Organisational Structure‘Designing a fit for purpose

organisational structure’

Draft Blueprint Design v0.8

Project Manager: Peter AllanProject Champion: Richard Holdaway

We will:• Make changes to deliver the STFC strategy as

specific plans are developed and actioned

In the meantime we will:• Make clear the roles, responsibilities and authority of each

element of the structure

• Not change things that are working well

• Promote efficient and effective working

• Remove things that perpetuate the CCLRC/PPARC divide and inconsistencies from the CCLRC/PPARC era

Principles

Focus - IMPACT

Economic recoveryEnergyEnvironmental

changeGlobal securityAgeingFuture Service Ind.

Challenges for UK

Collaboration

STFC Organisation

Cross-organisation roles and responsibilitiesMeasures of successPrioritisation of resource allocationDecision making processesLeadership and behaviours

Need to change…

RCUKAcademicsIndustryDisciplinesSectors

New roles - ??

Roles established – Campuses and Economic Impact

‘To be’ – change in focus

• Council• Executive Board• Operations Board• Finance Advisory Committee

Clarifying roles and responsibilities

Council has ultimate accountability for all aspects of the STFC’s affairs, and specific responsibility for the following:•Determining the overall direction of STFC, including formal approval of:

• The STFC strategy (normally every 3 years and annually updated) • The 10 Year Financial Plan • The Asset Management Strategy • The Delivery and Operating Plans (annual) including Annual Departmental budgets

(annual, plus variations thereto) and delegated authority • The Annual Report & Accounts (annual) • The Corporate Risk Register (quarterly) • Approving OTF’s and financial submissions/reports to DIUS

• Providing oversight of the executive who will be responsible for delivery of the STFC mission

• Ensuring probity and efficiency of governance • Ensuring that the peer-review processes are conducted effectively • Overseeing high impact and/or high risk decisions, for example: financial, reputational,

programmatic and ensuring the overall balance of the STFC programme. • Overseeing key relationships with Government, national and international partner

organisations and the community

Council

• Council will recruit and appoint the membership of the Executive Board, with the exception of the CEO who is appointed by the Secretary of State.

• The CEO will be ultimately responsible to Council for the management of the organisation and the delivery of its mission. He/she has a specific responsibility for ensuring Council is fully and timely briefed on all relevant matters.

• Inter alia the Executive Board will be responsible for delivery of the following, within the strategic direction and guidance set by Council:• The science programme • International subscriptions and engagement • Financial management and planning • The economic impact agenda • The campuses • Outreach, external relations and communications

• The Executive Board will delegate the delivery of these functions as appropriate.

Executive Board

Purpose is to •Oversee management of all STFC operations and programmes•Ensure timely and clear decisions/actions for efficient and safe delivery of mission

Responsible for:• Major project and risk oversight• Overall planning and budgeting review• Detailed outturn forecasting• Receive reports and take appropriate action on:

• Site issues• HR issues• HSE issues

• Production of Operating Plan and Report• Operational issues

Composition• Department Directors• D Finance• Others invited by the COO• Sub-committees as

needed

Operations Board

Purpose is to • Assist the Finance Director in the management of financial resources and

oversight of governance, risk and internal control activities

Will not have executive powers but will advise the FD on issues to be taken to EB for approval

Will provide advice on:• In-year financial monitoring• The Annual Accounts and all associated issues• Approval, delegation/allocation of budgets• The Asset Management Strategy• Investment Appraisal• Financial Policy• Governance (including: Statement on Internal Control, Risk Reports, Stewardship

Reports)• Financial regularity and propriety in the conduct of the Council’s affairs• The Corporate Risk Register including monitoring

financial risks• The Risk Management Framework• Audit (external, internal)

Finance Advisory Committee

• Business Units in their current form will cease to exist

• All departments that are currently in a structure below the COO will in future report directly to the COO• We will retain the benefits that have been derived from some department

working closely together in business units by creating looser groups and consider merging some departments

• We will continue to encourage any further inter-department working that proves beneficial

• Retained HR and Finance staff will have solid reporting lines to Corporate HR and Finance but will be assigned and geographically located to provide optimum support to Departments

• The new IT governance structure (proposed by Blueprint) will decide how best to deliver IT services

Streamlining Operations reporting lines

Promoting efficient and effective working

• STFC will create a culture of continuous improvement among all staff to maximise the impact of STFC on science and technology outcomes

• Department Directors will be responsible for • Initiating and implementing actions to improve efficiency and

effectiveness in their own Departments• Identifying cross-Departmental improvement opportunities• Leading specific cross-Departmental improvement initiatives

defined by the COO and Operation Board

• The Financial Model will provide tools and information to focus and prioritise allocation of resources

Implement•Operate with new top level board structure•Operate with directors reporting directly to the COO•Create new czars

Consult on Blueprint•Discuss possible department mergers

Clarify details•Decide details of what is involved in removing business units •Clarify management arrangement for distributed HR and finance staff•Decide date for the change

Inform•Cascade information on changes to all staff

Implementation Plan

•Inconsistent structure inherited from CCLRC and PPARC

•Directors not treated consistently

•Lack of clarity about where responsibility lies for making decisions

•Too many committees with the same people on them leading to inefficient working

•Consistent structure across the whole organisation

•Empower all directors through attending operations board

•Keep support teams close to their customers

•Encourage working between all departments, as appropriate

TO

DA

Y

PastWhat we had

PresentWhat we have

Future‘To be’

Decision toremove layer of business units Plan to

merge somedepartmentsKeep

distributed HR andfinance teams

Terms ofreference for

executive board

Only top levelboards to

be EB and OB

Createcross-department

czars

Organisational Structure

Implementation Plan

Implement•Operate with new top level board structure

•Operate with directors reporting directly to the COO

•Create new ‘czars’

Consult on Blueprint•Discuss possible department mergers

Clarify details•Decide details of what is involved in removing business units

•Clarify management arrangement for distributed HR and finance staff

•Decide date for the change

Inform•Cascade information on changes to all staff