In the context of Oxfordshire County Council's overall budget, awarding rises of ten per cent to half a dozen of the most senior officers does not amount to a lot.

What it does, however, is send out a confusing message to the thousands of people who work at County Hall and to the hundreds of thousands across Oxfordshire who pay to keep the council going.

While these rises are being awarded, some council staff - among the authority's lowest paid - are being told that rates for working unsocial hours will be reduced, cutting their final pay packet.

The council will also not be awarding ten per cent to its wider workforce. The figure is likely to be in the region of three per cent, and more in line with the general picture for wage inflation across the UK.

So, can ten per cent pay increases be justified? The argument goes that the salaries of the top officers at County Hall should match those of their peers in other authorities. If they do not, the best will leave to work elsewhere.

The council's recent success in gaining an excellent rating from the Audit Commission suggests that the chief officers are doing a very good job.

Are they, however, solely motivated by money? We like to believe that those who work successfully in the public services are motivated by higher things.

Indeed, most of us are motivated to do well in our jobs not so much by money but pride in what we do.

If these rises were linked to the council's new rating as an excellent authority, there would be some logic. They are, however, as a result of a review based on what other people are earning. And, what is more, the prospect of a rise has not prevented Keith Bartley, director for children, young people and families, leaving for a new job.