Directorate Plan 2022 to 2024

Directorate

Governance People and Resources

Responsible Officer

Abraham Ghebre Ghiorghis

Signed off by

Chief Executive, May 2022

Governance People and Resources 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

CCG

Clinical Commissioning Group

CEDG

Corporate Equality Delivery Group

CETS

Communities, Equality and Third Sector

CFO

Chief Finance Officer

CIB

Corporate Investment Board

CMB

City Management Board

CMT

Corporate Management Team

CMDB

Corporate Modernisation Delivery Board

CoCo

Public Network Code of Connection

Comms

Communications

CP

Corporate Plan

CRAF

Corporate Risk Assurance Framework

CSR

Comprehensive Spending Review

CTR

Council Tax Reduction

CVS

Community and Voluntary Sector

CYPS

Children, Young People and Skills

Dec

December

DEDG

Directorate Equality Delivery Group

DMT

Directorate Management Team

DWP

Department of Work and Pensions

EEC

Economy, Environment, Culture

EIA

Equality Impact Assessment

ELT

Executive Leadership Team

ESCC

East Sussex County Council

EPIC

Expertise; Passion; Innovation and Customer

F&R

Finance and Resources

FCL

Families, Children and Learning

Feb

February

FIAP

Fair and Inclusive Action Plan

FOI

Freedom of Information

FRP’s

Financial Recovery Plans

GBEB

Greater Brighton Economic Board

GDPR

General Data Protection Regulation

H&S

Health and Safety

HASC

Health and Adult Social Care

HMRC

HM Revenue & Customs

HNC

Housing Neighbourhoods and Communities

HR

Human Resources

HROD

Human Resources Organisational Development

HSE

Health & Safety Executive

IAA

Inter Authority Agreement

IICSA

Independent Inquiry into Child Sexual Abuse

IT&D

Information Technology and Digital

JMB

Joint Management Board

JMC

Joint Management Committee

KPI

Key Performance Indicator

LGA

Local Government Association

Mar

March

MDWG

Members Development Working Group

MI

Management Information

MOBO

Managed on Behalf of

MOG

Members’ Oversight Group

MTFS

Medium Term Financial Strategy

NAFN

National Anti-Fraud Network

NFI

National Fraud Initiative

No

Number

Nov

November

Oct

October

OLT

Orbis Leadership Team

OPP

Our People Promise

ORBIS

Public Sector Shared Service Partnership between BHCC, ESCC and SCC

P&R

Policy and Resources

PAB

Procurement and Advisory Board

PCB

Policy Chairs Board

PCC

Police and Crime Commissioner

PCI DSS

Payment Card Industry Data Security Standard

PCR

Public Contract Regulations

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

SAR

Subject Access Review

SCC

Surrey County Council

SEE

South East Employers

Sept

September

SGL

Strategy Governance and Law

SIRO

Senior Information Risk Owner

SIB

Strategic Investment Board

SMART

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

TBM

Targeted Budget Management

VFM

Value for Money

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 and inclusive council

7.4 Modernising council

7.5 Customer promise

7.6 Our Workforce

7.7 Working in partnership

Directorate Objectives for April 2022 to March 2024

Provide trusted services to all customers, councillors and staff to enable the council to deliver strategic and operational priorities through optimising resources and ensuring robust governance.

  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 and democratic support to enable successful delivery of council priorities
  4. Create balanced Medium Term Financial Strategy and capital investment programme
  5. Deliver effective governance and performance oversight
  6. Initiate, deliver and drive change to modernise the council and improve service to customers
  7. Develop an agreed plan for the provision of core technology and digital capabilities, and associated support, governance and engagement, to address council’s current needs and the strategic ambitions
  8. Collaborate with stakeholders across the council and community to develop and embed a people strategy aligned to the Corporate Plan, Directorate Plans and the council’s Modernisation programme

Governance People and Resources vision and direction of travel for 2022 to 2024

Vision: To be a well-run council

To achieve this, we will:

Human Resources and Organisational Development: aim to be a trusted partner and provide valued HR, OD and Health and Safety support with expertise and innovation that ensures the council has the workforce it needs to deliver its strategic and operational priorities.

IT and Digital: aim to provide, develop and support the core digital, data and technology capabilities used by the council enabling it to operate effectively and deliver priority resident and community outcomes.

Finance: aim to provide the organisation with high quality Corporate Financial Services and Strategic Business Partner support, including professional financial advisory services, to help the authority and services optimize value for money and the use of resources.

Revenues, Benefits and Business Operations: combine the Revenues and Benefits and Business Operations services, aiming to support the council’s Welfare Framework and provide a holistic welfare support service, as well as administering Housing Benefits, Payroll and Supplier Payments, and collecting very substantial revenues for the council from Business Rates, Council Tax and other debtors. The service aims for prompt payment of the council’s suppliers and a high level of collection performance, following best practice debt recovery and collection.

Internal Audit and Counter Fraud: aim to provide an independent, objective assurance and consulting activity designed to add value and improve the organisation’s operations through a systematic, disciplined approach to evaluating and improving the effectiveness of risk management, internal control and governance processes.

Procurement: aim to provide a Strategic Business Partnering procurement function through the Orbis Partnership to assist the organisation to achieve sustainable and responsible procurement taking into account environmental, social and governance principles. Procurement aims to align the council’s supply chain with its priorities and objectives and support the commissioning function to achieve value for money.

Communications: aim to provide accessible and relevant information, ensure opinions are actively sought, easy to give and demonstrably listened to and create unity and pride amongst staff.

Legal and Democratic Services: aim to provide high performing, cost effective legal and democratic services which support members and officers across all council functions and enables legally compliant governance and decision-making, and effective public involvement in the democratic process.

Customer, Modernisation and Performance Insight:  drive continuous improvement and efficiency to enable delivery of the organisational priorities to better serve our customers and contribute towards keeping the council safe.

Policy, Partnership and 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 and 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

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 and 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

1.3  

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

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

Accountable Lead Officer

Policy Partnership and 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.

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 7.1.1

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

Report against clearly identified and measured objectives in each communications campaign.

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 a sense of belonging working for the organisation from 65% in the 2021 staff survey to 68% in the 2023 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 71% in the 2021 staff survey at 71% in the 2023 staff survey
  • Raise percentage of staff who feel valued by the organisation from 49% in the 2021 staff survey to 55% in the 2023 staff survey.

2.3      

Corporate Plan Link

Well run council 7.2.1

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

  • Deliver training, support and tools identified in the Supporting Members delivery plan

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 and Digital

SMART Measure of Success

Deliver new website which meets objectives and to timeframe.

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

Assistant Director Policy and Communications

Start and end date

April 2020 to March 2023

Key Internal /External partners involved

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

SMART Measure of Success

  • Recruit to post of Consultation and Public Affairs following Communications Team service redesign
  • Consult with Customer Experience Steering Group on a draft Consultation and Engagement Framework by end of June 2022
  • Agree Consultation and Engagement Framework with ELT, Policy Chairs
  • 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 7.2.4

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 and Digital
  • All staff

SMART Measure of Success

  • Continued roll out of accessibility training – ongoing
  • Respond to all audit findings on accessibility – ongoing to ensure regulations are being met – by end of March 2023
  • Ensure accessibility statements are up to date - ongoing

 

4. Create balanced Medium Term Financial Strategy and capital investment programme

4.1

Corporate Plan Link

Our Workforce 7.6.6

Action/deliverable

On an ongoing basis, identify areas of risk in relation to pay, recruitment and retention, and designing options for consideration within the bounds of affordability.

Accountable Lead Officer

Director, Human Resources and Organisation Development

Start and end date

April 2022 to March 2023

Key Internal /External partners involved

Pay benchmarking services       

SMART Measure of Success

  • Ongoing monitoring of:

    • labour market
    • recruitment and retention
    • impact of market supplements
  • Develop proposals and options to present to ELT, Policy Chairs and if necessary, Policy and Resources Committee (September 2022)
  • Impact of the pay review, if agreed, built into 4 year MTFS
  • Maintain an equal pay compliant pay structure

4.2

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

Maximising the financial integrity and sustainability of the organisation to minimise any unplanned adverse impacts of financial pressures on organisational capacity, services and citizens through Medium Term Financial Planning and a 5 year Capital Strategy.

This should incorporate an assessment of financial risks arising from major policy and service developments including:

  • Changes to local welfare support
  • Integrated Care System (ICS) implications
  • Pay reform and equal pay risks
  • Corporate systems review
  • Phase (4) Workstyles and FWOW
  • Homelessness policy implications
  • Community Wealth Building and the circular economy
  • Carbon net zero financial implications.

Accountable Lead Officer

Chief Finance Officer

Start and end date

April 2022 to February 2023

Key Internal /External partners involved

  • All council
  • Executive Leadership Team (ELT)
  • Clinical Commissioning Group (CCG)
  • CVS

SMART Measure of Success

Forward planning:

  • Assumptions communicated with lead members (May 2022 to December 2022) including reporting to July and December Policy and Resources (Policy and Resources)
  • New Medium Term Financial Strategy (MTFS) developed for the 2023/24 budget process
  • Short and medium term options for addressing future identified Budget Gaps considered and approved by Policy and Resources and Budget Council

In-year performance and risks:

  • Targeted Budget Management (TBM) on target
  • Savings achievement across all directorates monitored and reported
  • Unqualified external auditor opinion on the Statement of Accounts
  • No risks of significant weaknesses identified following the external audit Value for Money review

4.3

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

Undertake an assessment of compliance with the Financial Management Code and identify improvement actions.

Accountable Lead Officer

Chief Finance Officer

Start and end date

June 2022 to January 2023

Key Internal /External partners involved

Whole council.

SMART Measure of Success

  • Assessment completed by November 2022
  • Improvement actions identified and recommendations provided to Audit and Standards Committee by January 2023

 

5. Deliver effective governance and performance oversight

5.1

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

Key performance indicators for each outcome will be monitored quarterly to make sure we are on track to deliver this council plan

Accountable Lead Officer

Assistant Director Customer, Modernisation & Performance Insight

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

All directorates 

SMART Measure of Success

  • All Directorate 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 and Resources Committee)

5.2

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

Assistant Director Customer, Modernisation and Performance Insight

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 Audit and Standards Committee meetings as agreed
  • Annual Governance Statement approved and published on council website annually in accordance with statutory deadlines

5.3

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

Standards investigation

Undertake standards investigations in relation to complaints against members, 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

Assistant Director Legal and Democratic 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 LN/ELT submitted a declaration of interest return
  • All Member complaints completed within procedure
  • Whistle blowing cases acknowledged within 2 days and resolved within a month
  • Complaints completed on time and Reports to Audit and Standards Committee agreed

5.4

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

Deliver the Internal Audit Plan and Strategy whilst maintaining sufficient flexibility to focus on new and emerging risks, including investigation of reported incidents of suspected fraud/irregularity and ensure appropriate sanctions are applied.

Delivery a programme of proactive counter fraud work including data matching, the delivery of counter fraud training and the production of guidance for council managers and staff.

Accountable Lead Officer

Orbis Chief Internal Auditor

Audit Manager (Brighton & Hove City Council)

Audit Manager (Counter fraud)

Start and end date

April 2022 to March 2024

Key Internal /External partners involved

  • All council services
  • Sussex Police
  • DWP
  • National Anti-Fraud Network (NAFN)
  • National Fraud Initiative (NFI)

SMART Measure of Success

  • Deliver or support employee and corporate investigations.
  • Overpayments arising from procurement fraud/duplicate payments etc. identified including NFI data matching.
  • Fraud awareness training and guidance updated.
  • Regular updates on progress provided to Audit and Standards Committee. 

5.5

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

Lead the Audit and Standards Committee through the recommendations of the review of Committee undertaken by CIPFA and enable implementation of agreed actions.

Accountable Lead Officer

Chief Internal Auditor

(Audit Manager Brighton & Hove City Council)

Start and end date

April 2021 to March 2023

Key Internal /External partners involved

Whole council

SMART Measure of Success

  • Committee engagement and workshop undertaken by June 2022
  • Improvement actions identified by September 2022

 

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

Assistant Director Customer, Modernisation and Performance Insight

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
  • Stage 1 complaints escalated to Stage 2 no more than 9.9%
  • Monitor contact channels with a view to increasing digital contacts – digital contact 74% in 2022/2023
  • 80% of stage 1 and stage 2 investigations completed within timeframe

6.2

Corporate Plan Link

Modernising council 7.4.1

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

Assistant Director Customer, Modernisation and Performance Insight

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, such as at least 90% of identified savings achieved for 2022/2023.

6.3

Corporate Plan Link

Modernising council 7.4.1

Action/deliverable

Corporate modernisation

Programme Digital Customer:

Delivery of Digital Customer modernisation programme products focusing on One Council approach:

  • Website
  • Customer Index/Viewer
  • MyAccount
  • Contact Management

Accountable Lead Officer

Assistant Director Customer, Modernisation and Performance Insight

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Communications team
  • All services

SMART Measure of Success

  • MyAccount – 150,000 users, at least 20% reduction in support ticket requests in relation to the user base
  • Website – 100% service content moved to new layout, Increased proportion of customer contacts through digital contact
  • Customer Index/Viewer  - Increased usage of customer viewer to better serve customers
  • Contact Management – Increased usage within services

6.4

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

Assistant Director Customer, Modernisation and Performance Insight

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

  • Health and Adult Social Care
  • Health and Safety team
  • Procurement team
  • All Services

SMART Measure of Success

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

6.5

Corporate Plan Link

Well run council 7.2

Action/deliverable

Set up Data Governance and Insight framework:

  • To ensure best practice data capture, storage and sharing across the organisation to improve quality, relevance and availability
  • To strengthen data driven decision making to drive policy agenda, strategic change and ensure best outcomes for our customers

Accountable Lead Officer

Assistant Director Customer, Modernisation and Performance Insight

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

All Services

SMART Measure of Success

  • Decision on corporate insight tool
  • Improved compliance with info governance training
  • Improved compliance with information asset registers

6.6

Corporate Plan Link

Customer Promise 7.5.1

Action/deliverable

Ensure a robust, compliant and cost- effective Information Rights case handling framework in place to enable it to meet its legal obligations, including timescales under the General Data Protection Regulation, Data Protection Act 2018, Freedom of Information Act 2000 and associated legislation.

Accountable Lead Officer

Assistant Director Customer, Modernisation and Performance Insight

Start and end date

April 2020 to March 2022

Key Internal /External partners involved

  • All Directorates
  • Legal services
  • Information and Privacy Design team

SMART Measure of Success

Compliance with Information Commissioner expectations in relation to Freedom of Information (FOI), Data protection and Subject Access Request (SAR) cases.

6.7

Corporate Plan Link

Modernising council 7.4

Ensure that schools continue to improve and all children do well 4.2.8

Action/deliverable

Deliver the actions of the Health and Safety Strategic Action Plan, and the outcomes from investigation activity carried out by Health and Safety executive (HSE).

Accountable Lead Officer

Head of Health and Safety

Start and end date

April 2022 to March 2023

Key Internal /External partners involved

  • HSE
  • Schools
  • Trade Unions
  • Corporate Health and Safety Forum Members

SMART Measure of Success

  • Appropriate allocation of resources to ensure the plan can be delivered.
  • Terms of Reference for the Assurance Group include direction and oversight of actions and link to the councils COVID-19 recovery framework through the Ways of Working (WOW) Working Group;
  • Completion of all actions within the plan as per the deadlines stated (see dates in Strategic Action Plan – currently being re-written);
  • Strategic action plan reviewed to include Covid19 recovery and FWOW work; and RoSPA (Royal Society for the Prevention of Accidents) Audit Report recommendations.
  • Appropriate allocation of resources to respond to any further activity that arises from the HSE’s investigation.

6.8

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

Local Land Charges; HM Land registry:

  • 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

6.9

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

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

SMART Measure of Success

  • New fees for Bereavement Services to be agreed annually by Policy and Resources Committee
  • Achieve income targets for Bereavement Services as set in budget and monitored through monthly TBM.
  • Introduce new Bereavement software system

6.10

Corporate Plan Link

Modernising council 7.4

Action/deliverable

Registration service

Maximise income generation through modernised services across all areas of the Registration Service and through review of marketing approach and opportunities. 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 and agreed annually by P&R Committee including future year fee setting
  • Continued provision of Government Tell Us Once (TUO)

6.11

Corporate Plan Link

  • Modernising council 7.4
  • Reduce homelessness and rough sleeping 1.1.11
  • Address the causes of poverty and its impact on our communities 3.3.1

Action/deliverable

Develop the council’s local Welfare Framework and welfare support through collaboration with key services:

  • To include developing a service design that incorporates the council’s short and long term intentions around welfare support, including support for cost of living impacts on low income households, into budget plans and evolving this into an ongoing council-wide framework for Welfare Support

Accountable Lead Officer

  • Head of Welfare
  • Revenues
  • Business Support

Start and end date

April 2022 to March 2024 

Key Internal /External partners involved

  • Local Government Association (LGA)
  • JobCentre Plus
  • Department of Work and Pensions (DWP)
  • Community and Voluntary Sector (CVS)
  • Health and Adult Social Care (HASC)
  • Families, Children and Learning (FCL)

SMART Measure of Success

  • Revised Welfare Framework and cost of living support agreed and implemented (April 2022).
  • Welfare support risks (SR24) assessed and updated regularly.
  • Trends monitored through Council Tax Reduction (CTR), LDSF and DHP caseloads.
  • Measure numbers of customers assisted by Debt Prevention, Welfare Rights and Discretionary Help and Advice Teams, and outcomes where available.
  • Report progress to ELT and Policy and Resources Committee periodically.

6.12

Corporate Plan Link

Build Community Wealth

  • 2.1.2
  • 2.1.4
  • 2.1.5
  • 2.1.6

Action/deliverable

Develop a Procurement Policy that enables the city's spending power to be used to procure local services for the benefit of our communities by buying goods and services locally where possible, changing the way we outsource services to help small local suppliers vie for council contracts and considering the in-house option if it will increase social value and is affordable.

Accountable Lead Officer

Orbis Director of Procurement

Brighton & Hove City Council Head of Procurement

Start and end date

April 2020 to March 2024 

Key Internal /External partners involved

  • Orbis Procurement
  • Procurement Advisory Board (PAB)
  • Policy Team 

SMART Measure of Success

  • Adoption of Procurement Policy aimed at CWB and Social Value.
  • Recommendations from the Member Working Group incorporated as required.
  • % of overall spend committed to local business to improve by March 2024

6.13

Corporate Plan Link

Modernising council 7.4.1

Action/deliverable

[Corporate Modernisation Programme]: Procurement and Contract Management: Implement improved oversight over contract management across the council.

Accountable Lead Officer

Orbis Director of Procurement

Brighton & Hove City Council Head of Procurement

Start and end date

April 2021 to March 2024

Key Internal /External partners involved

  • Orbis
  • ELT
  • DMTs

SMART Measure of Success

  • Actions and recommendations from the procurement ‘exception’ audit implemented.
  • Training and development offer developed and targeted on identified areas of contract management weakness.
  • Information management requirements identified and specified for the Corporate Systems Review.
  • Short term (work around) compliance measures developed and implemented.

6.14

Corporate Plan Link

Modernising council 7.4.1

Action/deliverable

Undertake a review of Corporate Information Systems and implemented the recommendations to ensure the most effective and efficient way of delivering and providing services and be well placed to take advantage of social, cultural, environmental and technological change.

Accountable Lead Officer

Chief Finance Officer

Start and end date

April 2022 to March 2025

Key Internal /External partners involved

  • All support Functions
  • External Contracts
  • Internal Customers

SMART Measure of Success

  • Corporate Systems Review completed with recommendations (April 2022).
  • Business Case developed and capital investment agreed by Policy and Resources Committee (July 2022).
  • Implementation plan for development or replacement (procurement) of corporate systems in place (July 2022).

6.15

Corporate Plan Link

Customer promise 7.5

Action/deliverable

The Brighton & Hove City Council Orbis Lead to represent the council as a strategic customer of the Orbis partnership to ensure that council officers and customers receive excellent services from the partnership covering IT and Digital, Procurement, Internal Audit and Counter Fraud, Insurance, Treasury Management & Taxation.

Accountable Lead Officer

Chief Finance Officer

Start and end date

April 2022 to March 2024

Key Internal /External partners involved

  • Orbis (Surrey and East Sussex County Councils)
  • JMB
  • ELT
  • Orbis Member Oversight Board

SMART Measure of Success

Orbis Business Plan refreshed and agreed by JMB (March 2022).

7. Develop an agreed plan for the provision of core technology and digital capabilities, and associated support, governance and engagement, to address council’s current needs and the strategic ambitions

7.1

Corporate Plan Link

Well run council 7.2

Action/deliverable

Enterprise review of Digital and Technology:

To complete a review of directorate and council-wide technology and digital needs and ambitions. Use the process of this engagement and findings to:

  • Reset the relationship between IT and Digital senior leadership team and ELT, and how the IT Business Partners work with DMTs
  • Develop a 3 year digital and technology action plan with defined outputs, outcomes and accompanying investment plan
  • Define the linkages and interdependencies between technology and digital with data management and data insight capabilities
  • Establish appropriate governance (decision making and oversight) and clear accountability for the design and delivery of digital and technology products and services

Accountable Lead Officer

Chief Digital Information Officer

Start and end date

April 2022 to March 2023

Key Internal /External partners involved

  • Orbis
  • All council

SMART Measure of Success

To be defined as part of the development of the action plan and governance model.

7.2

Corporate Plan Link

Modernising council 7.4.1

Action/deliverable

Corporate Modernisation Programme – Digital Organisation:

  • Develop a scalable and resilient technical architecture which provides a secure, highly available platform for business services

Accountable Lead Officer

Chief Digital Information Officer

Start and end date

April 2022 to March 2022

Key Internal /External partners involved

  • Orbis
  • All council

SMART Measure of Success

  • A secure technology environment which is compliant with national regulatory regimes
  • Standardised infrastructure across Orbis partners generating procurement economies of scale and single point of support
  • Provision of a ‘High Availability’ offer for critical services to minimise interruption to business
  • Improvement to relevant performance measure, for example major incident or business losses due to downtime, in line with CMDB expectation

7.3

Corporate Plan Link

  • Well run council 7.2.1
  • Fair and inclusive 7.3
  • Modernising council 7.4

Action/deliverable

Corporate Modernisation Programme

Enable the successful delivery of the future ways of working programme to maximise the effective use of resources which take the opportunities to embed digital and sustainable recovery.

Accountable Lead Officer

Director Human Resources and Organisational Development

Start and end date

November 2021 to March 2024

Key Internal /External partners involved

  • All council.
  • Trade unions.
  • Staff Forums.
  • Public Sector partners

SMART Measure of Success

  • Complete engagement on a hybrid working framework by May 2022
  • Agree the future employment offer by June 2022
  • Full business case on future Accommodation Strategy by July 2022
  • Scope and design the Digital Skills framework by October 2022

7.4

Corporate Plan Link

Well run council 7.2.1

Action/deliverable

Corporate Modernisation Programme - Deliver the programme to redevelop the Wave to:

  • Create a new platform with better access, improved search and other functionality, and that meets accessibility regulations
  • Provide a key tool for staff as part of the Future Ways of Working

Accountable Lead Officer

Director Human Resources and Organisational Development

Start and end date

November 2021 to March 2024

Key Internal /External partners involved

  • IT and Digital
  • Communications

SMART Measure of Success

  • All Brighton & Hove City Council staff can log into the Wave on any device with a browser by March 2023
  • Improvement in Wave usage by October 2023 
  • User satisfaction Good or above for 60% of survey respondents by March 2023
  • Accessibility regulation compliance improved and number of issues reduced by half by December 2022

8. Collaborate with stakeholders across the council and community to develop and embed a people strategy aligned to the Corporate Plan, Directorate Plans and the council’s Modernisation programme

8.1

Corporate Plan Link

Fair and inclusive council 7.3.1

Action/deliverable

[Mandatory]: Fair and 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 Director of Governance, People and Resources

Equalities Coordinator – 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 relevant DEDG and CEDG.

8.2

Corporate Plan Link

Fair and inclusive council 7.3

Action/deliverable

[Mandatory]: Fair and Inclusive Workforce:

Directorate to lead initiatives to deliver the corporate aim of a diverse workforce at all levels and work actively to achieve the council’s commitment to being a fair and inclusive place to work.

Accountable Lead Officer

  • Executive Director of Governance, People and Resources
  • Equalities Coordinator – Communities

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

Equalities Team

SMART Measure of Success

  • Workforce profiles Workforce profiles across all grades and contract types in line with corporate targets
  • Numbers of people recruited and percentage of those at application, interview and appointment stages for protected characteristics
  • Number and percentage of leavers for protected characteristics.
  • Percentage of recruiting managers who have been trained
  • Percentage improvement in positive responses to 2021 staff survey questions relating to fair and inclusive index and developing people index

8.3

Corporate Plan Link

Modernising council 7.4

Our Workforce

  • 7.6.1
  • 7.6.2
  • 7.6.3
  • 7.6.5
  • 7.6.7

Action/deliverable

[Modernisation Programme – Our People Promise (Corporate)]

Deliver ‘Our People Promise’ (PP) priorities to ensure the council is able to recruit and retain the workforce it needs to deliver the corporate plan, directorate objectives and modernisation, and to improve the motivation and morale of staff as measured in the Staff Survey.

Accountable Lead Officer

Director, Human Resources and Organisational Development

Start and end date

April 2022 to March 2024

Key Internal /External partners involved

  • All council
  • Trade unions
  • Staff forums

SMART Measure of Success

  • Response to COVID-19 and Recovery:

    • Update PP promises with current activities that deliver priorities by September 2022
    • Capture benefits of new ways of working that have resulted from the response to COVID-19 including reduced commuting and business travel through Future Ways of Working (FWOW) deliverables by March 2023.
  • Deliver specified and non-cashable benefits for the project/programme (March 2023)
  • Improvement in staff survey results against ‘I feel valued by my employer’ question (Staff Survey – May 2023 to 55% (47% 2019, 49% 2021)).
  • Improvement in workplace diversity regarding representation of staff with a protected characteristic as defined by established Key Performance Indicators (KPI’s) (March 2023)
  • Fair and Inclusive Workplace and Services Modernisation Programme benefits table in place with targets and allocated leads and clear progress achieved (March 2023)
  • CP actions to be developed as measures of success including:
    • 7 recruiting and retaining the right people
    • 7.6.2 clear employer offer and support to perform well
    • 7.6.3 staff wellbeing
    • 7.6.7 good place to work
    • 7.6.5 opportunities for training and developing skills

8.4

Corporate Plan Link

Modernising council 7.4

Our Workforce 7.6.4

Action/deliverable

[Corporate Modernisation Programme] Through the delivery of the Fair and Inclusive Workplace improve the experience of staff across the organisation as measured by the staff survey. Be a fair and inclusive employer that values diversity and individuality.

Accountable Lead Officer

Director Human Resources and Organisational Development

Start and end date

April 2020 to March 2024

Key Internal /External partners involved

  • Staff forums
  • Trade unions

SMART Measure of Success

  • Fair and Inclusive Workplace and Services Modernisation Programme benefits table in place and clear progress - March 2023

8.5

Corporate Plan Link

Ensure that health and care services meet the needs of all 6.5.4

Action/deliverable

Extend the council’s ‘My Shop’ card offering discounts in local shops, cafés and leisure venues and subsidised transport to care workers across the city.

Accountable Lead Officer

Director Human Resources and Organisational Development

Start and end date

April 2020 to July 2022

Key Internal /External partners involved

  • MyStaff Shop
  • Carers’ Network

SMART Measure of Success

Options for extending MyStaffShop to carers in the city identified, costed and reported to ELT, Policy Chairs Board and, if required, Policy and Resources by September 2022.

8.6

Corporate Plan Link

Ensure that schools continue to improve and all children do well 4.2.7

Action/deliverable

Reintroduce a local authority supply teacher service to save schools money and ensure high quality teaching.

Accountable Lead Officer

Director Human Resources and Organisational Development

(Lead Consultant HR Reward, Policy and Project team)

Start and end date

April 2022 to March 2023

Key Internal /External partners involved

  • HR
  • Trade Unions
  • Headteachers
  • Business Operations

SMART Measure of Success

  • High level options appraisal prepared, shared and presented to Lead Member
  • and implementation plan to deliver on decisions prepared by September 2022

8.7

Corporate Plan Link

Modernising council 7.4

Our Workforce 7.6

Action/deliverable

To continue to develop and implement a pro-active strategy to improve industrial relations in conjunction with recognised trade unions.

Accountable Lead Officer

Director Human Resources and Organisational Development

Start and end date

April 2022 to March 2024

Key Internal /External partners involved

  • Staff Forums
  • Trade unions.
  • Leadership Network

SMART Measure of Success

  • To streamline Collective Disputes process to shorten the time taken for Disputes to get to Stage 2 Hearings by 30%, and reduce number of collective disputes in 2022/2023 by 20%
  • To build positive relationships with recognised trade unions to enable potential issues to be addressed at an early stage to reduce collective disputes by 20%
  • To review Joint Staff Consultative Forum and make more effective as a vehicle to raise appropriate issues, measured by positive feedback from members and unions representatives at the end of 2022/2023

GPR and Corporate Budgets: April 2022 to March 2023

 

Functional Area

Budget 2022/23

£’000

Savings

£’000

1

Corporate Policy

752

(28)

2

Legal

1,580

(119)

3

Democratic Services

1,775

(83)

4

Life Events

(81)

(163)

5

Performance Improvement and Programmes

676

(33)

6

Customer, Modernisation and Performance Insight

632

(48)

7

Finance (Mobo)

1,987

(150)

8

HR and Organisational Development (Mobo)

2,851

0

9

IT and Digital (Mobo)

3,981

0

10

Procurement (Mobo)

114

0

11

Business Operations (Mobo)

416

0

12

Revenues and Benefits (Mobo)

5,425

0

13

Housing Benefit Subsidy

(751)

0

14

Contribution to ORBIS

8,101

0

15

Corporate Budgets

(64,563)

(325)

 

Total

(37,105)

(949)

Risk: Governance, Performance and Resources as at January 2022

Risk code

Corporate/ Directorate Plan Link

Risk title

Strategic or Directorate

Risk owner

Current risk score

Target risk score

GPR  DR 03

Directorate Objective 6

Challenge to disaggregate budgets and change management for HR & OD, parts of finance including business operations which were in the Orbis Partnership are brought back into sovereign control by BHCC

Directorate

Chief Finance Officer and Director, Human Resources and Organisational Development

Amber L4 x I3

Amber L3 x I3

GPR  DR 04

Directorate Objective 6

Support function staff not able to sufficiently implement or influence mitigations to enable the council and its services to meet targets for debt recovery in the current financial environment and collection income with impact on job satisfaction and morale

Directorate

Chief Finance Officer and Director, Human Resources and Organisational Development

Amber L4 x I3

Amber L3 x I3

GPR  DR 05

Directorate Objective 3

Continue effective functioning of the democratic process balancing public access requirements and arrangements to ensure public health

Directorate

Executive Director, Governance, People and Resources

Amber L4 x I3

Amber L3 x I3

 

SR2

Corporate Plan: Outcome: A well run council

Council is not financially sustainable

 

Strategic

Chief Finance Officer

Red L5 x I4

Red L4 x I4

 

 

SR32

Corporate Plan: Outcome: A well run council

 Challenges in ensuring robust & effective health & safety measures, leading to personal injury, prosecution, financial losses, or reputational damage

 

Strategic

Director, Human Resources and Organisational Development (Head of Health and Safety)

 

 

Red L4 x I4

 

 

Amber L3 x I4

 

 

SR18

Corporate Plan: Outcome: A well run council

The organisation is unable to deliver its functions in a modern, efficient way due to the lack of investment in and exploitation of technology

 

 

 

 

Strategic

Chief Executive (Head of Strategy and Engagement)

 

 

Red L4 x l4

 

 

Amber L3 x l4

 

SR25

Corporate Plan: Outcome: A well run council

Insufficient organisational capacity or resources to deliver all services as before and respond to changing needs and changing circumstances

 

Strategic

Chief Executive (Director, Human Resources and Organisational Development)

 

Red L4 x l4

 

Amber L3 x l4

 

SR10

Corporate Plan: Outcome: A well run council

 

Corporate Information Assets are inadequately controlled and vulnerable to cyber attack

 

Strategic

Chief Executive (Head of Strategy and Engagement)

 

Red L4 x l4

 

Amber L4 x l3

 

 

SR24

Corporate Plan: Outcome: A well run council Directorate Plan:1.1

The council is unable to provide an effective welfare support response to households facing financial hardship.

 

Strategic

Chief Finance Officer (Head of Welfare, Revenues and Business Support/ Revenues and Benefits Manager)

 

 

Amber L4 x I3

 

 

Amber L3 x I3

 

SR29

Corporate Plan: Outcome: A well run council

Procurement non-compliance and ineffective contract performance management leads to sub-optimal service outcomes, financial irregularity and losses, and reputational damage

 

Strategic

Chief Finance Officer (Head of Procurement)

 

Amber L3 x I4

 

Amber L3 x I3