£ million
The grant-in-aid
1988/89 to 1993/94
100
90
80
70
60
50
40
30
20
10
0
1988/89
CP1
CP3
1989/90
CP3 plans
1990/91
In confidence
1991/92
1992/93
1993/94
44
risen costs and to fund programmes that will achieve objectives outlined in chapter 7, and the effect of cash limiting thereafter.
Figure 18
14.12 The Council's changing relationship with its sponsoring departments and its strategic response to these changes are outlined in paragraphs 6.1 to 6.6 (pp 5-6). The future of the grant-in-aid and its level must be largely determined by the Council's relationship with FCO and ODA and by their confidence in the way the grant is deployed.
15 Resource management
15.1 During 1990/91, the units of the Council with primary responsibility for corporate management of resources will be reorganized. Under the Director-General as chief executive, the roles of top management will change. The Deputy Director-General will assume overall responsibility for corporate planning, resource management and business development. The Assistant Directors-General (ADGs) will become responsible for overseas operations and UK operations. Alongside them, the senior managers responsible for corporate planning, finance and personnel now form a Board of Management. Under ADG (Overseas), the geographical departments have been reorganized from four into three divisions with an improved capacity for
planning, policy work and personnel management.
Corporate management and control (Board of Management, business relations, geographical departments, legal services, management inspection and consultancy, planning, public relations)
15.2 A strengthened team to support the Board of Management will be established in 1990/91. This will enable a more structured approach to the strategic review of priorities and business plans, evaluation of progress in meeting corporate plan objectives and direction of management effort and resources towards critical results.
Principal objectives for business development are: ⚫ to identify and secure new opportunities for providing educational and cultural services overseas on a cost-recovery or cost-sharing basis ⚫ to provide incentives to operational units to develop new markets and improve revenue- earning performance, consonant with quality
• to give responsibility for meeting financial and management targets to managers who are in contact with the Council's clients, so that decisions are taken with full knowledge of their needs and demands
⚫ to give more independence to headquarters managers of the Council's businesses to work to agreed financial targets
⚫ to take advantage of the greater delegation of
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