Employee News 2023, Issue 19 - Strategic Planning Performance Framework - June 2023

Following the Budget setting process in February 2023, much work has been undertaken and much work is also currently in development, to ensure that Council can respond to the various challenges it faces. Those challenges not only relate to the financial and economic environment, but also to the additional demands placed on services due to the cost-of-living crisis and general increases on demands for our services, from residents, communities and businesses.

In responding specifically to the financial challenges presented in the Budget, Council agreed to develop a strategic, transformative approach to closing the Budget gap, of which, there are a number of workstreams.  

The principles of the Organisation and Workforce for the Future reported to Council in June 2022 and in February 2023 General Revenue Budget, “Closing the Gap – A Strategic Approach”, detailed the need for a transformative approach and a need to redesign the delivery of services, through the development of a locality-based matrix approach, whereby wherever possible, services, based on local needs are delivered locally.

The locality-based operational model, which will be implemented on a phased basis from September 2023, will operate around three defined “neighbourhood communities”.

These neighbourhood communities are geographically aligned and will share the same boundaries as East Dunbartonshire Council’s Elected Member Wards. It is intended that this will support better communications and engagement with residents and simplify access to services and signposting. It also recognises that the needs across East Dunbartonshire are variable, and the further development of neighbourhood community service redesign will acknowledge those variances.

The development of this locality-based matrix approach will necessitate a revision to strategic leadership governance and operating arrangements. The details of the revised structure are attached.

The Council’s senior management establishment operates with a Corporate Management Team (Chief Executive, 2 x Depute Chief Executive, Chief Solicitor, Chief Finance Officer, and Chief Officer HSCP), supported by a Senior Management Team (comprising of all of the above plus all existing Executive Officer roles, HSCP Council-employed Heads of Service and the General Manager of the EDLCT).

In comparison to the existing senior officer establishment of 19 FTE (including its direct administrative support team), the revised Strategic Leadership Team detailed in the Section 6 attachment, consists of 14 FTE, resulting in a £550,088 per annum reduction to the cost of the senior officer and its administrative support establishment.

The strategic leadership structure will be implemented on a phased basis and will be implemented in accordance with the Council’s established HR policies and procedures, including the Principles of Change Strategy; matching and selection process and where necessary, general recruitment processes.

As previously committed by Council in February 2023, any workforce changes, as a result of organisational redesign will, wherever possible, continue to be achieved through voluntary means.

Additionally, regular and ongoing engagement, consultation and where appropriate, negotiation, will take place with the recognised trades unions in accordance with statutory obligations and a commitment to a partnership at work approach.

Further updates will be provided as the design of the locality/ neighbourhood-based services is developed.

Thank you,

Gerry Cornes
Chief Executive