Oh fuck. I do this. 
What? Are you supposed to throw them away? 
No shitâŚ.
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All the shit
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No option really, the accounts didnât specify CEO nor Directors pay. Drapers were one of the academies previously forced to reduce the number earning high salaries.
The directors under company law are not paid (note 13), the Academies Accounts Direction does not require specific CEO disclosure unless they are a director (not in this case) apart from the disclosure by number of pay bands above ÂŁ60k. Senior management are the people specified in the company information page, although I would also question whether it should include all of the people on there like the deputy heads.
In case you hadnât realised, academy accounts has literally been my job for quite a few years now so I know what I am talking about here.
Doesnât always follow of course 
No slight intended
Lol, I figured that.
Strange that CEO pay isnât public. Those that do get made public, somehow, seen to attract a measure of ire. As does the pay of some managers, Heads I assume.
Our agency, along with NHS ones publish all board salaries. Surprising how much the public sector can pay at Board level, including non exec. But they arenât full time civil servants so the politicians are OK with it.
If the CEO is a director (common under standard articles until recently) then they would be disclosed in 5k bands as a related party transaction. The head thing is a bit stupid given that the standard pay bands for a head of a large secondary school under the governmentâs own guidance take them above ÂŁ100k.
Non exec directors (all of them apart from the CEO if they are still a director) are not paid in academies.
Some academies did take the piss with pay. I seem to remember a headline ÂŁ400k CEO, which prompted the politicians to act.
Our CEO gets 300 and same in bonuss payments. At board level they always seem to get their bonuses in full while staff have theirs reduced if targets set at Board level arenât met.
Am glad to be leaving the public sector soon, everything has been reduced to pounds and pence and pointless metrics.
Illusions of control.
Management and consultancy bonuses
Gentlemen,
Whilst marching from Portugal to a position which commands the approach to Madrid and the French forces, my officers have been diligently complying with your requests which have been sent by H.M. ship from London to Lisbon and thence by dispatch to our headquarters.
We have enumerated our saddles, bridles, tents and tent poles, and all manner of sundry items for which His Majestyâs Government holds me accountable.
I have dispatched reports on the character, wit, and spleen of every officer.
Each item and every farthing has been accounted for, with two regrettable exceptions for which I beg your indulgence.
Unfortunately the sum of one shilling and ninepence remains unaccounted for in one infantry battalionâs petty cash and there has been a hideous confusion as to the number of jars of raspberry jam issued to one cavalry regiment during a sandstorm in western Spain. This reprehensible carelessness may be related to the pressure of circumstance, since we are war with France, a fact which may come as a bit of a surprise to you gentlemen in Whitehall.
This brings me to my present purpose, which is to request elucidation of my instructions from His Majestyâs Government so that I may better understand why I am dragging an army over these barren plains. I construe that perforce it must be one of two alternative duties, as given below. I shall pursue either one with the best of my ability, but I cannot do both:
i) To train an army of uniformed British clerks in Spain for the benefit of the accountants and copy-boys in London or perchance âŚ
ii) To see to it that the forces of Napoleon are driven out of Spain.
Your most obedient servant,
Wellington
Attributed to the Duke of Wellington during the Peninsular War, 1812. 'Twas ever thus.
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Which I would imagine is now particularly crippling in the NHS.
One of my clients is a large pharmaceutical business, and Iâve been doing a variety of things with them, starting at the bottom and working my way up to the leadership team.
At a meeting of the board one of them asked me about a comment Iâd made about their metrics and newly implemented strategic dashboard (which cost ÂŁÂŁÂŁÂŁs). He said that heâd heard that I wasnât a fan and wanted to know why.
I explained that its my experience that when people donât understand either the business theyâre in, and/or how to manage it, that they start counting random things to create the pleasing illusion of being in control.
He asked if I thought that they had fallen into this trap. I said it depends; which does he have more faith in - a dashboard that is lit up green across the board, or the accounts which show the business is continuing to tankâŚ
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Similar experience at a previous client:
Consultancy says âyou arenât issuing enough POs according to this projection line weâve drawnâ
Management agree and consultancy secure nice fat bonus on âimprovingâ (increasing) the quantity of POâs issued
Result 1 - much stuff is bought, unfortunately most of it is the wrong stuff that is easy to buy but not needed for a long time and has further delayed buying the hard stuff that is needed
Result 2 - consultancy and manager get fat bonuses on achieving agreed âtargetsâ for improving quantity of POâs
Idiots hire other idiots 
ex-employees also hire previous employers⌠nothing to see here, moving on