Values and Behaviours - Culture Development

The programme will include engagement that takes into account the diverse voices of our staff workforce of nearly 4,000 supporting a wide range of services and responsibilities, located within and outside the Square Mile, as well as our institutions and our elected Member community of 125. The programme is sponsored and supported by our Senior Leadership Team and Executive Leadership Board and will be driven forward by the 140 most senior leaders from across our corporate and services departments and our institutions who make up the Future Ambition 18 Leadership Exchange.

The desired outcome for this piece of work is to create a new over-arching City Corporation values and summary behaviours framework and an accompanying culture map that will support us to embed a positive approach to culture development. This values and behaviours and culture map creation will be undertaken in anticipation of a related programme of work that will build from this foundation and the outcomes from a related significant work programme already underway entitled Ambition 25 which has been one of the most significant work programmes contained within our People Strategy. Ambition 25 is currently introducing a new job evaluation process, job families, role profiles, and new pay and

grading structures.

Therefore, our intention is to separately tender at a later date for a programme of work of two inter-connected strands: 1) the creation of a new performance management framework using the values work and culture map alongside the outcomes of Ambition 25 and the implementation of our new Enterprise Resource Planning System, and 2) organisational analysis at enterprise and detailed levels including strategic workforce planning that will help us to identify duplication and efficiencies that can be achieved across the organisation.

The values and behaviours programme will also connect to a parallel programme of

transformation and improvement within City Corporation. Current work includes enabling brilliant basics and prioritising work and financial priorities through to the medium term within the first phase now underway and then setting the direction of travel for more substantive transformation for the longer term in the second phase.

The values and behaviours programme and culture map will help us to set that direction of travel.