Decision Maker: Cabinet

Outcome: Recommendations Approved

Is Key Decision?: Yes

Is Callable In?: No

Date of Decision: July 15, 2025

Purpose: Cabinet is recommended to endorse proposed structures and make decision on whether to proceed with implementation of the proposed restructure.  

Content: Cabinet:   (1)           noted the consultation on the proposed new structure at Senior Management level across the organisation (Appendix A of the report) and consider the alternative proposals received to the consultation and officer responses as set out in Appendix B of the report;   (2)           noted the analysis of proposed deletions and analysis of savings as set out in Appendix C of the report;   (3)           agreed that the proposed new ‘To Be’ structure at Senior Management level across the organisation as set out in Appendix D of the report be implemented in accordance with the Council’s Management Framework; and   (4)           noted the Organisational Design Principles underpinning the proposed new structure set out in Appendix E of the report.   Options & Alternatives Considered There are three alternative options: Do Nothing. If this proposal is not taken forwards it would result in significant risk to delivery of our savings as set out in the MTFS; this could lead to budget shortfalls and financial instability. The scope and impact of future operating model reviews and service level restructures would be compromised, limiting the organisation's ability to optimise operations and improve service delivery. Delaying action may result in higher costs in the future as inefficiencies persist and the need for more drastic measures increases. Take a decision not to adopt a new Senior Management Structure and proceed with management restructures on a Directorate-by-Directorate basis.   While this would still facilitate the delivery of savings on an individual basis, the lack of a centralised approach would reduce the ability to make a strategic impact, reduce alignment with the organisational design principles, and make it more difficult to take a coordinated approach to identifying and addressing inequalities such as gender and ethnicity pay gaps. A piecemeal approach would reduce the ability to make a strategic impact across the organization. This could lead to inconsistencies and misalignment with organizational design principles.   It would become more challenging to take a coordinated approach to addressing systemic issues, such as gender and ethnicity pay gaps. This could hinder efforts to promote equality and inclusivity. The lack of a unified strategy may lead to fragmented efforts, making it harder to achieve cohesive and comprehensive improvements. Alternative Proposals Considered through consultation During the consultation period 13 alternative proposal forms and 4 Query Forms were received; all of the alternative proposals and queries were considered by Strategic Directors following the close of consultation, and responses provided to individuals. Amendments to the restructure proposal resulting from Alternative Proposals have been captured within the Decision Report (Appendix C of the report). Summarised proposals and responses are provided in Appendix B. The representations received during the consultation have been fairly and reasonably summarised in the Appendix B of the report however should any Cabinet member wish to see a copy of the verbatim response this will be provided to the Cabinet member. These together with the queries were considered by Strategic Directors following the close of consultation. Responses to the alternatives and reasons why alternatives are not being recommended are set out within Appendix B and those responses have been shared with individuals.  As can be seen a number of alternative proposals which related to making changes to specific job descriptions have been agreed by the Strategic Directors and are reflected in the proposed ‘To Be’ Structure Charts set out in Appendix D which Cabinet is being asked to agree.