister for Public Expenditure and Reform invited unions to negotiations, saying that the Government would extend the agreement into 2016 if it could achieve more savings in 2013 and 2014 than envisaged in the original agreement. Before entering talks, IMPACT sought economic advice, which confirmed that the budgetary figures for 2013 and 2014 were substantially worse than originally envisaged because of lower than expected growth. It also confirmed that the biggest single reduction in the Government deficit was planned for 2014 the year the agreement is due to expire. In these circumstances, the union decided it was better to try to seek an extension of the protections and, as far as possible, shape Government and management proposals for an extra 1 billion in cost-saving measures. The union s objective going into the talks was to protect pay, pensions and working conditions as far as possible within these constraints, especially for those on lower pay. But it warned from the outset that it would be a difficult negotiation. The negotiations began in earnest in January 2013 when IMPACT rejected management s opening positions, which included the introduction of compulsory redundancies, five extra working hours each week, a three-year increment freeze for all, the introduction of flat-rate overtime, severely limited access to flexitime, permanent pay reductions, and an increase in redeployment limits from 45 to 100 kilometres. The negotiations were brokered by the Labour Relations Commission and concluded at the end of February By this time, IMPACT and other unions had reduced the severity of management proposals in every important respect and had also made important gains including measures to end the two-tier pay system introduced in 2011, strengthened protections on outsourcing, and a small but significant reduction in the socalled pension levy. On 28th February 2013, the union s Central Executive Committee overwhelmingly recommended acceptance of the proposals. An information campaign got underway and a national ballot commenced at the end of March with a 15th April deadline for voting. Croke Park: Local authority action plans Under the Croke Park agreement, each sector is required to establish an implementation body to produce action plans for the implementation of agreed modernisation measures. Local authority action plans have been published and updated periodically. Although there has been no formal agreement with the unions on the content of the plans, issues that arose were processed through the local authority implementation committee, established under the agreement. The action plans have covered restructuring, local government reform, state agency rationalisation and

9 Report reform, local enterprise offices, shared services, national procurement, and performance management develop - ment systems. Workforce planning was among the main features of the October 2012 action plan. Although the unions are not opposed to the principle of resource planning for the workforce, IMPACT rejected a recommendation that the local authority senior staff officer (grade VI) grade be phased out over time. The union says the proposal, which was among the recommendations in a management report, ignored the fact that the grade covers a very wide range of roles in different local authorities. The union also said the proposal would deliver no savings, and questioned its relevance at a time when local authority staff were saving taxpayers hundreds of millions of Euro through reforms and a 20% reduction in staffing. However, the union welcomed the report s call for a relaxation of the Government s recruitment moratorium to protect services provided by local authority outdoor staff and graduate grades. The report recommends a programme to recruit about 200 graduates to deal with a generation gap emerging in local authorities. It is envisaged that unions will raise the issue of the recommended number of posts at managerial level, particularly in the context of local authority mergers. Allowances In October 2012, departments and offices were instructed to open talks with unions about the abolition of some allowances currently paid to existing public servants. The 88 named allowances were drawn from a list of over 100 which were abolished for new entrants when the Government announced the outcome of its review of allowances in September The IMPACT Local Government and Local Services division is consulting with branches. Full details and documentation on this issue are available on the IMPACT website. In November 2012 the Department of Environment, Community and Local Government moved to abolish acting allowances in order to reduce costs. This was immediately resisted by IMPACT. It was agreed to defer the issue until 2013, pending national talks on a possible extension of the Croke Park agreement. During those negotiations, local authority management accepted IMPACT s argument that a regularisation of long-term acting posts must take place. IMPACT subsequently met the Local Government Management Association and management confirmed that, if the proposed extension to the Croke Park agreement was ratified, regularisation of medium- and long-term acting positions would be considered in conjunction with the workforce planning process. Pensions A new and less favourable pension scheme for new entrants to the public service, which will mostly impact on those earning over 45,000 a year throughout their careers, was introduced in January The change will see new entrants pensions calculated on the basis of career average earnings instead of earnings at the time of retirement. Other changes will see pension increases linked to inflation rather than the pay of the grade from which pensioners retire, and a minimum retirement age of 68 for most new entrants. Unions sought and secured more favourable terms for those earning less than 45,000 when the original proposals were subjected to a Labour Relations Commission process in This will substantially reduce the impact of the changes for those who spend a sizable part of their career earning less than 45,000. Unions also achieved other important changes to the original proposals. The Act that gave effect to the new scheme included a provision that would allow the minister to change the method of pension indexation for serving staff and current pensioners, although it was confirmed that there were no plans to implement this, at least during the lifetime of the Croke Park agreement. IMPACT and other unions have set out their strong opposition to any such change. Travel and subsistence Civil service general council reports 1504 and 1505 set out agreed travel and subsistence rates for the civil service, which are generally applied across the public service. In 2009, the rates were reduced by 25% through legislation. No formal review of the rates has taken place since June 2008 when unions lodged a claim to the civil service conciliation and arbitration scheme for the implementation of the agreed rates. The claim was processed as far as the arbitration stage. However, the unions judged that the arbitrator was unlikely to find in their favour in the current climate, particularly as the Government had imposed the cuts through legislation. Therefore, the unions proposed a joint informal review of travel and subsistence rates in accordance with the normal criteria, which take account of motoring costs, hotel costs and foreign travel. The first informal review concluded that there should be no increase in the travel and subsistence rates but it is anticipated that a further informal review will take place. 7

10 IMPACT Local Government and Local Services Division Working conditions Working hours In September 2012, the Labour Court ruled that a minimum 34-hour full-time working week would be introduced for certain local authority grades from March The ruling, which was binding under the terms of the Croke Park agreement, curtailed management proposals for an immediate move to a 35-hour week, but saw over 5,000 staff working some additional time from It affected over 5,000 IMPACT members in clerical, administrative, engineering, technical and related grades, who saw their working time increase by between 15 and 65 minutes a week. Another 5,000 members in the grades, who already worked 34 hours or more a week, saw no change in their hours. The new arrangement also introduced a 35-hour week for any staff newly appointed to the grades or promoted into them. The Labour Court recommendation also commented on standardisation of working hours across the public service and envisaged that the matter would be revisited in the future. Sick leave Significant cross-sectoral initiatives under the Croke Park agreement, which impacted on local authority staff, included the standardisation of sick leave. A binding Labour Court recommendation under Croke Park said that public servants who suffer long-term critical illness or serious physical injury would still be able to take six months paid sick leave, followed by six months on half pay, over a four-year period. IMPACT and other unions successfully argued against management proposals to cut this to six months full pay followed by three months half pay. Unions also successfully resisted management plans to limit the arrangement to a single critical illness or serious injury in a public servant s career. But the new arrangements halved paid sick leave limits for non-critical illnesses to three months on full pay, followed by three months on half pay in any four-year period. There were also changes to uncertified sick leave arrangements. Full details are available on the IMPACT website. 8 Standardisation of leave In November 2011, the Government announced a new 32- day cap on annual leave for existing public servants and a 30-day cap for new entrants and promoted staff. The new arrangements, which saw no change for the great majority of local government staff, came into effect in The package was drawn up following controversy over local authority employers plans to slash leave for all staff from April The local government proposal, which was successfully resisted by IMPACT, led to huge public controversy over high leave entitlements for a small number of public servants. Standardisation of leave arrangements across the public service was required under the Croke Park agreement. The 32-day ceiling comprises all leave including annual leave and privilege days, as well as leave associated with business closures like Christmas closing. Leave for local festivals was also abolished in the few places it still existed. Staff whose total leave previously exceeded 32 days received a one-off compensation of 1.5 times the leave lost. The Local Government Management Agency, which represents management in negotiations, has applied a banding system relative to each grade. This has not yet been agreed by the unions. Water services Following the Government decision to transfer responsibility for the provision of water services from local authorities to Bord Gáis Energy, through the establishment of a new company called Irish Water, the Irish Water Consultative Group was set up to oversee all industrial relations aspects of the transfer. The consultative group is made up of representatives of the group of unions, the City and County Managers Association, the Department of Environment, Community and Local Government, and Bord Gáis Energy. It is independently chaired by Kevin Foley of the Labour Relations Commission. The IMPACT represen - tatives on the group are national secretary Éamonn Donnelly, Shay Kavanagh of Dublin City Council and Edward Walsh of Roscommon County Council. So far, the group has agreed that any sub-contracted work arising from the transfer, in areas where local authorities do not have the capacity to provide the service, would meet the standards of pay and conditions set down in the relevant registered employment agreements. Domestic water metering surveying has commenced in a number of local authorities with the agreement of the consultative group.

11 Report A small number of staff have been voluntarily moved to the Irish Water programme, which is an interim body set up to prepare for the establishment of Irish Water next year. For local authority staff currently involved in the provision of water services, the key element is the negotiation of service level agreements with Bord Gáis Energy. These will aim to ensure that staff continue to provide these services as local authority workers over the long term. Initially there was a guarantee that such staff would continue to provide the service until 2017 at the earliest. In later negotiations on service level agreements, the union secured agreement that the services would continue to be provided by local authorities significantly beyond Meanwhile, IMPACT was at the forefront of a European water campaign petition, which has the potential to force the European Union to consider proposals to protect water and sanitation services from privatisation. The European Federation of Public Service Unions (EPSU) launched the campaign to protect water as a human right at IMPACT s 2012 biennial delegate conference. It has met its first target of attracting one million petition signatures across the EU countries. This is a big achievement for the campaign, which is one of the first to use the European Citizens Initiative (ECI). Ireland s target is 30,000 signatures. More details are available on the IMPACT website. Motor tax services Government proposals to transfer the driver licence function from local authorities to the Road Safety Authority took legal effect in January 2013, despite IMPACT s warnings that services could suffer. A nine-month transition period was announced and IMPACT insisted on a dedicated set of redeployment negotiations during that period, which is due to expire at the end of September The union also held consultative meetings with members across the country. The union won an assurance that no member would be asked to interface with front or back office providers either during or following the transition period and raised the manner in which management handled the matter at the Croke Park implementation body. Waste management In June 2010, Dublin City Council proposed a review of its domestic waste service on the basis that it was no longer commercially viable. IMPACT challenged this view and an independent third party body was commissioned to examine the issues. Its report said the service was not commercially viable, but IMPACT did not accept the methods used to reach this conclusion. However, the council said it would privatise the service from December 2011, a date later extended to February The matter was referred to the Labour Court, which found in favour of the council. Although IMPACT mounted a major campaign producing a document that set out the case against privatisation and lobbying councillors and TDs the service was privatised on 16th February Library services Library staffing has been hit particularly hard by the recruitment embargo and proposed measures to deal with shortages have themselves caused difficulties. Daily redeployment of branch staff is problematic. While self issue systems should free up library staff for other important duties in theory, they also generate other tasks. It is anticipated that IMPACT will seek discussions on a review of the costs and benefits of this system. Management suggestions that gaps in the workforce could be filled by volunteers were not acceptable to IMPACT as there are serious risks associated with the widespread use of volunteers. Discussions are also expected on the application of performance management criteria to library staff. National discussions on the proper classification of library staff regarding training for child protection are ongoing. The non-filling of county and city librarian posts and shared services are also under discussion with the Local Government Management Agency. Fire services IMPACT hit back at claims that the fire service is top-heavy compared to its Northern Ireland counterpart. In a statement in 2013, IMPACT said the fire and rescue service in the North employs 96 senior officers with a support staff of over 200 to serve a population of 1.8 million. In the Republic, which has a population of 4.7 million, the figures are 202 senior officers with around 100 support staff. This means that the complement of senior and support staff that delivers the fire service in the North is much greater, on a pro-rata basis, than the number delivering the service in the Republic. The statement came in response to statements by a small fire fighters organisation, which is calling for job losses among senior fire officers and support staff in the Republic. 9

12 IMPACT Local Government and Local Services Division Statutory registration of social work and social care professionals IMPACT has put new arrangements in place to provide full support for health and social care professions in fitness to practice cases arising from the introduction of statutory registration. From summer 2013, social workers will have to be registered in order to practice in the Republic of Ireland. Over the coming years, the same arrangements will be rolled out for other professions. Statutory registration will bring new standards of professional conduct and methods of investigation. IMPACT has put a package in place to ensure its members are guaranteed all necessary legal advice and representation in fitness to practice situations. At local level, negotiators will be there to provide moral and practical support and to assist with the preparation of cases, which IMPACT will channel through a legally-trained and qualified official. Where necessary, the union will arrange and pay for legal representation at fitness to practice hearings. If an important professional principle arises in a particular case, the union will consider the possibility of an appeal to the High Court, which is the highest level that a case can go to under the legislation. To ensure that IMPACT members can enjoy this extra security the union has made an insurance arrangement to deal with the costs involved. IMPACT also campaigned strongly for a reduction in the proposed 295 annual registration fee, which is far higher than similar charges for nurses and teachers. The union advised social workers the first group required to register to postpone their registration. During the negotiations on a possible extension of the Croke Park agreement, IMPACT won a commitment that the fee would be reduced to 100 if the package was accepted in a ballot. CORU, the organisation tasked with administering statutory registration, subsequently confirmed that it would accept a 100 fee from social workers, but said this would go back up to 295 if the Croke Park extension was rejected. IMPACT subsequently advised social workers to register. 10

13 Appendices

14 IMPACT Local Government and Local Services Division Appendix one: salary scales Figures current 1st January 2010 unless otherwise indicated. Clerical/administrative Clerical Officer, Library Assistant 23,188-24,277-25,362-26,452-27,542-28,626-29,683-30,738-31,800-32,857-33,919-35,919-37,339 1 Grade 4 Assistant Staff Officer, Senior Library Assistant, Revenue Collector (national grade), Storekeeper Grade B 28,334-30,346-32,379-33,894-35,356-37,332-38,761-40,213-41, ,889 2 Grade 5 Staff Officer, Assistant Librarian, Legal Assistant, Storekeeper Grade A 40,213-41,524-42,835-44,148-45,458-46, ,495 2 Grade 6 Senior Staff Officer, Executive Librarian, Senior Legal Assistant, Clerk of Works, Building Inspector 44,849-45,954-47,289-49,797-51,294-53, ,031 2 Grade 7 Administrative Officer, Town Clerk with population of over 5,000 47,013-48,187-49,559-50,935-52,313-53,541-54,800-56,020-57,235-59, ,418 2 Senior Executive Officer 64,426-66,011-68,496-70,983-73,474-75,938-78,418-81, ,036 2 Town clerks Population of over 15,000 64,426-66,011-68,496-70,983-73,474-75,938-78,418-81, ,036 2 Population less than 5,000 44,849-45,954-47,289-49,797-51,294-53, ,031 2 Population of over 5,000 47,013-48,187-49,559-50,935-52,313-53,541-54,800-56,020-57,235-59, ,418 2 Technical grades Technician Grade II 27,488-28,521-29,539-30,549-31,545-32,566-33,565-34,590-35,604-36,565-37,632-38, ,132 2 Technician Grade I 37,632-38,275-39,117-39,961-40,788-41,628-42,394-43, ,227 2 Executive Technician 40,382-41,419-42,481-43,537-44,598-45,653-47, ,700 2 Senior Executive Technician 43,021-43,928-45,169-47,269-48,537-50, ,070 2 Chief Technician 44,493-45,585-46,872-48,161-49,457-50,612-51,789-52,926-54,055-56, ,005 2 Local government welfare & social worker Housing Welfare Officer 37,447-39,298-41,235-43,154-45,056-46,975-48,897-50,331-51,782-52,801 1 Social Worker 35,945-37,841-39,807-41,770-43,716-45,707-47,668-49,173-50,679-51,679 1 Professionally Qualified Housing Welfare Officer/Social Worker 43,132-45,242-47,350-49,464-51,570-53,677-55,788-56, = After three years service at the maximum. 2 = After six years service at the maximum. 3 = After nine years service at the maximum. These scales do not include the imposed public service levy introduced in 2009, but do reflect reduced pay rates introduced in Pay scales for new entrants to certain grades were reduced by a further 10% from 1st January See for more information.

15 Report Engineer grades County Engineer 78,368-81,185-83,995-86,809-89,623-92, ,540 2 Senior Engineer 73,223-74,957-76,685-78,417-80,148-81,886-84, ,117 2 Senior Executive Engineer 62,276-64,219-66,147-68,037-69,934-71,822-73,726-76, ,501 2 Executive Engineer 46,732-48,467-50,204-51,944-53,684-55,422-57,162-58,893-60,639-62,372-64, ,350 2 Assistant Engineer 40,368-42,097-43,811-45,529-47,254-48,971-50,687-52,408-54,136-55, ,672 2 Graduate Engineer (range) 32,194-35,437-38,666 Other grades Rent Collector (salaried) 26,467-27,334-28,204-29,056-29,900-30,749-31,592-32,435-33,163-34,580 1 Branch Librarian (Part time hourly rate) City and County Librarian 64,426-66,011-68,496-70,983-73,474-75,938-78,418-81, ,036 2 Management Dublin City Manager 189,301 Cork County Manager 162,062 Cork City Manager and County Managers in Dun Laoghaire-Rathdown, Fingal and South Dublin County Councils 153,260 Level 4 County Managers, Managers of Donegal, Galway, Kerry, Kildare, Limerick, Mayo, Wexford and Wicklow and Managers of Clare, Kilkenny, Limerick City, Louth, Meath, Tipperary SR, Westmeath 142,469 Level 5 City and County Managers and Dublin Assistant City Managers, Managers of Carlow, Cavan, Laois, Leitrim, Longford, Monaghan, Offaly, Roscommon, Sligo, Tipperary NR, Waterford, Waterford City and Galway City 132,511 Assistant County Managers 90,453-94,565-98, , ,900 County Secretary/Finance Officer/ Development Officer (ndc) 64,426-66,011-68,496-70,983-73,474-75,938-78,418-81, , = After three years service at the maximum. 2 = After six years service at the maximum. 3 = After nine years service at the maximum. These scales do not include the imposed public service levy introduced in 2009, but do reflect reduced pay rates introduced in Pay scales for new entrants to certain grades were reduced by a further 10% from 1st January See for more information. 13

16 IMPACT Local Government and Local Services Division Appendix two: travel and subsistence rates Motor Mileage Rates Scale A Rates per mile effective from 12th March 2009 Official motor travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over cent cent cent Up to 4,000 miles ,001 miles and over Rates per kilometre Official motor travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over cent cent cent Up to 6,437km ,438km and over Scale B Rates per mile effective from 12th March 2009 Official motor travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over Annual Allowance Annual Allowance Annual Allowance ,015 cent cent cent Up to 4,000 miles ,001 miles and over Rates per kilometre Official motor travel Engine capacity Engine capacity Engine capacity in a calendar year up to 1200cc 1201 to 1500cc 1501cc and over Annual Allowance Annual Allowance Annual Allowance ,015 cent cent cent Up to 6,437km ,438km and over

17 Report Domestic subsistence rates Effective 12th March 2009 Class of Allowances Night Allowances Day Allowances Normal Reduced Detention 10 hours or 5 hours but less Rate Rate Rate more than10 hrs A B

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