Directorate Plan 2021 to 2024

Directorate

Strategy Governance and Law

Responsible Officer

Abraham Ghebre-Ghiorghis

Signed off by

Chief Executive

Last Updated

1 April 2021

Strategy, Governance and Law glossary

Abbreviation

Meaning

AEA

Association of Electoral Administrators

Apr

April

B&H

Brighton & Hove

BCP

Business Continuity Plan

BHCC

Brighton & Hove City Council

BME

Black & Minority Ethnic

CEDG

Corporate Equality Delivery Group

CFO

Chief Finance Officer

CMB

City Management Board

CMT

Corporate Management Team

CMDB

Corporate Modernisation Delivery Board

Comms

Communications

CRAF

Corporate Risk Assurance Framework

Dec

December

DEDG

Directorate Equality Delivery Group

DMT

Directorate Management Team

EEC

Economy, Environment, Culture

EIA

Equality Impact Assessment

ELT

Executive Leadership Team

ESCC

East Sussex County Council

F&R

Finance and Resources

FCL

Families, Children & Learning

Feb

February

FIAP

Fair and Inclusive Action Plan

GDPR

General Data Protection Regulation

H&S

Health & Safety

HASC

Health & Adult Social Care

HMRC

HM Revenue & Customs

HNC

Housing Neighbourhoods & Communities

HR

Human Resources

IT&D

Information Technology and Digital

KPI

Key Performance Indicator

MDWG

Members Development Working Group

MOG

Members’ Oversight Group

No

Number

Nov

November

Oct

October

P&R

Policy & Resources

PCB

Policy Chairs Board

PCC

Police and Crime Commissioner

PDP

Personal Development Plan

PIP

Performance Improvement and Programmes

PPE

Personal Protective Equipment

R&R

Recovery and Renewal

RAG

Red Amber Green

RPM

Royal Pavilion Museums

Qtr

Quarter

SCC

Surrey County Council

SEE

South East Employers

Sept

September

SGL

Strategy Governance and Law

SMART

Specific, Measurable, Achievable, Realistic, Timely/Time-bound

TBM

Targeted Budget Management

WSCC

West Sussex County Council

Corporate Plan 2020 to 2023 Outcomes and Actions

Outcome

1. City to call home

Key area of action

1.1 Reduce homelessness and rough sleeping

1.2 Provide genuinely affordable homes

1.3 Improve private rented housing

1.4 Improve council housing

1.5 Make better use of existing housing capacity

Outcome

2. City working for all

Key area of action

2.1 Build community wealth

2.2 Transition to a sustainable economy

2.3 Support local businesses and charities

2.4 Enhance skills and provide housing for the city’s workers

2.5 Develop our visitor economy

Outcome

3. Stronger city

Key area of action

3.1 Tackle crime and antisocial behaviour

3.2 Increase participation in civic and community life

3.3 Address the causes of poverty and its impact on our communities

3.4 Improve access for disabled people

3.5 Remain a proud City of Sanctuary

Outcome

4. Growing and learning City

Key area of action

4.1 Support high quality early years provision

4.2 Ensure that schools continue to improve and all children do well

4.3 Ensure that no child or family is left behind

4.4 Deliver high quality youth services

4.5 Promote lifelong learning and transition into adulthood

Outcome

5. Sustainable City

Key area of action

5.1 Become a carbon neutral city by 2030

5.2 Create and improve public open spaces

5.3 Reduce, re-use and recycle

5.4 Develop an active and sustainable travel network

5.5 Promote and protect biodiversity

Outcome

6. Healthy and caring City

Key area of action

6.1 Increase healthy life expectancy and reduce health inequalities

6.2 Support people to live independently

6.3 Support people in ageing well

6.4 Support carers

6.5 Ensure that health and care services meet the needs of all

Outcome

7. Council Attributes

Key area of action

7.1 Measuring our progress

7.2 Well run council

7.3 Fair & inclusive council

7.4 Modernising council

7.5 Customer promise

7.6 Our Workforce

7.7 Working in partnership

Directorate Objectives for April 2021 to March 2024

Mission

"Ensure the organisation’s priorities are delivered, keep the organisation safe, enable democratic engagement and communicate clearly with customers and staff.”

  1. Develop, coordinate and oversee implementation of effective policies, strategies and partnerships
  2. Enhance and protect the reputation of the council, promoting it, its services and the principles that drive who we are to key stakeholders
  3. Provide legal support to enable successful delivery of council priorities
  4. Support civic leadership and democratic engagement
  5. Deliver effective governance and performance oversight
  6. Initiate, deliver and drive change to modernise the council and improve service to customers
  7. Modernise Life Events Service to make it financially sustainable and provide high quality customer services
  8. Develop and engage with staff to deliver change within the directorate and across council services

Strategy Governance and Law vision and direction of travel for 2021 to 2024

Vision = Effective democratic decision making and high performing & trusted council to enable a fairer city and a sustainable future

To achieve this:

  • Communications will provide accessible and relevant information, ensure opinions are actively sought, easy to give and demonstrably listened to and create unity and pride amongst staff
  • Democratic Services will ensure the smooth and efficient management of the decision-making of the Council whilst raising public awareness and involvement in the democratic process
  • Legal services: A high performing, cost effective in-house legal service which supports members and officers across all Council functions
  • Life Events will promote democracy, working for our customers to ensure accessible and modernised quality services for all
  • Performance, Improvement & Programmes: will drive continuous improvement and efficiency to enable delivery of the organisational priorities and contribute towards keeping the council safe
  • Policy, Partnership & Scrutiny: Setting the direction, developing, coordinating and overseeing the implementation of effective council and citywide policies and strategies

1. Develop, coordinate and oversee implementation of effective policies, strategies and partnerships

1.1         

Corporate Plan Link

  • Well run council 7.2
  • Tackle Crime and Antisocial Behaviour 3.1.4
  • Ensure that no family is left behind 4.3.5 

Action/deliverable

Policy support

Support Policy Chairs Board and Executive Leadership Team (ELT) in shaping strategic policy, commissioning and research, ensuring the council is effective in place leadership: to help Brighton & Hove City Council understand and respond to national policy developments and new legislative requirements and to effectively lobby for local policy priorities.

    Accountable Lead Officer

    Policy Partnership & Scrutiny Lead

    Start and end date

    April 2020 to March 2024  

    Key Internal /External partners involved

    Whole council.

    SMART Measure of Success

    • Evidenced by strategic leadership as displayed by ELT, policy Chairs Board
    • Feedback from ELT and Policy Chairs Board

    1.2        

    Corporate Plan Link

    • Well run council 7.2

    Action/deliverable

    Developing a set of priorities and policies to reflect Corporate Plan commitments.

      Accountable Lead Officer

      Policy Partnership & Scrutiny Lead

      Start and end date

      April 2020 to March 2024  

      SMART Measure of Success

      Evidenced by production of appropriate plans and policies to take forward the Corporate plan commitments.

      1.3         

      Corporate Plan Link

      Working in partnership

      7.7.1

      Action/deliverable

      Partnership arrangements

      Further develop and support city’s partnership arrangements to improve city outcomes, including managing and coordinating effective development and delivery of A Better! Brighton & Hove (Think tank).

        Accountable Lead Officer

        Policy Partnership & Scrutiny Lead

        Start and end date

        April 2020 to March 2024  

        Key Internal /External partners involved

        • Brighton & Hove Connected
        • City Management Board

        SMART Measure of Success

        • Delivery of Brighton & Hove Connected Strategy
        • Attendance and spin off activity outcomes
        • Think Tank initiatives developed and implemented

        1.4         

        Corporate Plan Link

        Enhance skills and provide housing for the city's workers

        2.4.2.

        Invest in a civic leadership programme for underrepresented groups

        3.2.5.

        Action/deliverable

        Support women, disabled people and BAME groups to achieve their full potential via civic leadership programme.

          Accountable Lead Officer

          Policy Partnership & Scrutiny Lead

          Start and end date

          April 2020 to March 2024  

          Key Internal /External partners involved

          • Brighton & Hove Connected
          • City Management Board

          SMART Measure of Success

          Creation of programme / projects across the Council and partners to take forward these objectives.

           

           

          2. Enhance and protect the reputation of the council, promoting it, its services and the principles that drive who we are to key stakeholders

          2.1      

          Corporate Plan Link

          Measuring our progress

          7.1

          Action/deliverable

          External communication

          Effectively communicate the delivery, progress and achievement of the council’s Corporate Plan and the principles underpinning it.

            Accountable Lead Officer

            Head of Communications

            Start and end date

            April 2020 to March 2024  

            Key Internal /External partners involved

            • ELT
            • CMT
            • Policy Team
            • Leader
            • Committee Chairs

            SMART Measure of Success

            Raise percentage of residents who say they are well informed about council services and benefits from 51% in 2018 to 55% in a 2021 resident satisfaction survey.

            2.2      

            Corporate Plan Link

            Our Workforce

            7.6

            Action/deliverable

            Internal communication

            Nurture a well-informed, engaged and proud workforce – one that trusts the leadership, feels valued and delivers services to the highest standard; support the retention and recruitment of the very best staff.

              Accountable Lead Officer

              Head of Communications

              Start and end date

              April 2020 to March 2024  

              Key Internal /External partners involved

              • Leader
              • Committee Chairs
              • ELT
              • CMT

              SMART Measure of Success

              • Raise percentage of staff who feel positively that the council feels like one big team working collaboratively for the good of our customer from 26% in the 2019 staff survey to 28% in the 2021 staff survey
              • Maintain percentage of staff who feel positively that I have access to the equipment, systems and resources I need to do my job effectively from 57% in the 2019 staff survey at 57% in the 2021 staff survey
              • Raise percentage of staff who feel there is a clear sense of direction in the organisation from 41% in the 2019 staff survey to 43% in the 2021 staff survey
              • Raise percentage of staff who feel valued by the organisation from 47% in the 2019 staff survey to 50% in the 2021 staff survey

              2.3      

              Corporate Plan Link

              Well run council

              7.2

              Action/deliverable

              Communication support for councillors

              Support councillors in becoming our best advocates and storytellers by ensuring they have access to and can effectively communicate (for example via social media and in the press, TV or radio) up-to-date information on issues which affect them and / or their ward constituents either directly or indirectly.

                Accountable Lead Officer

                Head of Communications

                Start and end date

                April 2020 to March 2024  

                Key Internal /External partners involved

                • Democratic Services
                • Member support staff
                • ELT
                • CMT

                SMART Measure of Success

                • Work with the head of Democratic Services on a Supporting Members programme 
                • Devise strategy and undertake activity for gaining an understanding of councillors needs by end of November 2021
                • Develop strategy based on that understanding by end of December 2021
                • Start delivering strategy by start of February 2022

                2.4    

                Corporate Plan Link

                Well run council

                7.2.4

                Action/deliverable

                Council website

                Lead on the content development of the new, user-focused council website.

                  Accountable Lead Officer

                  Head of Communications

                  Start and end date

                  April 2020 to March 2024  

                  Key Internal /External partners involved

                  • IT&D

                  SMART Measure of Success

                  Ongoing evidence by way of monthly reports which demonstrate that visitors to the council’s website are able to do what they want to do or do what we want them to, in place by June 2021.

                  2.5   

                  Corporate Plan Link

                  Well run council

                  7.2

                  Action/deliverable

                  Consultation and engagement

                  Develop and embed a Corporate Consultation and Engagement Framework ensuring best use of the consultation software and closer links with Community Engagement Officers.

                    Accountable Lead Officer

                    Head of Communications

                    Start and end date

                    April 2020 to September 2021

                    Key Internal /External partners involved

                    • Executive Director Housing Neighbourhoods & Communities
                    • Head of Communities & Equality
                    • Public Health Intelligence 

                    SMART Measure of Success

                    • Consult with Customer Experience Steering Group on a draft Consultation and Engagement Framework by end of June 2021
                    • Agree Consultation and Engagement Framework with ELT, Policy Chairs by September 2021
                    • Ensure that Communications Service redesign supports robust corporate provision of improved consultation and engagement processes and practices – by April 2022
                    • Quarterly reports on progress to be included in quarterly Communications Reports to ELT and Policy Chairs Board – to start from September 2021

                    2.6   

                    Corporate Plan Link

                    Well run council

                    7.2

                    Action/deliverable

                    Ensure all council intranet and extranet websites meet the new Public Sector Bodies (Websites and Mobile Applications) (No. 2) Accessibility Regulations 2018. (meet the international WCAG 2.1 AA accessibility standard).

                      Accountable Lead Officer

                      Head of Communications

                      Start and end date

                      April 2021 to March 2024

                      Key Internal /External partners involved

                      • ELT
                      • Leadership Network
                      • IT&D
                      • All staff

                      SMART Measure of Success

                      Accessibility guidance and ongoing training programme (reflecting change in legislation) to be available for all colleagues to support them when they create content to be published on the council’s website by June 2021. Ongoing monitoring of the compliance with the guidance.

                      4. Support civic leadership and democratic engagement

                      4.1

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      To review the process for Members inquiries and investigate the provision of a case management system with the digital team to provide effective resolution of inquiries and monitoring of services.

                      Accountable Lead Officer

                      Head of Democratic Services

                      (Head of Performance Improvement and Programmes).

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • IT&D

                      SMART Measure of Success

                      Member inquiries dealt with in accordance with agreed timescales.

                      4.2

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Provide Members with a Share Point site to enable internal communications/briefings. Each Group to have their own area within the site for Group matters.

                      Accountable Lead Officer

                      Head of Democratic Services

                      Start and end date

                      April 2020 to March 2022

                      Key Internal /External partners involved

                      • Communications team
                      • IT&D

                      SMART Measure of Success

                      Use of site by Members and feedback.

                      4.3

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Develop a robust and skilled Electoral Services Team to maximise Electoral Registration and deliver a safe and accurate election result in May 2021 Police & Crime Commissioner Election, also local elections (2023)/ parish and or national elections.

                      Accountable Lead Officer

                      Executive Lead Officer - Strategy Governance & Law

                      (Head of Life Events)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • Cabinet Office
                      • Electoral Commission
                      • Association of Electoral Administrators (AEA)
                      • Schools
                      • Local Political Parties

                      SMART Measure of Success

                      • Annual Electoral Canvas to publish Electoral Register on:

                        • 1 December 2021
                        • 1 December 2022
                        • 1 December 2023
                      • Deliver safe local By-elections and or Parish Council elections as required May 2021
                      • Deliver safe PCC elections May 2021
                      • New structure to be proposed, agreed to and in place by 30 September 2021

                      4.4

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Develop use of electronic agendas for full Council and Committee meetings, provide general support for Members.

                      Accountable Lead Officer

                      Head of Democratic Services

                      Start and end date

                      April 2020 to March 2022

                      Key Internal /External partners involved

                      • IT&D

                      SMART Measure of Success

                      85% of Members using electronic agendas (March 2022)

                      4.5

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Establish and deliver Member development programme to support the needs of Members and the organisation.

                      Accountable Lead Officer

                      Head of Democratic Services

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • MDWG
                      • SEE

                      SMART Measure of Success

                      Programme agreed with the MDWG and reviewed regularly and delivered for 2020/2023.

                      4.6

                      Corporate Plan Link

                      Increase participation in civic and community life

                      3.2.4

                      Action/deliverable

                      Support projects such as Operation Black Vote to ensure that participation is fair and representative of the whole city.

                      Accountable Lead Officer

                      Executive Lead Officer - Strategy Governance & Law

                      (Policy Partnership & Scrutiny Lead)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      HNC

                      SMART Measure of Success

                      Community engagement projects delivered in accordance with the agreed project timescales.

                      5. Deliver effective governance and performance oversight

                      5.1

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Standards investigation

                      Support and enable council governance: undertake standards investigations in relation to complaints against members, to promote whistleblowing, declarations of member and officer interests and work with Independent Members to ensure a consistent and robust application of the Council’s Standards Procedure.

                      Accountable Lead Officer

                      Executive Lead Officer - Strategy Governance & Law

                      (Head of Legal Services)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • Audit
                      • Finance
                      • Audit and Standards Committee

                      SMART Measure of Success

                      • All CMT/ELT submitted a declaration of interest return
                      • All Member complaints completed in time
                      • Whistle blowing cases acknowledged within 2 days and resolved within a month
                      • Complaints completed on time and Reports to Audit and Standards Committee agreed
                      • Community engagement projects delivered in accordance with the agreed project timescales

                      5.2

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Develop Annual Governance Statement taking account of Corporate Risk Assurance Framework (CRAF) to ensure clarity on where the organisation needs to strengthen governance to comply with the international standard for Good Governance.

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • Internal Audit
                      • All directorates

                      SMART Measure of Success

                       Annual Governance Statement approved and published on council website annually in accordance with statutory deadlines.

                      5.3

                      Corporate Plan Link

                      Measuring our progress

                      7.1.1

                      Action/deliverable

                      Business planning

                      Ensure robust set up and monitoring of business planning processes to enable the organisation to define how it delivers the best possible services for the city and to enable senior officers, Members and the public to understand how well services are being delivered as promised in the Corporate Plan and provide support and challenge as appropriate.

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      All directorates 

                      SMART Measure of Success

                      • All Directorate Plans and Service Plans finalised by April of every year.
                      • Reporting of progress of KPIs and Directorate Plans to evidence delivery of the Corporate Plan as per timetable. (Quarterly to ELT and 6 monthly to the Policy & Resources Committee)

                      5.4

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Risk management

                      Lead the risk management process and reporting to identify and manage risks that affect achievement of the council’s Corporate Plan, ensuring that the right actions are taken at the right time preventing failures, costs and reputational damage.

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      All directorates 

                      SMART Measure of Success

                      Reporting of Strategic Risks, Directorate Risks and City-wide risks as per timetable. (Quarterly to DMTs and ELT, risk focus item at all Audit & Standards Committee meetings, minimum annually to the City Management Board)

                      5.5

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Ensure each service in the directorate has an up to date and relevant Business Continuity Plan (BCP) in place.

                      Accountable Lead Officer

                      Executive Lead Officer - Strategy Governance & Law (Head of Performance Improvement and Programmes)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      Corporate BCP team

                      SMART Measure of Success

                      Good quality BCPs in place for all services, reviewed annually or sooner if there have been service changes.

                      6. Initiate, deliver and drive change to modernise the council and improve service to customers

                      6.1

                      Corporate Plan Link

                      • Well run council 7.2.3
                      • Our Customer Promise 7.5.1
                      • Modernising council 7.4.3

                      Action/deliverable

                      Modernisation Programme – deliver Customer Experience modernisation programme to strengthen consistency, resilience, efficiency and improvements in the way customer services are delivered across the council in order to increase customer satisfaction and deliver Customer Promise (We will make it clear how you can contact or access our services. We will be clear and treat you with respect. We will try to understand what you need and get things done.)

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • Customer Experience Steering Group
                      • Customer Experience Ambassadors
                      • All Directorates

                      SMART Measure of Success

                      • Customer satisfaction with the council in line with national benchmark measured via City Tracker, 1% Maintain  complaints escalated no more than 10%, maintain compliments across the organisation to 1500
                      • Monitor contact channels with a view to increasing digital contacts – digital contact 30% in 2021/22
                      • Good quality BCPs in place for all services, reviewed annually or sooner if there have been service changes

                      6.2

                      Corporate Plan Link

                      Modernising council

                      7.4

                      Action/deliverable

                      Corporate modernisation

                      Proactive identification of opportunities that support modernisation of the council and ensure timely and effective set up, support and management of programmes and projects. This is to ensure pace, efficiency and delivery of cashable savings to minimises any adverse impact on customers.

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      All departments

                      SMART Measure of Success

                      Effective implementation of Integrated Service and Financial Plan for the organisation i.e. all identified savings achieved for 2021/22.

                      6.3

                      Corporate Plan Link

                      Customer promise

                      7.5

                      Action/deliverable

                      Directorate delivery of excellent customer services as per council’s Customer Experience Strategy

                      Accountable Lead Officer

                      Executive Lead Officer, Strategy Governance & Law

                      (Head of Performance Improvement and Programmes)

                      Start and end date

                      April 2020 to March 2024

                      SMART Measure of Success

                      Customer satisfaction and ease of access (survey) across SGL services; 80% complaints responded within 10 working days, escalation of complaints to no more than 10%, improved self-assessment score on Vision monitoring for external facing services (score of 4 or above by March 2023).

                      6.4

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Comply with the General Data Protection Regulation and the Data Protection Act 2018.  

                      Accountable Lead Officer

                      Executive Lead Officer - Strategy Governance & Law

                      (Head of Performance Improvement and Programmes)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      IT&D

                      SMART Measure of Success

                      • All assets are assigned to an information asset owner to be recorded on asset register and reviewed quarterly – March 2022
                      • All Internal Audits relating to data protection compliance in the service have judgements of at least ‘Reasonable Assurance’
                      • All service redesign or system changes have answered the Data Privacy Impact Assessment triaging questions and completed an assessment if required
                      • All privacy notices reviewed and updated – March 2022

                      6.5

                      Corporate Plan Link

                      Modernising council

                      7.4

                      Action/deliverable

                      Modernisation Programme - define and deliver Phase 2 of the Enterprise Strategy, in order for the council to be efficient and optimise income to support delivery of its priorities.

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes (Corporate Portfolio Lead)

                      Start and end date

                      April 2020 to March 2022

                      Key Internal /External partners involved

                      • Members
                      • CMDB
                      • CFO
                      • Heads of Service and support services

                      SMART Measure of Success

                      • Delivery of actions from Phase 1 reported to CMDB bi-annually
                      • Governance arrangements in place
                      • Guidance available on The Wave

                      6.6

                      Corporate Plan Link

                      Modernising council

                      7.4

                      Action/deliverable

                      Modernisation programme - Deliver the Covid Recovery & Renewal programme.

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes (Corporate Portfolio Lead)

                      Start and end date

                      April 2020 to March 2022

                      Key Internal /External partners involved

                      • Members
                      • CMDB
                      • R&R Working Groups

                      SMART Measure of Success

                      • Updated programme scope and governance structure implemented by June 2021
                      • Revised short to medium term recovery actions agreed and implemented by the deadline
                      • Bi-monthly progress reports to P&R (Recovery) Sub-committee

                      6.7

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Ensure that right Personal Protective Equipment (PPE) is available as needed to:

                      • staff across the council
                      • individuals across the city in an emergency and on a short-term basis
                      • external organisations across the city in an emergency and on a short-term basis with appropriate charging

                      Accountable Lead Officer

                      Head of Performance Improvement and Programmes

                      Start and end date

                      April 2020 to March 2022

                      Key Internal /External partners involved

                      • Health & Adult Social Care
                      • Health & Safety team
                      • Procurement team
                      • All services

                      SMART Measure of Success

                      At least 90% of PPE requests are fulfilled within 5 working days.

                      7: Modernise Life Events Service to make it financially sustainable and provide high quality customer services

                      7.1

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Local Land Charges; HM Land registry:

                      Continue to ensure all property search information is provided accurately and promptly whilst working with Land Registry to provide local activity information; prepare for the transfer of local Land Register to Land Registry by 2024

                      Accountable Lead Officer

                      Head of Life Events

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • Planning
                      • Highways
                      • Building Control
                      • Private sector Housing
                      • HM Land Registry
                      • Local Solicitors

                      SMART Measure of Success

                      • Brighton & Hove City Council LLC service fully comply with Land Registry data standards
                      • Accurate responses to all property searches within timescales
                      • Ensure Implementation Guidance available and followed
                      • Continue to await further information to progress with the project. (Likely transfer later than 2023)

                      7.2

                      Corporate Plan Link

                      Modernising council

                      7.4

                      Action/deliverable

                      Bereavement services

                      Maximise income generation through modernised service delivery across all areas of Bereavement Services, including the Crematorium, managing the city’s 8 cemeteries and assets within these cemeteries, as well as the city mortuary and administration of the Coroners Service for Brighton & Hove.

                      Accountable Lead Officer

                      Head of Life Events

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • PIP Team
                      • Property & Design (Corporate Landlord)
                      • City Parks / Estates
                      • ESCC
                      • WSCC
                      • Sussex & Surrey Police

                      SMART Measure of Success

                      • Propose new fees for 2022/23 Bereavement Services to be agreed by P&R Committee
                      • Maximise income opportunities and achieve income targets for Bereavement Services as set in budget and monitored through monthly TBM, for 2021/22
                      • Introduce and benefit from new Bereavement software system with enhanced and streamlined services when implemented. (Implementation significantly delayed due to Pandemic restrictions.  Specific date to be identified with provider when there is a “road-map” to recovery)
                      • Continued work with Sussex Resilience Forum (SRF) in a pan Sussex approach to responding to the pandemic situation

                      7.3

                      Corporate Plan Link

                      Modernising council

                      7.4

                      Action/deliverable

                      Registration service

                      Maximise income generation through modernised services across all areas of the Registration Service.  Explore shared services through cross county/council working.

                      Accountable Lead Officer

                      Head of Life Events

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • Communications
                      • ESCC
                      • WSCC
                      • University Hospital
                      • Outside venue license holders and potential new ones
                      • General Register Office

                      SMART Measure of Success

                      • Achieve income targets for Registration Service as set in budget and monitored through TBM
                      • New fees proposed for 2022/23  agreed by P&R Committee
                      • Continued provision of Government Tell Us Once (TUO)
                      • Work plan to re-introduce services when restrictions are lifted

                      8. Develop and engage with staff to deliver change within the directorate and across council services

                      8.1

                      Corporate Plan Link

                      Our Workforce

                      7.6

                      Action/deliverable

                      Develop the quality and impact of the Directorate’s City and Council management and leadership

                      Accountable Lead Officer

                      Executive Lead Officer – Strategy Governance & Law

                      (Policy Partnership & Scrutiny Lead)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      • HR
                      • Public Health Intelligence

                      SMART Measure of Success

                      • Reduce directorate sickness rates and improved return to work interview rates
                      • % Improvement in staff survey index for the directorate
                      • Improvement in PDP/121 completion rate to 80%
                      • Results of Health & safety audits, minimum Reasonable assurance in audits
                      • Measure of success for City-wide: to follow

                      8.2

                      Corporate Plan Link

                      Fair & inclusive council

                      7.3

                      Action/deliverable

                      Fair & inclusive – Services

                      Directorates to work proactively to understand, engage with and respond effectively to the city’s diverse communities and its changing demographic.

                      Accountable Lead Officer

                      Executive Lead Officer – Strategy Governance & Law

                      (Equalities Coord – Communities)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      Equalities Team

                      SMART Measure of Success

                      Service level actions are completed to timetable and monitored through the SGL DEDG and CEDG.

                      8.3

                      Corporate Plan Link

                      Fair & inclusive council

                      7.3

                      Action/deliverable

                      Fair & inclusive – Workforce

                      Service managers will actively support the corporate aim of diversifying the workforce, recruiting and retaining staff from all the city’s communities.

                      Accountable Lead Officer

                      Executive Lead Officer – Strategy Governance & Law

                      (Equalities Coord – Communities)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      Equalities Team

                      SMART Measure of Success

                      • Workforce profiles across all grades and contract types in line with corporate targets, service level actions are completed to timetable and monitored through the SGL DEDG and CEDG
                      • Numbers of people recruited and percentage of those who are BAME or disabled at application, interview and appointment stages as monitored by HR
                      • Number and percentage of leavers who are BAME or disabled
                      • Percentage of managers who recruit who have been trained, % improvement in positive responses to 2021 staff survey questions relating to fair and inclusive index

                      8.4

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Budget management

                      Defined accountability across the directorate to ensure timely and effective budget management including the delivery of spend to save proposals.

                      Accountable Lead Officer

                      Executive Lead Officer – Strategy Governance & Law

                      (Head of Performance Improvement and Programmes)

                      Start and end date

                      April 2020 to March 2024

                      Key Internal /External partners involved

                      Finance Business Partner

                      SMART Measure of Success

                      • Expenditure within agreed tolerance of demand-led/income dependent budget including delivery of savings proposals, summary of RAG ratings of corporate and directorate modernisation projects/programmes linked to the directorate
                      • Effective functioning of Directorate Modernisation Delivery Board, all significant change proposals shared with the Advisory & Support Group, all significant change proposals peer reviewed by the Corporate Modernisation Delivery Board at key decision/review points

                      8.5

                      Corporate Plan Link

                      Well run council

                      7.2

                      Action/deliverable

                      Ensure Directorate has an up to date Health & Safety Risk Profile in place. 

                      Accountable Lead Officer

                      Executive Lead Officer – Strategy Governance & Law

                      Start and end date

                      April 2021 to March 2024

                      Key Internal /External partners involved

                      Corporate Health Safety and Wellbeing

                      SMART Measure of Success

                      Completed Health & Safety Risk Profile covering all services and identifies the highest priority risk areas and services within the directorate. Reviewed annually or sooner if there have been service changes, a significant incident or changes to national risk priorities.

                      Budget: April 2021 to March 2022

                       

                      Functional Area

                      Budget

                      2021/22

                      £’000

                      Savings due

                      2021/22

                      £’000

                      1

                      Corporate Policy

                      661

                      27

                      2

                      Legal

                      1,666

                      65

                      3

                      Democratic Services

                      1,772

                      33

                      4

                      Life Events

                      261

                      40

                      5

                      Performance Improvement & Programmes

                      589

                      37

                      6

                      Communications

                      675

                      35

                       

                      Total

                      5,624

                      237

                      Risk: Strategy, Governance and Law as at 25 February 2021

                      Risk code

                      Corporate/ Directorate Plan Link

                      Strategic or Directorate

                      Risk owner

                      Initial risk score

                      Revised risk score

                      SGL

                      SR 35

                      Directorate Objective: 5

                      Strategic

                      Executive Lead Officer - Strategy Governance & Law

                      Red

                      L5 x I4

                      Amber

                      L4 x I3

                      Risk: 

                      Unable to manage serious risks and opportunities resulting from the impact of Brexit on the local and regional society and economy.

                      SGL DR 02

                      Directorate Objective: 8

                      Directorate

                      Executive Lead Officer - Strategy Governance & Law

                      Red

                      L5 x I4

                      Red

                      L4 x I4

                      Risk:

                      Unable to manage pressure resulting from reduced capacity (SGL's own savings) and increased demand (due to need to support other services) combines with Covid-19 response pressures for example timely consideration of school appeals

                      SGL DR 06

                      Directorate Objective 6

                      Directorate

                      Executive Lead Officer - Strategy Governance & Law

                      Red

                      L5 x I4

                      Red

                      L4 x I4

                      Risk: 

                      Inability to manage financial and other external challenges to Life Events services affects continued service provision to high standards especially in a Covid-19 situation