London Borough of Waltham Forest Proposals for …...Page 1 of 29 London Borough of Waltham Forest...

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London Borough of Waltham Forest

Proposals for Formal Consultation

Council Reorganisation Property and Major Projects

Phase 2/2013

5th February 2013

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CONTENTS EXECUTIVE SUMMARY P 3 RATIONALE P 9 HOW THE PROPOSALS WOULD AFFECT POSTS AND STAFF P 10

DETAILED PROPOSALS

• Property

• Major Projects

P 11

LIST OF PROPOSED DELETED, AFFECTED AND NEW POSTS P 22 HOW TO RAISE FORMAL QUERIES, PROVIDE FORMAL RESPONSES OR COMMENTS ON THE PROPOSALS OR MAKE A FORMAL ALTERNATIVE PROPOSAL

P 29

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EXECUTIVE SUMMARY Waltham Forest Council is intent on meeting its obligations to consult with Trade Unions and staff representatives in good time regarding potential changes for the organisation as a result of the financial challenges faced by all Councils. The Council does so in the true spirit of seeking agreement with the trade unions and staff representatives on the proposals themselves and on ways of mitigating and minimising the effects on staff where at all possible. The purpose of this consultation proposal is formally to provide information on:

• The number and descriptions of posts proposed for deletion

• The total number of employees of those descriptions employed by the Council

• The rationale for the proposed reorganisations. In summary, the proposals in this report represent reductions in costs for staffing as a contribution to meeting:

• In-year budget pressures

• The estimated impact of the Comprehensive Spending Review announcement on future years’ reductions in base budget provision.

• Importantly, the proposals are not driven solely by the need for cost reduction, they are also about:

• The need for certainty of time, cost and quality for a significant capital programme;

• The opportunity to concentrate monitoring and reporting across the full range of E&R project programmes;

• The need to drive added value from the Council’s real estate;

• The requirement for robust Statutory Compliance processes;

• Rising aspirations for FM particularly in respect of customer experience;

• The establishment of a new CAFM helpdesk and system;

• The need for sustainability and continuous improvement. If approved as written these proposals will result in the:

• Deletion of 87.03 FTE posts

• Creation of 88.5 FTE posts*

• Net creation of 1.47 FTE posts**

• Full year savings of £424K Note*: The capital programmes structure reflects the potential maximum staffing at peak programme demand. Average staffing over the programme period will be less to reflect the demands of the progamme changes. Note**: Net post deletions will depend on the changing demands of the capital programme

Delivering Our Priorities In A Financial Reality

In June and July 2009, Cabinet agreed to a number of changes to the Council’s senior management structure and arrangements for service delivery. These changes helped to create a support framework for the implementation of an ambitious Transformation Programme which aimed to deliver a saving of £30m over three years. They have also served well in helping the organisation to respond to the financial and political circumstances of their time. Since then, the context in which the Council operates has significantly changed. This necessitates a new consideration of the organisation’s management and service delivery arrangements for the Council and its residents.

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The priorities for the new administration focus on the Council’s residents and the quality of their daily experience of the Council’s services in their home, local environment and travel around the borough. The delivery of these priorities requires the provision of reliable front line services, initiatives to regenerate our housing provision and borough as a whole, improved education and skills, and the provision of a safe and rewarding environment, and continuing delivery of quality services protecting our most vulnerable residents. Change is required to realise these objectives: change to redirect resources and reprioritise the services currently provided. To date this has been managed through the Council’s Transformation Programme with savings of approximately £30m secured over the past three years. The Council’s Medium Term Financial Strategy (MTFS) agreed by Cabinet on 19 October 2010 identified a savings requirement of £65m over the next four years. This is in addition to the cut in grant funding imposed in 2010/11 of £2.6 million. The Government has announced its intention to reduce the public spending deficit over the life of this Parliament by a mixture of spending reductions and tax increases. Staffing and staffing related costs make up a significant proportion of the Council’s budget. It is therefore important that staffing structures and working arrangements are completely aligned with the Council’s priorities and the financial resources it has available. The Council is looking for alternative ways of making savings in order to reduce the number of employees that will need to be dismissed for reason of redundancy. The Council is aware that savings/efficiencies could be achieved by revising the terms and conditions of its employees. New terms and conditions were implemented on 23 January 2012. The first phase of reorganisation reported to Cabinet on 20 July 2010 considered the top structure of the Council, namely the Chief Executive and his direct reports. The second phase reported to Cabinet on 15 September 2010 and considered the senior management structures below the Chief Executive and Executive Directors, together with some support services. The third phase reported to Cabinet on 9 February 2011 and considered proposals to further rationalise management and operational arrangements in a number of service areas across the Council. The fourth phase reported to Cabinet on 13 April 2011 and considered proposals to further rationalise management and operational arrangements in a number of service areas across the Council. It addresses the reduced funding available for grant-funded posts and it proposes a reduced notice period in the case of redundancy to the contractual minimum. The fifth phase considers proposals to further rationalise management and operational arrangements in a number of service areas across the Council and explore the potential of moving the services provided in three of the WFD shops to alternative locations. The sixth phase has been withdrawn. The seventh phase reported to Cabinet on 13 April 2011 and considered proposals to reconfigure the Specialist Children’s Service and rationalise a few posts in Children and Families, Education for Communities and Business Support.

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The eighth phase concerns proposals to merge several teams in Assessment and Care Management and create one Integrated Disability Support Service in Adults Social Care; restructure the Community Safety team and integrate the Anti-Social Behaviour Team; and restructure the Economic Development team in order to establish a shared Economic Development service with the London Borough of Haringey. The ninth phase concerns proposals to:

• Bring together the services delivered by the directorates for Adult Social Care and Children and Young People Services under the leadership of a single Executive Director for Families,

• Review the management capacity in the Development and Leisure Service. The tenth phase concerns proposals to:

• Remodel the residential services provided at Trumpington Road and May Road for Adults with a learning disability,

• Reorganise the private sector in Housing. The eleventh phase has been withdrawn.

The twelfth phase concerns proposals to restructure the Library and Information Service and the Customer Services Unit in order to create two new functions:

• A Residents First Customer Services Team, which will be responsible for the Councils Call Centre, Walthamstow One Stop Shop, and Customer Service within Libraries; and

• An Audience Development Team, which will be responsible for specialist elements of the Library and Information Service, including stock development and encouraging Library use.

The thirteenth phase concerns proposals to remodel the future of in-house Residential Care Homes, including the possible closure of two homes and the relocation of staff to the remaining homes. The fourteenth phase concerns proposals to remodel Chief Officer posts in terms of titles and grades and to rationalise management and operational arrangements in Housing. The fifteenth phase concerns a proposal to introduce a new structure for a Joint Strategic Commissioning Team in order to combine the commissioning activities in:

• Adult Social Care Strategic Commissioning

• Children and Young People Services Social Care and Education Commissioning, and

• Residents First Voluntary Sector Commissioning. The sixteenth phase concerns proposals to:

• Transfer access functions from Assessment and Care in Adult Social Care to WFD (Residents First), and to

• Re-structure the three Revenues and Benefits teams The seventeenth phase concerns proposals to:

• Re-structure the Halls service

• Re-structure the Planning Policy and Regeneration service

• Re-structure services in the Public Realm service

• Re-structure the Service Excellence and Efficiency Unit The eighteenth phase concerns proposals to:

• Restructure the management of the Sheltered Housing service

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• Restructure the Human Resources and Organisational Development services

• Restructure Legal and Democratic Services The Environment and Regeneration management restructure concerns proposals to:

• Restructure the management of a number of services in Environment and Regeneration

• Delete a post in Residents First The Children and Families Management restructure concerns proposals to introduce a new management structure in the Children and Families part of Children and Young People Services. The senior management restructures concern proposals to:

• Establish the Families Directorate

• Restructure the Senior Managers in the Finance Directorate, and

• Restructure some Lawyers in Legal and Democratic Services. The administration and asset management restructure concerns proposals to:

• Restructure and administration function in Children and Families (Juniper House)

• Create a management support and information unit for the Families directorate

• Re-organise the Asset Management team, and

• Restructure the provision of Personal Assistants

The Education Improvement restructures include proposals to:

• Consolidate services in the Troubled Families Unit

• Create a transitions Unit

• Created an Education Improvement Delivery Unit (withdrawn)

• Restructure the 14 – 19 Team (withdrawn)

• Transfer the Early Years Team (withdrawn). The 6/2012 restructure concerns proposals to:

• Reconfigure some services in the Early Intervention and Prevention service

• Restructure area charge hands in the Building Cleaning service

• Discontinue the courier service between schools and other council buildings, and

• Establish a shared procurement service with the London Borough of Enfield. The Finance restructure (7/2012) proposal has been withdrawn. The 8/2012 restructure concerns proposals to:

• Reorganise the Whips Cross and Intercare services in Assessment and Care, and

• Reorganise the Business, Employment and Skills service The 9/2012 restructure concerns proposals to:

• Decommission the 2012 Team, and

• Restructure Committee Services

The 10/2012 concerns proposals to:

• Restructure the Highways and Infrastructure Unit The 1/2013 restructure concerns proposals to:

• Decommission the Home Shopping Team

• Restructure the Resident’s First Directorate

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This restructure concerns proposals to:

• Restructure the Property and Major Projects Service The detailed documentation setting these out follows later in this document.

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The indicative timetable for the process is set out below.

5 February 2013 The proposed structures are launched and employees in the relevant areas receive a briefing to explain the proposals

Proposals are published on the Council Reorganisation section on ForestNet

Letters are sent to affected staff

During consultation no members of staff will be declared ‘at risk’ of redundancy until the end of the consultation period and a final decision is made as to whether or not to implement the proposals or counter proposals

Consultation will take place in good faith and with a view to agreement with the trade unions. Views and suggested alternative proposals are logged and properly considered

By 12 February 2013 Draft new JDs/PS published on ForestNet

1 March 2013 Last day for receipt of comments, queries or alternative proposals

7 March 2013 End of minimum 30-day consultation period, subject to any extension of that period

8 March 2013

Executive Director to consider Alternative Proposals

19 March 2013

Formal consideration by Cabinet

3 April 2013

Announcement of final decisions on the structures and processes for managing change and assimilations finalised and agreed

8-10 April 2013 Relevant staff are advised of 'at risk' status and individual consultation takes place

12 April 2013 Notices of dismissal issued on the grounds of redundancy with the appropriate effective termination date

13 April-11 July 2013 Assimilations finalised and agreed. Selection processes for ring fenced posts commence Proactive management of the redeployment processes.

By 11 July 2013 Following the above, the employment will be terminated of those employees who are to be made compulsorily redundant. Depending on contractual notice periods, this period may be shorter for some staff

By 11 July 2013 Employees take up new posts (or at the earliest opportunity before then)

The Council invites alternative proposals and will consider comments and suggestions from the Unions and employees during the consultation period, and will answer those received.

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Regular meetings will be held with the Unions during the consultation period. Additionally one to one meetings will be held with those whose posts are proposed for deletion. The earlier alternative proposals are received, the more opportunity managers will have to consider them. The Council has noted in the indicative timetable that the deadline for receipt of comments, queries or alternative proposals is 1 March 2013. This is to enable managers to consider and respond within the 30-day period. In the event that alternative proposals etc are received after that date, the managers may not have time to respond and discuss with Unions within the 30-day period. Unless information received after 7 March 2013 was not available on that date, it may not be considered by the Council.

RATIONALE

Over the phases of the reorganisation, the Council’s proposals will deliver a number of principles. Those relevant to the specific proposals in this phase are:

• Create a smaller, and wherever possible flatter organisational structure which the Council can afford

• Prioritise staff resources on front line service delivery and reduce the back office

• Reduce management structures to an appropriate level looking for opportunities to redirect resources, reflect Member priorities and link functions to deliver greater benefits than the sum of their parts

• Agree our priority and non priority services and invest and disinvest accordingly. As a result, in this phase the Council is proposing changes in a number of key areas for efficiency, including:

• Property and Major Projects The following section initially sets out at a summary level how these proposals affect posts and staff overall, followed by a more detailed rationale for each specific proposal. ‘As is’ and proposed ‘to be’ structure charts are included to assist readers understanding of the proposals. Similarly a list of all proposed deleted, affected and new posts is attached.

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Analysis of deletions and savings by service (Note: this is essentially a financial analysis and is not comparable with the table above as it deals in posts not people, and part-time posts are aggregated into full-time equivalents)

SERVICES

Total Vacant

£'000

Environment & Regeneration

Property Services

Revenue Funded 65.0 6.0 55.5 9.5 424

Capital Funded 13.0 8.0 33.0 (20.0) (1,123)

Total 78.0 14.0 88.5 (10.5) (699)

Note: The above reduction in FTEs for Capital funded posts excludes 9 unbudgeted posts.

Directorate FTEs Net Cost

Reductions

/ (Increase)

Reduction

New

Net

Reduction/

The restructuring of the revenue funded posts delivers a potential saving of £424K, of this £369k is required for the current MTFS savings requirement and the balance resolves back to base to address change and related issues. Net Cost Reduction

MTFS Back to

Base Capital Total

£'000 £'000 £'000 £'000

Environment & Regeneration

Property Services

Revenue Funded 369 55 424

Capital Funded (1,123) (1,123)

Overall Net Proposed Reductions 369 55 (1,123) (699)

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A. Environment & Regeneration Proposals

Property and Major Projects Rationale for Change The proposals outline a fundamental reworking of operating models for both Property and Major Projects and recognise the scale and sophistication of the challenges impacting the service. Earlier incremental reorganisations of this service have tended to focus on fine-tuning and piecemeal modifications to existing structures, often in response to particular drivers (say) around the need for financial savings. These proposals recognise that incremental and evolutionary change has run its course and in order to respond effectively to current challenges the operating model needs fundamentally re-thinking. This necessarily translates into new ways of working. The range of drivers impacting the service are multi-facetted and include:

• Financial and budgetary pressures;

• The need to realign services to reflect LBWF prioirties (say) with meals on wheels or energy management;

• A challenging programme of capital works and need for certainty around time, cost and quality;

• The need to drive added value from the Council’s real estate;

• The requirement for robust Statutory and other Compliance processes;

• Rising aspirations for FM particularly in respect of customer experience;

• The establishment of a new CAFM helpdesk and system;

• The need to deliver continuous improvement. Periodically reviewing delivery arrangements ensures that there is a consciously adopted delivery model in place, that it is appropriate for delivering current business requirements.

The starting point for development of the new way of working proposed in this consultation has been assessing LBWF requirements for the delivery of property services and testing and aligning to current best practice.

This proposal meets LBWF requirements and accords with best practice by:

• Reflecting current LBWF property business drivers;

• More clearly distinguishing between strategic, tactical and operational functions;

• Strengthening contract management capability;

• Strengthening programme management capability;

• Ensuring an effective feedback and improvement mechanism is in place;

• Ensuring appropriate control and governance; putting in place clear roles and responsibilities.

Consideration of these proposals has also taken into account the role and current working relationships with NPS London and they are designed to enable a more effective partnership.

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The proposed operating model is illustrated below. It has the control elements that are necessary to ensure consistent service delivery, allows the provision of robust management information on performance and appropriately manages risk. It enables repeatable and auditable implementation of good practice and capturing of lessons learned.

Implementing the proposed operating model based would deliver:

• A strengthened property strategy function, ensuring that property is used effectively to help deliver Council objectives;

• More consistent and effective governance and control, addressing recent issues identified through internal audits;

• More effective contract management driving value and performance, ensuring the potential benefits of the NPS London joint venture are maximised;

• Clearer strategic, tactical and operational roles and responsibilities, allowing staff to focus on priority areas and use their skills most effectively;

• More robust contract and programme management of the Council’s property activity, delivering improved cost and time certainty and value for money;

• Improved consistency in project management;

• A clearer focus on improvement and benefits realisation.

Turner & Townsend has been engaged to provide indpependent professional advice and challenge in formulating the proposed operating model and have used their Target Operating Model Methodology, which has been used successfully in the public, private and voluntary sectors to put in place effective property services, which reflect best practice. The process has been as follows:

� Understand the business drivers

� Review current arrangements

� Review current performance

� Benchmarking

� Compare with best practice

� Develop new operating model

� Present recommendations

The review found that there was no consistent or clearly articulated operating model and that some important control mechanisms relating to contract management, programme and cost management are not in place.

The proposed arrangements and internal costs of service provision have been benchmarked against other property services where Turner & Townsend has detailed information available, including a London Borough, a large County Council and against private sector organizations such as retail banks and food retailers. The arrangements represent best practice and benchmark favourably in terms of cost.

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Arrangements based on these principles and using this methodology have been successfully implemented elsewhere.

1

What How

Property Strategy

Identify Options

Contract management and procurement

Project management

Feasibility

Programme management

Do

Design BuildManage and

maintain

Lessons learnt

Benefits realisation

Performance management

Improve

Governance, control and assurance

Stakeholders

Property service

Supply chainLead responsibility:

LBWF Property Service Proposed Operating Model

Headline Changes At a headline level to respond to the drivers and to introduce a new way of working it is proposed that:

• Two posts at PO12 are created, one to lead a new Estates and Asset Management Team and the other to lead a Capital Programme Team and both reporting to Deputy Chief Executive and Executive Director (E&R);

• The post of Divisional Director Property and Major Projects is deleted;

• To move to a trading account model enabling direct comparison with similar services in complex environments, which is of particular significance in Projects Teams, where numbers of staff and timing and duration of employment will be determined by benchmarked programme fees;

• Catering, Energy and Carbon Reduction Teams and the Sales and Marketing function for the Halls (Halls Manager) are relocated to Families Directorate, Housing and Museums and Galleries respectively to align with LBWF priorities and to facilitate concentration on optimising value from and maximising regeneration potential of the Council’s Estate; and

• To utiliise the new Capital Programme Team as a mechanism to enable single-point monitoring and reporting on wider E&R regeneration and other projects.

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Implementation To implement the proposed new way of working, which at a senior management level separates responsibility for delivering a range of major capital projects from managing the existing estate, the following is proposed:

1. A Capital Programme Management Function is established, with a broader remit than property capital projects

2. An Estates Team is refocused to enable a corporate and strategic approach to the Council’s property, to realise optimum medium and longer term receipts, revenues and capital gain from the Council’s estate, including that obtained by leverage;

3. A dedicated Compliance Team to drive improved Statutory (and associated) Compliance (to draw on additional support and capacity of the colleagues in Environmental Health) and Property Information processes, including methodologies, processes and practices to inform the Council and protect building users in addition to contract and commercial management including the Planned Maintenance Programme;

4. Provide a coherent and cohesive customer focused premises and facilities management service with a single CAFM help desk;

5. To relocate the Energy Team to align with highest priority areas; 6. To re-locate Catering Services to reflect its priorities and objectives; and 7. Rationalise senior management, support and operational structures to support the

above and to focus on excellent service delivery, delivering savings, continuous improvement and resource management.

The proposed functional operational model is illustrated below.

2

Major Projects Functions

Proposed Functions

Property Service Functions Supplier

Estates Management

Compliance

Strategy, General & Commercial Estates

Delivery

Feasibility,Design

Construction

Programme and contract management

Performance Management

Compliance, Contract & Business Support

Premises

Maintenance, Halls,

Security, Post, Cleaning

Primary Schools

Primary Schools

Secondary Schools & Corporate

Option Development & Delivery

Delivery Project

Management

OptionDevelopment

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Estates and Asset Management (Property) The following is proposed:

• The Head of Estates and Asset Management, reporting to Deputy Chief Executive Environment & Regeneration is to provide leadership and management for the new function;

• The Estates Team is strengthened to enable concentration on a pro-active identification of opportunities and asset management planning, whilst maintaining adequate resourcing to improve management of the Estate in steady state;

• A strengthening of Statutory Compliance to demonstrate strong management and to better protect building users – here it is proposed to draw on additional support and leadership from colleagues in Environmental health and funding for an additional post at PO5 is allowed for in the proposal;

• A strengthening of non-statutory compliance and contract management, reporting and monitoring functions to demonstrate strong management and to better protect building users;

• A combined CAFM system and helpdesk to underpin the activities of the function and to improve reliability and accuracy of information;

• To combine property/facilities management functions to include those currently undertaken by the Repairs and Maintenance Team, Halls Service and Premises Team;

• Creation of a multi-skilled team of facilities assistants to cover portering, post, handyman, reprographics and halls work improving utilisation of resources and more focused attention to customer experience;

• Cleaning to be a discrete function reporting to the Head of Asset Management, to recognise the particular character of the work;

• Dedicated support staff are located within the teams to which their support relates.

The proposed new Structure for Estates and Asset Management is shown below

The following Changes of Line Management are proposed:

1. The job title of Special Projects and Business (SPB) Manager to change to Energy and Carbon & Reduction Manager. This post, together with the current SPB Team to move to Housing and Development to report to Divisional Director. The highest emitter of carbon in the borough is our housing stock and the Council wishes to target its efforts to address issues in this area;

2. The Energy Data & Support Officer @ Scale 6 to report to the re-designated Head of Energy & Carbon Reduction Manager as the majority of this post workload addresses the needs of that team and the service would benefit from closer working;

3. The post of Technical Support Officer currently within the Halls Service changes line management to proposed new post of Halls Coordinator;

4. The Facilities Assistants/Security Team to work to Premises Coordinator. 5. The Cleaning Manager (and Cleaning Team) changes line management from existing

Head of Facilities Management to the Head of Estates and Asset Management;

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6. The Halls Manager @ PO2 moves to Museums and Galleries to enhance synergic connections with leisure functions;

7. The Head of Catering and the Catering Team move to Families Directorate.

Capital Programme Managememt The following is proposed:

• A Capital Programme Management function is established reporting directly to Deputy Chief Executive Environment & Regeneration. It is proposed that the post of Head of Programmes is created to lead this function;

• The Major Projects service within Property and Major Projects moves to this new Capital Programme Management function;

• The function will operate in accordance with a revised operating model that splits the Option Development and Delivery functions for the Primary Schools Programme to ensure the right skills are deployed at the right stages of the project;

• A Secondary schools and corporate capital projects team dealing with both option development and delivery; and

• Consultancy and Project Office functions for key specialists and for communication, risk and information management respectively to support the development, evolution and delivery of projects.

The proposed new Structure for Capital Programme Management is shown below

Summary of the proposed changes : The proposal affects 100 posts in total

• 91 posts are proposed for deletion

• 9 posts are affected In total 75 staff could potentially be subject to redundancy.

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Environment & Regeneration – Property and Major Projects “as is” structure chart

N.B. A post of Moves Manager is currently held by an agency member of staff.

This post is proposed for deletion and is proposed to be created as a permanent post in the

new structure.

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Environment & Regeneration – Corporate Asset Management “as is” structure chart

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Environment & Regeneration – Property and Major Projects “as is” structure chart

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Environment & Regeneration – Major Works Programme “as is” structure chart

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Environment & Regeneration – Estate amd Asset Management TO BE:

Note: Proposed structures are subject to consultation and sufficient funding being available

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Environment & Regeneration TO BE:

Head of

Programmes

PO12

Head of Primary

Schools Capital

Programme

Development

PO10

NP

Head of Primary

Schools Capital

Programme

Delivery

PO10

NP

Head of

Corporate Capital

Programme

PO10

NP

Head of

Programme

Office

PO8

NP

Consultancy

Services Manager

PO10

NP

Programme

Monitoring Officer

PO3

NP

NPSL Relationship

Manager

PO4

NP

Quantity Surveyor

PO6

2 FTE

NP

Architect

PO6

NP

Furniture &

Equipment

Consultant

2 x PO5

NP

ICT Advisor

PO4

2 FTE

NP

Principal Project

Manager

PO8

NP

Principal Project

Manager

PO8

NP

Principal Project

Manager

PO8

NP

Senior Project

Manager

PO7

3 FTE

NP

Project Manager

PO4

2 FTE

NP

Assistant Project

Manager

SO2

NP

Senior Project

Manager

PO7

3 FTE

NP

Project Manager

PO4

3 FTE

NP

Assistant Project

Manager

SO2

2 FTE

NP

Principal Officer

Officer

NP = New Post

Senior Project

Manager

PO7

2 FTE

NP

Project Manager

PO4

NP

Assistant Project

Manager

SO2

NP

Progress

Reporting &

Monitoring from

other Capital

Programmes

within E&R

Proposed Capital Programme Structure

As at 11.07.13

Note: Proposed structures are subject to consultation and sufficient funding being available

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Proposed posts for deletion

Structure Chart Post Title Grade Status Funding

As Is Divisional Director DD

staff

As Is Property and Performance

Manager P04

staff

As Is Property Performance Team

Leader P02

staff

As Is Commercial Rents Officer S02 staff As Is Admin Coordinator S01 staff As Is Admin Assistant SC5 staff As Is Admin Assistant SC5 staff As Is Admin Assistant SC5 staff As Is Administrator SC4 staff As Is Valuation Admin Support

Officer SC6

staff

As Is Reprographics Supervisor S01 staff As Is Reprographics Officer SC4 staff As Is Reprographics Officer SC4 staff As Is Head of Corporate Asset

Management P012

staff

As Is Energy Manager P06 staff Laser Income As Is Property & Estates Valuation

Manager P09

staff

As Is Principal Property Adviser P07 staff As Is

Property Adviser IFRS P04

staff IFRS Contribution

As Is

Property Adviser Disposals P04

staff Capital receipts

As Is Property Adviser Valuation P03 staff As Is Property Adviser Valuation P03 staff As Is Property Adviser Valuation P04 staff As Is Repairs & Maintenance

Manager P02

staff R&M Budget

As Is Construction Assistant SC6 staff R&M Budget As Is Construction Assistant SC6 staff R&M Budget As Is Asset Manager Schools P04 staff As Is Principal Asset Policy Planning

Manager P07

staff R&M Budget 50%

As Is Financial Asset Mgr

Compliance P06

vacant

As Is

Property Info Mgr P02

vacant R&M Budget 50%

As Is Sales and Marketing

Coordinator SO1

staff

As Is Technical Support Coordinator S01 vacancy As Is Leisure Officer SC5 staff As Is halls Booking & Bars Officer SC6 vacancy

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As Is Leisure Assistant SC3 staff As Is Leisure Assistant SC3 staff As Is Leisure Assistant SC3 staff As Is Leisure Assistant SC4 staff As Is Head of Facilities

Management P010

staff

As Is Quality Manager P08 vacant As Is Premises Manager P04 staff As Is Post Room Coordinator S01 staff As Is Post/Courier Coordinator S01 staff As Is Post/Courier Assistant SC4 staff As Is Post/Courier Assistant SC4 staff As Is Post/Courier Assistant SC4 staff As Is Post/Courier Assistant SC4 staff As Is Wells Fargo (vehicle supply) SC4 vacant As Is Static Facilities Assistant SC5 staff As Is Static Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Mobile Facilities Assistant SC5 staff As Is Static Faciliities Assistant SC5 staff As Is Static Faciliities Assistant SC5 vacant As Is Static Faciliities Assistant SC5 staff As Is Security Guard SC4 vacant As Is Security Guard SC4 vacant As Is Contracts & Service Dev

Manager P09

staff

As Is Monitoring & Finance

Manager P04

staff

As Is ICT Project Manager P04 staff part capital As Is ICT Service Manger P05 staff As Is Service Manager FM and PFI

Monitoring Officer P05

staff

As Is Principal Project Manager P010 staff capital As Is Project Technical support

Officer P01

staff

As Is Project Officer P03 staff capital As Is Strategic Design Leader P06 staff capital As Is Strategic Project &

Commercial Manager P010

staff

As Is Strategic Projects Manager P08 staff part capital As Is Major Works Programme

Manager P010

staff capital

As Is Project Support Assistant S02 staff

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As Is Project Support Assistant S02 staff As Is Programme Manager Schools P08 staff capital As Is Snr Project Mngr (schools) P07 staff capital As Is Snr Project Mngr (schools) P07 staff capital As Is Snr Project Mngr (schools) P07 vacant As Is Snr Project Mngr (schools) P07 vacant As Is Snr Project Mngr (schools) P07 vacant As Is Snr Project Mngr (schools) P07 agency As Is Snr Project Mngr (schools) P07 agency As Is Schools Asset Project Manager PO4 agency capital As Is Schools Project Manager PO3 staff capital As Is Corporate Programme

Manager P08

staff capital

NPSL Programme Manager PO8 consultant capital As Is Senior Project Manager PO7 staff capital As Is Corporate Project Manager PO4 staff capital As Is Corporate Project Manager PO4 staff capital As Is Corporate Project Manager PO4 agency capital

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Affected posts

Post Title Grade Status Reason

Energy Data & Support SC6

staff Transfer to Housing

and Development

Special Projects & Business Mgr P08


and Development

Energy Development Manager P04


and Development

Climate Change Officer P01


and Development

Climate Change Officer - Schools P01


and Development

Head of Catering PO11

staff Transfer to Families

Directorate

Halls Manager PO2

agency Transfer to Museums

and Galleries

Cleaning Manager PO4

staff Change in reporting

line

Premises Coordinator PO1

staff Change in reporting

line

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Proposed new posts

Post Title Indicative Grade FTE

Head of Estates & Asset Management P012 1.00

Strategic Development Mgr P08 1.00

Asset Planner P04 1.00

General Estates Manager P09 1.00

Commercial Estates Manager P07 1.00

Senior Surveyors P04 3.00

Surveyors P03 2.00

Commercial Rents Officer S02 0.50

Valuation & Admin Officer SC6 1.00

Technical Admin Officer (Energy) SC6 1.00

Head of Compliance P09 1.00

Business Information Manager P02 1.00

Senior Building Surveyor P06 1.00

Senior Quantity Surveyor P06 1.00

Property Information Manager P02 1.00

Technical Assistants S02 2.00

Technical Admin Officer SC6 1.00

Head of Premises P06 1.00

Moves Manager P04 1.00

Post & Reprographics Coordinator P02 1.00

Technical Support Officer SC6 1.00

Halls Coordinator S02 1.00

Casual Technical Support Officer SC5 1.00

Facilities Assistants (static/Mobile) SC4/6 14.00

Facilities Assistants (variable) SC4/6 5.00

Responsive Maintenance Manager P02 1.00

Customer Feedback Assistant S02 1.00

Help Desk Asst SC6 3.00

Help Desk Asst (2 X 0.5) SC6 1.00

Environmental Health Officer (in Public Realm) P05 1.00

Head of Capital Programmes P012 1.00

Head of Programme office P08 1.00

Programme Monitoring Officer P03 1.00

Head of Primary Schools Development P010 1.00

Principal Project Manager P08 1.00

Senior Project Managers P07 3.00

Project Managers P04 2.00

Assistant Project Manager S02 1.00

Head of Primary Schools Delivery P010 1.00



Project Managers P04 3.00


Head of Corporate Capital Programme P010 1.00



Project Manager P04 1.00

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Consultancy Services Manager PO10 1.00

NPSL Relationship Manager P04 1.00

Quantity Surveyor P06 2.00

Architect P06 1.00

Furniture & Equipment Consultants P05 2.00

ICT Advisor P04 2.00

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HOW SHOULD MEMBERS OF STAFF RAISE FORMAL QUERIES, PROVIDE FORMAL RESPONSES OR COMMENTS ON THE PROPOSALS OR MAKE A FORMAL ALTERNATIVE PROPOSAL? The consultation period with the trade unions lasts for a minimum of 30 days, subject to any extension of that period. Therefore the earliest end date for consultation is the 7 March 2013. Members of staff are encouraged to continue to raise queries, provide responses or comments on the proposals or make an alternative proposal at the earliest opportunity. The last day for receipt of comments, queries or alternative proposals is 1 March 2013 (see timetable on page 8). To raise a query, provide a response to the proposals or make an alternative proposal, members of staff should complete the consultation template already sent to them and also available from ForestNet http://forestnet.lbwf.gov.uk/reorganisation Members of staff should return the consultation template to: [email protected] or send it to Transformation Team, Room 201, Waltham Forest Town Hall, Forest Road, Walthamstow, E17 4JF. Hard copies received will be acknowledged by post. Important: If a member of staff wants the Council to log their comments and formally acknowledge and respond, the member of staff must submit their comment, query, formal response or alternative proposal using the formal consultation template. Members of staff may of course alternatively channel their queries, formal responses or alternative proposals through their trade unions representatives. All queries will be responded to via email to the individual raising the question. Alternative proposals relating to the proposed structures and efficiencies will be forwarded to the directorates for consideration during the consultation period. These will also be shared with the Trade Unions. Formal responses to any such proposals will be responded to after full consideration has been given to them by the Directorates. This will not be until the consultation period has concluded.

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