Strategic Overview. Jeremy Patterson Chief Executive Powys County Council

Transcription

1 Strategic Overview Jeremy Patterson Chief Executive Powys County Council

2 Council Context 1,300 Statutes 500 Services Provided 429m Gross Revenue Budget 4,207 Employees Numerous Partners A Large, Complicated and Complex Organisation

3 Key facts At just over 2,000 sq miles, Powys is the largest geographic county in Wales accounting for a quarter of the country Population = 132,642 making it the sparsest county in both England and Wales and home to less than five per cent of the country s population We re home to the Brecon Beacons, the Elan Valley and Lake Vyrnwy

4 Key facts Travelling from the North to the South of Powys is like travelling from Bristol to London The council and its partners deliver 12,767 hours of home care a week to approx. 915 clients Powys has 99 schools We look after 5,438 council houses The council is responsible for 5,500km of roads The council owns 150 farms

5 Financial Challenge Over the next 3 years (2017/ /20) must save an additional 25m Financial challenges: Highways and Waste, Older People, Support Services, School Budgets Transformation and improvement v cuts

6 Track record - Savings Over 63m saved since 2011/12 key savings information: Service Proportion of Savings Overall Budget Share Highways, Transport and 19% 9% Recycling Support Services 32% 11% Adult Social Care 12% 23% Children s Services 3% 7% Schools 18% 42%

7 Austerity is not the main financial challenge In 1999 Powys ranked 3 rd in per capita spend in Wales. This position has been steadily declining, and by 2017 Powys ranks 15 th in per capita spend in Wales Powys County Council's Funding Rank in Wales Rank Financial Year

8 Change in Welsh Government Support For Powys Average Increase Cardiff Had Powys Received the Average Welsh Increase Over 9 Years : + 16m p.a Had Powys Received the Same Increase as Cardiff Over 9 Years: + 32m p.a

9 Older People The Powys population is projected to fall by 7.7% from 132,700 in 2014 to 122,400 in This is the largest projected fall among the 22 Welsh local authority areas. Powys is projected to become increasingly old, with people 75 and older increasing from 11% of the population to 23%.

10 Schools The number of births per year in Powys is projected to fall from 1,200 in 2014/15 to 900 in 2038/39 Falling pupil numbers = reduced funding for schools Raising aspiration and attainment Improving learning environments Improved subject choice

11 Economy Growing business activity within the County from both existing and new businesses Improved broadband provision and mobile phone signal coverage Improved rail, road and bus links More further and higher education opportunities including direct university provision within the County Improved skills and higher pay levels Increased housing supply

12 Welsh Government Regionalisation Agenda White Paper, Reforming Local Government: Resilient and Renewed (January 2017) Mandatory regional working Economic development footprints City Regions, Growing Mid Wales, Marches LEP Implications for other services eg ERW School Improvement, Public Protection and Planning Powys Integrating Health and Care and supporting services

13 People Carol Shillabeer Chief Executive of Powys Teaching Health Board and Interim Strategic Director - People

14 Who we are Strategic Director Carol Shillabeer (interim) Provides strategic leadership and oversight of social services Chief Social Work Officer/Operations Director Louise Barry (interim) Provides professional social work leadership/statutory Director Operations director for day to day working and performance Head of Adults Services (Transformation) Dylan Owen Responsible for commissioning and change (includes domiciliary care, care homes, 3 rd sector) Head of Adult Services (Operations) Jen Jeffreys (interim) Responsible for day to day operational delivery of social care services Head of Children s Services Carolann James Responsible for commissioning, change and operational day to day management

15 What drives us Driven by new (2014) legislation Social Services and Well-being Act : People in need of care and support Greater provision of information, advice and assistance (rather than just a menu of services) Great focus on prevention and early help Focusing on What Matters to the individual (rather than what the professional or the service thinks) Voice and Control key features Safeguarding SSWB Act also driving Integration. High ambition for Powys: Health & Care Strategy (1 st in Wales) Integrated Older People s Service Teams Integrated Commissioning Integrated Children with Disability team working toward

16 Key challenges & opportunities National UK pressures on social care: 4% increase annually in cost pressures, little room for cost reduction (given rising demand) UK Govt 2bn allocation over next 3 years; Welsh Government some consequential from Barnett formula amount to be determined. Some additionality is expected. Overspend against budget last few years demonstrating need for whole system change Opportunity: Social care strategy as part of the wider health and social care Greater focus on community-led support reducing demand for higher cost care Different care options extra-care housing for example rather than residential homes Reduction in high cost and out of county care

17 Resources David Powell Strategic Director - Resources

18 Strategic Director Resources Leadership of Corporate functions Statutory Chief Finance Officer (Section 151 Officer) Longer-term financial planning and policy advice Lead officer for Council`s Pension Fund with 550m of assets Policy advice to Cabinet and Councillors Sponsor of the Learning and Skills Programme Policy development with Welsh Government

19 Head of Legal Services Clive Pinney Chief Legal Officer (Monitoring Officer) Legal Services Democratic Services Elections Scrutiny Function Registration Services

20 Head of Business Services Mark Evans Benefits Administration and Payment Council Tax Billing and Collection Business Rates Billing and Collection Customer Services Pension Administration Business Support

21 Head of Financial Services Jane Thomas Deputy Chief Finance Officer Finance Support and Advice Internal Audit Grant Claims Budget Setting Process Capital Programme Treasury Management

22 Head of ICT and Programme Office Andrew Durant Joint Role with Health ICT Services Programme Office Support Freedom of Information Business Intelligence

23 Key Issues and Challenges Financial stability of the authority in the face of increasing pressures and reducing funding Changing model of delivery for corporate services Reducing running costs of the Council whilst still providing advice and support Impact of UK and Welsh Government policy direction

24 Place Paul Griffiths Strategic Director - Place

25 Place-Shaping Place-shaping is now widely understood to describe the ways in which local players collectively use their influence, powers, creativity and abilities to create attractive, prosperous and safe communities, places where people want to live, work and do business.

26 Key Priorities: Strategic Director Finance Medium Term Financial Strategy Corporate Improvement Plan Service Improvement Plan Health and Safety Governance Economy

27 Leisure and Recreation Head of Service, Stuart Mackintosh Leisure and Sports Centres / Outdoor Pursuits Centre Museums Libraries Youth Services Catering and cleaning Countryside Services Sports Development Arts and Culture

28 Housing Head of Service, Simon Inkson Management and Maintenance of Housing stock Statutory obligation Housing need, homelessness Affordable Housing Housing Enforcement private sector owners / tenants Commissioning of Housing support services

29 Regeneration, Property and Regulatory Services Head of Service, Susan Bolter Development Control (Planning) Building Control Planning Policy Regeneration and Economic Development Trading Standards Property Management and Development Architectural and Design Services

30 Highways, Transport and Recycling Head of Service, Nigel Brinn Highways Maintenance Asset Management Kerbside Waste Collection / HWRC sites / Bring Sites Public and Home to School Transport Road Safety education / training / publicity Fleet Management Parking and Traffic Management Highways Planning and Engineering Services and Drainage

31 Corporate Responsibilities Paul Griffiths, Strategic Director Place Commissioning - Leisure Contract Freedom / Property - Joint Venture Company / Highways and Recycling Wholly Owned Company Well-being and Future Generations Act Community Delivery Regeneration and Economic Growth / Growing Mid Wales Authorised Signatory - Safeguarding

32 Workforce Julie Rowles Joint Director Workforce and Organisational Development

33 Culture and Leadership Our Organisational Development Strategy (OD) is vital to enable Powys County Council to build its capacity and capability to achieve its ambition, identified in the Annual Plan. By aligning our strategy, staff, systems and structure, we will have an organisation that is fit for purpose. Our Workforce are key to the delivery of the OD strategy Our engagement survey, undertaken in Nov 2016 (developed by the Engage4 Change group) has shown a number of improved areas: Employees are more proud to be working for the council than those responding three years ago. (62% versus 35% in 2013) Employees are more willing to go that extra mile on occasions to complete work of an urgent nature. (85% now versus 54% in 2013) Employees feel more confident taking decisions without needing to seek permission (74% now compared to 65% in 2013)

34 Individual Performance Reviews (IPRs) An important part of engagement within teams is IPRS The relationship between a line manager and staff member is key to having engaged, motivated staff, who are enabled in their work and can utilise their ideas to improve services Managing performance is fundamental to enabling staff to do their roles, which ultimately improves the quality of life for local residents. High quality individual performance management is vital to our new way of working. Since April 2015, every staff member in Powys County Council is expected to have a minimum of 4 Individual Performance Reviews a year. All staff need clarity about the council s goals and future direction (our vision) and how their role and what they are doing helps deliver those goals.

35 RROOTS - Recruiting and Retaining Our Own Talent and Skills Programme What do we want to achieve? Recruit the right staff Retain the right staff Reduce the pay bill Engaged staff Internal job matching based on skills and competencies (staff engagement and retention) enabling our staff to move around based upon their competency and skill. Review Recruitment process using values based recruitment/where and how we recruit - The Powys Brand Vacancy Authorisation and Scrutiny Panel (VAS) a weekly panel that has an overview of recruitment activity across the organisation Develop reward and recognition opportunities to improve/ maintain motivation, engagement and commitment - e.g. long service recognition

36 Workforce Spend Total Council Workforce Spend 2016/17 155,264,113 (salaries and on-costs only) Workforce Spend expressed as a percentage 62%

37 Workforce Statistics Total FTE : including schools 4205 excluding schools 2296 Total FTE broken down into Service Area: Place 1177 People 553 Resources 416 School Service 77 Workforce & Organisational Development 43 Chief Executive Office/ Members and Execs Services 30 Appraisals 62% compliant

38 The Annual General Meeting Clive Pinney Solicitor to the Council

39 Ceremonial Meeting Election of new Chair Returning Officer s Report on the Election of County Councillors Election of Leader of Council Appointment of Members to Committees and Outside Bodies Temporary appointment of Councillors of Trefeglwys Community Council

40 AGM adjourned to allow:- Shire Meetings to elect Chair and Vice Chair and for Brecknockshire to nominate Vice Chair and for Radnorshire to nominate Assistant Vice Chair. AGM resumes to Elect Vice Chair and Assistant Vice Chair of Council.

41 Upon the close of Council the following additional meetings will be held: - Planning, Taxi Licencing and Rights of Way, Audit, Employment, Pensions and Investments Committee and Licencing Act 2003 Committees to elect the Chairs and Vice Chairs Group meetings (if required)