Organisational Structure ‘Designing a fit for purpose organisational structure’ Draft Blueprint Design v0.8 Project Manager: Peter Allan Project 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 recovery Energy Environmental change Global security Ageing Future Service Ind. Challenges for UK Collaboration STFC Organisation Cross-organisation roles and responsibilities Measures of success Prioritisation of resource allocation Decision making processes Leadership and behaviours Need to change… RCUK Academics Industry Disciplines Sectors 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 TODAY Past What we had Present What we have Future ‘To be’ Decision to remove layer of business units Plan to merge some departments Keep distributed HR and finance teams Terms of reference for executive board Only top level boards to be EB and OB Create cross-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