restructure of central departments and revised

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Contact: Mary Harpley Telephone: 020 8583 2012 E-Mail: [email protected]

Executive – 12th April 2011

RESTRUCTURE OF CENTRAL DEPARTMENTS AND REVISED ARRANGEMENTS IN CHIEF EXECUTIVE’S

DEPARTMENT Report by: Mary Harpley, Chief Executive 1. RECOMMENDATION To endorse the recommendations made by the Chief Executive in this report which deliver annual savings of £700,000

To approve the deletion during 2011/12 from the council’s staffing structure of the following ten senior posts: 1. Director of Finance 2. Director of Corporate Services 3. Borough Solicitor 4. Deputy Borough Solicitor 5. Assistant Director Policy & Communications 6. Assistant Director Scrutiny & Performance 7. Assistant Director Procurement 8. Assistant Director ICT 9. Assistant Director Shared Services 10. Assistant Director Human Resources & Organisational Development To approve the creation during 2011/12 of the following seven senior posts: 1. Director of Corporate Resources 2. Assistant Director Corporate Governance 3. Assistant Director Corporate Policy, Performance & Scrutiny 4. Assistant Director Transformation & HR 5. Assistant Director Finance 6. Assistant Director Procurement & Transactional Services 7. Head of ICT To delegate the approval of the final Job Descriptions for each of the new roles to the Members’ Appointments Panel, in consultation with the Chief Executive.

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Executive Summary

The council’s 4-year budget shortfall of c £60m requires a review of the council’s senior management structure to ensure that savings to corporate management costs make a significant contribution to the overall savings. The council’s 2011/12 budget approved on 1st March includes a £400,000 saving specifically from a restructure of the two central support departments of Finance and Corporate Services. This report recommends the creation of one Corporate Resources department, to be created alongside a changed Chief Executive’s Department. The Chief Executive’s objective has been to achieve the required savings by streamlining the council’s central support services to deliver excellent support to members and service departments at an affordable cost. Efficient, fit-for-purpose management structures are key to this. The proposed arrangements save £700,000 annually and can be implemented sufficiently quickly to secure the £400,000 saving required this financial year. The top two management tiers are in scope and the savings are the net effect of the deletion of ten senior posts and the creation of seven different ones. However, further savings will flow as these changes are reflected in the structures beneath them. These have not been included in this report. This restructure represents the first step in securing greater savings from changes to the council’s management structure and in ensuring that going forward the structure is the right one to deliver the council’s priorities. The council’s Business Plan 2011/12 has now been drafted for approval by Borough Council on 5th April. It is expected that Borough Council will approve the long term Corporate Plan in September which will provide the context required to review the management structure beyond this new Corporate Resources department. In December 2010 the interim Chief Executive and the incoming Chief Executive issued jointly to staff in the current Finance, Resources and Chief Executive’s Department proposals for a new Corporate Resources department and revised arrangements in the Chief Executive’s Department. In developing the recommended structures the Chief Executive has considered the comments and ideas of staff and the recommended structures have been changed in several ways to reflect staff’s concerns. In summary, the proposed structure is: A Director of Corporate Resources, supported by three Assistant Directors: an Assistant Director, Corporate Governance; an Assistant Director, Finance; and an Assistant Director, Procurement & Transactional Services. The Director of Corporate Resources will also manage directly the Head of Customer Services and the Head of ICT (which it is proposed is no longer a dedicated Assistant Director post). A Chief Executive’s Department with two Assistant Directors: an Assistant Director, Policy & Performance and an Assistant Director, Transformation and HR. These posts will report directly to the Chief Executive for the next two years, in light of the scale and scope of the short-term transformational agenda. After two years we will consider the ongoing need for either or both of these roles as ‘standalone’ Assistant Directors. In addition, a Business Advisor will support the Chief Executive, Leader and Deputy Leader on a range of policy, business planning and delivery issues. This post will be reviewed annually as an internal secondment and development opportunity.

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2. CONSULTATION WITH STAFF AND UNIONS

2.1 In December 2010 In December 2010 the interim Chief Executive and the incoming Chief Executive issued jointly to staff in the current Finance, Resources and Chief Executive’s Department proposals for a new Corporate Resources department and revised arrangements in the Chief Executive’s Department. The consultation paper is attached at Annex A.

2.2 By the end of January the Chief Executive had received 33 responses from staff,

both from individuals and from teams. There was clear support for the proposal among respondents with almost every one acknowledging the broad approach to be right.

2.3 The main comments received from staff are summarised in Annex B with

information as to how the Chief Executive took them into account in developing the structures recommended in this report. All respondents are being sent a personal reply to their comments and suggestions.

3. RECOMMENDED STRUCTURES

3.1 This council, like many others, has traditionally had separate Finance and Corporate Services departments and separate Directors for both. But as budgets have come under increasing pressure councils have reviewed this situation, moving towards a model where one Director has responsibility for the broad range of resources including finance, people, ICT infrastructure and information and other corporate assets and functions. 3.2 The structure proposed for Corporate Resources and the Chief Executive’s Department are reproduced below:

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Director of Corporate Resources

(Preferred 151 Officer)

Assistant Director Corporate Governance

(and Monitoring Officer)

Assistant Director Finance

(Possible 151 Officer)

Assistant Director Procurement & Transactional

Services

Head of ICT

Head of Customer Services

• Central Accountancy • Technical Finance • Treasury Management • Risk Management • Pension Fund Management

• Central centre of excellence for procurement and contract management • Revenues and Benefits • Centralised transactional services

• Democratic services • Electoral services • Local land charges • Legal services • Equalities and human rights • Internal audit & fraud

Chief Executive

Assistant Director Corporate Policy, Performance

& Scrutiny

Assistant Director Transformation &

HR

Business Advisor

• Corporate policy and departmental support

• Community Strategy & LSP

• Performance management

• Communications

• Scrutiny

• Plus new proposal to include responsibility for consultation/engagement with residents

• A single team to drive transformation and cultural change

• Supports CEX, Leader and Deputy Leader to deliver substantial business agenda

• Need for role to be reviewed annually

• Recruited as internal 12-month secondment from across council

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3.3 Councils take different approaches to the mix for functions and assets in a Corporate Resources department and the split of responsibilities between those of the Director of Corporate Resources and those which the Chief Executive retains as direct reports. It is the Chief Executive’s view that there will be much value in combining staff working in human resources, transformational and organisational development into one team which reports, at least for the next two years, directly to the Chief Executive. It is also proposed that a new corporate team for policy, performance and scrutiny (including communications) also reports directly to the Chief Executive for at least two years. In two years’ time we will review not only the ongoing need for both these roles and the best place in the organisation for these posts and/or the functions they lead. 3.4 One part of the proposal put out to staff for consultation in December divided opinion than any other – that is, the level in the new structure at which the statutory role of Section 151 Officer should be undertaken. This role has a range of important duties, not least to ensure a council sets a legal budget and makes only legal financial decisions. Only people with one of a couple of specific public sector finance qualifications are able to undertake the role, meaning that people with significant financial experience outside local government are rarely able to, at least not without gaining one of the qualifications in question. 3.5 The original restructure proposal suggested the 151 Officer role could be undertaken either by the new Corporate Director of Resources or by an Assistant Director of Finance immediately below. It is a question which each council needs to resolve as it seeks to move away from two central departments. There are increasingly examples of large councils placing the Section 151 Officer role below Director, meaning that the person in the role no longer reports directly to the Chief Executive. In such cases arrangements are always made for the Section 151 Officer to have all the access to the Chief Executive and Corporate Leadership Team the post requires. In several cases the post is made a member of the Corporate Leadership Team even though it is not a Director post. Until very recently there were not any examples in London, but Hillingdon has just become the first, making their Deputy Director of Finance their Section 151 Officer, rather than the more senior Director to whom the Deputy Director of Finance reports. 3.6 The final Corporate Resources structure recognises that either the Director of Corporate Resources or the Assistant Director, Finance could undertake the Section 151 Officer role. While it is likely we would appoint a Director of Corporate Resources qualified to do the role, the qualifications needed to do it will be a preferred rather than essential part of the person specification. It is possible therefore that the role could be undertaken by the Assistant Director, Finance. 3.7 The original proposal suggested that responsibility for the Registration and Nationality Services should move to the proposed Assistant Director of Customer Services. Although this role will not now be created it is intended to add this service to the Head of Customer Services role in due course. 3.8 Finally, it is proposed to consider further whether responsibility for consultation and engagement with residents should become part of the policy, performance and scrutiny team. This was not proposed originally and will now be consulted on.

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4. RECRUITMENT TO PROPOSED NEW POSTS 4.1 All the posts described in this report with the exception of the Business Advisor are members’ appointments. A panel or panels of five members will be appointed to and chaired by the Leader of the Council. 4.2 The council has a procedure which applies when establishing a new structure and this will apply to all new posts created as a result of this report. In summary:

• All new posts will need to be evaluated

• Formal panels determine if there is a sufficiently good match between any of the new posts and any current post and if the postholder is eligible to be slotted into the new post

• Formal panels determine which members of staff have been displaced by this restructure and should be ‘ringfenced’ to any of the posts which remain vacant. Ringfenced staff can then apply to one or more specific posts.

• Any roles which remain vacant after this will be advertised internally and externally at the same time.

4.3 It is intended to complete this process as soon as possible, given the uncertainty for staff. Interviews for staff ringfenced to the post of Corporate Director of Resources are expected to be held in May, followed, if required, by interviews with external candidates in July. Interviews for staff ringfenced to one or more Assistant Director posts are expected to be held in early June, followed, if required, by interviews with external candidates in July and September.

5. COMMENTS OF THE BOROUGH SOLICITOR

5.1 The Borough Solicitor believes that provided the appropriate procedures are followed there is no legal impediment to what is proposed

6. COMMENTS OF THE DIRECTOR OF FINANCE

6.1 This proposed restructure will deliver estimated annual savings of £700,000 if fully implemented. Assuming the structure is approved at the 12 April Executive the required £400,00 savings for 2011/12 are achievable.

7. EQUALITIES IMPLICATIONS

7.1 This restructure is being carried out in accordance with the Councils policy regarding Appointments Following Reorganisation which has been subject to an equalities impact assessment. 7.2 The effect of the restructure prior to selection processes has not indicated that there are any adverse impacts on any of the equality groups. Communication will continue throughout the restructure and regular updates will take place. Staff side and HR will be party to the entire process to advise/ represent individuals. Once slotting in and or ringfencing arrangements have been finalised a full equalities impact assessment will be carried out to determine whether there is any adverse affect on the staff concerned

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Background Papers: Consultation Document December 2010.

This report has been or is due to be considered by:

This report is relevant to the following wards/areas: All Wards.

REPORT ENDS

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CENTRAL SERVICES RESTRUCTURE

CONSULTATION PAPER

1. INTRODUCTION This paper sets out proposed structures and reporting lines of senior management for a new central Department, Corporate Resources to be formed from the amalgamation of the current Corporate Services and Finance Departments. It also incorporates revised senior management arrangements for Chief Executive’s Department (CED). This paper will be subject to comment during a 30 day consultation period, following which a report will be submitted to Executive on 8 February 2011. It is anticipated that subject to approval, implementation will take place in April 2011.

2. RATIONALE FOR CHANGE With the current budget pressures facing the Council over the next 4 years indicating that £60 million of savings need to be delivered, the continuation of three central departments cannot be justified in terms of senior management costs and operating efficiencies. This report sets out the proposals to achieve savings through the creation of a new central department and a revised CED without compromising the support provided to the other service departments, Members and the Chief Executive. The aim of this restructure is therefore to deliver streamlined central support services that can deliver excellent support to Members, the Chief Executive and the service delivery departments at an affordable cost and with efficient fit for purpose management structures.

3. SCOPE OF THE RESTRUCTURE The proposed restructure will predominantly focus on the top two tiers of management, namely the Director posts and posts reporting directly to a Director or the Chief Executive. It is recognised that once senior management are appointed, restructures for lower tiers may take place in some areas. For example in the case of ICT, a complete restructure is currently underway. The Savings and Transformation Team are investigating whether operational benefits and cash savings can be achieved through either the consolidation into single professional work areas or revising methods of delivery for the following functions which are currently in part devolved to departments.

• ICT

ANNEX A

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• Commissioning

• Procurement

• Transformation

• Communications

• Partnership

• Community Engagement

• Policy

• Performance Management

• Call Centres

• Complaints. Some of the above functions carried out across departments may therefore be centralised as part of future restructures.

4. CURRENT STRUCTURES The current full managerial structures of CED, Corporate Services and Finance are attached at Appendix A. Also attached at Appendix B is a proposed structure for Finance Department which was not implemented and with a model based on 4 Assistant Directors is no longer a viable option. These structures have been considered in the design of the proposed structure for the new Corporate Resources Department and CED.

5. CED The proposed senior management structure for CED is;

C E D

C E

H R &T ra n s fo rm a tio n

P o lic y ,

P e rfo rm a n c eM a n a g e m e n t &

C o m m u n ic a tio n s

B u s in e s s M a n a g e r

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5.1 HR AND TRANSFORMATION Over the coming years the input of HR and transformation professionals to the future shape of the Council will be essential. It is therefore proposed that these functions should be under the direction of the Chief Executive. This may result in changes in terms of the division of work between Organisational Development and Transformation with the possibility of a single team to drive transformational and cultural change for the organisation. Recommendation 1: The current core HR Teams and the Transformation and Programmes Teams to transfer from Corporate Services to CED. The selection of the post of HR and Transformation initially proposed to be a ring fence of suitably qualified internal candidates.

5.2 POLICY, PERFORMANCE MANAGEMENT & COMMUNICATIONS Work is underway to identify other areas of performance management and policy related work that are carried out by other departments. As a result, additional resources could in the future transfer from other departments to the central team. It is important to recognise, however that a robust business case must exist to expand the remit of this service area to avoid creating an unnecessarily large central structure. The Performance Improvement Programme PIP transferred a range of services previously provided from corporate units to service departments. The dispersal of these teams through the PIP has meant that possible savings across these various units as a whole have not been explored. There is also a lack of clarity on the roles and responsibilities with the potential for duplication of effort.

Services which should remain the new structure: Recommendation 2: A Policy Team, responsible for:

§ Supporting the LSP, § Leading work on the Community Strategy, § Supporting place based budgeting, § Leading CENSUS related work (until June 2011), § Policy work to support service transformation

Recommendation 3: A Performance Management Team, responsible for

§ Designing and running a robust new corporate regime for the move to self-assessment and self-regulation,

§ Running new performance management arrangements from April 2011; § Supporting the Performance Delivery Panel;

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Recommendation 4: Corporate Communications. The post of Communications Manager should be filled on a permanent basis with no other planned changes for the Communications function. Recommendation 5: The Savings and Transformation Team to investigate the business case for transferring any other corporate functions to CED.

5.3 BUSINESS MANAGER Recommendation 6: To create a new post of Business Manager to support the Chief Executive and manage the Executive Office. This post could be offered as a secondment to provide a career development opportunity for Hounslow managers. This post needs to be considered in light of recommendation 9 (see below).

6.0 CORPORATE RESOURCES The proposed senior management structure for the new Corporate Resources Department is;

6.1 DIRECTOR OF CORPORATE RESOURCES

The creation of this new Director post will result in the deletion of the posts of Director of Corporate Services and the Director of Finance. Neither of the current post holders can exercise slotting-in rights as the duties are not ‘suitably similar’ as the new role contains functions which neither post holder has managed and is likely to assume functions carried out by other departments, for example a centralisation of ICT and call centre functions. It is proposed that a recruitment exercise be carried out externally with current the Current Director of Corporate Services and the Director of Finance invited to apply. The post holder will be a member of the Corporate Leadership Team.

Director of

Corporate

Resources

Assistant Director

Corporate Finance

Assistant Director

Financial &

Transactional

Services Services

Assistant Director

ICT

Assistant Director

Corporate

Governance

Assistant Director

Customer

Services

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The Director of Finance is currently the Council’s Section 151 Officer in terms of the Local Government Act 1972, as amended. This statutory role involves significant legal duties and access powers. The proposed structure enables the 151 officer to be either the Director of Corporate Resources or the AD Corporate Finance. If the appointee to the post of Director of Corporate Resources is suitably qualified they will assume the duties of the 151 officer role if not the AD Corporate Finance will assume the role. Arrangements will be put in place to ensure that whichever post fulfils the duties of the 151 Officer the post holder will retain specific access rights to the Chief Executive and Members and will fulfil the duties of the post contained in the Council’s constitution.

Recommendation 7: The deletion of the posts of Director of Corporate Services and the Director of Finance posts with the creation of a Director of Corporate Resources post to be advertised externally with internal candidates invited to apply.

Both the Director of Corporate Services and the Director of Finance have dedicated Personal Assistant (PA) support. In addition, the Director of Finance also has a Directorate Co-ordinator post graded at PO5. The continuation of the current level of support to a single Director post cannot be justified in terms of efficiency, however the opportunity to look at the support offered to all Directors should also be investigated. Recommendation 8: The deletion of one PA post with a selection exercise ring fenced to internal candidates. Recommendation 9: A review of the support arrangements for all Directors to include the Directorate Co-ordinator post in Finance.

6.2 CORPORATE FINANCE

Finance department have been planning a restructure for some months as it is recognised that the structure is no longer fit for purpose. The new post of AD Corporate Finance would be responsible for Technical Finance, Insurance, Treasury Management, Central Accountancy and Pension Fund Management. It is intended that the departmental finance teams will also be part of the establishment of the Corporate Resources department but will be based in service departments with Heads of Finance reporting to both the AD Corporate Finance and the relevant Service Director. As such the post holder would be seen as the lead accountant. Should the Director of Corporate Resources not hold a qualification that would enable the post holder to assume the duties of the 151 Officer, this post would assume the 151 duties.

Recommendation 10: To create the post of Assistant Director of Corporate Finance. The selection process is dependent on the outcome of the appointment of the Director of Corporate Resources.

6.3 FINANCIAL AND TRANSACTIONAL SERVICES

This division includes the current Shared Service Centre. The current Head of the Shared Services is on secondment to this post and is graded at CO4. The role manages the Shared Service Centre which includes transactional HR, Payroll, Cashiers and Income and Debt Management. It is proposed to transfer the responsibility for Revenue and Benefits and rename the service.

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Opportunities for other areas of work to transfer to this service area will be investigated as part of the work of the Savings and Transformation Team. This could include elements of the work currently undertaken by the departmental finance teams. Recommendation 11: To create the post of Assistant Director Financial and Transactional Services. Selection initially proposed to be a ring fence of suitably qualified internal candidates.

6.4 ICT

The ICT service is currently undergoing a restructure with the recruitment of the Chief Information Officer (CIO) planned in early 2011. The current interim post holder is undertaking the duties of the Head of Savings and Transformation and will not resume the role of Assistant Director ICT (CIO). Recommendation 12: To proceed with the externally advertised recruitment of the Assistant Director ICT (CIO).

6.5 CUSTOMER SERVICES

Customer Services currently consists of the following service areas:

§ Access Hounslow § Switchboard § Mail room § E-forms § Business support

The current service lead is the Head of Customer Services and Access Transformation. It is not proposed to alter the current structure, however the Council currently operates another 19 call centres independent to Access Hounslow. To achieve economies of scale and to achieve uniform services standards, it is proposed to unify these under one lead for all customer services and transfer the staff into Customer Services. Once this process has been completed it is anticipated that staffing efficiencies will be realised. In addition it is proposed to transfer the Registration and Nationality Services currently located in Borough Solicitors into the Customer Services function (see section 6.6).

Recommendation 13: To centralise where there is a robust business case, the numerous disparate call centre operations of the Council into Access Hounslow. Recommendation 14: To transfer the Registration and Nationality Services into Customer Services. Recommendation 15: To create the post of Assistant Director Customer Services. Selection initially proposed to be a ring fence of suitably qualified internal candidates.

6.6 CORPORATE GOVERNANCE

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Borough Solicitors currently consists of the following services;

• Democratic Services

• Electoral Services

• Local Land Charges

• Legal Services

• Registration and Nationality Services (covered in recommendation 14)

• Equalities and Human Rights

The title of the service area is somewhat outdated and does not reflect the role of the services to ensure good governance arrangements for the Council. It is proposed to re-title the service area as Corporate Governance. Recommendation 16: To rename Borough Solicitors as Corporate Governance. At present the Borough Solicitor is a member of the Corporate Leadership Team (CLT) and is the second officer paid at Director level in the current Corporate Services structure. The proposed revised arrangements for the new Corporate Resources Department have been costed on the basis of one Director level post. It is proposed to delete the post of Borough Solicitor with the lead for these services being undertaken at an Assistant Director level. The current Borough Solicitor is the Monitoring Officer a role that statutorily cannot be undertaken by the 151 Officer or the Chief Executive. It is however proposed that the lead for this service area remains as the Monitoring Officer and is graded at an Assistant Director level. This post will not be a member of CLT.

Recommendation 17: The deletion of the post of Borough Solicitor. Recommendation 18: The creation of the post of Assistant Director of Corporate Governance. Selection initially proposed to be a ring fence of suitably qualified internal candidates.

6.7 SCRUTINY

The Unit is currently in the CED. Scrutiny provides professional strategic advice and support through research and policy analysis, organising information and evidence to members (on an entirely cross party basis) directly involved in the council’s overview and scrutiny function. The work is member led and driven, non-party political in nature due to the clearly defined overview and scrutiny role with regard to governance and decision making as set out in legislation and in the council’s constitution. Rather than be part of the CED structure it is proposed that the Scrutiny team transfers to Corporate Governance. It is also proposed that AD Scrutiny post should be re-evaluated and should in future report to the AD Corporate Governance.

Recommendation 19: The re-evaluation of the Head of Scrutiny post with the revised post reporting to the Assistant Director of Corporate Governance.

6.8 INTERNAL AUDIT

Currently the Internal Audit and fraud functions are based in the Finance Department, however many of the audits are undertaken in Finance. As the functions fall under the

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governance remit it is proposed that to demonstrate a clear independent role for Internal Audit it should transfer to the new Corporate Governance service area. Recommendation 20: To transfer Internal Audit to the new Corporate Governance service area.

6.9 PROCUREMENT

Procurement is currently the focus of a workstream of the Savings and Transformation Team. Work so far has identified that rather than the current advisory service, the Council would be better served by have a centre of expertise for procurement. At present there is a review of procurement being undertaken by external audit. It is likely that this will recommend a restructure of procurement functions across the Council. It is also proposed that Procurement should transfer to the Corporate Governance division so that the procurement function can work more effectively in partnership with Legal Services. The centralisation of procurement is also recommended so that procurement activity across the Council can be examined to determine whether efficiencies and budget savings can be achieved.

Recommendation 21: To restructure the procurement functions across the Council moving from an advisory service to a centre of excellence in the Corporate Governance Division.

6.10 OTHER SERVICES CURRENTLY IN BOROUGH SOLICITORS

There are no proposed changes to the following services other than joining the new Corporate Governance service area.

• Legal Services

• Democratic Services (Member and Committee Services)

• Elections

• Local Land Charges

• Equalities and Human Rights 7.0 GRADING OF POSTS

It should not be assumed that the grades of the direct reports to the Chief Executive and the Director of Corporate Resources will be uniform. Where the duties of posts are amended or for new posts, grades will be determined through job evaluation. The duties of revised or new posts and thus the grades will determine whether posts are advertised internally only or externally with internal candidates invited to apply (See Section 8 below).

8.0 PROCESS This is a discussion paper for consultation with the staff members of Corporate Services, Finance and CED and the Unions.

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The consultation period will last 30 days from the delivery of this document to the teams on 21st December 2010 and will end on 20th January 2011. Comments on the paper are to be submitted in writing (electronically) to John Kitching AD HR and OD no later than 5pm on 20th January 2011. Any submissions after that time will cannot be considered in the restructure paper for CLT to discuss and for the Executive to approve. Employees who are away from work, for example on secondment, maternity, adoption or parental leave, long term sick leave, will be included in the consultation process and appropriate paperwork sent to them. Where the employees or the trade unions provide written comments or alternative proposals; these will be considered carefully before a decision is made with a timely response provided. The establishment of the new structure will be handled in accordance with the Council’s “Appointments following Re-organisation” procedure http://intranet.hounslow.gov.uk/index/corporate_services/human_resources/hrpolicies.htm. This includes a clear intention to minimise redundancies and enable redeployment of staff. Following approval by the Executive a number of processes will occur:

• The post of Director of Corporate Resources will be advertised externally with internal candidates invited to apply.

• Panels will be held with HR involvement to determine where there is a sufficiently close match with staff members existing jobs so they can be offered a post in the new structure without an interview.

• Following this staff that are eligible for posts in the structure but are not “matched” will have the opportunity to be interviewed for any suitable alternative posts which remain vacant in the structure.

It is intended that these processes will have been completed and the new structure implemented from April 2011. Anyone without a post at the end of this process will be vulnerable to redundancy. The Council has a clear intention to minimise redundancies and will work to enable redeployment of any staff facing redundancy. Open recruitment will take place for any vacant posts at the end of this process.

9.0 JOB DESCRIPTIONS Revised draft job descriptions will be prepared and circulated for all newly created and revised posts within the scope of this restructure.

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APPENDIX A

CURRENT MANAGERIAL STRUCTURES

C h ie f E xecu tiv eDecem be r 2 01 0

C hie f E xe c utive

M ic hae l F ra te r (I nte rim )

B us ine s s A d viser

J ane S c o tt (s e c o nd m e nt)

A s s t D ire c to r P o lic y & C o m m unic atio ns

C hris B ate s

He ad o f C o rp o ra te C o m m unic atio ns

vac ant

P e rfo rm anc e Info rm atio n M anag e r

Harjit S ab arw al

A s s t D ire c to r S c ru tiny & P e rfo rm anc e

S unita S harm a

FinanceDecember 2010

Director of Finance

Stephen Fitzgerald

Head of Central Finance

Geetha Blood (Interim)

Chief Accountant

Hugh Godsland

Head of Finance

CSLL

Alex Taylor

Chief Technical Officer

Lorelei Watson

Head of Finance

Community Services

Julie Edwards

Head of Finance

Environment

Mel Smith

Assistant Director

Procurement

Paul Kennelly

Procurement Manager

Linda Hitchinson

Head of Revenues & Benefits

(Client Side)

Nicholas Rowe

Assistant Director

Shared Services Centre

Christine Holland

HR & Payroll Manager

Joanna Waddy

Operations Manager

Jenny Hawkins

Income & Debt Management Manager

Jasbir Dhillon

Controls Accounting Manager

Shobhna Patel

Payments Manager

Ravinder Gill

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Corporate ServicesDecember 2010

Corporate ServicesDecember 2010

Director of Corporate Services

Willie Griffin

Borough Solicitor

Terry Welsh

Deputy Borough Solicitor

Richard Gruet

Principal Lawyer

(Property, Planning & Contracts)

Chuhr Nijjar

Principal Lawyer

(Litigation)

Caroline Eaton

Principal Lawyer

(Children & Community)

Hazel Best

Head of Democratic Services

Thomas Ribbits

Electoral Services Manager

Angela Holden

Head of Equality & Human Rights

Celia Golden

Superintendent Registrar of BDM

Susan Hayter

Head of Transformation

& Programmes

Christel Kirk

Asst Director Human Resources

& Organisational Development

John Kitching

Workforce & Organisational

Development Manager

Denise July

Policy & Employee

Relations Manager

vacant

HR Business Partner

CSLL

Colin Rodden (Interim)

HR Business Partner

Community Services

Jayne Skelton/Debbie Nelson

HR Business Partner

Environment

Pat Larkin

HR Advisory Manager

Jane Hillyer (Interim)

Occupational Health & Safety

Lead Health & Safety Advisor

Geraldine Austen-Reed

Occupational Health &

Wellbeing Manager

Claire Douglas

Head of Customer Services

& Access Transformation

Robert Della-Sala

Corporate Customer Service

Development Officer

Cheryl McBain

Access Hounslow Manager

Debbie Stroud

Business Support Manager

Janette Few

Switchboard Supervisor

Lin Kewley

Asst Director Information &

Communications Technology

Steven Houghton-Burnett (Interim)

Lead Business Relationship Manager

Barbara Munden

IT Frontline Support Manager

Dave Brockis

Applications Manager

vacant

Infrastructure Manager

Lance Paine (acting)

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APPENDIX B

PROPOSED MANAGEMENT STRUCTURE FOR THE FINANCE DEPARTMENT

This structure was proposed before the Council elections but was not implemented. It has however been considered in the restructure proposals.

Director of Finance

Assistant Director of Finance

(Procurement)


(Shared Services)


Audit and Technical

Vacant

Technical

& Insurance

Audit


(Financial Services)

Vacant

Chief Accountant Head of Finance

Environment

Head of Finance

Children’s Services

Head of Finance

Corporate Services

Head of Finance

Finance

Head of Finance

Community Services

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ANNEX B

Consultation responses from staff and Chief Executive’s responses

General Comments

Consultation Comment My Response

• How can you do this now when we are not clear where we are going as a council overall?

• £400,000 savings needed in 2011/12 • 2 central support departments already

difficult to justify and merger previously discussed

• Council Business Plan 2011/12 sets priorities

• No structure ever set in stone, plus – Need for 2 ‘standalone’ ADs to be

reviewed in 2 years – Need for Business Advisor in Chief

Executive’s Department to be reviewed annually

• If you are going to do this now, why not tackle whole CLT structure?

• Delay until Corporate Plan approved in September and transformation direction clearer

• Still-developing Government policy and legislation

• High level of disruption

• Reduce the number of proposed Assistant Directors from 7

• There are now 5

Specific responses – proposed Assistant Director, Governance


• AD Governance too broad and diverse a role

• Scrutiny and procurement removed; internal audit and fraud retained

• Scrutiny here risks losing the independence it needs to be effective; is it not better to keep scrutiny in Chief Executive’s Department, combined with policy, performance and communications?

• Retain scrutiny in Chief Executive’s Department under Assistant Director for Policy, Performance & Scrutiny

• Procurement here understates its transformational role; is it not better to combine it with contract management and commissioning?

• Combine responsibility for procurement, contract management and transactional services under Assistant Director for Procurement & Transactional Services

• Outcomes of Procurement ‘transformational workstream’ will determine level of centralisation

• Outcomes of the Commissioning for the Future ‘transformational workstream’ awaited

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Specific responses – functions proposed in Corporate Resources and Chief Executive’s Department


• Corporate Property should move into Corporate Resources

• Makes much sense to consider after: – Outcomes of Asset

‘transformational workstream’ known

– Schools building programme and programme management arrangements known

• How will further decisions be made about which services will be centralised?

• As outcomes of ‘transformational workstreams’ and other activity such as departmental restructures

• Beware creating a large Chief Executive’s Department therefore a second support department!

• I don’t want a big Chief Executive’s Department and won’t be creating one

• Need for AD Corporate Policy, Performance & Scrutiny and AD Transformation & HR to be reviewed after 2 years

• Need for Business Advisor to be reviewed annually

Specific responses – proposed Assistant Directors, Finance and 151 Officer


• 2 separate Finance ADs cannot be justified

• Only one now, Assistant Director of Finance

• 151 Officer could be either Corporate Director or AD Finance, but must be represented on CLT and should have line management of entire finance function

• If appointed at AD level, 151 Officer would have open access to all CLT meetings; post could be formal member of CLT to remove any remaining concerns

• Assistant Director of Finance will have line management of entire finance function

• Corporate Director of Resources must be the 151 Officer (and in no London Borough is the 151 Officer below Director level)

• I disagree that the Director must be the 151 Officer

• Arrangements changing outside London and now in London – Hillingdon’s 151 Officer does not report directly to Chief Executive

• It is likely we will appoint Corporate

Director as 151 Officer, but also possible that AD Finance will have role

• 151 Officer qualification ‘preferred but not essential’ for Corporate Director

• What are the proposed reporting lines for the departmental Heads of Finance?

• No change to current arrangements

restructure of central departments and revised

Documents