AT a time of prolonged austerity to balance the nation’s books, public sector pay is bound to be a contentious issue.

And it naturally follows that those who are paid most are subject to the greatest public scrutiny.

It is, therefore, no surprise that controversy has flared over the fact that one of the region’s council chief executives has seen his pay rise £25,000 in two years.

Hambleton District Council chief executive Phillip Morton was employed in 2012 on a salary of £100,000 and, following a management reorganisation aimed at reducing costs, he now earns £125,000.

It is right to point out that Mr Morton is among the lowest-paid chief executives in the North-East and North Yorkshire, although that is in line with Hambleton being a small authority.

It is also true that the restructuring has saved more than £500,000 and reduced the number of directors on the council from five to three. We are assured that greater responsibility has, therefore, come Mr Morton’s way.

We also acknowledge that we want high quality people leading our councils and quality doesn’t come cheap.

Nevertheless, to the ordinary man in the street, £25,000 in two years is big increase in the context of the financial climate facing local government.

Public sector employees at all levels are having to take on more responsibility, under numerous re-organisations, without any increase in pay and many are struggling to make ends meet.

Prime MInister David Cameron memorably declared at the outset of the public sector squeeze that we are all in it together.

It is understandable that questions are being asked in Hambleton about whether that sentiment applies in this case.