AGENDA ITEM NO.
1.
REPORT TO:
Council
REPORT NO:
SD/PSR/16/04
DATE:
22 December 2004
LEAD OFFICER:
Isobel Garner, Chief Executive
CONTACT OFFICER:
Paul Roberts and Phil Walton, Strategic Directors
(Ext 2401 and 7001)
SUBJECT:
Y:MCD Management Reviews
WARD:
N/A
PURPOSE OF THE REPORT
To enable Council to confirm new senior level management structures following the outcome
of a number of management reviews undertaken as part of the Ymlaen: Making Change
Deliver process.
2.
INFORMATION
2.1
Members will recall the report to Council in February 2004 which outlined the top level
changes to the management structure with the creation of four Strategic Directors and a
reduced number of Chief Officer posts. A further report was presented in September 2004
which confirmed the ideal structure following a number of retirements. This report referred
to a number of management reviews which were being undertaken of the Transportation and
Engineering and Property Services, DLOs including grass cutting and parks, and private
sector housing, led by Strategic Directors, Paul Roberts and Phil Walton. This report outlines
the outcome of the reviews and recommends new structures. Full consultation has taken place
with staff, Trade Unions and other stakeholders as part of this process and the structure has
my support and that of the Strategic Management Team.
2.2
Three reviews took place as outlined above between April - November 2004 and included a
formal consultation exercise on various options throughout October:
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Transportation and Property Services
DLOs
Private Sector Housing
Following the conclusion of the work of the review teams and the consultation exercise, the
Strategic Directors then took a view regarding the configuration of the various services and
the respective Departmental structures which are recommended in this report in terms of
desire to improve service delivery and enhanced performance in line with the Council's
Corporate Priorities. This brought together the thinking of the review teams and rationalised
any overlapping areas between the reviews. Furthermore the devolved finance, personnel, IT,
health and safety and performance functions which were separately managed within the
former Development Services Directorate have also been considered as part of the review and
recommendations have been made.
2.3
It is emphasised to Members that the recommended outcomes and the structures are to be
seen as high level and it is expected that any changes to detailed departmental structures will
be implemented by Chief Officers in consultation with the relevant Strategic Directors.
2.4
I would also remind Members that a range of other outcomes associated with Y:MCD such as
improved service delivery and customer focus as well as the need for cost neutrality (at least)
have also been foremost in the reviews and significant improvements in these areas are
anticipated. There are also clear benefits to the drive towards improved performance and
towards the outcomes associated with the adoption of the Corporate Priorities.
Transportation, Engineering and Property Services
2.5
This review, which was led by Paul Roberts, Strategic Director, recommends the creation of a
newly merged department bringing together the majority of the functions of the former
Property Services and Transportation and Engineering Departments under a single Chief
Officer. This is an unique opportunity to create a new department which focuses upon the
whole life concept of capital projects and asset management including design, procurement,
project management, asset and facilities management and planned maintenance of all aspects
of the Council's physical infrastructure including roads and buildings.
2.6
Members are now asked to consider whether they would wish to go forward with the creation
of a new department and with the appointment of a new Chief Officer but on the basis that the
departmental structure would be agreed with the new Chief Officer when appointed in
consultation with the Strategic Director and Chief Executive. This would be on the basis that
it would be high level structural and cultural change rather than root and branch
reorganisation of two departments which function very effectively at the present time. A
working title for the new department could be "Transportation and Asset Management" and
this would be reflected in the skills and experience of the new Chief Officer when appointed.
It would also pick up a number of issues raised by recent reviews of project management,
reflecting the importance of major projects, project management, asset management and
roads and transport in the Corporate Priorities, as well as the increased role which Members
now have in project and asset management.
2.7
A number of options were evaluated and consulted upon ranging from status quo, a modified
status quo with two departments as they stand with a single Chief Officer, to the new merged
department which is now proposed. Within the merged scenario there will be opportunities
for a structure and a policy focus to be created by a new Chief Officer with a new senior
management team
DLO Grass Cutting and Parks
2.8
This review, which was led by Phil Walton, Strategic Director, has considered whether the
following services could be provided by a single Department, known as the Environment
Department, led by the current Chief Community Services Officer and would include:
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Waste Management
Vehicle Maintenance
Fleet Management
Wrexham Construction Services and reactive/routine Highways Maintenance
Country Parks
Public Rights of Way
Parks and Landscaping
Environmental Maintenance
Cemeteries and Crematorium Service
This would allow a single point of contact and a single customer interface for implementation
of this range of direct services which would allow the generation of efficiencies through
improved flexibility, team working and the better use of resources including depots, offices,
vehicles, plant etc.
2.9
The review also highlighted a number of clear advantages and opportunities in relation to the
proposed merger. Firstly, it would create significant opportunities for efficiencies in frontline
services through the creation of a multi-skilled flexible workforce. Secondly, efficiencies
would be realised when the current Ruthin Road Highways Depot is relocated to the
Wrexham Industrial Estate, a proposal which has the support of the Joint Member/Officer
Asset Management Working Group. Thirdly, it would enable improved customer access to
services, better co-ordination between services and sharing of resources.
Private Sector Housing
2.10
This review, which was led by Phil Walton, Strategic Director, considered three aspects of
Private Sector Housing services which are currently based in separate departments:
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Housing Grants (Chief Planning Officer)
Housing Renewal (formerly Chief Property Services Officer)
Environmental Health Enforcement (Chief Housing and Public Protection Officer)
The recommendation is that these functions report to the Chief Housing and Public Protection
Officer, and ultimately the three teams will be merged into a single Private Sector Housing
team, within that Department.
2.11
This proposed merger produces clear benefits to customers wishing to access the Private
Sector Housing Service. It would create a clear identity, sense of direction and leadership for
the service and raise its profile and potential for increased take-up. It would have a potential
for more efficient and effective use of resources and systems and a more focused application
of a senior management resource to this important service.
Devolved Services
2.12
A number of the former Directorates such as Development Services, Personal Services and
Education and Leisure Services had devolved teams providing financial, personnel, IT, health
and safety and performance management services working to the former Directors and groups
of Chief Officers within the Directorate. Following the implementation of the Y:MCD
structure of Strategic Directors and devolved accountability for service delivery to Chief
Officers, this structure is no longer relevant. This review has considered particularly the
devolved services in the former Development Services Directorate and concluded that a way
forward would be for re-centralisation of the support teams. This would involve professional
accountability to the respective Chief Officers (eg Chief Personnel Officer, Chief Finance and
Performance Officer) but with secondment or attachment of the staff directly back to the main
stream departments with which they are most closely associated. Clearly the new Chief
Finance and Performance Officer will have a view on the most appropriate way forward.
RECOMMENDATIONS
1.
That the new management structures outlined in this report be implemented by the
Chief Executive and the relevant Strategic Directors on the basis that the outcome is at
least cost neutral and that savings and efficiencies are identified wherever possible.
2.
That the Chief Executive and relevant Strategic Directors undertake a review of the
new management structures outlined in this report and report back to the Council after
one year.
3.
That Council endorses the appointment of a new Chief Officer to head the proposed
new merged Transportation and Asset Management Department and that an
appointment panel be appointed to confirm the job description, salary and appointment
process.
4.
That the duties of the Chief Housing and Public Protection Officer and Chief
Community Services Officer be amended in line with this report.
5.
That the Community Services Department be renamed the Environment Department
and the Chief Community Services Officer title renamed accordingly.
REASONS FOR RECOMMENDATIONS
To ensure that the Ymlaen process moves quickly forward to a desired outcome which delivers
improved service delivery and customer focus.
Isobel Garner
Chief Executive
BACKGROUND PAPERS
LOCATION
WEBSITE INFO.
1.
N/A
N/A
Nil