Corporate strategy and performance lead

Post title:
Corporate Strategy and Performance Lead
Grade:
N
Responsible to:
Head of Strategy and Performance
Staff managed:
Manages a team of specialist professionals
Directorate:
Local Engagement
Service:
Strategy and Performance
Date of issue:
1 April 2024

Job context
Local Government Reorganisation brought together the eight councils of North Yorkshire into a single unitary North Yorkshire Council (NYC) on 1 April 2023. This will provide the platform for improving the efficiency and effectiveness, maximising opportunities of scale across a rural council whilst improving outcomes for residents and businesses. It will place communities at the heart of the council with the aim of being the most local, large council in England whilst ensuring we are in a strong position to manage the challenges ahead including rising costs and increased demand for services.

The Strategy and Performance service sits at the centre of the organisation, supporting service delivery and improvement through the analysis and provision of high-quality accessible performance information, and is trusted to advise directorates, Management Board and Executive on the strategic direction of the council.

The service works to ensure the broad understanding of current performance, of the operating environment of the council and the opportunities for future improvement. It will:

• Understand the external environment through horizon scanning, communicating its relevance across the council and ensuring the council’s strategic planning, policy and performance frameworks are aligned with the evidenced needs of our communities.
• Support the corporate response to emerging national or international policy issues, providing rapid analysis and organisational support to establish the required approach.
• Deliver briefing information which underpins our leadership approach to maximising the economic and social potential of North Yorkshire alongside innovation and transformation of service delivery.
• Provide technical leadership in the effective use of information and data to develop strategy, policy and performance improvement – including the corporate policy and performance framework.
• Inform, stimulate, challenge and help strategic leads and partners to develop effective strategies
• Inform, stimulate, challenge and help service leads to analyse, understand and improve performance
• Demonstrate technical and operational excellence through a commitment to professionalism and continuous improvement.

Strategy and Performance will work closely with the Data and Intelligence Team to ensure performance information is available at a service level and at a corporate level for reporting. It will also work with the Transformation service to align service plan activities with the Transformation programme and monitor their progress, in pursuit of the outcomes described within the Council Plan.

The service is structured around six teams, supporting individual directorates as well as providing cross-cutting corporate support.

Working arrangements:
· The Head of Strategy and Performance reports to the Assistant Chief Executive (Local Engagement) and manages staff providing strategy and performance functions.
· Corporate Strategy and Performance Leads report to the Head of Strategy and Performance,
· The Corporate Strategy and Performance Leads are outposted to Directorates and each will have responsibility for delivery of support to the relevant directorate as well as lead responsibility for one or more corporate functions across the council (e.g., equality, consultation and engagement, performance, partnerships).
· The Head of Strategy and Performance and the Corporate Strategy and Performance Leads each lead a small team of Strategy and Performance Officers Managers, Strategy and Performance Officers and Strategy and Performance Assistants and matrix manage small teams of others working on particular functions and issues.
· The Senior Public Health Intelligence Specialist is managed by the Head of Strategy and Performance and leads on work and matrix manage teams on public health and related issues.
· The Strategy and Performance Managers, Strategy and Performance Officers and Strategy and Performance Assistants are out posted to directorates to allow the development of relevant service knowledge and experience but will also work across the council on corporate issues and to provide additional resource when required (for example to ensure resilience or to meet additional demands arising from projects or inspections).
· Each Strategy and Performance Manager, Strategy and Performance Officer and Strategy and Performance Assistant is line managed by a Corporate Strategy and Performance Leads or the Head of Strategy and Performance, but is also matrix managed by a Corporate Strategy and Performance Lead, the Senior Public Health Intelligence Analyst or the Head of Strategy and Performance for work related to particular functions and issues in one or more directorates and across the council.
· Each Strategy and Performance Manager will lead on specified areas of work as required from time to time in one or more directorates or across the council.
· Each Strategy and Performance Officer will support specified areas of work as required from time to time in one or more directorates or across the council.
· Each Strategy and Performance Assistant will support specified areas of work or specific tasks as required from time to time in one or more directorates or across the council.

The key objectives for the Strategy and Performance Team Leader are:
· To lead and manage a team of Strategy and Performance Managers, Strategy and Performance Officers and Strategy and Performance Assistants, ensuring clear oversight, understanding and joined up working for strategy and performance in the directorate and one or more corporate functions across the council
· To help shape the transformation of the strategy and performance functions across the council including engaging and influencing staff at all levels across the Council
· To understand the breadth and needs of customers of the strategy and performance functions in the directorate and one or more corporate functions across the council
· To ensure the delivery of the strategy and performance functions in the directorate and one or more corporate functions across the council, in particular ensuring that all delivery is to a high standard, effective, efficient and within budget, and that staff morale is maintained and improved in the new structure
· To support the scoping, design and delivery of continuous improvement
· To demonstrate proactivity, resilience and ambition to achieve the desired outcomes

The post is based at County Hall, Northallerton and requires some travel across North Yorkshire and occasionally beyond. Regular attendance in the office will be required, in combination with flexible working from home or other offices.

The post is politically restricted under the terms of the Local Government and Housing Act 1989.

Job purpose
The core focus of this job is to lead delivery of a portfolio of services to support a range of clients (internal and external through partnerships and/or commercial arrangements). Services to specific clients will be subject to individual requirements reflecting the different needs of different organisations.
Strategic Management:
· Lead the service in devising and implementing of strategies and service plan to ensure consistent, high quality and effective delivery of the service. Ensures the promotion of the plan to all stakeholders
· Personally and through team members deliver the targets set down in the service and team plans, monitoring and addressing under performance.
· To contribute to determining strategy, setting objectives and targets and to the development of policies across the operational remit of the service and the Directorate, and, working with the line manager, to be accountable for service strategy.
· Lead in the development of new ways of working that maximise efficiency and effectiveness.
Operational management:
· To review and propose changes to structures, procedures and working methods that will improve the efficient use of resources and the effectiveness of service delivery to communities and targeted groups.
· To advise the wider service on relevant changing legislation, professional standards and their implementation.
· Maximise commercialisation of services provided.
· To develop, support and promote a strong results driven and customer focused performance culture ensuring the provision of cost-effective, efficient, high quality services in line with identified needs.
· To lead specific programmes as part of the Council’s change and transformation programme.
Communications:
· Influence and liaise with lead business partners as required to ensure that strategic planning and implementation of plans is carried out consistently and effectively.
· Promote the Council’s priorities, policies and Corporate Plan and positively promote the service with local and national media.
· Work closely with officers / professional staff in understanding / improving the customer journey across a range of NYC services.
· Manage challenging situations effectively and pro-actively to improve the performance of staff and/or volunteers by maintaining communication with staff and providing the appropriate support and guidance.
· Represent the service at appropriate inter and intra agency meetings, promoting, liaising, consulting and engaging with managers, staff, people who use our services and their carers and other stakeholders in challenging situations
· Respond to media enquiries as requested and appraise your manager of any matters arising which are particularly sensitive or controversial in nature.
· Deliver presentations in order to develop effective service delivery and good stakeholder relationships.
· Inform and analyse national and local policy change and communicate implications to senior operational managers and frontline staff as appropriate.
Partnership / Corporate Working:
· Work with a range of partners/agencies, both internal and external, to develop and maintain co-operative relationships.
· When implementing service delivery change ensure activities are aligned, where appropriate, with other changes taking place corporately and across Directorates, including working with colleagues in HR, ICT, Finance, Communications, Legal Services and other functions where required
· Represent the service at policy, operational and co-ordination forums with external agencies and Council Directorates when required.
Resource Management:
· Be responsible for resources in respect of allocated budgets within the Council’s scheme of delegation of financial responsibility. To oversee the service in such a way as to protect its financial and operational viability by maintaining current levels and securing additional business to maximise income generation.
· Prioritise and allocate staffing to support managers in discharging their responsibilities for meeting the needs of the service.
· To give leadership, management and direction to staff of the service through the establishment and promotion of service and individual objectives, service performance plans, priority setting, reviews and performance appraisal.
· To develop and maintain an innovative and responsive approach to the management of resources having regard to the need for economy, efficiency and effectiveness.
· Carry out people management issues such as recruitment, development, and absence management, setting targets, providing feedback on performance and effectively addressing development and learning issues.
· Support the delivery of corporate initiatives in delivering transformational change, through effective modelling of positive behaviours and delivering innovative solutions to service delivery and development.
Systems and information:
· Ensure that systems and processes to support the service are consistent with the Council standards and procedures.
· Produce written reports as required including evaluation and impact statements for distribution service wide and to partners.
· Use relevant IT systems and tools to support the management, delivery and development of services, ensuring records are accurate and current.
· Ensure government guidance and legislation are interpreted appropriately and are adhered to in a manner consistent with good practice.
Safeguarding:
· To be committed to safeguarding and promote the welfare of children, young people and adults, raising concerns as appropriate.

Person specification:

Essential
Desirable
Knowledge and Experience
· Significant knowledge of current policy developments, legislation and good practice standards both at local and national level in relation to one or more key areas of the council’s work
· Significant knowledge of performance management, evaluation tools and methodologies
· Significant knowledge of statutory requirements and good practice standards regarding strategy development, equality, consultation and engagement
· Knowledge of effective management of staff and resources
· Extensive experience of strategic planning, policy development and implementation, and performance management
· Experience of developing and implementing organisational culture change within a large diverse organisation
· Successful management of staff
· Experience of responding to media enquiries.

Occupational Skills
· Effective leadership skills and the ability to promote organisational policy and objectives to support change management of diverse operational functions to deliver strategic objectives.
· Ability to contribute to the planning of resources for the whole council and to understand where specific programmes need to collaborate to drive change.
· Ability to develop and maintain effective partnerships both within and outside the council
· Ability to negotiate and influence at a senior level with council chief officers and senior politicians.
· Ability to demonstrate drive and initiative to achieve outcomes
· Enterprise skills including ability to develop and sustain effective income generation, drive business cases and create viable business models for public benefit.

Behaviours
· link

Professional Qualifications
· Professionally qualified to degree level in a relevant specialism or equivalent
· A management or post graduate qualification
Other Requirements
· Ability to work flexibly to meet the demands of the job including some out of hours working
· Committed to the County Council’s corporate vision, values and objectives
· Ability to travel around the whole of the County and occasionally beyond
· Highly motivated and not easily discouraged
· Personal and professional demeanour and credibility which commands the confidence of elected members, senior managers, staff, external partners and other stakeholders
· A high degree of probity and integrity
· Evidence of professional updating and development

Career progression:
· At NYC we value our employees, and as part of this we can provide wider opportunities to progress in your career. Through discussion with your manager identify areas of interest and consider avenues to progress to them, e.g., apprenticeships and work shadowing/coaching.
· As a large council we have a range of roles, across our services, and can provide a wealth of career and development opportunities to help our employees find fulfilling career development opportunities.

Structure

NB – Assessment criteria for recruitment will be notified separately.

OFFICIAL - SENSITIVE

This role, covering the absence of a Children and Young People's Performance Lead, will focus on managing the flow of work through the Children's Services Strategy and Performance Team. Using their knowledge and experience of Children and Families performance and reporting requirements, they will work with the services to prioritise work, leading a small team of performance managers and officers. Recognising the highly regulated nature of these services, the postholder will ensure statutory reporting requirements are met, working along data teams to provide managers with the information they need to continuously monitor and improve services. They will ensure analysis is robust, accessible and clearly communicated to those who need it, both inside and outside the council. They will liaise with Heads of Service to ensure that information required to make decisions is available in a timely and consistent way.