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Leader of the council

Councillor Ian Ward

Summary of responsibilities

The Leader has ultimate political responsibility for the Council, and accountability for the following strategic functions:

Strategic policies:

Development and implementation of the Council Business Plan and Medium Term Financial Strategy or Budget

Structure and Governance of the Council: 

Overall organisational design of the Council, including corporate governance arrangements.

Lord Mayor’s office: 

Appropriate support to the Lord Mayor and other holders of civic office.

Communications: 

Internal and external stakeholder engagement and formal consultation on Council performance and use of resources.

Financial strategy:

In conjunction with the Cabinet Member for Resources, the Council’s strategic approach to the use of financial resources and budget, including alignment between other local authority bodies (e.g. Combined Authority), partners (e.g. Health, LEP etc), the BCC General Fund, Housing Revenue Account, capital spending and the use of reserves.

Council Wide Efficiency and Improvement: 

Jointly, with the Deputy Leader, to take a strategic lead in relation to efficiency and improvement across all Council services and to foster lean governance in all areas of Council work.

Policy and Partnerships: 

Promotion of collaborative working relationships with stakeholders and partners as part of the city’s ‘Civic Family’, whilst positioning Birmingham as a leader in public policy development at city, regional, national, European and international levels.  Representing the Council’s policy agenda as appropriate through proactive engagement with Government, national policy networks and relations with the media.

Combined Authority and the West Midlands Mayoral Combined Authority: 

Appropriate arrangements for the Council’s response and review to changes in the Constitution, consultation and devolution deals.  Representing the City Council on the West Midlands Combined Authority Board.

Major projects: 

Responsibility for major physical regeneration and infrastructure projects in the city and engagement with key economic growth partners, partnerships and investors.

Promotion of the city and Inward Investment: 

Promotion of Birmingham regionally, nationally and internationally.  This includes work with partners such as the West Midlands Growth Company, the universities and cultural organisations of citywide, regional or national significance. Marketing strategies to encourage investment in Birmingham.

Commonwealth Games, Sports and Events Development: 

Development, delivery and promotion of sports, events and festivals. Delivery of Birmingham Commonwealth Games 2022 and its legacy.

Council land use and property assets: 

Oversight of the Council’s land use and property strategy and asset management plan including framework for reuse, disposal and requisition of land and property in the Council’s priorities – including assets of heritage and community value. Including oversight of council owned land and property facilities, amenities and services including markets.

Economic growth and jobs: 

Strategic approach to economic growth and regeneration programmes and strategic planning policy. Representing the City Council on the Local Enterprise Partnership Board.

Business Improvement Districts: 

Partnerships with the Business Improvement Districts, including city centre management opportunities.

Land Use Planning: 

Local Development Plan, Neighbourhood Plans, Development Briefs and Supplementary Guidance; including advice to Planning Committee.

Housing Development: 

To review the supply of housing and tenure based on an analysis of housing need.

Commissioning: 

Strategic approach to, and compliance with, the Council’s commissioning approach.