EXPERT consultants have been brought in to help plug the gaps at troubled South Lakeland District Council as it emerged that one of the three senior officers suspended during the crisis has quit the authority, reports Michaela Robinson-Tate.

As the council continues to deal with the consequences of a predicted £1 million budget shortfall it was divulged that three expert consultants were being employed at an undisclosed rate to help with financial and legal issues, and with specialist local government knowledge.

It is understood each consultant could be costing hundreds of pounds a day.

Meanwhile, staff were informed by e-mail that Andrew Taylor, the human resources manager, and an SLDC employee of 25 years standing, had resigned.

Mr Taylor told the Gazette this week that he was not able to comment.

However, when asked if the last few months had been difficult for him he said: "Naturally, yes. In a position of suspension with the potential for disciplinary action, that's bound to be difficult for anyone."

Mr Taylor, a married father-of-one, had spent all his SLDC career in the human resources department, working his way up to the top job.

The Westmorland Gazette learned of his resignation last week, but acting chief executive Mike Jones would not confirm the position, stating that it was a matter between the employer and employee.

However, shortly after the Gazette had raised the issue, an email was circulated to councillors and staff and signed by Mr Jones. A copy obtained by The Westmorland Gazette read: "I wish to inform you that the Human Resources Manager has tendered his resignation with immediate effect. Management Team will be discussing the implications for the HR section at our weekly meeting next Tuesday."

When contacted this week, Mr Jones said he was still unable to comment on staff resignations.

When asked about the management team meeting he said: "All I will say is that's quite normal. If you receive a resignation of a manager you would normally have a look at the workloads and what you need to deal with in the interim period."

Council leader Colin Hodgson said this week that he had no specific concerns about the impact of the resignation on the authority: "People do leave the company or the council or wherever on a regular basis and this is the case here.

"Andrew Taylor decided to move on so we are addressing that issue, but we have a strong HR team and we are looking at what the options are."

Mr Taylor was one of three members of staff including chief executive Philip Cunliffe and finance director Jack Jones who are believed to have been suspended since April, although the authority has never confirmed the names.

The suspensions arose after it emerged that the authority's controversial new pay and grading structure was going to cost £1.6 million which was £1 million more than originally estimated.

To help pay for the difference, it has since been announced that a freeze has been brought in on annual increments paid to reflect staff's knowledge, skills and ability.

Mike Jones confirmed this week that three consultants had been brought in to help fill the gaps left by the three officers. One deals with financial issues, and one with legal matters. The third, who is understood to be former chief executive of Blackpool Council Graham Essex-Crosby, has what Mr Jones described as "vast local government experience".

Each is working with the authority for between two and three days a week, and Mr Jones said that their remuneration had to remain confidential.

However, he did say that consultants could cost between £300 and £500 a day. This had to be balanced against the fact that the authority did not have to pay costs associated with permanent staff such as national insurance.

Mr Jones said the financial expert's costs were largely being covered by a contract that SLDC has to provide legal services to Barrow Borough Council.

A strict budget regime was helping to pay for the other two consultants, including not always replacing staff who had left.

When asked about the impact of this on existing staff, Mr Jones said that they had gone "a little far" in some areas, and consequently one or two vacancies were now being filled.

"On top of that the staff themselves are working really, really hard - it's great credit to them - to fill the gaps that are left but people can only do that for so long and we have to be careful about people working very long hours," he added.