2. Changing the structure of the Council
Three key factors have led to a review of the Council’s Structure:
1)
Financial Position - Local Government continues to face very severe
pressures leading to fundamental decisions regarding how and what services
we deliver. Core FTE is down from 21,000 to 14,000 and still reducing. Spend
has reduced by £275m in the last two financial years, there are £100m savings
this year and a further £450m by 2017/18
2)
Children’s Services – Birmingham’s Children’s Services have been under an
improvement notice since 2009 and the right leadership is vital in order to
improve performance. There is a critical national shortage of experienced and
credible candidates with a high percentages of interims in Director of Children’s
Services roles across the country. We have a credible internal interim
appointment who is providing confidence to our partners who could be
appointed longer term.
3)
The current Chief Executive is retiring
3. Proposals – Directorate Structure
It is proposed to create three Directorates that closely align to Members’
priorities:
1.
People Directorate – looking after education needs, protecting young
people, supporting people and families, housing allocation, tackling
domestic violence, substance misuse and troubled families, helping
disabled people and those with mental health or learning disabilities,
public health and looking after older people all in one place.
2.
Place Directorate – delivering localisation, clean green and safe
neighbourhoods and the range of public facilities the public value most
highly.
3.
Economy Directorate – delivering a successful and inclusive economy
by bringing jobs to the City through internal investment and helping
local people access these jobs, because it is believed that is the route
to self sufficiency and the best antidote to poverty and disadvantage.
4. Senior management proposals
•
The new Chief Executive and Director of Economy role is not stand alone but
embedded in the Economy Directorate, giving support to the strategic direction of travel
for the City itself.
•
There is a statutory requirement to have a ‘Head of Paid Service’ which will be part of
the Chief Executive’s role.
•
In addition, the Economy Directorate will have a significant role in supporting Elected
Councillors in the development and delivery of priorities and services. It will include
support services, therefore there will also be a Deputy Chief Executive and a Deputy
Director of Economy role
•
Merging the Children, Young People and Families Directorate with Adults and
Communities Directorate to create the ‘People’ Directorate, enables significant
advantages in bringing together most commissioning of services for vulnerable people
and it will better enable the transition of supported children to adulthood.
•
Peter Hay has been appointed as Strategic Director for People stabilising the
leadership of this critical area.
•
The Place Directorate is a redesignation of the current Local Services
5. Impact – Structure
Current Structure
Proposed Structure
Chief
Executive
Corporate
Resources
Strategic Director
Development
and Culture
Strategic Director
Adults and
Children, Young
Communities
People and Families
Strategic Director
Strategic Director
Local Services
Strategic Director
Economy
Chief Executive and Director of Economy
Deputy Chief Executive and
Deputy Director of Economy
People
Strategic Director of People
Place
Strategic Director of Place
6. Sizing based on current proposals
Sources:
Headcount including casuals from Workforce
Dashboard August 2013 (excludes Schools)
7000
10,100
Financial Responsibility includes revenue
expenditure, income and capital from Budget
Book 2013/14
3300
Estimated sizing prior to any
movement of individual service areas
£1,399m
£1,904m
£1,854m
7. Sizing based on current proposals
Sources:
Headcount including casuals from Workforce
Dashboard August 2013 (excludes Schools)
7000
10,100
Financial Responsibility includes revenue
expenditure, income and capital from Budget
Book 2013/14
3300
Estimated sizing prior to any
movement of individual service areas
£1,399m
£1,904m
£1,854m
