Annex B City of York Council – Corporate Improvement Framework draft for consultation

The Corporate Improvement Framework is based on four themes to provide structure and guide our journey of continuous improvement.  It enables the council to embed the four core commitments of Equalities, Affordability, Climate and Health (EACH), and responds to the Council Plan 2023-2027, One City for all, strategic theme “how the council operates”. It was informed by the evidence and recommendations in the LGA Peer Challenge February 2024, and will be updated with feedback from additional sources such as staff surveys or co-designing detailed action plans with Executive, officers, and partners.  It provides a workplan for an initial 12 months of action and is the foundation of continuous improvement that will evolve as we learn more about how we can become a more effective and efficient organisation, that residents and officers are proud of.  It is subject to consultation to inform detailed action planning (R15).

A 12-month update will be provided to Executive in response to the LGA Peer Challenge process.

1. Strengthen strategic leadership: Articulate a clear vision to inspire action in everything we do;

2. One City, one council: Build a culture that unites the council, officers, members and partners together, as one team;

3. Harness the commitment to the city to deliver ambitions: Deliver our shared priorities;

4. Build a strong foundation: Strengthen governance, accountability and financial management and a skilled, resilient workforce.

Strengthen strategic leadership	One City, one council	Harness the commitment to the city	Build a strong foundation
Refresh the Corporate Management Team (CMT) restructure, repositioning as the strategic heart of the organisation – with greater collective visibility, establishing early opportunities to present a a united team, share ownership of challenges, co-design a unifying vision and accelerating a strategic focus on priorities. R1, R2, R4, R5, R13	Co-design the Cultural Improvement Plan with Leading Together and Executive, to define shared leadership values based on kindness, respect and professional generosity, learning from partners and directorate successes to define and set agreed ways of working for the Corporate Leadership Group, Leading Together (Grade 12 and above cohort) and Managers to drive cultural change. R3, R4, R13	Develop and implement a communications strategy and plan, defining and embedding a clear corporate narrative, sharing strategic intent and facilitating opportunities to inspire action, regularly sharing progress against priorities - internally and externally. R1, R7	Review progress against the Council Plan, confirming priorities with the administration and agreeing a roadmap to hold the organisation to account for action, understanding delivery options for each action (eg, council, or in partnership with city partner, Mayoral, Integrated Care Board, etc). R2, R5, R14
Co-design a leadership framework, setting out leadership behaviours, delegated areas of responsibility and accountability, and values for all senior officers, putting in place a leadership development programme across the organisation to develop leadership, build shared trust and understanding, working with Executive Members, and delegated leadership throughout the organisation. R1, R4, R5	Co-design with Leading Together (the Grade 12 or above senior manager cohort) a partnerships plan, defining expectations, strengthening relationships as one council, agreeing ways of working, aligning to key priorities, and learning from good practice across the council, with regular updates discussed with Executive, Corporate Management Team and Corporate Leadership Group. R12, R13, R14	Establish and facilitate a city leaders’ annual ‘events’ programme comprised of thematic discussions aimed at bringing Executive members and the new Corporate Management  Team together with city leaders to resolve strategic issues, including championing York’s interests regionally and nationally. R12, R13, R14	Review Personal performance development and performance management, ensuring alignment to EACH, establishing SMART objectives for employees that are recognisable, embedded in service plans and day to day delivery of services that align to priorities, strengthening recognition and celebration of success. R2, R4, R5
Redesign the roles, relationships and responsibilities within senior management internal governance arrangements, reviewing terms of reference and facilitating more opportunities to co-design options to resolve strategic issues, challenging and championing progress against priorities, with a shared approach to organisation design for the 2^nd phase of the senior manager’s review. R4, R5	Build capacity and capability to establish an environment that strengthens leadership and strategic intent through a Corporate Improvement and Resilience Plan which brings together: · MTFS savings · council plan priorities roadmap · all transformation projects · internal governance · delivery of this action plan R10	Build on the range of ways that employees can make suggestions for improvement including exploring an e-“ideas” hub for all staff with a refreshed approach to share officer expertise and harness innovative and creative ideas for consideration as part of the transformation programme. R10	Review internal governance structures to embed clear accountability and responsibility, establishing appropriate governance arrangements to deliver the council plan priorities, savings plans and transformation programme. R2, R10, R11
Develop and embed an engagement plan to build greater understanding about the mid-term financial strategy, regularly sharing information about collective responsibility to overcome financial pressures, with an accountability framework across managers, and local schemes of delegation. R8, R9	Develop and deliver an induction programme for the new mayor of the combined authority, representing York’s interests, in a visible show of unity. R13, R14	Strengthen the role of Leading Together, harnessing their expertise and commitment to the city to drive cultural change, change, financial and performance management, member/officer relationships, internal communications and engagement to inspire their teams to deliver the priorities. R2, R3, R7, R8, R9	Review Scrutiny and oversight, growing the member induction programme into a member development programme, to include opportunities to build increased understanding of roles and responsibilities for both officers and members. R10, R11