Strategic Overview

Jeremy PattersonChief ExecutivePowys County Council

Council Context

• 1,300 Statutes

• 500 Services Provided

• £429m Gross Revenue Budget

• 4,207 Employees

• Numerous Partners

A Large, Complicated and Complex Organisation

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

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

Financial Challenge

• Over the next 3 years (2017/18 – 2019/20) must save an additional £25m

• Financial challenges: Highways and Waste, Older People, Support Services, School Budgets

• Transformation and improvement v cuts

Track record - Savings

• Over £63m saved since 2011/12 – key savings information:

Service Proportion of Savings Overall Budget ShareHighways, Transport and

Recycling19% 9%

Support Services 32% 11%

Adult Social Care 12% 23%

Children’s Services 3% 7%

Schools 18% 42%

Austerity is not the main financial challenge

In 1999 Powys ranked 3rd in per capita spend in Wales. This position has been steadily declining, and by 2017 Powys ranks 15th in per capita spend in Wales

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Financial Year

Powys County Council's Funding Rank in Wales

Change in Welsh Government Support For PowysAverage Increase

Had Powys Received the Average Welsh Increase Over 9 Years :

+ £16m p.aCardiff

• Had Powys Received the Same Increase as Cardiff Over 9 Years:

+ £32m p.a

Older People

• The Powys population is projected to fall by 7.7% from 132,700 in 2014 to 122,400 in 2039. 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%.

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

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

Welsh GovernmentRegionalisation 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

People

Carol ShillabeerChief Executive of Powys Teaching Health Board and Interim Strategic Director -People

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, 3rd 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

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 (1st in Wales)• Integrated Older People’s Service Teams• Integrated Commissioning• Integrated Children with Disability team – working toward

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

Resources

David PowellStrategic Director - Resources

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

Head of Legal Services – Clive Pinney

• Chief Legal Officer (Monitoring Officer)

• Legal Services

• Democratic Services

• Elections

• Scrutiny Function

• Registration Services

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

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

Head of ICT and Programme Office –Andrew Durant

• Joint Role with Health

• ICT Services

• Programme Office Support

• Freedom of Information

• Business Intelligence

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

Place

Paul GriffithsStrategic Director - Place

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.

Key Priorities: Strategic Director

• Finance – Medium Term Financial Strategy• Corporate Improvement Plan• Service Improvement Plan• Health and Safety• Governance• Economy

Leisure and RecreationHead 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

HousingHead 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

Regeneration, Property and Regulatory ServicesHead 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

Highways, Transport and RecyclingHead 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

Corporate ResponsibilitiesPaul 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

Workforce

Julie RowlesJoint Director – Workforce and Organisational Development

Culture and Leadership Our Organisational Development Strategy (OD) 2016-19 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)

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.

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

Workforce SpendTotal Council Workforce Spend 2016/17 £155,264,113(salaries and on-costs only)

Workforce Spend expressed as a percentage 62%

Workforce Statistics

Total FTE : including schools 4205excluding 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

The Annual General Meeting

Clive PinneySolicitor to the Council

• 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 TrefeglwysCommunity Council

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.

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)