Report to:
Executive Member, Corporate
Resources and Health
Executive Member, Human
Resources, Organisational
Development and Diversity
Date:
22nd February/23rd February 2011
Report of:
Chief Executive
Report No:
Contact Officer:
Sean Harriss
Tele No:
Report Title:
Structure and Allocation of Functions within the Chief
Executive’s Department
Confidential /
Non Confidential:
(Non-Confidential) This report does not contain information which
warrants its consideration in the absence of the press or members of the
public
Purpose:
The purpose of this report is to seek agreement to the overall
structure and allocation of functions within the Chief Executive’s
Department in the context of the strategic review of the Department
as part of budget savings for 2011/12 and 2012/13.
1001
Recommendations:
The Executive Member is requested to approve the overall
proposed structure of the Chief Executive’s Department as set out
in the report and to agree that the detailed restructure and savings
to be delivered in this context.
Background Docs:
Page 1 of 5
1.
Purpose of Report
1.1
The purpose of this report is to seek agreement to the overall structure and
allocation of functions within the Chief Executive’s Department in the context
of the strategic review of the Department as part of budget savings for
2011/12 and 2012/13.
2.
Context
2.1
The context for this report and strategic realignment of functions within the
Chief Executive’s Department are as follows:
2.2

The decision to save a total of £2.047m from the Department via a
strategic review. This will be achieved via a comprehensive restructure
delivering £500,000 of savings during 2011/12 and the remainder in
2012/13. A copy of the indicative allocations per current services and
approved budget option is appended to this report as Appendix A.

The need to ensure that the roles and functions of the Divisions within the
Chief Executive’s Department are ‘fit for purpose’ both within the context of
the current and anticipated requirements of the Chief Executive and
Members and the deletion of the post of Assistant Director, Marketing and
Communications.

Although further structural change will be undertaken as part of the wider
review of Council structures, the Appointments Panel agreed at its meeting
on 17th January, 2011 to transfer responsibility for Community Safety to
the Chief Executive’s Department from Adult and Community Services.
This service aligns well with existing services within the Department –
Neighbourhood Renewal, Neighbourhood Management and Community
Cohesion etc., - so it is proposed to realign services involving the
transferred Community Safety function.
More specifically there are a number of drivers influencing the reshaping of
the Department:

The loss of WNF funding which requires a re-prioritisation of certain
neighbourhood renewal functions in the light of reduced funding.

The future of Neighbourhood Management and Area Working in the
context of less funding and a reshaped organisation and partnership
structure.

The need to ensure effective infrastructure and strategic support around
the delivery of the budget savings, VFM agenda and in particular the
Human Resource and Organisational Development aspects of the massive
transformation agenda.
Page 2 of 5

The need to appropriately lead and deliver an effective Communications
and Marketing function in the light of the external and internal demands for
this service in the light of the Council’s budget situation, especially
following the decision to delete the vacant post of Assistant Director,
Marketing and Communications.

The provision of appropriate support to the Chief Executive and Deputy
Chief Executive, especially around the delivery of the savings and
efficiency agenda.
3.
Proposals
3.1
This report is not intended to propose structure below Assistant Director level
as it is for those proposals to be brought forward as part of the delivery of the
savings proposals. Also it is intended that the description of functions under
each Division does not necessarily imply structural or line management
responsibility for services as these may be led on a matrix basis from ‘shared’
staff teams.
3.2
It is also important to note that the proposed new Divisional/functional
groupings do not match exactly the savings targets per division/service as set
out in Appendix A. There will be careful alignment to ensure that this is
reconciled as a result of the individual reports which will be based upon
historic structures and mapped to the new organisation.
3.3
The Divisional responsibilities will be as follows:

Legal and Democratic Services – Monitoring Officer, Legal Services,
Civic and Mayoralty, Democratic Services and Scrutiny, Information/FOI/,
Web-team, Elections, Administration and Business Support Services,
Regulatory Services, Coroners, Registrars, Print and Publishing Services

Policy, Partnerships and Communications – Policy, Partnerships,
Cohesion, Community Safety, Neighbourhood Renewal, Neighbourhood
Management, Area Working, External Communications, Performance
Management, Voluntary Sector.

People and Transformation – Human Resources, Industrial Relations,
Organisational Development and Training, Transformation, including
Corporate VFM Team, Internal Communications, Equalities.
Page 3 of 5
4.
Next Steps
4.1
It is proposed to operate the new arrangements from 1st April 2011.
5.
Recommendations
5.1
The Executive Member is requested to approve the overall proposed structure
of the Chief Executive’s Department as set out in the report and to agree that
the detailed restructure and savings to be delivered in this context.
CE/JD
10.2.11
Page 4 of 5
APPENDIX A
Savings
2012/13
Service/Option
Staff Impact
Total Posts Vacant Redeployed/
Affected
Posts
Redundant
Chief Executive’s
The proposal to deliver £500k of budget savings from the Chief
Executive’s Department in 2011/12 is part of a review and reduction in
corporate capacity in the light of major budget reductions. This will be a
fundamental review achieving, when delivered, a total saving of
£2.047m in 2012/13 with £0.5m of this being delivered in 2011/12.
Indicative targets for the Divisions/Service within the Dept at this stage
are as follows:
£k
Marketing & Communications
500
HR and Organisational Development
700
Policy, Performance and Partnerships*
500
Regulatory Services (full year effect of 2011/12 Option)
150 )
Legal Services, Elections, Business Support & Admin
200 )
£2,050
* NB savings of £200k need to be delivered in this Division on top
of these figures as a result of a loss of grants.
Work has been undertaken to scope the deliverability of these options
and there is confidence that savings of this level can be delivered in the
timescale with an anticipation that detailed reports will be b/fwd between
February and April proposing new structures etc. which will provide
adequate time for consultation and implementation, ensuring that the
£0.5m for 2011/12 is delivered.
The Marketing & Communications saving includes a proposal to move
the arrangements for Scene to be on a self-financing basis across the
Council (ie the costs offset by income from Departments and other
agencies for the placing of adverts, notices, special publications etc.)
£000
500
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