Council Priorities and Ambitions

City of York Council's priorities are articulated in the Council Plan 2023-2027, entitled "One City, for all". This plan sets out seven strategic priority areas for the council's work; each aimed at improving quality of life and ensuring shared prosperity (aligned to York's longer-term 10-Year City Plan):

Our Core Commitments

Key Challenges and Opportunities

Delivering on our ambitious agenda for York will require senior leaders who can successfully navigate a number of significant challenges and opportunities facing the Council and the city, especially in the adult social care sector. We want to be candid about this because it will form an important part of the context in which you will work.

Financial Pressures and Demand for Services

Like most local authorities, City of York Council faces very real financial constraints in the coming years. Rising costs and growing demand, particularly in social care for adults and children, are creating pressure on our budgets. The Council’s draft 2025/26 budget acknowledged an extremely challenging fiscal environment, requiring difficult decisions to prioritise essential services and protect the most vulnerable. We are looking to drive efficiency through our transformation programme, finding innovative income sources, and making smart choices about resource allocation. At the same time, we must continue investing in critical services and deliver improvements promised in the Council Plan.

Inequality and Inclusive Growth

As highlighted earlier, not everyone in York currently benefits equally from the city’s success. Tackling inequality – whether in health outcomes, educational attainment, or economic opportunity – is a major priority for the Council. For example, parts of the city experience significant poverty and disadvantage, which require targeted action with partners to improve outcomes (such as in skills, housing and early intervention services). There is a real opportunity to harness York’s strong sense of community and collective action in this effort.

Devolution and Regional Partnership Working

A historic change is underway in how York works with our regional neighbours. In 2024, a Mayor was elected for the new York and North Yorkshire Combined Authority, which brings together York and the new North Yorkshire unitary council under a devolution deal. This presents both an opportunity and a challenge. The Combined Authority will unlock additional powers and funding for transport, skills and economic development in our region.

Leading Culture Change and One Council Approach

The Council has undergone significant organisational change in recent years, and a new political administration (since 2023) has injected fresh ambition and expects the organisation to keep pace with its agenda. Continuing the “One Council” culture where members and officers work together seamlessly and present a coherent voice to partners and the public is paramount. Our new Chief Executive was appointed earlier this year and will lead by example, to energise and align the senior management team with the council’s vision, to embed a positive, collaborative culture, and to ensure that the organisation is outward-looking and proactive in its place leadership role. This is a challenge, but also a huge opportunity – York’s staff are passionate about the city, and with strong leadership the Council can truly fulfil its potential as a catalyst for city-wide progress.

Infrastructure, Climate and Growth Projects

York has several major projects and development opportunities in progress or on the horizon. For instance, the York Central development – one of the largest brownfield regeneration sites in Europe – will deliver new homes, commercial space and cultural facilities next to the railway station, reshaping part of the city. There are also significant transport infrastructure projects and expansions of our universities and hospital services underway. These initiatives are critical for York’s future but require complex partnerships, funding arrangements and community engagement.

In particular, York’s commitment to be a carbon-neutral city by 2030 means that growth must be green and climate resilience built in – which is a challenge requiring innovative solutions and external support. The Combined Authority and government funding will be avenues to explore for this purpose.

Changing Demographics and Service Need

York’s population changes are creating new demands. An ageing population means greater pressure on adult social care and health services, while the needs of children and young people are also becoming more complex (for example, around mental health or special educational needs). The city is also welcoming new residents from diverse backgrounds, which is wonderful, but requires the Council to adapt services to different cultural and linguistic needs. Additionally, economic changes and external factors (like the cost-of-living crisis) continue to affect our communities. All of this requires the Council to be flexible, responsive and forward thinking in service design. We will seek to drive transformation that keeps quality services, which are financially viable, while meeting demand. The Council’s “Working As One City” transformation programme – focusing on more effective, customer-centric service delivery and smarter use of technology – is one mechanism to achieve this.