Draft 2 - 8 June 2007




Chief Executive’s Directorate

2007/08 Business Summary




                   1 / 10
Chief Executive’s Directorate Business Summary 2007-08
                                     Draft 2 - 8 June 2007



Who w...
Chief Executive’s Directorate Business Summary 2007-08
                                     Draft 2 - 8 June 2007


Scruti...
Chief Executive’s Directorate Business Summary 2007-08
                             Draft 2 - 8 June 2007


c) relocating ...
Chief Executive’s Directorate Business Summary 2007-08
                              Draft 2 - 8 June 2007




Resources

...
Chief Executive’s Directorate Business Summary 2007-08
                                     Draft 2 - 8 June 2007




Key ...
Chief Executive’s Directorate Business Summary 2007-08
                                     Draft 2 - 8 June 2007


25. Pa...
Chief Executive’s Directorate Business Summary 2007-08
                                     Draft 2 - 8 June 2007


Direct...
Chief Executive’s Directorate Business Summary 2007-08
                                     Draft 2 - 8 June 2007


71. Su...
Chief Executive’s Directorate Business Summary 2007-08
                                         Draft 2 - 8 June 2007




...
Upcoming SlideShare
Loading in …5
×

Chief Executive (Microsoft Word format, 150kb)

533 views

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
533
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
2
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Chief Executive (Microsoft Word format, 150kb)

  1. 1. Draft 2 - 8 June 2007 Chief Executive’s Directorate 2007/08 Business Summary 1 / 10
  2. 2. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 Who we are There are nearly 160 of us in the Directorate, headed by: • Kevin Brady, Assistant Chief Executive • Martin Vickers, Director of Change • Susan Wildman, Director of Marketing and Communications. Our main functions is to co-ordinate and direct the council’s strategic policies, such as the council’s seven Pledges and Salford Strategic Partnership’s community plan themes and its approach to local government modernisation. The Directorate has specific responsibility for corporate strategy and policy, regeneration and resource procurement, and establishing and maintaining effective relationships with Government Offices, partners and agencies at local, regional and national levels. It also provides high-level policy support to the council’s leadership. The Regeneration and Improvement Division delivers • a comprehensive regeneration service, covering programme management and grant regime advice, e.g. European funding, Single Regeneration Budget 5, New Deal for Communities, and National Lottery • support for corporate performance management, including the development and running of the corporate performance management framework, and comprehensive performance assessment • the development and management of the Salford Agreement, and programme manages elements of the Safer Stronger Communities block • the development and co-ordination of city-wide Economic Development Strategy and programmes, in conjunction with partners, and delivery of Action Plans to support business development, increase investment and improve the employability of Salford residents. The Marketing and Communications Division is responsible for developing and implementing the marketing strategies for the authority. It also leads the development of the Salford city-wide marketing strategy and brand with partner organisations. The Overview and Scrutiny Division supports elected members in carrying out their responsibilities in respect of the overview and scrutiny function. The role of Overview and Scrutiny is to look at the services and issues that affect the lives of people in Salford. It's about listening to the concerns of local people and to check how the council and other organisations are performing and where necessary seek improvement. Six overview and scrutiny committees have been established to oversee the work of the Cabinet, lead members and other agencies and, importantly to ensure that the council’s performance is monitored and that its policies, plans and practices are developed properly and carried out effectively. 2 / 10
  3. 3. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 Scrutiny is also about helping the council to work with local people, service partners, other organisations and voluntary/community groups, to improve the quality of life for people in Salford. The Community Safety Unit supports the agencies of Salford Crime and Reduction Partnership in their work together to reduce crime, disorder and drug abuse. Salford Council and its partner agencies are committed to ensure that it is a safe place to live work and visit. Community safety in Salford delivers local solutions to local problems that have been identified by local people. The Executive Services Unit supports business support for the council’s leadership. The LSP Management and Administration team is responsible for driving, co- ordinating, supporting and promoting the work of Salford Strategic Partnership, which includes the Strategic Partnership Board, its Executive and Management Group. It promotes delivery of the Partnership’s Community Plan via the city’s thematic partnerships. It supports improved cross-cutting initiatives and priorities including partnership skills training, community involvement, supporting communities of identity, and ethnicity monitoring and maintains a dedicated website. The Government’s current legislation signals a central role for LSPs in delivering ‘second generation LAAs’ from 2008. The team supports all strategic partners to enable their effective input into the agreed vision for the city and to respond to the changing national and local agenda. What we achieved last year 1. Development of the Salford Agreement 2007-10 2. Review and revision of LSP arrangements to improve effectiveness of partnership contribution to common objectives 3. Developing a spending programme for the Safer, Stronger Communities Fund against tight deadlines 4. A Triathlon World Cup bid and presentation in Geneva that reinforced the city’s image and reputation 5. Development of the Stage 1 Irwell City Park proposals, with well-received and thorough consultation 6. Partnership working on the BBC project 7. Achieving City Strategy Pathfinder Status 8. Developing International Trade Links with China 9. Implementing £10m flagship project - Salford Innovation Forum, in partnership with Salford University 10.Continued improvements in support for Overview and Scrutiny 11. Managerial developments including a) establishing a new management team b) increasing mutual awareness between divisions across the directorate 3 / 10
  4. 4. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 c) relocating consolidating Marketing and Communication Division and Regeneration and Improvement Division in Unity House d) mainstreaming within directorate health and safety, equality and diversity and Investors in People 4 / 10
  5. 5. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 Resources Number of Budget Division staff ( FTE) £’000 Community Safety, including Greater 17 657 Manchester Against Crime Executive Services 10 817 Regeneration & Improvement 33 2,094 New Deal for Communities 64 6,382 Marketing and Communications 44 1,716 Overview & Scrutiny 9.5 277 LSP Support and Administration Team 8 351 Central charges 443 Corporate and Democratic Core 3,964 Total 16,701 Total budget Revenue £16,701,000 Capital £6,545,000 5 / 10
  6. 6. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 Key strategic priorities Directorate objective: 1. Lead Salford Agreement (2007/10 and 2008/11) (KB/AT/ SM) 1. Develop delivery plans for employment and skills and enterprise targets 2. Support partner input into delivery and development. 3. Delivery of Agreement 2007-08 4. Develop revised Agreement 2008-11 5. Align Local Authority Business Growth Initiative to Agreement priorities. Directorate objective: 2. Lead council’s drive for excellence (MV/AT) 6. Support council’s drive for excellence by addressing issues from BV General Residents’ Survey 2006 7. Improve and extend use of reports from PMF database to support management of the Salford Agreement and other issues such as risk and improvement plans. 8. Improve internal communications. 9. Develop a performance management for Overview & Scrutiny Committees based on Salford Agreement. 10. Work towards ‘excellent’ status for the council’s website in “Better Connected”, including improving accessibility. 11. Produce 2007/08 Best Value Performance Plan by 30 June 2007 12. Manage CPA process to achieve maximum score by achieving all performance indicators unqualified by Audit Commission, and a favourable report on data quality 13. Manage LPSA 2 programme to achieve enhanced outcomes for local people and maximum receipt of performance reward grant. Directorate objective: 3. Drive economic development and Connecting people strategy and programme (KB/EK) 14. Develop and implement integrated economic development strategy with the URC 15. Lead on reducing Worklessness in Salford 16. Contribute to improving the skills of people who live and work in Salford 17. Provide support on emerging issues, e.g. mediacity:uk, worklessness, raising aspirations & connectivity 18. Develop and implement Corporate and Think Employability plans 19. Implement community engagement strategy. 20. Commission the employment land review and take forward its recommendations with Housing and Planning Directorate and CS URC. 21. Ensure Salford plays an active role in the Greater Manchester City Strategy pathfinder consortium and business plan so that local needs are met 22. Play a greater role in the Manchester: Knowledge Capital programme. 23. Support the sub regional inward investment Service (MIDAS). 24. Develop key sectors thinking/approach 6 / 10
  7. 7. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 25. Participate in Creative /Media Strategy (CSURC lead) Directorate objective: 4. Lead response to Strong and Prosperous Communities (KB/AT/SM) 26. Lead preparation of council and partner agencies for comprehensive area assessment. 27. Develop a protocol for the use of ‘community calls for action. 28. Further review LSP structures to promote council’s community leadership role and ensure appropriate governance arrangements 29. Review corporate performance management to make it more coherent and fit for comprehensive area assessment 30. Achieve the actions from report on capacity building 31. Develop the use of local scrutiny in neighbourhood management arrangements. 32. Review Community Plan against Sustainable Communities Guidance Directorate objective: 5. Support key corporate priorities and projects (KB/CI) 33. Undertake actions in the BBC ‘people plan’ and support the wider work of the council in welcoming the BBC and developing mediacity:uk 34. Refine and implement mediacity:uk – People Programme 35. Contribute to corporate programme management and key projects. 36. Develop and implement China action plan. Directorate objective: 6. Develop and support regeneration programmes (KB/CI) 37. Support NDC Programme to ensure delivery plans developed and delivered and succession strategy developed 38. Develop HMR programme 2008-11, in conjunction with Housing and Planning 39. Finalise Salford West Framework 40. Produce 6 weekly Regeneration Update report and service RIOG/CWG 41. Programme development and management of SSCF neighbourhood element and cleaner safer greener element. 42. Complete and begin to implement Liverpool Road ten year strategy 43. Complete the Salford Innovation Forum building, fit out and open the facility. 44. Develop the Science Park proposal with MSP. Directorate objective: 7. Strengthen council’s resource base (KB/CI) 45. Submit BIG Lottery - Living Landmarks Programme – Irwell City Park 46. Manage out current European programmes 2000/06 by finalising project documentation and conduct of audits 47. Establish project/programme development/monitoring arrangements 2007/13 European programme 48. Support BIG Lottery – children’s play initiative submission 49. Review council’s procurement and management of external funding. 50. Develop corporate lottery strategy. 51. Review and forward plan time expired activity, including NRF 7 / 10
  8. 8. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 Directorate objective: 8. Strengthen partnership working (KB/SM) 52. Working effectively partners,-internally, regeneration partnerships, and key partners (EDLSP and sub-groups). 53. Support peer review of LSP and act on agreed recommendations to improve effectiveness of LSP. 54. Review and revise related partnership working structures and processes to improve focus on common objectives and increase efficiency 55. Deliver Partnership Training programme to members/officers from Salford Strategic Partnership organisations to improve their skills and knowledge to enable them to work in partnership more effectively 56. Ensure effective communications of LSP priorities and activities to enable all partners to understand the ‘big picture’ better so that they can work on their part of it in a more joined up way. Directorate objective: 9. Develop corporate policy and advice support (KB/AT) 57. Develop programme of national, regional and local policy work. 58. Promote good practice in community involvement and good governance. 59. Lead integrated corporate research & intelligence strategy Directorate objective: 10. Lead improvements in community safety (KB/DB) 60. Implement the recommendations arising from the joint review of Salford's CDRP conducted by the Home Office and Policing Standards Directorate to ensure compliance with national standards, improve performance and efficiency. 61. Through the structure of the partnership delivery group at a city wide and neighbourhood level ensure that the targets within the GMAC opportunity strategy and Salford LAA are delivered. Performance to be monitored within the PMF and quarterly by CDRP executive. 62. By 2009 develop a city wide corporate security strategy which embraces CCTV, alarm monitoring and response services. 63. survey public satisfaction and use information from other surveys to identify hot spots and to target messages by linking them to priority areas 64. By March 2008 together with partners develop and implement the concept of safer neighbourhoods to ensure local and sustainable solutions to local problems which are raised by local people thereby ensuring that effective practice can be identified and used throughout the city for the benefit of our communities. Directorate objective: 11. Deliver improved corporate marketing and communications (SW) 65. Deliver the three strategies which guide the division: corporate, citywide and tourism marketing 66. Deliver the Creative Services Business Plan 67. Further develop the council's website to ensure strong customer focus and support the wider work of the council 68. Deliver the Big Listening, to support strategically the council's work e.g. in teasing out attitudes highlighted in the General Residents' Survey 2006 69. Support the council in welcoming the BBC and developing mediacity:uk 70. Continue the development of the M&C division, ensuring it has the skills and resources needed to deliver its objectives 8 / 10
  9. 9. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 71. Support the M&C divisional Equalities Group in the achievement of its objectives Directorate objective: 12. Lead development of overview and scrutiny (RB) 72. Support/advise Chairs of Scrutiny committees 73. Support/advise Chairs of Scrutiny Commissions 74. Support/advise elected members in their roles within Overview and Scrutiny 75. Support elected members about constitutional position on decisions being called-in. 76. Develop internal & external understanding of O & Scrutiny’s role. Directorate objective: 13. Develop directorate staff capability, management systems and communications (MV) 77. Apply more consistent project management approach. 78. Achieve IIP accreditation. 79. Ensure we have skills to deliver through training, development and recruitment. 80. Improve communication to staff through two way communication. 81. Maintain level of staff satisfaction, as evidenced through the recent staff survey. 82. Achieve level 3 of the Equality Standard for Local Government 83. Support empowerment of communities of identity to enable them to participate more effectively in partnership working and to contribute to partnership objectives and also to enable other partners to better understand the perspective of traditionally excluded communities and respond via more appropriate service planning and delivery 84. Embed ethnicity monitoring framework across Strategic Partnership organisations to ensure the impact of partnership investment (particularly NRF) and partnership activities does not adversely impact on BME communities Corporate contributions The directorate’s role is largely corporate as shown by many of our objectives and actions listed above such as: • Lead Salford Agreement (2007/10 and 2008/11) • Deliver improved corporate marketing and communications • Lead development of overview and scrutiny • Strengthen council’s resource base • Lead response to Strong and Prosperous Communities 9 / 10
  10. 10. Chief Executive’s Directorate Business Summary 2007-08 Draft 2 - 8 June 2007 Best Value Performance Indicators BVPI 126 Domestic burglaries per year, per 1000 households in the Local Authority area BVPI 127a Violent crime per year, 1000 population BVPI 127b Robberies per year, per 1000 population BVPI 128 The number of vehicle crimes per year, per 1000 population LPI 101 Number of jobs created and safeguarded from firms moving to, re-investing or relocating within the area following LPI 95 Total number of 'inward investment' enquiries dealt with per year. LPI 97 Number of new business start-ups supported in the local area LPI 98 Number of business support enquiries for advice and information per year Best Value Performance Indicators These are the latest outturn figures at the time of writing. Number of BVPIs in 1st quartile 0 Number of BVPI’s in 2ndquartile 0 Number of BVPI’s in 3rd quartile 2 Number of BVPI’s in 4th quartile 2 Alan Tomlinson Policy and Improvement 8 June 2007 10 / 10

×