R.N.L.I.'s Management Review THE COMMITTEE of Management of the Institution decided last year to invite P.A. Management Consultants to make a detailed review and examination (THE LIFE-BOAT, January, 1971) of the organisation and operations of the R.N.L.I.

This was in accordance with a practice which has been adopted more than once in the past.

The Chairman of the R.N.L.I., Admiral Sir Wilfrid Woods, G.B.E., K.C.B., D.S.O., states: 'The R.N.L.I. provides a major national service, and the Committee takes the view that it owes it to the Institution's numerous supporters, and indeed to the nation as a whole, to make sure that the Institution's affairs are conducted with the maximum efficiency and economy. The success of the R.N.L.I. and the quality of its organisation cannot be judged by the criteria of profit and loss applicable to a commercial company, and a periodic examination of the organisation and its function by qualified consultants seems to the Committee to be desirable.

'The decision to call in consultants on this occasion was taken at a time when the affairs of the R.N.L.I. had come under detailed scrutiny during and following a public inquiry, and at a time too when the Institution had decided to embark on a major boat-building programme in the full knowledge that very large sums of extra money would be needed to implement it.

'The Committee of Management decided to give the consultants wide terms of reference which would include an analysis of the operational aims and requirements of the R.N.L.I.

and its relation to other bodies engaged in marine search and rescue, as well as a review of existing organisational methods. In particular it was clear that the -consultants should investigate the Committee structure, the functions and organisation of the permanent staff, fundraising methods and the location of the Institution's offices and depots.

'The management consultants have now produced their report, and after examining it in detail the Committee of Management reached certain decisions. I am therefore taking the earliest opportunity of conveying the substance of these decisions to all the station and financial branches and ladies' guilds of this Institution.

'On the operational side the R.N.L.I. intends to maintain the existing level of cover of marine search and rescue, and steps have already been taken which should achieve closer co-operation with other national bodies engaged in search and rescue. In effect, therefore, the consultants have endorsed the Institution's current operational plans.

166 'A number of organisational changes have, however, been decided upon. The chief of these are: (i) The provision of opportunities for voluntary workers to be more actively associated with decision making through the medium of area committees to be set up in England, Ireland and Wales (Scotland, of course, already has its own council). Special arrangements will be considered for the Channel Islands and the Isle of Man.

These new voluntary bodies, provided they obtain sufficient support, would be entitled to provide a number of members of the Committee of Management, whose own composition will be considerably varied, some members being elected by the governors of the Institution at the annual meeting, others from the area committees and others by co-option.

(ii) Greater decentralisation of administrative work with more responsibility given to area staffs. In particular area staffs will have more direct budgetary control and involvement in publicity activities. In each area there will be an office accommodating both the technical and fund-raising staff, offering facilities for area committee meetings and housing publicity stores.

(iii) A re-distribution of work within the existing structure of the permanent staff.

Captain Nigel Dixon, R.N., the present Secretary, has been formally appointed to the post of Director and as such will be the chief executive of the Institution. The staff will in future consist of one division and four departments. The Chief Inspector of Life-boats will be in charge of the division and will continue to be responsible for operations and their technical support.

The four departments will deal with fundraising; finance; public relations; personnel and administration.

(iv) The appointment of voluntary departmental committees. These committees will enlist the services of skilled advisers in a variety of fields on a voluntary basis, will advise the heads of staff divisions and departments and will report to the executive committee of the Committee of Management when appropriate. They would, in addition, consider questions of policy when required to do so.

(v) The amalgamation of the existing depots and their re-location at a new site to which a number of departments at present functioning in London will also be transferred. A suitable site for this is being sought and the deputy secretary, Mr. J. R.

Atterton, M.B.E., will be appointed as its continued on page 168MANAGEMENT REVIEW ( manager. A small London office will continue to be maintained.

(vi) Various changes in existing procedures affecting accountancy, trading and workshop scheduling.

'I am confident that the changes on which we have decided will be valuable and productive of greater efficiency, but in making this point I want to emphasise most strongly that nothing in the consultants' report or in the decisions subsequently taken by the Committee of Management will in any way serve to change the essential quality and nature of the great voluntary service which we have been maintaining for nearly 150 years.

'The consultants indeed paid proper tribute to the great services rendered by voluntary workers and voluntary crews. They expressly stated that one of the greatest strengths of the Institution was to be found in its voluntary spirit and status, and they emphasised the importance of time and effort contributed by voluntary workers. Then of the crews in particular they wrote: 'In these people, their calibre, experience and enthusiasm lies much of the Institution's strength'.

'The consultants also drew attention to the great burdens sustained in recent years by the Institution's permanent staff. Indeed, they estimated that so far as the head office staff alone were concerned the amount of work had nearly trebled in the last eight years, whereas the staff had been increased only by one-third. Inevitably some of the changes will cause disruption to the lives of members of the permanent staff, and naturally the Committee of Management is very much aware of the problems which will arise in consequence. We do, however, know that we can count on the loyal cooperation of our staff in putting the changes into effect. None of the changes proposed can come into operation immediately. Much planning and execution of detail will be required to enable them to be put smoothly into effect.'.