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Employment Development Panel
21st July 2010
Chief Executive Objective Setting
1. Introduction
The Employment and Development Panel (EDP) have the responsibility to agree the annual objectives with the Chief Executive. These are then reviewed at the mid year point with the Leader and the Chairman of the EDP.
In February 2010 objectives were agreed with the existing Chief Executive, David Petford. The EDP also ratified the objectives of the three Directors.
With the change in structure from three Directors to two there has been a realignment of responsibilities across the Council and the panel therefore need to consider whether the objectives require adjustment.
2. Action Required
2.1 Objectives
The existing objectives are attached at Appendix 1 to remind members of the position prior to the re-structure. It is understandable that the objectives are at a strategic level and this means that many of these are still of relevance.
The Chief Executive, Alison Broom, has considered these objectives against the new responsibilities of the Directors and has proposed the realigned objectives at Appendix 2. The Chief Executive has also added suggested objectives for herself in this financial year. All objectives have also been considered against the current changing landscape of local government.
2.2 Development Plan
Members of the Employment Development Panel are responsible for the Chief Executive’s development plan and this is of particular importance with the new appointment. A draft Development Plan is attached at Appendix 3 and this document also reflects progress to date.
2.3 Chief Executive Appraisal Process
Members are asked to consider the existing process in the light of recently developed guidance notes within the Chief Executive National Conditions of Service. (Appendix 4) In particular to note that the existing process satisfies the recommended content requirement. The key question to be addressed is the use of an external facilitator and whether Members and the Chief Executive feel the local process would benefit from the inclusion of this external perspective.
Appendix 1
Chief Executive Objectives assigned 02/10 for 2010/2011
|
Objective |
Link to Service Plan/Priorities |
Measurement |
Review Date |
|
Carry out the downsizing of the Senior Management Structure from three directorates to two. |
Reducing the Council’s cost base, optimise arrangements to protect capacity and resilience. |
Produce not less than £220k savings, minimise any impact on services. |
Summer 2010 |
|
Complete and implement the peer review action plan to improve the CDRP process, maximising stakeholder participation. |
Crime and Disorder Partnership – Section 17 responsibilities. |
Improve public confidence As measured by govt section 17 returns/ feedback. |
Autumn 2010 |
|
Working closely with the leader to oversee the budget process enabling members to identify options to set a balanced budget for 2011/12 and ongoing financial stability. |
Strategic Budget process, corporate and financial planning. |
Production of balanced 2011/12 budget. |
Jan/Feb 2011 |
|
Continue to promote new ways of working and VFM for Maidstone including shared services and key stakeholder collaboration including KCC. |
VFM, improvement and efficiency agenda. |
Reduction of the Council’s cost base and improvement/enhancement of service. |
Autumn 2010 |
|
Represent and promote Maidstone’s interest at key events. |
Improve the Borough’s opportunities. |
Improve outcomes, increase investment in Borough to at least maintain Maidstone’s GDP. |
Autumn 2010 |
|
Member Development, briefing and involvement |
Members more aware of the issues affecting the Council |
At least two briefings per year. Member Development plans enhanced |
March 2011 |
Director of Resources and Partnerships – assigned February 2010 for 2010/11
|
Objective |
Link to Service Plan/Priorities |
Measurement |
Review Date |
|
Plan the three year financial strategy in the context of the challenging public finance settlement |
Financial planning and budget process, VFM |
Present proposals to support Cabinet to set a balanced budget and robust three year strategic financial and service plan |
On-going - quarterly |
|
Deliver an effective CSU, engaging all key partners and CDRP, implementing the Peer Review recommendations |
Crime and Disorder Reduction Building Stronger and Safer Communities |
Improved working relationships with partners Improved public confidence |
September |
|
Reduce silo working and achieve effective collaboration with partners through the LSP on key priorities |
Sustainable Community Strategy |
Improved working relationships with partners Shared working arrangements in place |
On-going – quarterly |
|
Improve partnership working in order that service provision and efficiency is taken forward on a collaborative basis |
Financial planning and budget process VFM /Sustainable Community Strategy |
Improved working relationships with partners Shared working arrangements in place |
On-going – quarterly |
|
Improve corporate governance arrangements
|
Risk management Annual Audit Inspection Corporate Improvement Plan |
Revised Terms of Reference for the Audit Committee
|
September |
Director of Change and Environmental Services – assigned February 2010 for 2010/11
|
Objective |
Link to Service Plan/Priorities |
Measurement |
Review Date |
|
Enhancing the Council’s status as a high performing authority |
Raising the profile of the Council
Improving service performance and outcomes
Improving delivery on the key member priorities |
New performance management arrangements with improved management information Engagement and Communication Strategies in place Action Plan delivered following the IDeA Peer Review Review of workforce planning arrangements Positive result in the Place Survey Successful outcome from the CAA/UOR inspection process Resident profiling in place (MOSAIC) and used for local service planning Overhaul of planning arrangements, new Cultural Strategy and Waste Strategy
|
June 2010
June 2010 July 2010 August 2010 November 2010 December 2010 December 2010 January 2011 |
|
Succesful delivery on a range of key projects
|
Delivering value for money and improving efficiency
|
Improved council wide project management arrangements in place Commencement on site in relation to the Mote Park HLF Bid Completion of the East Wing at the Museum Integration of Visitor Information Services at the Museum Crematorium offer improved with increase to 65% utilisation
|
May 2010 February 2011 March 2011 March 2011 March 2011 |
|
Improved partnership working with other councils and agencies to deliver better services and outcomes
|
Developing strategic and operational partnerships
Sustainable communities and access to services |
Shared Audit Service Operational New programme of shared services developed for MKIP Closer working relationship with Kent County Council Procurement workstream delivered and led by MBC Shared Revenues and Benefits operational HR Service expanded and fully operational Delivery on key environmental priorities through the LSP
|
April 2010 June 2010 September 2010 October 2010 December 2010 December 2010 March 2011 |
|
Delivering in efficiencies through transformation
|
Value for money savings in excess of £300,000
Effective use of the Council’s assets |
Programme of priority asset disposals completed Building & facilities management enhanced Decision on the future use of the Carriage Museum Disposal of 13 and 26 Tonbridge Road New contracts including temporary staff, consumables, car parking enforcement and recruitment advertising |
April 2010 June 2010 October 2010 December 2010 March 2011
|
|
Delivering on the waste agenda and wider change in environmental services
|
Environmental Excellence
Value for money and efficiency plus service improvement |
Successful outcome from the Food Safety Inspection Work with the Leisure Trust & Health to increase participation in sport New waste paper collection scheme introduced borough wide Implementation of a new food waste scheme in pilot area Options explored for a new/ improved market offer in the town Operational changes implemented in grounds maintenance Management Plans completed for all parks & open spaces Improved satisfaction with street cleanliness Review of the Council’s Parking Strategy undertaken Lower levels of waste generation and improved resident satisfaction Delivery of the Waste & Recycling Implementation Plan
|
May 2010 June 2010 July 2010 September 2010 October 2010 October 2010 November 2010 December 2010 January 2011 March 2011 March 2011 March 2011 |
Director of Prosperity and Regeneration – assigned February 2010 for 2010/11
|
Objective |
Link to Service Plan/Priorities |
Measurement |
Review Date |
|
|
Strategic Leadership
|
The vision of Maidstone as a vibrant, prosperous, 21st century urban and rural community at the heart of Kent |
Constructive contribution to implementation of the Council’s new management structure
Significant progress on the LDF including delivery of a Maidstone transport strategy, Infrastructure Plan and draft core strategy for consultation in accordance with the Local Development Statement (timetable)
Delivery of the Communities in Control action plan targets for 2010/11 including Neighbourhood Forums
Lead the LSP Environmental Delivery Group |
March 2011 |
|
|
Promoting Prosperity
|
A place to achieve, prosper and thrive |
Continue proactive engagement with public and private sectors, raising Maidstone’s profile and
Undertake benchmarking of “prosperity” and formulate improvement action plan
Sponsor the High Street public realm project ensuring that the project milestones are met
Sponsor the Council’s new Housing Strategy
Lead the Council’s actions to progress transport strategy and infrastructure improvements |
March 2011 |
|
|
Achieving Regeneration
|
A place to achieve prosper and thrive |
Progress Regeneration Statement actions including public:private partnership options and Neighbourhood planning action plan for Parkwood |
March 2011 |
|
|
Effective Use of Resources
|
A place with efficient and effective public services |
Sponsor the authority’s carbon emissions reduction project ensuring achievement of NI 185 and NI 186 targets
Evaluate alternative business models for the theatre and reduce the subsidy |
March 2011 |
|
|
Investing in People
|
A place with efficient and effective public services |
Development of staff and teams to improve performance
Mentoring key staff |
March 2011 |
|
Appendix 2
Chief Executive – proposed objectives June 2010 – March 2011
|
Objective |
Link to Service Plan/Priorities |
Measurement |
Review Date |
|
Ensure, in collaboration with the Leader and Cabinet, that the organisation is developed to respond successfully to the new requirements of the public sector |
National Comprehensive Spending Review Various national white papers Vision for Kent Bold Steps |
Networking and research to define and clarify future shape of the public sector in Kent and where Maidstone sits Co-production of proposals for new ways of working with KCC, Kent Districts and partners Development and presentation of proposals for organisational development |
October 2010
November 2010
March 2011 |
|
Provide visible leadership within the organisation to ensure focus on outcomes for the Council’s key priorities and improvement in the use of resources |
Sustainable Community Strategy Council’s Corporate Business Plan Medium Term Financial Strategy People Strategy |
Prioritisation of service outcomes and resources for the medium term (2011/12 – 2013/14) Overall reduction of the Council’s cost base Implementation of revised management structure, including reduction from 3 directorates to 2, to realise savings of not less than £220k Development and implementation of revised organisational structure and ways of working to match resources for 2011/12 Conduct of a staff survey to identify perceived strengths and weaknesses of Maidstone as an employer and implement an appropriate action plan
Review of workforce terms and conditions
Sponsor key projects and programmes including the High Street public realm project and the Carbon trust programme |
March 2011
March 2011 Summer 2010
March 2011
Survey by end July 2010 Action plan adopted end October 2010 October 2010
October 2010 |
|
Ensure that the organisation is well run and that the authority is excellent in the delivery of services that matter most to residents and that promises about service outcomes and costs are kept |
|
Delivery of service outcome promises in the 2010/11 Corporate Plan Development and agreement to key services and performance measures relevant to Maidstone to succeed CPA Engagement and Communication Strategies in place including for service and budget consultation |
October 2010/March 2011 December 2010
October 2010 |
|
Provide visible leadership within the wider arena through effective partnership working |
Sustainable Communities Strategy Medium Term Financial Strategy Capital Programme
|
Successful operation of the Local Strategic Partnership including laying the foundations for joint specification of some service outcomes Improved public confidence in terms of safety and security; associated implementation of the IDeA peer review action plan for the Safer Maidstone Partnership Collaborative engagement with key partners including KCC, Homes and Communities Agency to secure investment in key projects |
March 2011
March 2011
March 2011 |
|
Build the profile and reputation of Maidstone Council; represent and promote Maidstone’s vision, ambition and needs with partners and at key events |
Sustainable Communities Strategy
|
Improve outcomes, facilitate joint working to improve prosperity and quality of life in the borough |
March 2011 |
|
Build collaborative working relationships between members and officers |
|
Key information and advice is provided to members in a timely way Members of the Council receive statutory and key policies and plans on time eg Council Budget Member Development Plans enhanced Engagement with front facing councillors eg through at least two briefings a year offered to all members |
March 2011
March 2011
October 2010 October 2010
|
Director of Change, Planning and the Environment -proposed objectives June 2010 – March 2011
|
Objective |
Link to Service Plan/Priorities |
Measurement |
Review Date |
|
Enhancing the Council’s status as a high performing authority |
Raising the profile of the Council
Improving service performance and outcomes
Improving delivery on the key member priorities |
Business Improvement/MKIP delivery team established New performance management system arrangements with improved management information Action Plan delivered following the IDeA Productivity Peer Review Positive result in the Place Survey or successor arrangements Successful outcome from the CAA/UOR successor inspection process Resident profiling in place (MOSAIC) and used for local service planning Overhaul of planning arrangements and waste strategy
|
August 2010
June 2010
July 2010
November 2010
December 2010
December 2010
January 2011 |
|
Succesful delivery on a range of key projects
|
Delivering value for money and improving efficiency
|
Improved council wide project management arrangements in place Commencement on site in relation to the Mote Park HLF Bid Crematorium offer improved with increase to 65% utilisation
|
May 2010
February 2011
March 2011 |
|
Improved partnership working with other councils and agencies to deliver better services and outcomes
|
Developing strategic and operational partnerships
Sustainable communities and access to services |
Shared Audit Service Operational New programme of shared services developed for MKIP Closer working relationship with Kent County Council Procurement workstream delivered and led by MBC Shared Revenues and Benefits operational phase 1 HR Service expanded and fully operational Review shared legal services partnership Delivery on key environmental priorities through the LSP
|
April 2010 June 2010
September 2010
October 2010 December 2010 December 2010 December 2010 March 2011 |
|
Delivering in efficiencies through transformation
|
Value for money savings in excess of £300,000
Effective use of the Council’s assets |
Programme of priority asset disposals completed Building & facilities management enhanced Decision on the future use of the Carriage Museum Disposal of 13 and 26 Tonbridge Road Disposal of Armstrong Road, Coombe Quarry (Park and Ride) and Hayle Place New contracts including temporary staff, consumables, car parking enforcement and recruitment advertising |
April 2010 June 2010 October 2010 December 2010 December 2010
March 2011
|
|
Delivering on the waste agenda and wider change in environmental services
|
Environmental Excellence
Value for money and efficiency plus service improvement |
Successful outcome from the Food Safety Inspection Work with the Leisure Trust & Health to increase participation in sport New waste paper collection scheme introduced borough wide Implementation of a new food waste scheme in pilot area Options explored for a new/ improved market offer in the town Operational changes implemented in grounds maintenance Management Plans completed for all parks & open spaces Improved satisfaction with street cleanliness Review of the Council’s Parking Strategy undertaken Lower levels of waste generation and improved resident satisfaction Delivery of the Waste & Recycling Implementation Plan
|
May 2010 June 2010
July 2010
September 2010
October 2010
October 2010
November 2010
December 2010 January 2011 March 2011
March 2011 |
|
6. Delivering on the planning and development management agenda |
Sustainable Communities Strategy Local Development Framework |
Provision of advice on the consequences of post-election changes to the planning framework and legislation
Significant progress on the LDF including delivery of a Maidstone transport strategy, Infrastructure Plan and draft core strategy for consultation in accordance with the Local Development Statement (timetable); consultation to commence September 2010
|
October 2010
October 2010 |
Director of Regeneration and Communities - proposed objectives June 2010 – March 2011
|
Objective |
Link to Service Plan/Priorities |
Measurement |
Review Date |
|
1.Enhancing the Council’s status as a high performing authority |
Raising the profile of the Council
Improving service performance and outcomes
Improving delivery on the key member priorities |
Present Medium Term Financial Strategy proposals to support Cabinet in setting a balanced budget and robust three year strategic financial and service plan Adoption of Leisure and Culture Strategy and integrated service Evaluate alternative business models for the theatre and reduce the subsidy |
On-going; quarterly
December 2010
September 2010 |
|
Improve corporate governance arrangements |
Risk management Annual Audit Inspection Corporate Improvement Plan |
Revised Terms of Reference for the Audit Committee
|
September 2010 |
|
2.Succesful delivery on a range of key projects
|
Delivering value for money and improving efficiency
|
Completion of the East Wing at the Museum
Submission of the draft Local Investment Plan to the HCA
Implementation of preferred public:private partnership option for development and regeneration
Delivery of the Council’s position on the Kent International Gateway post appeal decision
|
March 2011 September 2010
March 2011
October 2011 |
|
3.Improved partnership working with other councils and agencies to deliver better services and outcomes
|
Developing strategic and operational partnerships
Sustainable communities and access to services
Crime and Disorder Reduction; Building Stronger and Safer Communities |
Effective Community Safety Unit; all key partners engaged; peer review recommendations implemented; improved working relationships with partners improved public confidence
Delivery of the Communities in Control action plan targets for 2010/11 including Neighbourhood Forums
|
September 2010
March 2011 |
|
4.Delivering in efficiencies through transformation
|
Value for money savings
Effective use of the Council’s assets |
Review effectiveness of customer access Sponsor implementation of shared revenues and benefits service |
September 2010 March 2011 |
|
5. Delivering on prosperity and regeneration agenda |
|
Undertake benchmarking of “prosperity” and formulate improvement action plan
Sponsor the Council’s new Housing Strategy
Progress Regeneration Statement actions including public:private partnership options Remodel the Council’s approach to community development Ensure delivery of the neighbourhood planning action plan for Parkwood and evaluation of the project |
December 2011
March 2011 March 2011
March 2011
December 2011
|
Appendix 3
Chief Executive Development plan – June 2010 – March 2011
|
Development Area |
Development activity |
Measurement |
Support required |
Review Date |
|
Top level leadership in a rapidly changing and challenging environment
|
New Chief Executive Briefing Shadowing experienced Chief Executive Chief Executives’ Action Learning Set Networking Relevant seminars and conferences |
Personal confidence Feedback |
Financial support
Time from MBC
Time from other more experienced top managers |
October 2010 |
|
Presence and impact
|
1:1 support on confident personal impact eg making presentations, public speaking
|
Feedback eg from members and staff |
|
March 2011 |
|
Communication of difficult messages |
Action learning
Experience |
Feedback |
Peer Support |
March 2011 |
|
Time
management to ensure enough time for supporting others, reflection and
looking after myself |
Practising effective delegation and developing trust Practising and following through on saying “no” |
Feedback
Better work/life balance |
|
March 2011 |