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Rogers retires early

Rogers retires early

🕔24.Feb 2017

Birmingham city council has this afternoon confirmed that Mark Rogers will be taking “early retirement” from the organisation with effect from 28 February 2017.

The council expects an interim chief executive to be in post shortly afterwards. It says it has begun that search process.

The recruitment process for a permanent chief executive will also commence shortly, it says, with the successful candidate to take office as soon as is practicably possible.

The front runner for the role is Jo Miller, currently in charge at Doncaster. Chamberlain Files understands she is interested in the post.

From 1 March, Angela Probert, Strategic Director for Change and Support Services, will “act up”. Chris Gibbs will join the corporate leadership team (CLT), covering Mrs Probert’s role.

In the meantime, the Councils says that the:

immediate focus of Cabinet and CLT is to continue to implement the Future Operating Model and deliver a balanced budget for 2017/18.

The statement comes six days after Chamberlain Files revealed that Mr Rogers would be leaving the council. Since then, the Council confirmed he was “moving on” then on “annual leave” before today’s news of “early retirement.”

Earlier, the council leader responded to the latest letter from the Birmingham Independent Implementation Panel. Councillor Clancy agreed with the Panel that “there is of course much more to be done,” which might be the understatement of the week.

Cllr Clancy’s statement, issued before confirmation of Mr Rogers’ departure on grounds of early retirement, also referred to “strengthened senior management capacity.”

He said:

The panel is right to conclude that lessons in relation to delivery of the 2016-17 city council budget have been learned, and that there is a ‘strong determination from the leader and cabinet’ to provide the political support needed to deliver fully our latest financial plans.

I am pleased that the panel believes the council’s 2017-18 budget proposals to be ‘credible and robust’ and has identified improved arrangements for monitoring the delivery of savings.

The panel has noted that the LGA-sponsored Independent Financial Review team reported a ‘strong resolve’ among senior managers and members to avoid the problems experienced in 2016-17.

There is of course much more to be done to deliver in full the recommendations set out in Lord Kerslake’s 2014 review of Birmingham City Council’s governance capabilities, but I believe political resolve and strengthened senior management capacity will do just that.

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