Strategy, Finance & Regeneration Committee
Agenda Item 115
Subject: Organisation redesign – changes to officer delegations
Date of meeting: 14th March 2024
Report of: Chief Executive
Contact Officer: Name: Alison McManamon
Email: alison.mcmanamon@brighton-hove.gov.uk
Ward(s) affected: All
1.1 This report asks committee to note the progress that has been made on organisational redesign and seeks approval for changes to the Officer Scheme of Delegations needed as a result of the organisation redesign. The purpose of the redesign is to achieve savings approved in the 2024/25 budget, and to align the design of the organisation to the strategic priorities of the council, as set out in the Council Plan. The full rationale for the changes is set out in the paper attached at appendix 1.
2.1 That Committee notes the proposed officer re-organisation as set out in the report.
2.2
That
Committee notes the outcome of the consultation process as set out
in the report.
2.3
That
Committee delegates responsibility to the Council’s
Monitoring Officer and Chief Executive to make the changes to the
Scheme of Delegations to Officers considered necessary or
incidental to implement the new directorate structure in accordance
with the timeline set out in the report.
2.4
That
Committee agrees that all the changes described at para 2.3 above
and listed at 4.29 to 4.30 shall take effect from 1st
April 2024, and for interim arrangements to be put in place as
needed, pending the appointment of a Corporate Director (Housing,
Care and Wellbeing).
3.1 The proposals for organisational redesign, set out in the paper attached at appendix 1, are designed to ensure:
· A structure that reflects the vision of 'A better Brighton & Hove for all’ and is designed to deliver the outcomes set out in the Council Plan.
· Increases collaboration, horizontal working and reduces duplication to promote ‘One Council’ working.
· Addresses the current narrow remits of some posts at Executive Director level and provides the basis for a more streamlined structure that will provide savings and support longer term financial sustainability.
· Seeks to provide increased opportunity to lead through connection and partnership across the organisation with our communities and strategic partners.
3.2
There
are many big challenges facing the council and the city, but we are
determined to face up to these to deliver our priorities. We will
create a council that has greater connection to our residents,
visitors, and businesses so that we are able to actively listen and
respond to needs. We will achieve this through modernisation and
the use of new technology and digital innovation, but also through
ensuring that residents who are digitally excluded and have access
to excellent and responsive customer service. The level of
transformation needed will require the best use of our resources,
and change driven in a joined-up way.
3.3
As we
consider the shape of our council there are also significant
financial challenges to address with a 23/24 budget forecast
position that has required continual vacancy control, and a savings
package for 24/25 of over £33M. Re-shaping our directorate
structure is now seen as essential to ensure we remove some of the
duplication, costs, and overheads of our current structures, and
ultimately deliver the £2.4M saving identified from work to
re-shape the council.
3.4
The
following principles have been applied to create the directorate
structure for the future:
· The directorate structure will follow on from the Council Plan priorities and outcomes to be achieved.
· The structure will provide clear accountability, with new roles of Corporate Directors taking on wider more strategic and corporate roles, rather than narrower functional roles.
· Duplication of overheads to support a directorate will be minimised, with efficiencies in administrative and other functions being maximised in later phases.
· Joined up services will be built around customers to ensure the flexible and efficient use of resources.
· The structure will be used to drive collaboration and remove silos.
· The structure will create efficiencies and savings.
3.5
This
means there will be:
· Fewer directorates.
· A stronger corporate centre to streamline core functions and to enable the council to actively listen and respond to the needs of residents and communities.
· A broader remit for all directorates, with services moved to ensure wider corporate responsibility is held within each directorate.
· The structures are built around outcomes linked to the corporate plan.
3.6
The
remit of each new Corporate Director will signal a change in
direction for the leadership of the council, and the establishment
of a new Corporate Leadership Team. Whilst each Corporate Director
will have some specific service responsibilities, the main
responsibility of these new roles will be the overall direction and
continuous improvement of the council, building an open and
inclusive culture where collaboration and co-design across the
council and beyond are embedded as ways of working. A culture
change programme, supported by clear objectives through the
performance management system will support this change in
direction, and the use of project teams and matrix management for
key areas of work will become routine. Led by the new Chief
Executive, the corporate directors will be responsible for driving
through the culture change and a new leadership approach. In phase
2, roles reporting into Corporate Directors will become more
empowered to undertake some of the managerial work that currently
is undertaken by Executive Directors.
4.1
The
Executive Leadership Team will be replaced by a Corporate
Leadership Team, made up of 4 Corporate Directors, the Chief
Finance Officer, the Director of HROD, and other roles as
appropriate. The Corporate Leadership Team will have flexible
membership to ensure the right input and collaborative approach is
taken to corporate decision making.
4.2
The
Corporate Leadership Team will manage and steer the organisation to
deliver the outcomes of the Council Plan, through role modelling
integrated and collaborative working both across the organisation
and with staff, residents, communities, and local organisations to
deliver action.
4.3
The
Council will be organised into 4 Directorates for the purposes of
coordination and management of the council. Whilst each directorate
will have accountability for the delivery of certain council plan
outcomes, they will all have a clear corporate focus, and work
across directorate lines to deliver the cross-cutting outcomes of
the Council Plan. It is at the level below Corporate Director, that
the greater accountability for service specific areas will be
established, with roles that are empowered to lead and manage
service areas, ensuring the space for corporate and strategic
leadership is maintained for the new corporate leadership
team.
Corporate
Services
4.4
Corporate
services will focus on the Council Plan outcome of ensuring a
responsive council with well-run services, and delivering our goal
for Brighton & Hove to be inclusive, accessible, and fair, and
a place where everyone can thrive:
· Meeting the needs of our residents and other customers
· Connecting with our communities through effective engagement and collaboration
· Ensuring we are a fair and inclusive council and City
· Establishing effective ways of working
·
Ensuring good
governance and financial resilience
4.5
The
directorate will drive new ways of working through digital, data
and insight that puts the needs of communities, customers,
residents, local businesses, and visitors at the heart of
everything we do.
4.6
The
directorate will ensure the right communication and engagement is
in place to actively listen to the views of communities, residents,
and customers, co-designing services where appropriate but also
being clear about what we can and cannot do. Responsibility for
engagement will include with our communities and the voluntary
sector.
4.7
The
directorate will deliver effective policy and partnership support
to increase joined up and collaborative working with partners to
manage demand and focus on the prevention of problems before they
occur.
4.8
Effective
performance, governance and legal support will be provided, to
support the work of the council and to embed and maximise
efficiencies arising from more streamlined governance and a Council
now with a majority administration.
4.9
The
directorate will ensure we recruit, develop, and retain a diverse
workforce which reflects the communities we serve and provides a
working environment and culture that embeds equality, diversity,
and inclusion at the heart of everything we do.
4.10
The
directorate will support the council to make the best use of
resources and address significant financial pressures to ensure the
most vulnerable citizens can be protected as far as possible from
the impact of reduced council funding and will drive forward the
transformation and modernisation of services.
4.11
City
Services
· Developing Brighton & Hove as a place where people want to live, work and learn
· Keeping our city clean and managing waste
· Working towards carbon net zero
· Protecting and enhancing the city’s natural environment
· Making it easier for people to move around the city
· Meeting the needs of our residents and other customers
·
Creating safe
public spaces that are accessible to all
4.13
A
fundamental role for this directorate will be to regenerate our
city and reduce inequality with as much pace as possible. This
includes driving the policy and delivery of a new and expanded
programme of council home and affordable home building. Thousands
more of these homes are needed over the next five years, that are
good quality and sustainable. This directorate must seek
opportunity to attract funds from outside the city to invest in
projects and programmes for regeneration. The property function
will be used to support regeneration and through asset management
will ensure the council is making the best use of its property
portfolio. The directorate will have an enhanced role, following
the transfer of functions from the LEP, to work alongside
businesses to develop apprenticeship schemes for young people and
support a successful economy in all areas including support and
growth of small and medium-sized enterprises.
4.14
The
directorate will be responsible for delivery of an accessible,
clean, and sustainable environment that enhances the quality of
life and sense of wellbeing for residents. Continued modernisation
of waste services will provide reliable refuse and improved
recycling rates, and clean, attractive, and well-maintained streets
and public spaces.
4.15
Working towards
carbon net zero for the city will be an aim that underpins all the
directorate’s services and provides the leadership and steer
for the wider council in achieving this outcome. Making it easier
for people to move around the city will also be an over-arching aim
with a clear plan to address the transport needs and challenges of
the city.
4.16
The
directorate will ensure the creative and artistic offer of the city
is accessible for residents and supports those currently
under-represented in accessing the current offer to benefit from
the learning and enjoyment of a strong cultural offer. The
directorate will also lead on ensuring improvements are made to
leisure facilities to promote the health and wellbeing of the city,
and particularly residents living in more deprived areas and those
currently less represented in accessing the offer, through
participation in sport and leisure activities.
4.17
Safer
Communities will sit in City Services, ensuring a robust approach
to licensing policy and applications. The community safety team
will continue to be closely aligned to Housing, ensuring a
joined-up community safety support for residents, including
addressing anti-social behaviour.
4.18
Families,
Children and Learning
4.19
Families,
Children and Learning will focus on the Council Plan outcome of
ensuring we have a fair and inclusive city, and a better future for
children and young people:
· Keeping children and young people safe and ensuring no child or family is left behind.
· Developing our prevention and family support work.
· Supporting the provision of high quality and inclusive education from early years through to adult learning.
· Leading transformational change in education inequalities in the city to drive up life chances and outcomes for children from the most deprived families and neighbourhoods.
· Increase use of libraries and further develop inclusive and accessible family hubs to provide the right support at the right time to families.
·
Enabling people
to live health, happy and fulfilling lives and reducing
inequality.
4.20
The
directorate will maintain a focus on the city’s most
disadvantaged children, young people and families with the clear
objective of ensuring that all children in Brighton and Hove can
reach their full potential. Economic inequality has a huge impact
on educational outcomes, and these have remained stubbornly unequal
in Brighton and Hove for generations. This directorate will be
charged with leading transformation in this area, through listening
to the voices of those with lived experience of Brighton’s
care and education system and ensuring services are joined up by
improving and developing the Fairer Brighton & Hove
Disadvantage Strategy Framework. By driving collaboration within
the council and building strong relationships and joint working
across the wider system, the directorate will deliver high quality,
inclusive and accessible services that make the best use of the
resource available.
4.21
The
directorates management of library services will provide an
opportunity for the creative use of both resources and space to
continue development of inclusive and accessible family hubs
designed to provide the right support at the right time to
families. Alongside this, the directorate will promote life-long
learning and work with partners to deliver ambitious employment,
training, and apprenticeship opportunities.
4.22
The
directorate will drive forward a new programme of improving
educational outcomes across the City, from nursery to sixth form
college, to include innovative policymaking and lobbying central
government for changes to policy and resourcing where necessary.
This will include improved SEND provision and social and
therapeutic support where necessary, a drastic reduction in school
exclusions and using all levers possible to ensure a healthy
network and family of schools at primary and secondary level which
can thrive. The directorate will work collaboratively with the City
Services directorate in planning and building new council and
affordable family homes, as well as with school leaders to develop
solutions.
4.23
Housing, Care and
Wellbeing
4.24
The
Housing, Care and Wellbeing Directorate will support the outcome of
a fair and inclusive city where people can live and age well:
· Enabling people to live healthy, happy, and fulfilling lives, and enabling safer communities.
· Providing joined up services and ensuring everyone has access to the information, advice, and services they need.
· Ensuring there is a safe, effective, sustainable and high-quality health and care provision in the city and providing excellent social work services.
· Improving housing quality
· Increasing housing supply
·
Improving housing
support for residents, meeting housing needs and supporting those
made homeless
4.25
This
directorate brings together services for adults with the provision
of suitable housing across the city. Access to decent, quality
affordable housing is key to people’s health and wellbeing,
and providing the right housing support in an integrated way with
other services will ensure the best use of resources and joined-up
support for older and vulnerable people accessing housing and other
services.
4.26
This
directorate will develop innovative policy responses to the
particular challenges facing the City, including addiction, rough
sleeping and homelessness. The directorate will have a particular
focus on ending rough sleeping and homelessness in Brighton and
Hove. Brighton has one of the highest numbers of rough sleepers in
the country with a 27% rise in rough sleeping between 2022-23. But
by 2010 rough sleeping in Brighton & Hove was done to single
digits and it can be again with better resourcing and smarter, more
joined up, working. This directorate will centre the voices of
those with lived experience of homelessness in Brighton and Hove
and also seek to recruit those with lived experience of the issues
the directorate is seeking to address.
4.27
The
directorate will ensure that the council strategies, policies, and
services promote better health and wellbeing for all and reduce
unfair differences between the most and least healthy. This will
involve making improvements to how we offer information, advice,
and support to help people stay healthy and independent, and to
access the care and support they need.
4.28
The
directorate will lead on building strong relationships across the
health and social care system to provide joined-up community teams
and ensure services work together and are centred around the needs
of people.
4.29
In
terms of changes to delegations, the following changes will take
place:
· All functions of current Executive Director (FCL) to transfer to Corporate Director (Families, Children and Learning).
· Libraries service transfer to Families, Children and Learning
· All functions of current Executive Director (GPR) to transfer to Corporate Director (Corporate Services)
· Community, Equality and Third Sector team to transfer to Corporate Director (Corporate Services)
· All functions of current Executive Director (EEC) to transfer to Corporate Director (City Services)
· All functions within Safer Communities team to transfer to Corporate Director (City Services)
· All functions of current Executive Director (Health and Adult Social Care) to transfer to Corporate Director (Housing, Care and Wellbeing)
· Housing functions to transfer to Corporate Director (Housing, Care & Welbeing)
4.30
The
line management of Head of Libraires, Head of Community Safety and
Head of Community, Equality and Third Sector teams will move on
1st April 2024.
4.31
Interim
arrangements may be put in place by the Chief Executive using their
delegated powers as necessary pending the appointment of a
permanent Corporate Director (Housing, Care and Wellbeing).
5.1
There
are many options in how local authorities decide to structure the
organisation, and other options have been carefully
considered.
5.2
The
structures proposed in this report is aligned to the priorities for
this council as set out in the Corporate Plan, and the challenges
we are facing at this time. These are set out in detail in the body
of the report.
5.3
Whilst the
structure will support our aims and ambitions for joined up and
more streamlined working,
6.1
A
30-day consultation has been completed with those staff directly
impacted and in accordance with the council’s procedures for
managing change. In addition, the changes were communicated to the
organisation with an opportunity for staff to contribute ideas and
feedback on the proposals.
6.2
A
significant amount of feedback was received which has been
considered in the final proposals. Many of the comments received
related to the creation of a new directorate to provide both adults
and housing services. Whilst there are great synergies and
opportunities to joining aspects of these services together as part
of a single leadership team, there will continue to be a focus on
both housing and adult social care for service specific
matters.
6.3 It is acknowledged through the consultation that much of the changes required in the organisation relate to the way we work, rather than how we are structured. This change in organisational structure will be supported by a culture change programme, and all the feedback from staff has been responded to in a detailed consultation outcome document.
7.1 Given the priorities within the Council Plan and the requirement for the council to make savings, it is has been concluded that the new structure set out in the report with changes to delegations are recommended to the committee.
7.1 Budget Council on 22 February 2024 approved the overall budget for 2024/25 which included a saving of £2.475 million from organisational redesign. The recommendations of this report set out the overall structure of the organisation and responsibilities within each directorate as the catalyst for further service redesign. The initial reduction in Directors delivers a saving of £0.177m across the council general fund and HRA and it is anticipated that further changes will support the delivery of the full saving. As these further savings will not crystalise as at 1 April 2024, the organisation will continue to hold certain posts vacant to ensure the overall service cost reduction is achieved across 2024/25
Name of finance officer consulted: James Hengeveld Date consulted 05/03/24
8.1 This Report seeks authority from the Strategy Finance & City Regeneration Committee to make those changes to the Scheme of Delegations to Officers (which forms Part 6 of the Council’s Constitution) considered necessary to give effect to the organisational redesign described above.
Name of lawyer consulted: Victoria Simpson Date consulted 5/03/2024:
Supporting Documentation
1. Communication paper on Organisational Design