3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS
3.1 The Corporate Plan states that next to our Barnet citizens, ouremployees are the most important asset. A new Corporate SeniorManagement team structure is now needed to deliver the CorporatePlan, and lead the transformation of local public services as set outin the Future Shape programme. There are also a series of internaland external pressures that need urgent attention
Large number of secondment and acting arrangements
Increasing importance of Partnerships in the new CAA agenda
Significant capacity gaps in key areas such as commissioning andprogramme management
Preparing for a downturn in public expenditure
4. RISK MANAGEMENT ISSUES4.1 Stability
The current structure inclusive of Assistant Directors has a high percentage of‘acting up’ roles leading to potential instability and loss of continuity. Therestructure provides the opportunity to confirm or select permanent peopleinto posts.Where there are vacancies due to either displacement or a new post, interimarrangements will be put in place to ensure continuity of services. This will benecessary to ensure capacity to continue to lead the organisation whilst in atransitional period.A communication plan will be drawn up to ensure employees are wellinformed, particularly as the restructure process may involve whole teams orfunctions moving to new directorates.
4.2 Selection process
The restructure will need to ensure that a robust selection process is in placeso the right people are appointed, with particular emphasis on referenceclearing to mitigate risk in this part of the process. Vacant posts at DeputyChief Executive and Director level will be Member appointments.
5. EQUALITIES AND DIVERSITY ISSUES
5.1 The selection process will be run according to the Council’s ManagingChange policy that supports the Council’s Human Resources Strategy.5.2 An Equalities Impact Assessment will be completed at the end of theconsultation period, as supported by Councils Equality and Diversity Policy