Agenda item

[To approve the first phase of the Senior Leadership structure]

That Cabinet recommends that Council approves:

1.      The establishment of an Executive Director of Families post subject to appointment by a Special Appointments Committee.

2.      The establishment of a Chief Operating Officer post subject to appointment by a Special Appointments Committee.

3.      A Special Appointments Committee for the appointment of an Executive Director of Families.

4.      A Special Appointments Committee for the appointment of a Chief Operating Officer.

5.      That the Special Appointment Committees approved within this report have delegated authority to endorse both appointments on behalf of Council.

6.      That a nominated chair of an employee equality forum also be included on the Special Appointment Committee panels as an observer to further embed our absolute commitment to equalities and diversity.

7.      The revision to the Senior Management Pay structure to support the introduction of new senior management posts; Chief Operating Officer and Executive Director of Families.

8.      The financial implications of delivering our future senior leadership would be considered as a whole, taking account of both phases one and two. By the end of phase two there would have been a reduction in headcount, and as a minimum the revised structure would be cost neutral.

That Cabinet approves:

1.    That the Chief Executive be given delegated authority to undertake any final consultations with employees and trade unions to implement the changes contained within the report.

2.    That the vacant Director of Housing post be deleted.

That Cabinet notes:

1.    The restructuring of the Council’s senior leadership team to create a stronger, more coherent structure focused on delivering the city’s recovery plan and local priorities would be as a minimum cost neutral.

2.    That a further delegated review (phase 2) of structures would take place by the Chief Executive/Strategic Executive Board following the appointments approved within the report.

3.    That all senior management posts have been subject to job evaluation.

4.    All Directors (Section 151 Officer, Monitoring Officer and other statutory roles) would continue to have direct access and support from the Chief Executive and the Deputy Chief Executive.

5.    The Director of City Housing and Environment assumes the responsibilities of the vacant Director of Housing post.

6.    That the vacant Head of Human Resources post had been deleted.

7.    That the vacant Head of Democratic & Support Services post had been deleted.

8.    The Deputy Director of People & Change post had been created to assume the responsibilities of the vacant Head of Human Resources and Head of Democratic & Support Services posts.

9.    The financial implications of delivering our future senior leadership would be considered as a whole, taking account of both phases one and two. By the end of phase two there would have been a reduction in headcount, and as a minimum the revised structure would be cost neutral.

Councillor Ian Brookfield presented the report Our Future Senior Leadership (Phase 1) for recommendation to Full Council for approval. Changes were proposed to the way in which the senior management team are strategically aligned, maximising the Council’s ability to respond to its operating environment in terms of both financial constraints and priorities as set through the City’s Vision 2030, Council’s Corporate Plan and Relighting Our City programme. It was noted that by the end of phase two there would have been a reduction in headcount and as a minimum the revised structure would be cost neutral.

Resolved:

That Cabinet recommends that Council approves:

1.      The establishment of an Executive Director of Families post subject to appointment by a Special Appointments Committee.

2.      The establishment of a Chief Operating Officer post subject to appointment by a Special Appointments Committee.

3.      A Special Appointments Committee for the appointment of an Executive Director of Families.

4.      A Special Appointments Committee for the appointment of a Chief Operating Officer.

5.      That the Special Appointment Committees approved within this report have delegated authority to endorse both appointments on behalf of Council.

6.      That a nominated chair of an employee equality forum also be included on the Special Appointment Committee panels as an observer to further embed our absolute commitment to equalities and diversity.

7.      The revision to the Senior Management Pay structure to support the introduction of new senior management posts; Chief Operating Officer and Executive Director of Families.

8.      The financial implications of delivering our future senior leadership would be considered as a whole, taking account of both phases one and two. By the end of phase two there would have been a reduction in headcount, and as a minimum the revised structure would be cost neutral.

That Cabinet approves:

1.    That the Chief Executive be given delegated authority to undertake any final consultations with employees and trade unions to implement the changes contained within the report.

2.    That the vacant Director of Housing post be deleted.

That Cabinet notes:

1.    The restructuring of the Council’s senior leadership team to create a stronger, more coherent structure focused on delivering the city’s recovery plan and local priorities would be as a minimum cost neutral.

2.    That a further delegated review (phase 2) of structures would take place by the Chief Executive/Strategic Executive Board following the appointments approved within the report.

3.    That all senior management posts have been subject to job evaluation.

4.    All Directors (Section 151 Officer, Monitoring Officer and other statutory roles) would continue to have direct access and support from the Chief Executive and the Deputy Chief Executive.

5.    The Director of City Housing and Environment assumes the responsibilities of the vacant Director of Housing post.

6.    That the vacant Head of Human Resources post had been deleted.

7.    That the vacant Head of Democratic & Support Services post had been deleted.

8.    The Deputy Director of People & Change post had been created to assume the responsibilities of the vacant Head of Human Resources and Head of Democratic & Support Services posts.

9.    The financial implications of delivering our future senior leadership would be considered as a whole, taking account of both phases one and two. By the end of phase two there would have been a reduction in headcount, and as a minimum the revised structure would be cost neutral.