Beamans Report 2014 - Modernising Ministerial Government

Summary

A request for the 2014 Beamans Report regarding the modernization of ministerial government was fulfilled by the Cabinet Office, which provided the full 45-page document reviewing senior management structures.

Key Facts

• The report is titled 'Modernising Ministerial Government: Review of Senior Management Structures'.
• The review covers the Cabinet Office, Department of Health & Social Care, Manx Utilities Authority, and Department of Community, Culture & Leisure.
• The structural changes outlined in the report were scheduled to take effect on 1 April 2014.
• The review was conducted in collaboration with the Office of Human Resources and Chief Executives.
• The report includes annexes with reconciliation charts highlighting changes to staffing dispositions.

Data Disclosed

• 2014
• 2017-03-05
• 2017-03-14
• 2017-03-06
• 1 April 2014
• December 2013
• 45
• 1
• IM80101I
• 14 – 23
• 24 – 29
• 30 – 33
• 34 – 36
• 37 – 42

Data Tables (56)

Full Response Text

1

REFERENCE NUMBER: IM80101I

REQUEST UNDER THE FREEDOM OF INFORMATION ACT 2015 (“the Act”) Thank you for your request dated 05 March 2017.
Your request You asked for:
“A copy of the Benhams Report 2014” On 06 March 2017 this request was clarified in the following terms:

“it should read Bemans Report 2014. The Report addressed staffing levels etc.”

Response to your request
We are pleased to enclose a copy of the Beamans Report 2014 “Modernising Ministerial Government: Review of Senior Management Structures” in response to your request. Your right to request a review If you are unhappy with this response to your Freedom of Information request, you may ask us to carry out an internal review of the response, by completing a complaint form and submitting it electronically or by delivery/post to the FOI Co-ordinator, Cabinet Office, Government Office, Douglas, Isle of Man, IM1 3PN. An electronic version of our complaint form can be found by going to our website https://www.gov.im/about-the-government/freedom-of-information/freedom-of- information-review-request-january-1-2017/ , a paper copy can be requested by contacting the Cabinet Office direct.
Your review request should explain why you are dissatisfied with this response, and should be made as soon as practicable. We will respond as soon as the review has been concluded.
If you are not satisfied with the result of the review, you then have the right to apply for a review of decisions by the Information Commissioner, for a decision on;

Government Office DOUGLAS Isle of Man IM1 3PN Tel: (+44) 01624 686244 Fax: (+44) 01624 685710 Website www.gov.im/co
2

1) Whether we have responded to your request for information in accordance with Part 2 of the Act; or 2) Whether we are justified in refusing to give you the information requested.
In response to an application for review, the Information Commissioner may, at any time, attempt to resolve a matter by negotiation, conciliation, mediation or another form of alternative dispute resolution and will have regard to any outcome of this in making any subsequent decision.
More detailed information on your rights to review is on the Information Commissioner’s website at: https://www.inforights.im/ Should you have any queries concerning this letter, please do not hesitate to contact me. Further information about Freedom of Information requests can be found at: www.gov.im/foi. Modernising Ministerial Government: Review of Senior Management Structures Final
February 2014 1. Introduction Introduction • This brief report details the outcome of work undertaken to support the implementation of the Modernising Ministerial Government initiative and specifically work to review the senior management structures for each of the following departments: – Cabinet Office – Department of Health & Social Care – Manx Utilities Authority • Additionally, we also report on senior roles in the Department of Community, Culture & Leisure which are also affected by functional changes arising from the Modernising Ministerial Government initiative. 1 1. Introduction • The report is split into 4 parts corresponding to each of the 4 organisations subject to review: Pages Part 1: Cabinet Office 14 – 23 Part 2: Department of Health & Social Care 24 – 29 Part 3: Manx Utilities Authority 30 – 33 Part 4: Department of Community, Culture & Leisure 34 – 36 Annex A: Reconciliation charts highlighting changes to staffing dispositions
37 – 42 2 1. Introduction – Context & Approach Context • The context for this review is set out in the Council of Ministers’ December 2013 report on Modernising Ministerial Government which outlines the case for smaller, simpler and stronger Government together with a number of specific proposals for structural change. • The aim of this review was to consider the implications for the senior management structures for each of the new organisations scheduled to come into effect from 1 April 2014. Approach • The review was undertaken in collaboration with the Office of Human Resources (OHR) and the Chief Executives and senior staff of each of the 4 organisations impacted by the structural changes. The aim here was to supplement our desk-top organisational analysis with Executive Workshops aimed at designing and developing a senior management framework which would enable each organisation to effectively function from April 2014. • However, in designing and developing each individual structure it is important to remember that they also represent part of the journey. In this regard, we would expect to see these structures evolve as part of the wider journey of making Government smaller, simpler and stronger. Moreover, as part of that journey we would also expect to see consequential reductions in staff resource requirements at HEO level and below as a result of the wider application of the management and organisational principles which underpin this review.
3 1. Introduction – Fixed Points & Principles Fixed Points • The starting point for any review of organisation and staffing must be a clear view of what the review process is seeking to achieve. From our perspective, the main import from the Council of Minister’s report on Modernising Ministerial Government is: – to provide a stronger foundation for corporate policy making and strategic long term planning; – to improve corporate working; – to provide a more cohesive inter-departmental approach to service delivery; – to provide better co-ordination of departmental work programmes particularly in relation to the reform agenda; – to provide better central control and direction of the work of Government. • Alongside these fixed points we have also tried to apply three non-controversial management and organisational principles: – start by defining the jobs that are needed rather than the grades; – management levels should not be confused with grade levels; – there should be no more management levels than those required by the needs of the organisation. 4 1. Introduction – Fixed Points & Principles • In applying these principles we also considered the following questions: – Does it flatten the hierarchy? – Does it extend/reduce spans of control to appropriate levels? – Is it affordable? 5 1. Introduction – Level Descriptors Level Descriptors • To ensure consistency across each organisation and in particular, to ensure initial grading judgements on the level of input and co-ordination required for each key role in the new structure(s) we developed a set of level descriptors. These level descriptors which are shown on pages 9 –13 set out in summarised form the broad job challenge of roles at each of the following grades: – Corporate Leadership Group JESP 14 – 18 – Corporate Leadership Group JESP 9 – 13 – Corporate Leadership Group JESP 5 - 8 – Grade 7
– SEO • In considering these level descriptors it is important to remember that they do not change any of the existing grading relativities between these 5 grade levels; they are merely an articulation of the job challenge of roles operating at each of these levels. In essence, they are an aide-memoire to support initial grading judgements for each senior level role in the new structure(s).
6 1. Introduction – Level Descriptors Job Titles • Again, in order to ensure consistency we have titled roles in each of the five grade levels noted overleaf (and described on pages 9 - 13) as follows 7 Grade Level Role Title Corporate Leadership Group JESP 14 – 18 • Chief Executive • Chief Operating Officer Corporate Leadership Group JESP 9 – 13 • Chief Executive • Executive Director • Managing Director Corporate Leadership Group JESP 5 – 8 • Director of
Grade 7 • Head of SEO • Manager of 1. Introduction – Financial & Resource Implications Finance & Resource Implications - Summary • Finally, we should add that the review has not sought to deliver a pre-determined reduction in staff numbers or costs – nor have we attempted to do so. However, taken together we estimate that there will be savings both in terms of head-count – the number of posts at SEO to Chief Executive (JESP 14 -18) level – and salary costs.
• A summary of these savings is outlined in Table 1 below. 8 Department Grades SEO to Chief Executive Net Change +/ - Estimated Savings (Salary Costs) Existing Proposed Cabinet Office 38.2 35.2 - 3 £175k DHSC 24 21 - 3 £205k MUA 24 19 - 5 £285k DCCL 5 3 - 2 £145k TOTAL 91.2 78.2 - 13 £810k Table 1: Changes to Staffing Dispositions and Estimated Savings at Senior Management Level
1. Introduction – Level Descriptors Corporate Leadership Group (JESP range 14 – 18) Overview of Roles at this Grade Level: Chief Executives
• This level is reserved solely for Chief Executives of the largest departments or exceptionally, Chief Operating Officers responsible for leading, managing and co-ordinating significant operational areas of Government wide service provision. Roles at this level will ultimately be accountable for a major department with associated responsibility for determining departmental objectives and priorities including new long-term strategic programmes. These roles will deal mainly with issues which are likely to present significant challenges in terms of Government strategic and departmental priorities. There is also a high demand to establish, build and maintain relationships and partnerships with key stakeholders who are of strategic importance to the department or Isle of Man Government.
Contacts will normally be at the highest levels in UK Government, business, industry including governmental and non-governmental organisations world-wide. Interactions at this level will be linked to a strong requirement to influence, persuade and negotiate on issues which may be sensitive or have a major political dimension. Key differences from CLG Chief Executive & Executive Director roles (JESP 9 - 13) • Far greater breadth of responsibility and greater job challenge in policy and/or operational terms than roles in the level below. In terms of Isle of Man Government the widest possible canvas i.e. the biggest departments. 9 1. Introduction – Level Descriptors Corporate Leadership Group: (JESP Range 9 - 13) Overview of Roles at this Grade Level: Chief Executives, Managing Directors & Executive Directors • In job weight terms roles at this level represent the most significant leadership and management roles in the civil service. It will include Chief Executives, Managing Directors and Executive Directors who have end-to-end accountability for the largest operating areas. In short, these are high profile visible leadership roles with responsibility for managing and co-ordinating the largest areas of government work activity. These roles will focus on high profile, very sensitive, complex and innovative issues which impact on key areas of policy, operations or service delivery. They will normally have significant representational and external facing responsibilities on behalf of Isle of Man Government. Roles at this level require a comprehensive depth and breadth of both specialist knowledge and management acumen in order to develop future strategy for Isle of Man Government.
Key differences from CLG Director roles (JESP 5 - 8) • Outside of some Chief Executive roles these are the largest roles in the Isle of Man Civil Service in terms of the breadth and criticality of their job responsibilities. In real terms the key differentiators lie in the scale, scope or diversity of the management challenge, the size of the activity managed, its direct impact on service delivery and its government wide significance. Chief Executive, Managing Director and Executive Director roles at this level will typically be concerned with much wider and more complex spans of control which are diverse and which may themselves be headed by a Director. 10 1. Introduction – Level Descriptors Corporate Leadership Group: (JESP Range 5 - 8) Overview of Roles at this Grade Level: Directors • Roles at this level incorporate large scale management and operational roles as well as highly specialised or complex policy or professional roles. They are often responsible for establishing and implementing appropriate ways of working and leading major change initiatives. Many of the issues and problems dealt with at this level will be interdependent with issues which are the responsibility of other parts of Government. Problem solving will typically involve issues which are ill-defined, without precedent or where the outcomes or potential courses of action are relatively unclear. They will have the authority to act independently; departing from established patterns as deemed fit. They will therefore require significant levels of judgement in identifying appropriate options and approaches. Roles at this level will also require comprehensive management and representational skills. Of particular importance here is the ability to empower and deliver results through others and negotiate effectively at senior levels both inside and outside Government. In this latter respect, acting as a high level representative of the work area will be a prominent feature of many roles.
Key Differences from Roles at Grade 7 level • Key differences between these roles and roles at Grade 7 level are the focus and scale of accountability. Director roles will typically manage and co-ordinate areas of work which are high-profile or where the job challenges in terms of complexity and the risks to be managed are larger. The size of the managed area of operations and the requirement to actively direct and co-ordinate people to deliver required outcomes will also be greater. In short, roles at this level will typically have a greater degree of risk to manage with a greater downside to getting it wrong.
There is also a higher requirement for roles at this level to see things in the round and think strategically. 11 1. Introduction – Level Descriptors Grade 7 Overview of Roles at this Grade Level: Grade 7 • Roles at this level incorporate those who manage significant functional areas of activity, as well as those who manage cross-cutting programmes. It also includes those role-holders who are responsible for managing highly specialised or complex policy, professional or operational work programmes that are important to the department. • These roles will typically be responsible for setting and evaluating overall standards of delivery for a broad area of provision, as well as sharing corporate responsibility for the achievement of business-plan objectives and the delivery of statutory objectives. Role-holders will therefore be expected to think strategically in shaping plans and work programmes to support the achievement of operational objectives. Key Differ

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