Council Plan - One Council

Year Ahead Delivery Plan 2024

Outcome: Effective customer services – residents know we mean what we say, are kept informed and can access the services they need in the way that suits them

Ref	Activity	Timescales for completion	Lead officer	Lead directorate	Lead Cabinet Member
6.1	Enhance and improve the Council website to ensure information is accessible, accurate and customer focused and increase the number of services available online. (Links to LGA Corporate Peer Challenge action in response to recommendation 6)	Quarter 4	Assistant Director, Customer, Information and Digital	Finance and Customer Services	Cabinet Member for Finance & Safe and Clean Communities.
6.2	Review the face-to-face customer experience at Riverside House to ensure all services are delivered consistently through a new agreed model which can then be used across all RMBC sites in the future. (Links to LGA Corporate Peer Challenge action in response to recommendation 6)	Quarter 4	Assistant Director Customer Information and Digital Services	Finance and Customer Services	Cabinet Member for Finance & Safe and Clean Communities.
6.3	Make it easier for customers to report and receive feedback on their queries and improve the accessibility of community safety and street scene services. This will include a review of website information, ensuring webforms are provided for each service and continuing to introduce new IT systems.	Quarter 4	Assistant Director Community Safety & Street Scene	Regeneration and Environment	Cabinet Member for Finance & Safe and Clean Communities.

Ref

Activity

Timescales for completion

Lead officer

Lead directorate

Lead Cabinet Member

6.1

Enhance and improve the Council website to ensure information is accessible, accurate and customer focused and increase the number of services available online.

(Links to LGA Corporate Peer Challenge action in response to recommendation 6)

Quarter 4

Assistant Director, Customer, Information and Digital

Finance and Customer Services

Cabinet Member for Finance & Safe and Clean Communities.

6.2

Review the face-to-face customer experience at Riverside House to ensure all services are delivered consistently through a new agreed model which can then be used across all RMBC sites in the future.

(Links to LGA Corporate Peer Challenge action in response to recommendation 6)

Quarter 4

Assistant Director Customer Information and Digital Services

Finance and Customer Services

Cabinet Member for Finance & Safe and Clean Communities.

6.3

Make it easier for customers to report and receive feedback on their queries and improve the accessibility of community safety and street scene services. This will include a review of website information, ensuring webforms are provided for each service and continuing to introduce new IT systems.

Quarter 4

Assistant Director Community Safety & Street Scene

Regeneration and Environment

Cabinet Member for Finance & Safe and Clean Communities.

Outcome: Engaged, diverse and skilled workforce who feel empowered to adopt new ways of working to meet the needs of all customers

Ref	Activity	Timescales for completion	Lead officer	Lead directorate	Lead Cabinet Member
6.4	Launch new management development programme.	Quarter 4	Head of Organisational Development and Change	Assistant Chief Executive’s Directorate	Leader of the Council
6.5	Deliver the Employee Opinion survey for 2023.	Quarter 3	Head of Organisational Development and Change	Assistant Chief Executive’s Directorate	Cabinet Member for Finance & Safe and Clean Communities
6.6	Undertake targeted events and campaigns to engage with residents to remove barriers to recruitment and ensure employment opportunities are maximised.	Quarter 3	Head of Organisational Development and Change	Assistant Chief Executive’s Directorate	Cabinet Member for Finance & Safe and Clean Communities
6.7	Commission and deliver first cohort of a learning and development programme that will help embed a strength based-working approach across the Council’s workforce and partners: Level 2 – Enhanced Awareness Level 3 – Practitioner (LGA Corporate Peer Challenge action in response to recommendation 6)	Quarter 3	Head of Neighbourhoods Head of Organisational Development and Change	Assistant Chief Executive’s Directorate	Deputy Leader and Cabinet Member for Social Inclusion and Neighbourhood working.

Outcome: Effective leadership, working with our partners to achieve better outcomes across the whole borough

Ref	Activity	Timescales for completion	Lead officer	Lead directorate	Lead Cabinet Member
6.8	Refresh the member development process using the member development survey and member personal development plans. Quarter 4	Ongoing – Quarter 4	Head of Policy, Performance and Intelligence Head of Communications	Deputy Leader and Cabinet Member for Neighbourhood working.	Leader of the Council
6.9	Work with partners to promote the Rotherham Plan key successes and achievements, through: Delivery of two newsletters to residents Facilitation of quarterly Strategic Partnership Group meetings Delivery of two stakeholder events to promote collaborative working across agencies and progress. (LGA Corporate Peer Challenge action in response to recommendation 2)	Ongoing – Quarter 4	Assistant Chief Executive’s Directorate	Assistant Chief Executive’s Directorate	Leader of the Council
6.10	Refresh of Rotherham’s Health and Wellbeing Strategy for 2025 – 30. (Also links to people are safe, healthy and live well theme)	Quarter 4	Director of Public Health (on behalf of the wider Partnership)	Adult Care, Housing and Public Health	Cabinet Member for ASC and Health
6.11	Implement both the Member Induction and Development Programmes to support new Members and ensure they can conduct both their Community Leadership and Town Hall roles.	Ongoing – Quarter 4	Head of Democratic Services	Assistant Chief Executive’s Directorate	Deputy Leader and Cabinet Member for Social Inclusion and Neighbourhood working.

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