Staff are at risk of redundancy amid a major council shake-up.

Dozens of managerial staff at Brighton and Hove City Council have been put on notice of redundancy as the authority begins consultation on a restructure.

It is hoped the move will save the council £900,000 and will create an organisation that is “fit for the future”.

The council currently faces a potential budget shortfall of £105 million over four years, with a possible £36 million deficit for the next financial year.

Concerns have been raised though about the allocation of new roles and the timing of the restructure when the authority faces problems including “serious failings” in housing.

There are also fears the reorganisation will “stifle democracy” further following the move to the cabinet system in May.

Consultation papers sent out by the council’s new chief executive Jess Gibbons show over 30 job roles could be “deleted” while 26 new posts are proposed and others amended.

Among the roles to be deleted include the vacant post of corporate director corporate services. The consultation paper said most of the role’s functions will be reorganised to report directly to the CEO.

A new role of head of cabinet office is proposed who will report directly to the council’s CEO with a “dotted line” to the leader of the council.

“This role will lead on public affairs, economic growth and devolution, council plan refresh and delivery monitoring, support for policy development to deliver our council plan missions, support to the leader and cabinet, management of council performance and risk,” the consultation said.

Other roles to go include assistant director-education and skills and assistant director health SEN and disabilities. All education functions are proposed to be brought under one new post of director-education.

The post of assistant director – culture, tourism and sport is proposed to be replaced with the new role of director – a vibrant city, who will focus on access to the city’s artistic offering and improving leisure facilities.

A new operations directorate is also proposed to be created to lead on “transforming” Cityclean through “cultural change and technological investment to deliver a lean and attractive city".

But a member of the council who contacted The Argus said the restructure will hand over more power to council leader Councillor Bella Sankey and weaken the ability to scrutinise decision making.

“What we are seeing is power being centralised to only the council leader with her chief executive,” they said.

“The timing of this restructure and the way it is being handled lacks common sense.

“It could easily lead to bankruptcy for the council and I have serious concerns about who has a grip on this situation.

“Council staff, who are also local residents, should be focused on delivering services and saving money, instead they will be telling Jess Gibbons and Bella Sankey what they want to hear, to keep their jobs and feed their families.”

A list of names of people who are at risk of redundancy and whether there is a competitive role match is also included in the consultation paper.

For each of the workers who are at risk of redundancy the council has listed a job proposal that they could do instead, but it also states that there may be more than one candidate going for some new positions.

The consultation paper said “every effort” will be made to avoid redundancies.

“Where there is a redundancy situation the council will endeavour to redeploy individuals with over two years’ continuous service into suitable alternative positions,” the document said.

Jess Gibbons, chief executive of Brighton and Hove City Council, said: “Our aim is to create a learning organisation which is connected, confident, creative and innovative, diverse and inclusive, healthy and psychologically safe and is one where staff thrive under all future administrations.

“The last full organisational redesign of the council was in 2016, and the city and the country has changed a lot since then. If the council is to continue delivering the services our city needs and adapting to on-going financial pressures, it is vital we change.

“I know change can be hard and brings uncertainty. Some staff will be feeling anxious and others excited about the proposals and what the future will bring.

“It is not appropriate to comment in detail on specific roles or proposed changes during a consultation period, but recent staff engagement has made it clear colleagues at all levels want the organisation to be more collaborative, less hierarchical and for senior management to be streamlined and strategic.

“It’s important that we’re listening and that’s why we’re consulting with our staff and asking them to come forward with their thoughts on our future design.”

The consultation runs until November 1. The final shape and structure following feedback and next steps will be published and made publicly available following that.