Improvement Review 2013/14 by Pembrokeshire County Council

Pembrokeshire County Council

Improvement Review 2013/14

1 Introduction .................................................................. 06 2 Overview of our 2013/14 Improvement Objectives ...... 08 3 Children ........................................................................ 10 4 Economy ...................................................................... 24 5 Environment ................................................................ 36 6 Health .......................................................................... 48 7 Safeguarding ................................................................ 64 8 Safety .......................................................................... 72 9 Performance Analysis .................................................. 78

improvement review 2013-2014

10 Regional working ........................................................ 82 11 Outcome agreement .................................................... 84 12 Finance ........................................................................ 86 13 Equalities and sustainability ........................................ 90 14 Planning for the future .................................................. 92 Glossary ............................................................................ 94 Appendix 1. Equality Act employment information .......... 99

index

Foreword .......................................................................... 05

REVIEW 2013/14

For a copy of this document in large print, Braille, audio tape or an alternative language please contact Jackie Meskimmon on 01437 776613.

foreword

improvement

I am pleased to introduce Pembrokeshire County Council’s Improvement Review for the year 2013 - 2014. The Improvement Review is our self-assessment of the progress we have made during the previous financial year. It helps us to identify where we have been successful and where we may need to focus our efforts to secure further improvement. The publication of this review is one of the most important methods we use to communicate with you, our customers. Overall, I am pleased with our progress this year. Performance in the majority of our services improved. In relation to the 44 measures that comprise the combined National Strategic and Public Accountability Measures set, 61% either improved or remained static during 2013 - 2014. In a number of service areas we saw significant improvements. Our Education Services and the corporate arrangements that support them improved substantially during 2013 2014. Estyn - Her Majesty’s Inspectorate for Education and Training in Wales - had previously determined that the Authority’s Education Services required Special Measures. I was delighted when, subsequent to a follow-up inspection of the Authority earlier this year, Estyn acknowledged the emphasis the Council had placed on this area by recommending that we be removed from the category of requiring Special Measures. Though this was a significant milestone for the Authority, we know there is more to do. While the latest results demonstrate improved performance in our schools (particularly in our primaries), last year’s results were poor. We expect to see even greater improvement in performance at secondary level, and in particular in terms of GCSE results.

A summary of this document available on our website or via the contact details below.

Another area of significant improvement was the performance of our Environmental Services. Having completed the roll-out of food waste and fortnightly rubbish collection, it is gratifying that the performance indicators suggest our strategy has worked. Recycling rates in Pembrokeshire were amongst the very best in Wales during 2013 - 2014.

This plan and its summary discharges our duty under section 15 of the Local Government (Wales) Measure 2009 to publish improvement information. It also discharges our duty to report on our Strategic Equality Plan for 2013/14.

There were similar success stories in many areas of the Council’s business - in our corporate planning and performance management arrangements, for example, in Adult and Children’s Social Care, in our Highways Division, Regeneration, Planning and Public Protection.

More detailed information is available in the Improvement Planning section of our website. You can also track our recent performance by looking at integrated performance management reports that go to both Cabinet and our Overview and Scrutiny Committees on a quarterly basis. We are always keen to hear your views. If you have any feedback on this review or would like to inform the development of future Improvement Objectives, please contact us using the details provided below: Dan Shaw Corporate Planning Manager Pembrokeshire County Council County Hall Haverfordwest Pembrokeshire SA61 1TP Tel: 01437 775857 policy@pembrokeshire.gov.uk www.pembrokeshire.gov.uk

However, our assessment of progress this year has also enabled us to identify areas where our performance needs to improve further; in some instances dramatically. We are taking too long to issue statements of special educational need - this is an issue we have already begun to address and expect to see significant improvement during the forthcoming year. Similarly, we are taking far too long to process Disabled Facilities Grants. Our performance in this area is currently the worst in Wales. This is unacceptable; improvement in this area will be a priority when we identify our objectives for 2014 - 2015. The Wales Audit Office also published a Public Interest Report during 2013 - 2014 concerning the pension arrangements of senior officers. The legal advice received by the Authority differed from the opinion of the appointed auditor. However, in considering the report, Council voted to accept its recommendations. Achieving continuous improvement in a climate of reducing public expenditure is not easy. It is likely that the challenge of making cuts to services while maintaining a focus on improvement will become even greater over the coming years. I would like to pay tribute to my colleagues on the Council and to our officers for the successes they have achieved this year and for many years previously. I am sure that all concerned will continue to focus on delivering the very best for Pembrokeshire. Jamie Adams, Leader

1. Introduction

1.1 This review looks back on our performance during 2013 – 2014. Though we have a formal duty to publish this review, the process of analysing our achievements is critical to the way in which we plan and deliver our services. The review process will inform our plans for next year and will help us to identify and address further opportunities for improvement. Further information concerning our approach to improvement planning is available on our website. We have made a number of changes to the format of our Review for this year, in order to make it easier to see how we performed against our priorities. 1.2 This document addresses the improvement objectives and related commitments we made in our 2013 – 2014 Improvement Plan. These were structured around the Key Outcomes set out in Pembrokeshire’s Single Integrated Plan (which was published at the beginning of 2013/14). Section 2 through to section eight reports on these six Key Outcome areas: children and families, economy, environment, health, safeguarding and safety. These are shown at the beginning of each section. 1.3 Section 9 looks in greater detail at the performance data we use to monitor our services. It tracks how our performance has changed over time and draws comparisons with other local authorities in Wales. 1.4 Section 10 describes the progress we have made on regional and collaborative working. Welsh Government has stressed that we need to work with other local authorities and has already published its intention to reorganise local government at some point in the future. 1.5 Section 11 sets out the position regarding our Outcome Agreement (OA). The OA is our contract with Welsh Government to deliver certain improvements for the people of Pembrokeshire. 1.6 Section 12 provides a brief summary of our spending during 2013 – 2014. More detailed information is available in the form of our Statement of Accounts, which is available on our website (www.pembrokeshire.gov.uk). 1.7 Throughout the document you will see a number of examples that illustrate our commitment to equality and sustainability. Much of the work we have done to contribute to these agendas is described in sections two to seven. Section 13 deals with these issues specifically and includes our annual report on equality and diversity. 1.8 Finally, Section 14 covers our plans for the future and explains how this review will inform our priorities for future years.

2. Overview of our 2013/14 Improvement Objectives

2.1 This section provides an overview of the five Improvement Objectives identified in our 2013 – 2014 Improvement Plan. We have included a summary self-assessment for each Objective. 2.2 Our Improvement Objectives for 2013 – 2014 were: • School improvement: we will improve learning outcomes to help children and young people reach their potential; • Town centre improvement: we will enable, facilitate and deliver schemes to improve the viability and vitality of our town centres; • Waste management: we will continue to increase the proportion of waste that is recycled in order to reduce the amount of waste sent to landfill; • Reviewing adult social care services: we will reconfigure the provision of our adult social care services to improve efficiency and sustainability; • Safeguarding: we will strengthen our safeguarding arrangements in schools to ensure that children and young people are not put at risk. 2.3 We set ourselves a number of specific tasks under each Improvement Objective. Our school improvement actions included improving how we use data to channel resources, developing the curriculum and developing a shared school improvement service. We also included an action on developing the 21st Century Schools programme, as good quality school buildings facilitate good quality teaching. 2.4 Our town centre improvement actions concentrated on how we can create the right environment for town centres to thrive. We also identified a series of actions to pursue external funding for physical improvements and to encourage developers to bring forward schemes that complement town centre development.

2.5 Our actions relating to waste and recycling were relatively specific and focussed on the introduction of fortnightly refuse collection and the collection of additional materials for recycling. 2.6 Our actions to reconfigure our adult social care services covered a wide range of activities. Some of these were enabling actions, such as improving partnership and governance arrangements. Other actions were much more specific, such as carrying out value for money reviews of high cost packages of care or improving our re-ablement services. 2.7 Our actions for improving safeguarding were informed by the plans we drew up in response to critical reports from Estyn and the Care and Social Services Inspectorate Wales (CSSIW) in 2011. The types of actions we identified included improving safeguarding practice in school settings, quality assuring recruitment practices and developing an advocacy and participation service to ensure the child’s voice is heard.

3. Children and Families Single Integrated Plan Key Outcome â&#x20AC;&#x201C; children, young people and families have the opportunity to fulfil their learning potential and to live healthy and happy lives Improvement Objective 1 - we will improve learning outcomes to help children and young people reach their potential

3.1 Our focus in relation to this objective was to drive improvement within our schools. We wanted to improve learning outcomes to help children and young people reach their potential. We set ourselves six key actions to achieve this. 3.2 The first of these was working with schools to analyse the attendance data in order to target work that will bring about improvement. We achieved this by putting in place a monthly reporting system for reviewing school performance and targeting areas requiring support. 3.3 The impact of this action is that attendance rates have started to increase. Unfortunately, because the prescribed performance indicators for attendance are calculated using historic data, this improvement is not reflected in the annual results. However, more recent figures do identify the improvement. Between September 2013 and March 2014 the average increase in attendance across primary and secondary schools was 1.2%. Sixty four of our 69 primary and secondary schools saw an increase in attendance compared with the equivalent period last year. 3.4 Average attendance figures can hide wide variations. The graph below shows the attendance for all students for the 2013-14 school year. Almost 50% of students attended for 95% of the time or more. Almost 4% of students attended for 100% of the time. The case study below shows that some students have a very impressive attendance record.

Combined primary and secondary school attendance 2013/14

3.5 The second action we undertook last year was to work with schools and Pembrokeshire College to provide a curriculum that meets the needs of all learners. In order to do this, we commissioned a comprehensive review of 14 - 19 education across the whole County. The report found that current federation arrangements could be improved but that future options would need to be sensitive to the rural nature of Pembrokeshire. 3.6 The impact of this action is that we now have clearer direction in terms of how education for older secondary school children should develop. We are using the findings of the report to develop options. Certain aspects of this work, such as identifying appropriate governance and financial arrangements will require further development and clarification. 3.7 Our third action to deliver school improvement was improving the use of data and performance management to support and challenge our schools. In order to deliver this, we developed a range of systems in partnership with Carmarthenshire County Council. All schools are now able to track data at a pupil level and we are assisting schools to use this information to target areas where pupil progress is insufficient.

Perfect Attendance ALED JAMES left Ysgol y Preseli in Crymych in June 2013 with a 100% attendance record - on top of never missing a day while at his primary school, Ysgol Gynradd Crymych. The 18-year-old's perfect record is not unique - 100% school attendance runs in his family. His older brother Carwyn also never missed a day of school and neither did his mother Anne, nor late grandmother, Nellie.

3.8 In time, this action will result in improved standards. Immediately, however, the implementation of this action has enabled for more effective scrutiny of school performance, particularly by elected members. In a recent report on the Authority’s scrutiny arrangements, the Centre for Public Scrutiny noted that “Head teachers described how experiences of scrutiny were helpful in its provision of good quality challenge to schools. The Children and Families Committee in its consideration of inspection reports for schools across all levels of performance was considered as guarding against complacency. It was positive to hear that the process was described as being well planned and organised which helped make the experience constructive rather than ‘intimidating’.”

This record, spanning three generations and a period of over 80 years is a record for Pembrokeshire - and possibly for Wales and the UK too! “I enjoy school... it's like a second family to me and I will be very sad to go,” said Aled, who in his spare time farms, works on his computer and keeps up his fitness at the local leisure centre. “As a family we have a reputation of always turning up and being on time and it's never occurred to me not to go. You just get up and go. It would be odd not to go to school”. 12

3.9 The fourth action identified in our Improvement Plan was to implement a shared school improvement service with Carmarthenshire County Council, which would provide additional capacity to support and challenge schools. During 2013 â&#x20AC;&#x201C; 2014, we established a joint school effectiveness team. This enabled both authorities access to a larger team of experts in a wider range of subjects. We also improved the data systems and information technology which the joint team has access to, enabling them to target support more effectively. 3.10 Our fifth action was to increase the capacity of our schools to improve themselves. We have achieved this by implementing more effective performance management systems. The impact of this work will be apparent when results for examinations taken in 2014 have been verified. The main drivers for improvement have been earlier intervention, greater consistency and leadership from governing bodies. For instance, target setting meetings have taken place with all schools and a mid-year review of progress against targets has been completed. Strategies for both Key Stage 2 and Key Stage 4 have been developed. Two schools are being supported with informal improvement boards and formal warning letters have also been issued.

Level 2 or higher with English and Maths

3.13 The picture of attainment in primary schools during 2013 was also disappointing. The proportion of young people who achieved the core subject indicator remained static at 82.8%, and compared to the rest of Wales was only just above the lower quartile. The graph below shows last yearâ&#x20AC;&#x2122;s results for all 22 authorities as well as the all-Wales figure.

Percentage of pupils at Key Stage 2 achieving the Core Subject Indicator

3.11 The impact of actions four and five has been an improvement in outcomes for children and young people. While the provisional results for GCSE examinations completed in June 2014 present something of a mixed picture, the two schools in which we concentrated most of our efforts during 2013 â&#x20AC;&#x201C; 2014 saw significant improvements. However, increases in these schools did not compensate for mediocre or poor performance in other schools. 3.12 Data from the previous year was rather less positive. The graph below shows our comparative performance with other local authorities for the percentage of students achieving Level 2 or higher with English and Maths examinations taken in June 2013. We were disappointed by our performance of 51.9%. This was much lower than our June 2012 result of 56.1%.

3.14 Though results for 2014 have yet to be verified, the initial indications are much more encouraging. The comparative figure increased by over 7% to 88.7%, which we anticipate will prove to be the fifth highest score in Wales. Performance for younger primary age pupils also improved, with 88.7% of pupils achieving the Foundation Phase Outcome indicator (also the fifth highest score in Wales).

3.15 Our sixth action was to make progress with our 21st Century Schools Building Programme. The Programme will involve the investment of ÂŁ150 million in new or refurbished school buildings. The programme covers both primary and secondary schools.

holidays. During the year, the funding that we receive from Welsh Government for school counselling was reduced by almost 40%. Despite this, we ensured that all secondary schools have a school counsellor in place and that primary schools have a counsellor assigned to their family of schools. The service is now available, subject to need, during holiday periods.

3.16 During 2013-14, we made an excellent start on our 21st Century School Programme. Proposals have been developed to extend Broad Haven primary school and to provide new primary schools in Tenby, Johnston and Hakin / Hubberston. Plans to build a new secondary school to replace Pembroke School have also progressed well during the last 12 months.

3.21 We recognised that there was a requirement to improve our services for children with significant needs. We worked with our neighbouring authorities and health boards and appointed a regional manager to improve services for people with learning disabilities. The manager of this service is co-ordinating a programme of work to improve learning disability services, including how young people move into adult services as they get older. We have already mapped how this transition process currently works and a dedicated social worker is now in place prior to the transition policy being revised.

3.17 The impact of the 21st Century School Programme will be much more than an investment in bricks and mortar, it is an integral part of the work that we are doing to improve our school results. We will be able to optimise the size of schools across the County and strike the right balance between providing local schools and ones which enable subject specialism on a consistent basis. Better school buildings will provide an inspiring environment for learning and will also be cheaper to run. 3.18 In addition to the work carried out to deliver our Improvement Objective, we undertook a broad range of additional actions to help meet our aim that young people and their families have the opportunity to fulfil their learning potential and to live healthy and happy lives.

3.22 We reviewed our Educational Psychology Service and introduced a new way of working with schools. This has enabled the Service to provide an input into programmes for a larger number of children. It has also enabled us to focus on children with the most complex needs. Towards the end of the year, we commenced a project to improve the speed with which statements of educational need are processed. Although improvements are now starting to be made, the project has uncovered that our performance for 2013 â&#x20AC;&#x201C; 2014 was much worse than we previously thought. Only one statement out of 55 was issued within six months. Significant improvement in this area is a priority for the Council. 3.23 We also commenced a restructuring of the Behaviour Support Service to improve its effectiveness. We decided to focus on establishing specialist support teams to help schools maintain pupils with additional needs within mainstream education, thereby reducing the reliance on specialist out-of-school provision. The remit of this restructure has recently been extended to other services for pupils with emotional and behavioural problems, including the proposed closure of the existing Pupil Referral Unit. Our strategy for pupils with additional learning needs was considered by the Children and Families Overview Scrutiny Committee in April 2014.

3.19 We wanted to improve the effectiveness of services for pupils with additional needs. In order to frame the scale of changes required, the Head of Childrenâ&#x20AC;&#x2122;s Services commenced a review of our Children with Disabilities Team. The review will address how young people are referred for the specialist services that we provide. 3.20 We also wanted to expand our school based counselling service so that counsellors were in place in all secondary schools and to ensure a service was available during school

Recognising Achievement The school curriculum does not suit everyone. Our PRIDE service offers specialist alternative provision for Key Stage 4/5 students who may be referred from mainstream secondary schools across Pembrokeshire. Students follow a varied curriculum made up of academic and vocational subjects. As well as compulsory GCSE core subjects, students can opt to study a number of GCSEs in subjects such as Electronics, P.E., Leisure and Tourism, Health and Social Care, Preparation for Working Life and IT, combined with a diverse range of vocational subjects including Catering, Hair and Beauty, Horticulture and Childcare. We have recognised the achievements of PRIDE students. In May 2013, we presented 20 Year 11 and 12 PRIDE students with awards. One student is currently studying six GCSE subjects as well as two Level 1 awards. He also attained his Bronze Duke of Edinburgh Award and has a successful music career with the school's band.

3.24 We also wanted to improve attainment while maintaining high completion rates in the courses we run through Learning Pembrokeshire. We achieved this goal; attainment rates improved from 89% to 95% during 2013 – 2014, and the percentage of learners who completed their courses increased from 80% to 87.2%. The national comparator was 82%, and we were the second highest performing local authority in Wales in this area last year. 3.25 Funding for adult and community learning is contracting. During 2013 – 2014, we evaluated our curriculum for adult learners in order to protect courses that offer the greatest benefits to those people with low skills who are looking to enter the labour market. We expanded adult community learning and intergenerational engagement activities to Pennar, St Marks and Golden Grove Schools. We also developed a bursary scheme to support learners who would otherwise not be able to access or continue on courses.

Measure of Success EDU002i % of all pupils (including those in local authority care) in any local authority maintained school, aged 15 as at the preceding 31 August, that leave compulsory education, training or work based learning without an approved external qualification EDU002ii % of pupils in local authority care, in any local authority maintained school, aged 15 as at the preceding 31 August that leave compulsory education, training or work based learning without an approved external qualification EDU003 % of pupils assessed at the end of KS2, in schools maintained by the local authority, achieving the Core Subject Indicator, as determined by Teacher Assessment EDU004 % of pupils assessed at the end of KS3, in schools maintained by the local authority, achieving the Core Subject Indicator, as determined by Teacher Assessment EDU006ii % of pupils assessed, in schools maintained by the local authority, receiving a Teacher Assessment in Welsh (first language) at the end of Key Stage 3 EDU011 The average point score for pupils aged 15 as at the preceding 31 August, in schools maintained by the local authority EDU015 a) % of final statements of special education need (SEN) issued within 26 weeks, including exceptions b) excluding exceptions

EDU016a % of pupil attendance in primary schools

EDU016b % of pupil attendance in secondary schools

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT T;M;L

0.1

0.4

0.0

0.1

0.3

Only one out of 1,391 school leavers left education, training or work based learning without an approved external qualification.

0.0

5.7

0.0

2.0

No pupils in local authority care left education, training or work based learning without an approved external qualification.

82.7

82.8

86.0

82.8

84.6

Marginal increase in performance compared to previous year. Target for 2014/15 has been increased to 88%, schools are supported and challenged (ensuring teacher assessment is robust) by School Improvement Officers and Systems Leaders to help achieve this target. 76.9

72.7

80.0

77.2

Target met. A new pupil tracking system has been developed which should improve consistency in target setting and ensure robust teacher assessment. 13.7

16.8

13.3

Result fell slightly short of target. During 2013/14, 174 pupils received an assessment in Welsh (compared to 185 the year before). Target for 2014/15 has been set at 15.8% - an improvement is expected due to an increase in pupils who will fall into this category. 502

468

510

535.5

505.3

Significant improvement compared to the previous year, evidence that schools are providing a wide range of appropriate subject options. 78.7 71.3 87 1.8 69.6 L 83.3 95.9 96.6 L 100 0.0 Disappointing performance. Only 1 statement issued within 26 weeks (including exceptions). As a result of this poor performance, capacity has been increased in the SEN team and a focused work plan developed. Significant improvement should be seen during 2014/15.

93.9

93.5

93.7

There was a slight reduction in attendance last year. More recent figures show that attendance rates for both primary and secondary schools have increased. 92.6

92.1

92.2

92.6

There was a slight reduction in attendance last year. More recent figures show that attendance rates for both primary and secondary schools have increased.

Measure of Success EDU017 % of pupils aged 15 at the preceding 31 August who achieved the level 2 threshold. HHA002 The average number of working days between homeless presentation and discharge of duty for households found to be statutorily homeless HHA013 % of all potentially homeless households for whom homelessness was prevented for at least 6 months LP20 % of 16 year olds that are not in education or employment (NEET)

LP21 Rate of exclusion per 1,000 pupils aged 5 and over for a) 5 days or less b) 6 days or more SCC001a % of first placements of looked after children during the year that began with a care plan in place SCC002 % children looked after at 31 March who have experienced one or more changes of school, during a period or periods of being looked after, which were not due to transitional arrangement, in the 12 months to 31 March.

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT T;M;L

56.1

50.7

58.6

51.9

52.7

Disappointing result. Actions put in place include training of and challenging Heads of Core Subjects mid-term. Considerable intervention put in place to improve performance. Provisional 14/15 data suggests improvement. 69

SCC030a - % of young carers known to social services who were assessed SCC033d % of young people formerly looked after with whom the authority is in contact at the age of 19

Although performance declined slightly we were still one of the top performers in Wales. The main reason for a reduction in performance was as a direct result of the longstanding cases which were discharged in 2013/14. 84.2

62.6

86.4

66.4

Improvement in performance mainly due to work of the prevention team. Performance would have been better but for 1) the lack of one bedroom accommodation and 2) long term staff sickness *

3.1

3.4

Target narrowly missed. Targeted interventions are having a positive influence on results, but we need to continue to identify pupils early to allow interventions to have an effect. 40 60.7 * * 2.0 1.2 This was a new measure for 2013/14 and retrospectively it is felt that the target set (part a) was unrealistic. A new team are now in place looking at behaviour and attendance in schools and have set a new target for 2014/15. It is hoped that interventions now in place will start having an impact on this measure. 98.5

89.1

100

7.6

13.7

22.1

13.8

Reduction in performance. There has been a focus on either rehabilitation home or on seeking adoption as a route for permanency. This has decreased the numbers of looked after children, and has resulted in the remaining looked after children having a greater proportion of higher levels of emotional & offending issues and additional learning needs leading to more placements. 9.4

14.5

8.3

SCC033e % of young people formerly looked after with whom the authority is in contact, who are known to be in suitable, nonemergency accommodation at the age of 19 SCC033f % of young people formerly looked after with whom the authority is in contact, who are known to be engaged in education, training or employment at the age of 19 SCC037 The average external qualifications point score for 16 year old looked after children, in any local authority maintained learning setting SCC041a % of eligible, relevant and former relevant children that have pathway plans as required SE10 Foundation phase indicator which analyses outcomes of pupils at years 1 & 2 for a) Language, literacy & communication b) Mathematical development c) Foundation phase indicator SE11 Key Stage 4 level 1 monitoring ʹ percentage of pupils ĂĐŚŝĞǀŝŶŐ ϱ ' ^ ͛Ɛ

Target achieved. All 39 placements began with a care plan in place.

8.8 SCC004 % of children looked after on 31 March who have had three or more placements during the year

131

Measure of Success

YTH002 % of interventions by youth workers in schools leading to an accredited outcome at 16 years of age

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT T;M;L

78.6

93.2

100

81.3

92.7

3 out of 16 young people formerly looked after were not in suitable, nonemergency accommodation. 57.1

56.4

92.3

100

85.9

242

221

93.4

100

93.4

96.2

89.5

225

247

262

100

95.8

89.2

Slight decrease in performance, 4 of the 95 children did not have pathway plans as required. 87 87 * 90 88.4 * 84 84.5 New measure for 2013/14. Parts (a) and (c) met or exceeded target. A new pupil tracking system has been put in place to develop greater consistency and ensure teacher assessment is robust ʹ targets have been raised for 2014/15. *

93.5

Target narrowly missed. Schools are developing curricula opportunities to ensure all pupils achieve baseline of level 1 monitoring. Target has been raised for 2014/15. *

Accredited outcomes achieved for 29 youngsters. * Relates to a new Performance Measure or a new definition

- Relates to cases where it is not possible to draw comparison with other authorities legitimately

We were in contact with all 16 young people who were formerly looked after.

54.8

Result represents positive performance and indicates that outcomes for this group of young people were better than had been predicted.

Performance maintained. All 28 young carers known to social services were assessed. 87.5

43.8

Of the 9 young people not in education, training or employment, 3 were unable to participate in these activities due to illness or a disability. This heavily influenced the calculation of this measure.

Our overall assessment Though the results achieved during examinations taken in 2013 were disappointing, in general terms we were pleased with our progress in relation to this Improvement Objective last year although we recognise there is still much to improve. The new management team has made rapid progress in establishing the foundations for sustained future improvement; this has been acknowledged by Estyn and the Wales Audit Office. Being removed from the category of requiring Special Measures was a significant milestone for the Authority. Provisional results for examinations taken in 2014 indicate some improvement overall, though GCSE results need to improve further still and we are still seeing too much variation between schools. Our performance in relation to supporting vulnerable pupils is too variable; we are processing statements too slowly. We will be focussing on this area as a priority in 2014 â&#x20AC;&#x201C; 2015.

4. Economy Single Integrated Plan Key Outcome Pembrokeshire has a competitive, productive and sustainable economy Improvement Objective 2 we will enable, facilitate and deliver schemes to improve the viability and vitality of our town centres

4.1 Our improvement objective for the economy focussed on town centres. We wanted to enable, facilitate and deliver schemes to improve the viability and vitality of our town centres. We set ourselves four main actions for this objective. 4.2 The actions that we undertook during 2013 â&#x20AC;&#x201C; 2014 were underpinned by the town centre partnership approach we adopted in 2012 â&#x20AC;&#x201C; 2013. In each of the six largest towns in Pembrokeshire, partnerships have been established consisting of the town council, chambers of commerce, civic groups and local county councillors. 4.3 The first action we set ourselves was to provide a planning context that balances retail policies with land uses that promote vitality. This action follows on from the adoption, in February 2013, of the new Local Development Plan for areas of the County outside the National Park. The Local Development Plan set the overall planning context for the County and redefined the town centres for planning purposes.

4.4 Detailed planning guidance (called Supplementary Planning Guidance) for our towns will also be influenced by town plans produced by town centre partnerships. The partnerships established in each of the six largest towns are all at different stages. For example, rapid progress has been made in Fishguard – a summary of its plan is below.

Fishguard Action Plan Seven organisations including Fishguard and Goodwick Town Council, the Chamber of Trade, the Transport Forum and Transition Bro Gwaun have contributed to the development of the two dozen actions identified in the action plan. A clear set of objectives has been established, ranging from improving the built environment of the towns themselves, and supporting local shops to making more of the transport links that Fishguard has with Ireland and encouraging sustainable tourism. In addition, the partnership has agreed to work with the County Council to market the former Junior School site and find an alternative use (and this may unlock the potential for changes to the road network), improving signage, re-focussing retail on a smaller area, and looking at the possibility of converting a dockside building into a lobster hatchery.

4.5 The impact of setting new planning policies will be felt in future years. We decided not to prioritise producing Supplementary Planning Guidance for retail during 2013 2014. This will allow the town centre partnerships to develop their proposals further. 4.6 The second action we identified was to continue to access external funding to support and deliver physical improvements to our town centres. We gave practical help by supporting a scheme to paint the facades of buildings in the County’s six largest towns. We also secured European Regional Development Funding to deliver projects in Pembroke and Pembroke Dock. An audit investigation of the Pembroke Dock Commercial Property Grant Scheme is underway. Financial irregularities concerning the scheme have been found and the matter has been referred to the Police.

Townscape Heritage Initiative and we put an additional £1.3 million into the scheme, which will help to regenerate the heart of the county town. The planned work is focussed on historic properties in the town's Conservation Area, such as High Street, Dew Street and Castle Square. As well as helping to revitalise the town, the Townscape Heritage Initiative will also provide training opportunities for young people.

Social benefit clauses Combining building contracts with training opportunities is something that we are now doing routinely by writing social benefit clauses into contracts. We have made this part of our new Outcome Agreement (see Chapter 11). This has provided great opportunities for construction students to practice their skills on real-life regeneration projects.

“They will get an insight into the design, procurement and construction process, while working towards their qualifications” Chris Curtis, Head of Engineering and Construction, Pembrokeshire College 4.8 We also submitted a bid to Welsh Government’s Vibrant and Viable Places Fund for a town centre regeneration programme for Milford Haven during 2013 – 2014. The Vibrant and Viable Places Programme differs from previous schemes in that it targets higher levels of investment in a smaller number of locations and places a greater emphasis on areas where deprivation is high. Our bid, along with those from half of all other local authorities in Wales, was not successful. Only three councils had their bids funded in full.

4.7 We also secured Welsh Government funding for Tenby harbour during 2013 – 2014, and the work undertaken is now complete. We secured £1.2 million grant from the Heritage Lottery Fund towards phase two of the Haverfordwest

4.9 The impact of our work was to draw in further funding to improve the physical appearance of our towns. The paint scheme was successful and was over-subscribed. By improving the appearance of town centres, it gave a noticeable lift to the feel of the town. Not all our bids for external funding were successful, and while this was disappointing, it is an inherent risk of any competitive bidding process.

Before

After

4.12 Work continued on proposed marina developments in Fishguard and Pembroke Dock. During 2013 – 2014, planning permission was granted for a pub/restaurant as part of the Pembroke Dock scheme; this is the first new building on the 16.8 hectare Martello Quay marina site. The development in Fishguard is linked to possible improvements to the ferry terminal. It is anticipated that detailed planning consent will be sought during the forthcoming year. A major planning application for a £70m mixed use development scheme for Milford Marina was submitted in May 2014 by Milford Haven Port Authority. 4.13 Part of our work with developers included improving our provision of pre-application advice. Draft guidance documents were produced to encourage more informative responses from developers. Discussions have also been held with planning agents concerning customer expectations and the role that agents might play in ensuring pre-application advice is effective. We also adopted Supplementary Planning Guidance in relation to Development Sites. This provided further information about sites identified in the Local Development Plan, including possible constraints. 4.14 Our work with private sector developers will take some time to have an impact. In Haverfordwest, the developer is providing the resources to replace Churnworks roundabout and improve traffic flow in the town as a whole. The new road scheme will also put in place the infrastructure to access new housing land. Improvements to the Fishguard ferry terminal will enable the port to compete with other crossing routes in the future.

Pembroke 4.10 Our third action was to commence delivery of a two year programme of branding initiatives to improve the profile of our town centres. Each town is at a different stage in this process and we intended that this activity would take place from 2014 – 2015 onwards. However, Fishguard and Goodwick stand out as having progressed particularly well. A website has been developed and trading opportunities with the Chamber of Commerce of Wexford have been established. This action is yet to have a major impact on the economic fortunes of the County and the majority of this work is ongoing. However, the Welsh Government has recognised the progress being made and awarded the Fishguard and Goodwick partnership a £50,000 town centre partnership grant.

4.15 All four of the actions described in this chapter will contribute to town centre renewal and will be co-ordinated by the town centre partnerships we have facilitated. Each town has also been allocated up to £40,000 towards the cost of work in their action plans. Relatively little money was drawn down in 2013 – 2014 as the action plans were still at an early stage of their development.

Before

After

4.11 Our fourth action was working with developers to ensure private sector schemes contribute to and complement our town centres. A major planning application for a 6,000 m2supermarket was approved for Haverfordwest during 2013 – 2014 – it is envisaged that this will help regenerate the Swan Square end of the town. The developer is working with Sainsburys and has committed to fund a £7.8m programme of work to improve access for the supermarket and land allocated for housing. The development is funding the replacement of the existing Churnworks roundabout with a new junction designed to aid traffic flow (work will be complete by February 2015).

Fishguard Streetscape 29

4.16 The impact of our work can also be seen in changes to vacancy rates. We know that residents are concerned about changes in the type and quality of retail space in our towns, as well as empty shops. Vacancy rates remained stable during 2013 – 2014. The total number of vacant units changed very little in Haverfordwest, Milford Haven, Narberth and Pembroke. For Fishguard and Pembroke Dock the number of vacant units fell by around a quarter. However, we suspect that this change was primarily due to changes in the definition of the relevant indicator. The graph below shows the latest picture on vacancies for retail units1. The average rate across our six largest towns is currently 9%; this is below the UK vacancy rate of 13.9% and the Wales rate of 15.7%2.

2013 Vacancy Rates (Vacant ground floor Class A units as a proportion of all Class A units)

4.19 We wanted to focus on achieving maximum benefits from the designation of the Haven Waterway Enterprise Zone. The Enterprise Zone, which is managed by its own independent board, can provide tax incentives for investors. We understand that the designation of the Enterprise Zone informed British Telecom’s decision to invest in the Haverfordwest exchange as part of the roll-out of Superfast Broadband. 4.20 We also played a key role in the Murco task force that was set up to respond to the threat of closure of the Murco refinery. Our efforts, in partnership with others, including Welsh Government and UK Government, are proving to be successful. The future of the refinery is secure for the medium term, which has secured 400 high quality jobs (along with many more in the supply chain). 4.21 Further marketing of the Blackbridge site (the last vacant site on the waterway with good deep water access) has been undertaken in conjunction with Welsh Government. Our agents are currently preparing a schedule of interest prior to recommending a way forward. 4.22 We also increased the occupancy of the Bridge Innovation Centre (which is within the Enterprise Zone) during 2013 – 2014. We made good progress on making this part of a broader Pembroke Dock Science and Technology Park where we hope to establish an energy academy. 4.23 We have sought to gain wider community benefits from the contracts that we let, especially through our capital programme. During 2013 – 2014, we helped three people into work and provided two training places through our council house window replacement programme. We also provided training and employment places for people with physical or mental disabilities through the award of the contract to collect bulky household waste.

4.17 In addition to the specific actions identified under the Improvement Objective, we undertook a range of other actions to realise our ambition for Pembrokeshire to have a competitive, productive and sustainable economy. 4.18 We continued to work with the Communities First partnerships in Pembrokeshire. Examples include our Springboard project which Communities First are utilising to meet their aspirations around learning; over 200 parents and children took part in the Springboard Activity Day held earlier this year in Pembroke Dock. We also provided an additional youth worker on behalf of Communities First and have seconded a community development worker to the Garth area of Haverfordwest. 1 2

These are classified by our Local Development Plan as having a Class A use Source: Local Data Company, December 2013

Up-skilling through up-cycling In April 2013 Pembrokeshire Frame commenced Pembrokeshire County Council's contract for the collection of bulky household waste items for the next nine years. Frame is best known for its community furniture store, which reuses and recycles the County's unwanted household goods.. However, it also provides work practice, training and employment opportunities for a wide range of people, including those with physical or mental disabilities. During 2013 – 2014, FRAME provided 200 such placements. In addition to its bulky household waste collection scheme, the charity also provides a secondary processing service. This involves dismantling and recycling items of unusable furniture collected through the bulky household collections service and at civic amenity and recycling centres across the county. These items, such as sofas, beds, tables and chairs, are broken down into separate materials and sent to be recycled. This initiative will allow FRAME to expand the number of work placements it provides. 4.24 We use the day-to-day contacts that we have with local businesses (e.g. food safety inspections) to signpost business advice and information services. For example, we have produced a business information pack which pulls together information for individuals proposing to set up a food business. We have also made available information from the Royal National Institute for the Blind on the approach that food premises should take for customers who use assistance dogs.

4.25 The tourism industry makes a significant contribution to the local economy. During the year, we formally launched a Destination Management Plan. Detailed action plans to support this strategy are being developed. Major events such as Ironman Wales and the Red Bull cliff diving competition continued to raise the profile of Pembrokeshire on an international stage. 4.26 We also re-launched our main tourism website during 2013 – 2014. We ensured the site is suitable for use on mobile devices and commissioned a new events system which will automatically publish information about events in Pembrokeshire. However, this project ran late and was not delivered in time for the summer 2014 season. We are evaluating the usage of the new website, including its use by mobile devices, before deciding whether or not to commit to the development of an additional destination App. 4.27 These changes complement other changes we are making to the provision of information for tourists. During the year, we started the final phase of integrating the provision of tourist information into our libraries, customer service centres and leisure centres. We also sought to increase the value these services can add to local businesses by offering a ticket sale facility. 4.28 We continued to deliver back to work training through our Futureworks and Workways services. The management of these services was integrated into the rest of our regeneration division in the year. The future delivery of our back to work schemes will be influenced by the new European Structural Fund programmes.

Support back into work After eighteen months unemployment, a single mum from Haverfordwest has found a job thanks to the support of the EU-backed Workways project. Workways provided a mentor to update her CV and identify her training needs. Shortly afterwards, she was supported to complete a European Computer Driving Licence. With her new CV and qualification under her belt, she successfully applied for a permanent position with a local enterprise agency.

“Workways provided the motivation I needed to get back into work. Their help made the transition back into employment smooth. Now I have a job, I feel much happier and more confident.”

4.29 Throughout 2013 – 2014, we worked with Welsh Government, the Welsh European Funding Office and regional partners to analyse the challenges and implications of the next European funding programme, which is due to commence during 2014 – 2015. We are developing regional and local projects to submit to the programme.

Summary impact of last round of EU funding Pembrokeshire benefited greatly from the last round of Convergence funding. Between 2007 and March 2013, the ERDF programme created 306 enterprises and assisted a further 839, creating around 1,400 full time equivalent jobs. Over 22,000 people participated in activities supported by the skills-focussed ESF programme. Of these, 2,100 entered employment, 2,428 entered further learning and 7,955 gained further qualifications. Details of the total investment in Pembrokeshire are not readily available, but it is estimated that over £50m was invested in Pembrokeshire over the life of the programme.

4.30 The impact of many of these actions can be seen in the general employment levels recorded for the County. Unemployment fell to about 3.1% in the first 3 months of 2014, compared with 3.6% for the equivalent period in 2013. This was in line with the general trend of falling unemployment across Wales.

Measure of Success PL9 Average time taken (days) from registration of a planning application to issuing a decision (excluding section 106 agreements from 11/12). PIA030 Total % of spend with Pembrokeshire based suppliers for the year.

PLA006b No. of additional affordable housing units provided during the year as a percentage of all additional housing units provided during the year RG15 No. of householders and businesses (currently receiving download speeds of under 2 Mbps) benefitting from an increased broadband speed as a result of work undertaken by the Connecting Communities Project RG24 % of let (Pembrokeshire County Council owned) floor space at the Bridge Innovation Centre RG26 No. of businesses benefitting from business rate relief in the Enterprise Zone area.

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT

64.8

Reduction in performance is mainly due to a relatively small number of applications linked to renewable energy (wind turbines, solar parks) which take a significant amount of time to process and skew the overall result. 53.7

55.2

Although it is important to measure the level of expenditure that goes to local businesses, we must still ensure that our procurement activity is legal and offers value for money. 17

Statistically, the relatively low numbers involved mean that fluctuations from one year to the next are likely. Data for use in calculating 13/14 result is based on the number of affordable homes built during 2012/13. Performance benefitted from a number of developments which started late in 2011/12 but were not included in the calculation until the following year. 23

239

23 householders and businesses benefitted in 2012/13 (all in Angle). Since then, an additional 2 have benefitted in Angle, 52 in Hayscastle, 39 in Newgale/Pen y Cwm, 102 in Wiston and 44 in Herbrandston. Average upload speeds achieved were 5 Mbps and download speeds were 9 Mbps. 81

The Bridge Innovation Centre is now effectively full with 10,035 ft out of a 2 possible 10,371 ft occupied. *

We have had more successful applications for this grant than any of the other six Enterprise Zones in Wales. * Relates to a new Performance Measure or a new definition

- Relates to cases where it is not possible to draw comparison with other authorities legitimately

Our overall assessment

We always envisaged that this would be a long term objective. While our progress has been a little more variable than we would have liked, it is inevitable that the actions we implemented last year will take some time to have a discernible impact. The town centre partnerships have brought private and public sector organisations together to agree a common vision for each town and an action plan to realise this, but some have moved faster than others. The outlook for our town centres remains challenging. We continued to support the tourism industry and shifted our emphasis towards digital marketing and integrating tourism information services. However, progress on some of the individual projects that underpin this shift was slower than anticipated. We were delighted that the future of the Murco refinery, for the medium-term at least, has been secured. We were also pleased with the work undertaken to facilitate the significant investments in marinas in the County, in Fishguard and Pembroke Dock. 34

5. Environment Single Integrated Plan Key Outcome – People in Pembrokeshire enjoy an attractive, sustainable and diverse environment Improvement Objective 3 - we will continue to increase the proportion of waste that is recycled in order to reduce the amount of waste we send to landfill

5.1 Pembrokeshire has a fantastic natural environment. We do not take this for granted and recognise that we have any important role to play in helping to protect the environment. Reducing the amount of waste sent to landfill is one of the ways in which we can achieve this. We set ourselves three main actions under this objective. 5.2 The first action was to improve public participation in recycling initiatives by contacting customers directly or meeting people at public events. We focussed our efforts in communities where less than half of households were recycling their waste through orange bags or food waste collections. In addition, contact was made with around 5,500 people via our road shows throughout the year. 5.3 The impact of this work can be seen in our recycling rates. The number of people who recycle food waste at least once every three weeks increased by 5% during 2013 – 2014, and there was a 3% increase in those who recycled food waste every week. 5.4 The second action we undertook was to introduce fortnightly collection of black bag waste across the County. One of the reasons we did this was because as a result of higher recycling rates, the amount of rubbish in a typical black bag has reduced. We rescheduled collection routes and as a result we were able to reduce the number of refuse vehicles and crews. 5.5 The impact of this change has been positive. We made efficiency savings of approximately £400,000 as a result. There has also been an increase in the tonnage of recycling collected of 4.9%, and a corresponding reduction in black bag (or residual) waste. There was an increase in the tonnage of black bag waste received at civic amenity sites following the introduction of fortnightly collection. We have already begun to monitor this issue.

5.6 Our third action was to introduce recycling for additional material streams such as carpets and mattresses. This action was implemented successfully; further work is being undertaken to seek markets for other materials that have the potential to be recycled.

The percentage of municipal waste sent to landfill

5.7 The impact of this work has been an increase of 1.2% in our overall recycling rate. We will continue to look for opportunities to recycle new types of materials. Though finding new types of material to recycle remains important, increasing the recycling rate for the material that we already collect is more likely to help us meet our targets for the future. 5.8 In addition to the specific actions identified under the Improvement Objective we undertook a number of other actions during 2013 – 2014 that are having a positive impact on our waste management arrangements. We made good progress in finding a medium term residual waste treatment solution so that less waste goes to landfill. We entered into an interim tender for the disposal of residual waste. This may lead to reductions in cost, as well as increasing our overall recycling rate. 5.9 Though our initial plans for a new civic amenity site to serve south-east Pembrokeshire were not implemented, planning permission has now been granted for such a facility. Work commenced at the beginning of August 2014. We also rationalised the existing network of recycling bring sites due to the fact that the extension of kerbside collection has significantly reduced the amount of waste received. Seventeen sites with light usage have been withdrawn and containment methods amended at other sites. This will make it easier for containers to be emptied by passing refuse collection vehicles, which will reduce operational costs. 5.10 The outcome of this work is that the percentage of waste that we recycle or collect for re-use increased from 53.1% to 60.3% during 2013 – 2014. Over 70% of people now use our kerbside recycling services at least once every three weeks. The percentage of municipal waste sent to landfill is now only 29.5%; a reduction of a third on the 2012 – 2013 figure of 45.2%. The downward trend has continued into 2014 – 2015; the figure for quarter 1 stood at just 13%.

5.11 Beyond waste management, we undertook a range of other actions during 2013 – 2014 which contributed to our broader environmental objectives. 5.12 For example, we planned to develop a fly-tipping strategy during 2013 – 2014. We postponed this work following delays to the launch of the equivalent national strategy. Our performance in clearing fly-tipping within 5 days remained virtually unchanged. However, the number of incidents almost doubled from 600 to 1,000. We will resume this work once consultation on the national strategy is complete. 5.13 We also adopted a more robust approach to dog fouling, with targeted initiatives in St Davids/Solva, Haverfordwest, Tenby and Narberth. We try to resolve dog fouling issues without resorting to formal interventions, but this is not always possible. During 2013 – 2014, we issued a formal caution for beach byelaw infringements and four fixed penalty notices for dog fouling.

5.14 We reviewed how we provide public toilets in order to make savings and secure external investment for their maintenance in the future. We maintained 92 toilets at the start of the year, the highest number in Wales and possibly the UK. We closed 14 of the least used toilets, and transferred the running of, or are receiving direct funding for, a further 12 toilets where local communities expressed a desire to keep them open. The running of the vast majority of the remaining toilets has been transferred to a specialist private operator. We estimate this combination of measures will save around £200,000 per year.

Why did the road collapse? The storms earlier this year resulted in the failure of approximately 50m of sea wall at Amroth, which damaged the road, as well as an emergency sewerage overflow and a water main. Repair work costing around £627,000 (75% of which was funded by Welsh Government) is now complete. We decided to investigate further to reduce the risk of a repeat incident.

5.15 As a result of changes to legislation, we now have a lead role in flood prevention. During 2013 – 2014, we prepared and consulted upon a Local Flood Risk Strategy. We updated the information we hold on the condition of coastal defences and the risk of flooding from rivers. We will map this information to inform future decision making.

The sea wall failed because the shingle in front of the wall, which under normal circumstances protects the road, was washed away, creating deep but temporary holes in the beach beneath the wall. The shingle behind the wall was also washed away and over time a large void developed.

5.16 2013 – 2014 was a year of extreme weather. In July 2013, we were forced to undertake emergency repairs to the main road between Serpentine Road and The Green in Tenby when it started to melt during hot weather. The situation was very different on 21st October 2013, when we responded to a number of flooding events. This was the start of a very busy winter for our emergency response teams. Some of the worst tidal flooding the County has ever seen occurred during January and February. Effective use of information technology and social media helped us to co-ordinate our response, as well as get timely and accurate information to the public.

Eventually the sea wall was only supported on its front edge. Pressure from the exceptionally large waves in January 2014 toppled the wall back into the void as the photo on page 40 shows. Our repair work involved driving sheet piling reinforcement into the beach along the ‘toe’ of the wall, to prevent shingle from being washed out in the future. We have submitted an application for grant aid to extend sheet piling to the whole wall and hope that Welsh Government will meet about half of the total anticipated cost of £295,500.

Road collapse at Amroth

5.17 Newgale was particularly badly affected by storm damage. Two properties were flooded and extended road closures were necessary on the main road for around a fortnight, with additional and lengthier closures on the coast road to Nolton Haven. Two teams were on standby for most peak tide/storm events and worked alongside Newgale officers from Natural Resources Wales to clear roads and the river discharge at Newgale. Despite clear warnings being issued, a public service bus became stuck while attempting to use the road and our crews assisted in rescuing passengers.

Wild Wednesday Facts – 12th February • • • • • • •

Crews worked from 5:30 until 23:00 clearing trees, roof tiles and debris 94.5mph winds were recorded on the Cleddau bridge 3,184 calls were made to our contact centre (about three times higher than normal) 25 Schools closed early due to the severe weather Up to 26 road closures were put in place at one time 143 separate trees down were reported 350 reports of damage to property were received, including damage to council houses, council infrastructure, schools, utilities, infrastructure and street lights • 8 reports of floods were received, as well as reports of 2 oil spills

THS007 - Map of the percentage of people aged over 60 who hold a concessionary bus pass by Electoral Division

5.18 Some of the other activities we undertook during the year benefited sustainable and active travel users. For example, we adopted the regional network strategy which sets out how public transport will be supported. Following a reduction in funding made available by Welsh Government for public transport, we consulted on changes to the network and re-tendered a number of routes. 5.19 The impact of the re-tendering process was that we saved £50,000, while minimising reductions to the number of services available. Savings were made by simplifying routes, by reducing the frequency of some routes or by removing evening routes. 5.20 We also continued with physical improvements to the bus network, such as the development of a new bus station and taxi rank in Tenby. These improvements have made it easier for travellers to use public transport. 5.21 Improving the infrastructure of the bus network has helped us to meet the needs of customers more effectively. As the map on page 43 indicates, at least half of all people aged over 65 in Pembrokeshire have a concessionary bus pass (including those areas which have a very limited service). The results of the consultation we undertook during the year indicated that 58% of bus users were aged over 65. Twenty three percent of users were disabled people, and a relatively high proportion of these disabled bus customers were of working age.

5.22 We continued to support BikeMobility during 2013 – 2014 and added three electric bikes to its cycle pool. The project offers weekly cycling sessions to enable people who have not cycled for a while, or maybe lack a little confidence, to practice in a safe, off-road environment. We also completed a new shared use path in Pembroke Dock along a former disused railway track. This has enabled cyclists to access Tesco from the west without having to travel on London Road itself. We also completed a number of smaller footway improvements or crossing projects in Croesgoch, Kilgetty, Summerhill and Crymych. 5.23 We continued to improve and manage the highway and transport network during 2013 – 2014. Improving Bulford Road in order to improve access to the north shore of the Haven has been one of our longer term ambitions. Building work has now commenced. Welsh Government also invested in improving the County’s connection with the M4 corridor by substantially improving the A477 around Llanddowror.

Map of Northern Distributor Network Measure of Success

STS006 % of reported fly tipping incidents cleared within 5 working days

WMT004b % of municipal waste sent to landfill

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT

96.1

92.2

95.9

95.0

Performance has marginally reduced despite a 40% increase in the number of incidents reported which occurred immediately following the introduction of fortnightly collections. The number of incidents has since returned to previous levels. 45.2

WMT009b % municipal waste collected by local authorities and prepared for reuse and/or recycled, including source segregated biowastes that are composted or treated biologically in another way. OAEV61b No. of schools to have progressed to a new level of bronze, silver, gold or acorn attainment

5.24 The impact of these investments will be an improvement in road safety as well as in the reliability of journey times. Road safety (which is covered in greater detail in Section 8 of this review) has improved substantially in recent years. The road improvements outlined above will also have a positive impact on prospects for future economic growth in Pembrokeshire. 5.25 Though we continued to invest in improving the condition of the highway during 2013 – 2014, as part of the budget reduction process we decided to reduce revenue expenditure on road maintenance by 20% (around £0.75m). It is likely that we will need to consider increasing expenditure in this area in future years. 5.26 The impact of the investment made is that the condition of our roads improved overall. The proportion of A and B roads in poor condition fell by around a quarter during year. There was a smaller fall, of around 4%, in the much larger, but less well used C road network.

STS005b % of highways and relevant land inspected of a high or acceptable standard of cleanliness

THS011a % of principal (A) roads that are in overall poor condition THS011b % of nonprincipal/classified (B) roads that are in overall poor condition THS011c % of non-principal / classified (C) roads that are in overall poor condition THS012 % of principal (A) roads, non-principal (B) roads and nonprincipal (C) roads that are in overall poor condition VOIDS Average number of calendar days taken to let lettable units of accommodation during the financial year for permanent accommodation

29.5

37.7

66.5

68.8

Performance has declined slightly which is due to household amenity sites attracting a higher amoƵŶƚ ŽĨ ƌĞƐŝĚƵĂů ͞ďůĂĐŬ ďĂŐ͟ ǁĂƐƚĞ ĨŽůůŽǁŝŶŐ ƚŚĞ introduction of fortnightly collections of residual waste. Target set previously has been maintained for next year, which we feel can be achieved through black bag ŝŶƚĞƌǀĞŶƚŝŽŶ ĂŶĚ ͞ƐĞĐŽŶĚĂƌǇ ƉƌŽĐĞƐƐŝŶŐ͟ ŽĨ Ĩurniture at our sites. 53.2

52.3

60.3

54.3

Improvement due to the introduction of fortnightly kerbside collections and the work of waste advisors which have encouraged more people to recycle. 10

Eight out of 12 schools did not progress to a new level of attainment. Despite being on track during the early part of 2013/14, due to a number of mitigating circumstances (new demands being placed on schools, sudden staff turnover) the target was not reached. 96.4

95.8

98.5

96.8

84.3

Positive performance. 74.5

THS007 % of adults aged 60+ who hold a concessionary bus pass

Significant reduction which is due to more and more waste being recycled, reused and composted and diversion to energy from waste facilities. 69.2

WMT011 % of municipal waste received at all household waste amenity sites that is reused, recycled or composted

41.0

84.8

A small reduction has been seen due to a data cleansing exercise that has resulted in the removal of records relating to the deceased and to those who have moved out of county. 5.7

5.3

4.5

4.4

6.9

7.5

5.1

6.1

15.6

18.8

14.9

18.9

12.7

13.4

12.5

12.0

13.2

× × × ×

M T

M L

Performance has improved for all road classes for 2 consecutive years. Investment in improving roads is based on condition surveys and our road hierarchy. 37.3

42.2

The Welfare Benefit reforms which came into effect from April 2013 have directly impacted on this measure ʹ decreased demand for 2/3 bedroom properties (which then stay empty for longer once a tenancy has ended) due to the spare room subsidy.

Measure of Success ENV4 The tonnage of biodegradable waste sent to landfill ENV5 Recycling participation rate (percentage) for kerbside orange bag collection PSR004 % of private sector dwellings that had been vacant for more than 6 months at 1 April that were returned to occupation during the year through direct action by the local authority

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT

17,757

18,667

13,543

Performance significantly better than target; this is due to additional recycling ĂŶĚ ŵŽƌĞ ƌĞƐŝĚƵĂů ǁĂƐƚĞ ďĞŝŶŐ ƐĞŶƚ ƚŽ ĨĂĐŝůŝƚŝĞƐ ƚŽ ĐƌĞĂƚĞ ͞ĞŶĞƌŐǇ ĨƌŽŵ ǁĂƐƚĞ͘͟ *

71.3

Performance slightly better than target. This measure evidences the fact that work undertaken by waste advisors leads to increases in recycling participation. 0.66

5.11

0.5

9.2

Applications have now been received under the terms of The Loans into Homes Scheme which should help to improve performance for 2014/15.

* Relates to a new Performance Measure or a new definition - Relates to cases where it is not possible to draw comparison with other authorities legitimately

Our overall assessment We made excellent progress against our waste improvement objective during 2013 – 2014. We are now one of the top performing councils in Wales when it comes to reducing waste and increasing recycling. We also reduced costs by introducing fortnightly collections of residual waste. We will continue to work with neighbouring authorities on finding a solution for processing black bag and food waste. In addition, we made significant savings in other areas of our environmental services. While it is inevitable that this will have had some impact on our customers, we believe we have managed to avoid any significant detrimental impacts. Our response to the extreme weather over the previous year was well coordinated and effective. The storms highlighted that some areas of the County are vulnerable to bad weather.

6. Health Single Integrated Plan Key Outcome â&#x20AC;&#x201C; People in Pembrokeshire are healthier Improvement Objective 4 we will reconfigure the provision of our adult care services to improve efficiency and sustainability 6.1 Our focus for this Improvement Objective was to review our adult social care services and change their configuration in order to improve efficiency and sustainability. Adult social care is one of our highest spending services and is also experiencing a significant increase in demand as the Countyâ&#x20AC;&#x2122;s population gets older. We set ourselves eight actions under this Improvement Objective. 6.2 Our first action was to review the capacity and effectiveness of the partnership arrangements we have with the Local Health Board and develop proposals to drive further improvement. As a result of this work, we launched the Health, Social Care and Wellbeing Commissioning Partnership in March 2014. We also established a Commissioning Hub to complement the work of the partnership. 6.3 The impact of this work has been that we now have an appropriate platform for commissioning with key partner agencies, including the third sector. The partnership will be responsible for ensuring there is a consistent and co-ordinated approach to commissioning services on behalf of partner agencies. We anticipate that this will support the development of new models of service delivery. 6.4 The second action we identified under this objective was to integrate our existing commissioning plans within one over-arching document which would focus on sustainability and on containing the overall cost of the service. We delayed starting this project until a new Head of Joint Commissioning was appointed in January 2014. Although we made good progress, this action was not completed within the year. The draft plan will be ready for wider consultation during autumn 2014. 6.5 The impact of the commissioning framework will be the establishment of robust quality assurance arrangements. The quality of services will be monitored consistently.

6.6

6.7

6.8

Our third action was to agree clear protocols to ensure social care assessments are sustainable, robust, fair and offer best value for customer and providers. The context for this work was the Social Services and Well-being (Wales) Act 2014 and we took national guidelines in to account. We completed this action and have implemented new processes for administering adult referrals and assessments. We are also working with neighbouring authorities to embed a joint approach to this area of work across the region. The impact of this change will be to simplify how customers access our services. One of the advantages that customers will see as a result is that assessments undertaken in any Welsh authority will be recognised by ourselves, helping to maintain continuity of care if a customer moves to a new area. Changes to the structure of the service have also helped to speed up the assessment process, by providing increased capacity the average time taken to complete an assessment dropped from 26 days in 2012 – 2013 to 22 days in 2013 – 2014, an improvement of 15%. The fourth action we set ourselves entailed addressing a number of budget issues. For example, we carried out value for money reviews of all packages of care where the cost was in excess of £500 per week for domiciliary care and learning disability services. Following each review, the impact of any changes to the budget and customer was analysed and, where necessary, appropriate action was taken. Learning Disability customers with high cost care packages were reviewed every 6 months, which facilitates alterations to care packages which reflect changes in need. We introduced monthly invoicing for residential care and direct payments. Systems were tested throughout the year and were implemented in March 2014.

6.9

We also developed proposals to revise our charges for non-residential services. Charges for these services had not changed since the introduction of the fairer charging system in 2004, and both are regulated by complex capping mechanisms that limit the charge1 for a customer to £55 per week in 2014 – 2015.

6.10

The impact of these changes was that we were able to control our Adult Social Care budget more effectively. Introducing monthly invoicing and direct payments has made it easier for customers or their carers to manage the financial aspects of their care packages.

6.11

Our fifth action was to develop alternative care models to ensure all customers are effectively supported. Our priority is to provide services that promote independence and to provide care, wherever practicable, in the community, and within people’s homes. The impact of this work will be felt in future years. We are taking our time to develop these new models of care so that customers can be involved in the service design process.

6.12

Last year, we developed a new specification for our re-ablement service. Services that had previously been provided by the Council directly were put out to tender along with the delivery of domiciliary care.

6.13

Following a widespread and thorough public consultation, we decided to close Sunnybank residential care home in Narberth. The remaining six residents were supported in seeking alternative accommodation. The closure was implemented in May 2014.

The level of the cap and how it is calculated is set by Welsh Government and it decided to increase it from £50 in 2013/14.

Getting views on Sunnybank In November 2013 Cabinet endorsed a proposal to consult on the future of residential care at Sunnybank Residential Care Home, one of the councilâ&#x20AC;&#x2122;s own homes. Use of the home had reduced considerably as there were few older people choosing to live there. The structure of the building was a concern and physical condition surveys highlighted a number of key structural defects. The consultation results showed that although it was valued as a local resource, other factors including the condition of the building, the level of demand and the availability of local good quality residential and nursing care, had to be taken into account.

Adult Social Care Spending Original Budget versus Out-turn

We held a fifteen week public consultation from early November to late February 2014. The consultation was well publicised and we contacted all the people who used Sunnybank Residential Home, as well as their families, carers and the wider community. Five consultation events were held at Bloomfield Community Centre. These were attended by a wide variety of people and were supported by social workers and independent advocates. Separate meetings were organised with interested groups who were unable to attend. We received valuable and constructive responses during the consultation. For instance, the consultation revealed that the ability to pre-book respite care in advance was highly valued by customers. Concerns about the practicalities of moving current residents if Sunnybank closed were also raised. We also received comments about what should happen to the buildings at Sunnybank if it did close.

6.14 Our sixth action was to implement resource targets for all key commissioning activities within the service. This action was met in full. Budgets set for key commissioning activities have been monitored through weekly panel meetings. 6.15 Despite increased demand and an aging population, the budget was not exceeded in 2013/14 and was in line with the revised estimate. Despite weekly volatility of demand and other demographic challenges, the associated budgets are now showing signs of stability. Ongoing pressure in relation to learning disabilities and domiciliary care budgets are being offset by savings in other areas of the service.

6.16 Our seventh action was to review our adult protection arrangements. Our progress in relation to this action is reported in the following chapter, which looks at safeguarding. 6.17 The eighth action we identified under this objective was to provide re-ablement services that meet the needs of customers when they need it most. We achieved this, in part, by working closely with our colleagues in the health service. Together, we were able to reduce the number of people who would otherwise have required large care packages. 6.18 During the forthcoming year, we will be making additional investments in this area; we have allocated funding for a range of services including the provision of flats to support rehabilitation which will be therapy led. This increase in low level preventative services constitutes one of the key strands of our new model of commissioning. 6.19 The impact of this work has been striking. Last year, nearly half of all people who used our re-ablement service did not need any on-going social care services once their period of re-ablement was complete. The growing effectiveness of the service can be seen in the graph below, which shows the reduction in the number of planned domiciliary care hours following re-ablement.

Percentage reduction in the planned care hours of customers who have completed a period of reablement

SCA002a – Map of the rate of older people (aged 65 or over) supported in the community per 1,000 population aged 65 or over at 31 March

“They were a good bridge for the transfer from hospital to home giving support, guidance, advice and encouragement which enabled us to gain and build confidence!” Re-ablement service customer

6.20 The overall impact of the actions described above has been that we are now meeting our goal of supporting more people in the community. In spite of a 3.7% increase in the population aged 65 or over, we maintained a positive position against the relevant performance indicator for this area. The map on page 55 shows how this indicator varies across Pembrokeshire by Electoral Division; the rate of older people supported in the community tends to be higher in the more urban areas of the County.

6.21 Our services will only have a positive impact if they are of a high quality and are valued by customers. We undertake an annual survey of customers’ views to quality assure our services. The percentage of customers who agreed that their care plan was clear, met their needs and who felt safe with their carers increased during the year.

Annual Survey of customers’ views

6.26 We continued with our renovation programme at Scolton Manor, with the longer term aim of establishing a museum of Pembrokeshire life. Repairs to the walled garden were undertaken and the new museum building was completed in July. We have applied for funding to provide a mountain bike track to complement the existing trim trail. 6.27 We reviewed how we deliver our library services, with the aim of maintaining and developing services with a reduced level of resources. Welsh Government funding was secured in order to deliver a Health Hub in Pembroke Dock library. As a result of the review of mobile libraries, a hybrid mobile service will be implemented during 2014 – 2015. One vehicle will now provide a home delivery service to the most vulnerable and housebound individuals, as well as providing a mobile service in the community. 6.28 We have previously considered plans to move Haverfordwest and Tenby libraries to new sites, but these did not go ahead during the year due to unforeseen additional costs. 6.29 Our libraries provide opportunities for people who would otherwise find it difficult to access the internet. We made preparations for an anticipated increase in demand for internet access and assistance with universal credit applications resulting from the Government’s welfare reforms. We continued to facilitate training sessions in our libraries for job seekers, helping them to access the Universal Jobsmatch website that all jobseekers are required to use in order to maintain their benefits.

6.22 We recognise that some customers, especially those who are very frail or have learning disabilities, may need independent advocacy support in order to express their views. Last year, we started bringing together a number of different contracts and funding streams relating to the provision of information, advice and advocacy services. A revised specification for a new and simpler service has been drafted and will be considered in greater detail during 2014 – 2015.

6.30 The impact of these changes has been that services continued to be provided at a lower cost. The Health Hub in Pembroke Dock has expanded the reach of our library services. We listened to the concerns that customers raised when we consulted on the review of our mobile library service; the hybrid service is better able to meet the needs of our most vulnerable customers whilst still providing a mobile service to those areas furthest away from a library.

6.23 In April 2013, we opened a new purpose built Archive building. Pembrokeshire Archives holds a unique and varied collection of documents relating to the County's past. We are in the process of digitising major elements of the collection and this three year project is on track. Our work in 2014 – 2015 will focus on developing a better website in order to improve access to the material we hold.

6.31 We continued to develop our Dragon Sport programme in schools; almost all primary schools are now delivering Dragon Sport activities. Support work is ongoing, with 25 schools receiving follow up visits. The result of this is that the number of young people going to sessions has doubled. We have placed particular emphasis on engaging looked after children and those entitled to free school meals through the active young people programme.

6.24 In partnership with the Pembrokeshire Coast National Park Authority, we appointed an Arts Officer to develop the arts in Pembrokeshire. We produced an arts development strategy to inform how we support the sector and to assist in accessing funding. We also formalised our relationship with the Torch Theatre and improved our relationship with Arts Council Wales. 6.25 The impact of this work has been that our support for the arts through grants is now more robust and transparent. Our improved relationship with arts funders helped to attract Heritage Lottery Funding for a project that we are delivering with other local authorities based around our World War One collections.

6.32 The impact of this work will continue to be felt for years to come, as taking part in sport and physical activity helps to create the foundation for health in later life. We compare well with other authorities in relation to participation on the Dragon Sports programme. Over four out of five students attended one or more sessions during the year (the 4th highest participation rate in Wales) with just over a fifth attending 20 or more sessions (6th highest in Wales). Our work to engage young people entitled to free school meals contributes to closing the gap in health inequalities. 6.33 We planned to put additional emphasis on less popular sports such as rowing and climbing last year. Seventeen rowing instructors achieved their coaching qualifications and we ran four ‘Come and Try It’ sessions with local rowing clubs. A new climbing wall was installed in Haverfordwest leisure centre, and additional funding was obtained to extend the wall to the full height of the building during 2014 – 2015. 6.34 During the year, we consulted on the future of Narberth Swimming Pool. The pool was built in 1973 and much of its plant is coming to the end of its economic life. The consultation generated community interest in operating the pool. Cabinet considered closing the pool in April 2014, but deferred the matter to enable the community to prepare a business plan to take it over. Cabinet reconsidered the matter in September and decided to set a final deadline of 31st October, following which the pool will be closed. 6.35 We continued to invest in our larger leisure centres during 2013 – 2014. For example, we undertook preliminary work for an extension to the Tenby Leisure Centre. This project is now on site. Swimming remains a popular sport in Pembrokeshire and each week around 3000 children take part in swimming lessons. When compared with other local authority areas, our leisure facilities are among the most well-used in the Country.

Quality counts We wanted to ensure that the overall quality of the services that we provide in leisure centres continued to improve. We have adopted a UK-wide system known as a Net-Promoter Score which enables continual monitoring of facilities. Our results compare well with those of other providers. We also ran quality assurance programmes at individual centres. For example, following preparation throughout the year, Haverfordwest Leisure Centre was inspected in early April 2014 and was rated as being “Good”.

6.36 We continued to ensure that menus in primary schools met the nutritional standards set out in Welsh Government’s Appetite for Life Programme, and we have now finalised compliant menus in our secondary schools. We improved hygiene standards in school kitchens; three quarters now have five stars with a further fifth attaining four stars. We also reviewed quality assurance procedures for the supply of all meat. This was prompted by the national horse meat scandal in the early part of 2013. Environmental health officers have sampled food to double check that quality assurance systems are working properly. 6.37 Housing plays an important role in promoting good health. A growing number of people now rent their homes from private landlords. During the year, we developed a draft Private Rented Sector action plan. The plan will be implemented during 2014 – 2015 and will result in a better dialogue with the sector. We will also implement the national landlord accreditation scheme. 6.38 Vulnerable young people tend to find it difficult to maintain tenancies. We have developed additional floating support for these young people and their families. We also increased the supported accommodation options available and developed proposals for several new supported accommodation units. 6.39 We improved our homelessness prevention service. We replaced the existing service with a statutory service known as the Housing Solutions scheme. Customer feedback on the service was gathered, staff training, including peer shadowing, was undertaken and an improved duty service was put in place. Work to merge our Housing Options and Homelessness teams also commenced during the year; this will be completed during 2014 – 2015. 6.40 The impact of this work will be greater consistency across our approach to homelessness prevention and a greater emphasis on tackling the causes of homelessness.

6.41 We continued to review how we deliver adaption requests and Disabled Facilities Grants. We have consulted with customers and other stakeholders and have reviewed how these grants are processed. Documents that support the process are now much clearer.

Delivery of affordable housing

6.42 This work has not had the impact that we had hoped. Our performance during 2013 – 2014 was almost the same as in the preceding year, while many other authorities in Wales improved their performance. Though demand for the services, and customer satisfaction, is increasing, we need to do more to improve the speed with which we process Disabled Facilities Grants. 6.43 We adopted Supplementary Planning Guidance relating to affordable housing to support the new Local Development Plan. We have sought to strike a balance between delivering affordable housing and maintaining a realistic assessment of economic viability. We also increased the speed with which pre-application advice is offered, which has reduced uncertainty for developers. 6.44 We continued to work with local housing associations to deliver grant funded affordable housing. The total number of homes delivered in 2013 -2014 was 83 (including three which were delivered through the housing market via agreements with developers), around a third higher than the total in 2012 – 2013, and a greater number than in comparable local authorities. We examined the viability of innovative options for further enhancing delivery. However, we have determined that the probability of a community land trust delivering additional units in a County like Pembrokeshire is not high enough to warrant progressing this any further.

6.45 Pembrokeshire has a relatively large Gypsy traveller population and we provide more pitches for travellers than the vast majority of councils in Wales. During 2013 – 2014, in response to new Welsh Government guidance on how many pitches we should provide, we advanced plans to increase the size of two sites. We resolved all outstanding legal issues at Castle Quarry and work is now on site. We continued to make progress in resolving the complex legal issues that are preventing Kingsmoor Common from being expanded. 6.46 The impact of this work has been that we continued to improve the provision of social housing for our customers. We are pleased that our work to develop housing through the market is starting to deliver. Changes to how council housing funding works at a national level will deliver additional opportunities in the future. Reform of the Housing Revenue Account Subsidy will give us new opportunities for developing social housing and we plan to consult with our customers in autumn 2014. 6.47 During 2013 – 2014, we took steps to reduce the time it takes to let our homes to a new customer. We implemented the recommendations of an internal audit report. However, the challenges we face changed as a result of the introduction of the under-occupation charge . We are now finding there is reduced demand for two bedroom flats and reduced demand for three bedroom houses in some areas. We revised our allocations policy in March 2014 to allow greater flexibility and converted some of our properties into one-bedroom flats in order to meet demand. The average number of days taken to re-let a home increased from 37 to 42 days during 2013 – 2014.

Measure of Success AC015 % reduction in the planned domiciliary care hours of customers who have completed a period of reablement during the year AC020 % of customers who have completed a course of reablement with no further need for long term domiciliary care AC021 Limit increase in growth of adult services budget (expressed as a percentage above 12/13 revised budget)

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT

Consistent positive performance that reflects our focus on enabling customers to be as independent as possible. 37

AC023 Care services annual questionnaire testing whether customers agree that their care plans meet their needs

LCS002b No. of visits to local authority sport and leisure centres during the year where the visitor will be participating in physical activity, per 1,000 population LSPI7 School swimming: Percentage of children achieving the National Curriculum swim test at year 6 LSPI9 Net promoter score (NPS). The score is calculated from customer response to a sŝŵƉůĞ ƋƵĞƐƚŝŽŶ ͞ǁŽƵůĚ ǇŽƵ recommend this service to a ĨƌŝĞŶĚ͘͟ ^ĐŽƌĞĚ ĨƌŽŵ Ϭ-10 (10 being the most likely). Customer promoters are the ϵ͛Ɛ ĂŶĚ ϭϬ͛Ɛ͕ ŶĞƵƚƌĂůƐ ϳ͛Ɛ ĂŶĚ ϴ͛Ɛ ĂŶĚ ĚĞƚƌĂĐƚŽƌƐ ƐĐŽƌĞ ϲ ĂŶĚ below. NPS is calculated at the % promoters minus detractors.

PSR8 % of applicants surveyed who stated that the Disabled Adaptation Service is good or excellent

6.7

6.4

Positive result reflecting customer experience captured in the annual domiciliary care survey. 5,968

4,033

4,367

5,851

Physical visits have declined, particularly at the County Library in Haverfordwest as a result of operating a more limited service in temporary accommodation. Saundersfoot Library was also closed for 5 months, which also had an effect. HowĞǀĞƌ͕ ƚŚĞ ŬĞǇ ƌĞĂƐŽŶ ĨŽƌ ƚŚĞ ůĂƌŐĞ ǇĞĂƌ ŽŶ ǇĞĂƌ ǀĂƌŝĂŶĐĞ ŝƐ ĚƵĞ ƚŽ ůĂƐƚ ǇĞĂƌ͛Ɛ data being based on inaccurate electronic counters in some libraries which were overinflating performance. Data for 2013/14 is based on a more accurate and robust method of measurement. 10,841

8,864

10,949

11,027

8,954

86.6

Target missed due to 30 children not meeting test criteria, this can be attributed to lack of attendance due to a number of factors. *

SCA002a The rate of older people (aged 65 or over) supported in the community per 1,000 population aged 65 or over at 31 March SCA002b The rate of older people (aged 65 or over) whom the authority supports in care homes per 1,000 population aged 65 or over at 31 March SCA007 % of clients with a care plan at 31 March whose care plans should have been reviewed that were reviewed during the year SCA018a % of carers of adults who were offered an assessment or review of their needs in their own right during the year SCA020 % of adult clients who are supported in the community during the year

Visits to centres up by 28,000 compared to the previous year. Note that the 13/14 result was not calculated strictly according to national guidance. This has been rectified for the 2014/15 data collection period. *

SCA001 The rate of delayed transfers of care (DToC) for social care reasons per 1,000 population aged 75 or over

All identified high cost case reviews have been completed. These reviews will be analysed as part of the wider improvement agenda of applying eligibility criteria consistently to ensure proportionate intervention.

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

0.32

4.57

1.0

0.24

4.70

QRT

ǆĐĞůůĞŶƚ ƉĞƌĨŽƌŵĂŶĐĞ ǁŝƚŚ ůĞƐƐ ƚŚĂŶ ŚĂůĨ ŽĨ ƚŚĞ dŽ ͛Ɛ ĂŶƚŝĐŝƉĂƚĞĚ͘ ^ŝŐŶŝĨŝĐĂŶƚ improvements in process have been seen with General and Community Hospital ward staff, health managers and community managers meeting on a weekly ďĂƐŝƐ ƚŽ ĚŝƐĐƵƐƐ dŽ ͛Ɛ ĂŶĚ ƉĂƚŝĞŶƚƐ ǁŝƚŚ Ă ƐƚĂǇ ŝŶ ĞǆĐĞƐƐ ŽĨ ϭϬ ĚĂǇƐ͘ 72.3

77.5

72.1

74.5

Over 2,000 older people are supported in the community, out of a total of nearly 28,000. This measure only reflects those supported in the community as at the last day in the recording period, customers who have been reabled without the need for long term care and those for whom we provide short term interventions will not be included in the calculation. 17.1

20.6

16.7

19.8

Placement numbers into care homes have remained fairly static over the last few years at around 450. Placements are only commissioned when all other appropriate options have been considered. 83.6

80.9

83.9

81.1

Over 2,100 care plans were reviewed despite an increasing number of customers who, due to complex needs, required a face to face assessment (as opposed to telephone). 97.7

86.8

87.1

85.8

Over 900 carers were offered an assessment or review during 2013/14. An alternative method of offering an assessment or review is scheduled for implementation during 2014/15. 91.5

86.2

90.8

86.3

Marginal reduction in performance. Nearly 5,400 customers were provided with support appropriate to their identified needs following assessment and panel scrutiny arrangements. 234

SP04b No. of disabled club members in disability sport in Pembrokeshire

DOP

250

256

Improvement due to an increase including in the number of qualified coaches involved in coaching disabled young people (43 to 62) and an increase in the number of volunteers involved in supporting disabled people (48 to 68). Our Sports Development Team has recently (June 2014) been praised for its work ǁŝƚŚ ĚŝƐĂďůĞĚ ƉĞŽƉůĞ ĂŶĚ ŚĂƐ ďĞĞŶ ĂǁĂƌĚĞĚ ĂŶ ͞ŝŶƐƉŽƌƚ ŝƐĂďŝůŝƚǇ͟ ďƌŽŶǌĞ ĂǁĂƌĚ by Disability Sports Wales. * Relates to a new Performance Measure or a new definition

- Relates to cases where it is not possible to draw comparison with other authorities legitimately

KƉŝŶŝŽŶƐ ǁĞƌĞ ƌĞĐĞŝǀĞĚ ĨƌŽŵ ϭ͕ϱϱϰ ĐƵƐƚŽŵĞƌƐ͕ ϵϭϳ ŽĨ ƚŚĞƐĞ ǁĞƌĞ ͚ƉƌŽŵŽƚĞƌƐ͕͛ Ϯϭϴ ǁĞƌĞ ͚ĚĞƚƌĂĐƚŽƌƐ͛͘ ZĞƐƵůƚ ĐŽŵĨŽƌƚĂďůǇ ĞǆĐĞĞĚĞĚ ƚĂƌŐĞƚ ĂŶĚ ĂůƐŽ ĨĂƌ ĞǆĐĞĞĚƐ the national average for the sector.

327 PSR002 The average number of calendar days taken to deliver a Disabled Facilities Grant

Positive result reflecting regular monitoring of budget and other measures implemented to limit growth.

5,743 LCL001b No. of visits to Public Libraries during the year, per 1,000 population

Consistent positive performance that reflects our focus on enabling customers to be as independent as possible. Two hundred and twenty four customers completed reablement and no longer needed long term domiciliary care.

* AC022 % of high cost cases reviewed

Measure of Success

271

290

326

239

A number of complex cases completed during 2013/14 meant that no improvement in performance was recorded. Processes and policy will be reviewed during 2014/15 which should improve performance for this and subsequent years. 93

212 customers completed a survey with 192 stating service was considered to be good or excellent.

Our overall assessment

We are pleased with our progress against this Improvement Objective. The new management team in our Adult Social Care Directorate has begun to transform the service we offer – improving performance at the same time as reducing overall spend. In the face of rising demand for the services provided, this was a significant achievement. There are areas of associated performance that are of concern. We are not processing Disabled Facilities Grants quickly enough and in spite of our efforts to improve the position, we were the poorest performing local authority in Wales in this area during 2013 – 2014. Further work to address this issue has already commenced; we expect to see significant improvement during the forthcoming year.

7. Safeguarding Single Integrated Plan Key Outcome â&#x20AC;&#x201C; Children and adults are safeguarded Improvement Objective 5 we will strengthen our safeguarding arrangements in schools to ensure that children and young people are not put at risk

7.1 We set ourselves this Improvement Objective with the aim of improving our practice following critical reports by the Care and Social Services Inspectorate Wales and Estyn in 2011. By April 2013, we had made considerable progress with the result that external oversight by a Board appointed by Welsh Government had been wound down. The recommendations of the joint inspectorate report had already been implemented with only a few actions left outstanding (none of which related to the management of allegations). 7.2 We set ourselves seven main actions under this Improvement Objective. This section also makes reference to improvements we have made to our adult protection arrangements. 7.3 The first action we identified was to review our methods for providing advice to schools and to establish a new team bringing all safeguarding expertise together. This work is now complete and an Integrated Safeguarding and Quality Assurance Service, including the Local Authority Designated Officer, is now in place. Head teachers have been informed of the new arrangements. We have strengthened the administrative support available to the team with the effect that record keeping has improved substantially. 7.4 Our second action was to undertake a systematic audit of safeguarding in all schools and to measure the impact of activity to improve safeguarding in schools. All schools have been audited and an appropriate action plan developed for each school, along with one for the Council as a whole. We have shared our practice with other local authorities in Wales. We also ensured that the youth service met best practice for safeguarding by undertaking development sessions with the management of the service, reviewing policies and undertaking unannounced visits.

7.5 Our third action was to create single point of contact for advice and referral for schools; this has been fully addressed through the introduction of the new Integrated Safeguarding and Quality Assurance Service. The Local Authority Designated Officer reports to Cabinet and the Safeguarding Overview and Scrutiny Committee on her work and produces an annual report outlining the results of investigations. A Professional Allegations Co-ordinator, working to the Local Authority Designated Officer, is also in place. The co-ordinator monitors, tracks and collates data on allegations. We are also investing in an electronic document management system across child care services and community care services, thereby removing the need for duplicate records. 7.6 The impact of these three actions has been that there is now a simple and effective system in place for raising concerns about the behaviour of our employees and for the completion of timely investigations. All children involved in allegations against professionals where a strategy meeting has been held were offered advocacy support. This work will result in sustained improvement in our safeguarding practice. 7.7 Better analysis of incidents is helping us to target our preventative work. The vast majority of the allegations we receive relate to how children have been handled when there has been conflict between students or between students and staff. We rolled out Team Teach training across Pembrokeshire during 2013 – 2014, which has helped teachers to understand how to de-escalate confrontations. 7.8 Restorative Practice (which helps to reduce bullying as well as providing a potential source of information for the quality assurance framework) is being rolled out across the County. A continuous training programme will be put in place for 2014 – 2015. 7.9 Our fourth action was to develop an advocacy and participation service to ensure that children’s voices are heard. This was a major piece of work and following consultation with young people and a restructuring of part of the youth service, we developed a Participation and Rights Strategy in March 2014. The Strategy is consistent with the United Nations Convention on the Rights of the Child (UNCRC). At the launch ceremony, representatives of the Council pledged their commitment that every child and young person should be able to fulfil their potential to live a life free from abuse and poverty, is healthy and happy, has a good education and has opportunities to access high quality leisure activities.

7.10 We also set up a Junior Safeguarding Board to work alongside our Local Safeguarding Children Board (LSCB). The LSCB and the Junior Safeguarding Board have met to share their experiences and to develop update reports for our Safeguarding Overview and Scrutiny Committee. 7.11 The impact of our public commitment to children’s rights and participation has resulted in a 56% increase in participation in the Youth Assembly. We will realise the broader benefits of our rights and participation work in future years. 7.12 Our fifth action was to improve the consistency and clarity of information held on our personnel files. We have achieved this action; if an allegation is made against an individual, a summary of the allegation, the outcome of its investigation and any necessary follow up with a professional body is placed on the individual’s file. We have reviewed our files to ensure that the new system is being implemented consistently. 7.13 The impact of this is that we have reduced the potential that we might employ an individual who may be a risk to children or vulnerable adults. We have established a system to assure ourselves that criminal records checks have been undertaken for all new employees who work with vulnerable customers. An electronic document management system, which is in the process of being implemented, will address problems which previously arose as a result of the Authority holding duplicate records.

7.14 Our sixth action was to implement a quality assurance framework (QAF). This has ensured that the improvements we have made continue to be monitored effectively. The framework is in place and monthly Safeguarding Performance Management Meetings are being held to oversee criminal record checks and the management of professional abuse allegations. Quarterly summary reports are presented to our Corporate Management Team. 7.15 Our seventh action was to ensure that key personnel in schools responsible for recruitment undertake the Safer Recruitment training course. This work has been completed and there is now a rolling programme of training throughout Pembrokeshire. All head teachers, a number of school managers and school governors have undertaken the training. 7.16 We reviewed adult protection arrangements to ensure we complied with best practice. We strengthened arrangements through the appointment of an experienced senior practitioner to increase the capacity in the team. We also reviewed business processes and have made some changes to systems, maximising the use of the computer system. Tracking of cases is more efficient and the production of monitoring reports is now a straightforward task. 7.17 The measures of success we identified in relation to this objective were a little different to those selected for our other improvement objectives. This was because much of the associated work focussed on improving processes. We have met all of our targets for this area. When we were inspected by Estyn earlier this year, the inspection team acknowledged that our safeguarding arrangements are now robust. 7.18 A good children’s service relies on having a stable workforce with the capacity to deal safely with demand. During 2013 – 2014, we improved our approach to recruiting and retaining social workers (this is also one of our Outcome Agreement projects). We introduced market supplement payments for some staff to address pay differentials with staff in other local authorities. New workload monitoring arrangements were introduced and roles and responsibilities were reviewed. As a result, all teams now have permanent managers in place and ten additional Social Work posts have been filled. 7.19 The impact of this work can be seen in our performance indicators. It has led to an increase in the quality and consistency of the services we provide. The cost of providing market supplements and additional posts has been partly balanced by a reduction in our use of agency social workers, as well as the costs associated with high rates of staff turnover.

7.20 Our work to improve the stability of our social care workforce has been complemented by the implementation of a revised training package. A new induction programme was designed during the year. We also implemented a new programme of mandatory training for social workers and revised arrangements for continuing professional development for newly qualified social workers. 7.21 We improved the quality and consistency of assessments, care planning and reviews during 2013 – 2014. New documentation for assessments and care planning was introduced, along with a programme of staff training. We are monitoring the use of the revised documentation to ensure consistency. 7.22 We wanted to improve the services we provide to support families experiencing difficulties in order to prevent their needs reaching the point where formal intervention is necessary. We did this by implementing an Integrated Family Support Service (IFSS) and a Team Around the Family (TAF) project. Both teams are co-located with our universal family support services. We integrated well-being workers into TAF, and all teams’ workloads are co-ordinated weekly so that families can access the services that are most appropriate to their needs. 7.23 This programme of integration is resulting in greater use of preventative services. Training has resulted in an increase in referrals to IFST, reducing pressure on teams who deliver high end child protection services. 7.24 Alongside improvements to our child protection arrangements, we also wanted to improve how we protect vulnerable adults. Much of the work we undertook was similar to the actions we took to protect children. For example, we appointed a senior practitioner post for adult protection to provide additional capacity and experience. 7.25 We established a robust system for managing allegations of abuse of vulnerable adults. An Adult Safeguarding and Assurance Group now meets on a monthly basis. Referrals for allegations against staff are considered alongside review outcomes and complaints. We also increased our capacity to undertake and manage adult protection referrals and investigations by increasing the number of qualified social workers on our books and by improving staff training.

Measure of Success CC007 % relevant children involved in allegation(s) against professionals where a strategy meeting has been held who were (a) offered advocacy (b) offered and took up the offer of advocacy CC008 % of outcome letters issued within prescribed time (to individuals that have had an allegation made against them) after the final strategy meeting has taken place LP22 % of schools that have completed the Safer Schools audit which evidences areas that require improvement LP23 No. of education personnel (including school governors) attending the Safer Recruitment training course SCA019 % of adult protection referrals completed where the risk has been managed SCC006 % of referrals during the year on which a decision was made within 1 working day SCC010 % of referrals that are rereferrals within 12 months SCC011a % of initial assessments that took place during the year where there is evidence that the child has been seen by the Social Worker SCC011b % of initial assessments that were completed during the year where there is evidence that the child has been seen alone by the Social Worker SCC013ia % of open cases of children on the Child Protection Register who have an allocated social worker

12/13 Actual

12/13 Wales

13/14 Target 100 30

13/14 Actual 100 -

13/14 Wales

DOP

QRT -

No data provided for part b) as service cannot retain lists of children who take up advocacy as this would be inappropriate. *

100

91.1

Forty one out 45 outcome letters were issued within the prescribed time.

100

All schools have undergone a Safeguarding Health Check. This was undertaken between March and October 2013. These checks will be repeated during 2015/16. *

100

One senior manager in every school attended the Safer Recruitment training course. Annual training will take place to ensure that all relevant new staff also receive this training. 100

91.8

100

94.5

Consistent performance continues supported by improved processes, systems and increased skill mix and capacity in the Adult Protection Team. 97.3

97.2

97.8

96.3

Continued positive performance; 975 out of 997 referrals had a decision made on them within 1 working day. 28.7

27.0

26.4

22.2

Continued positive performance; 263 out of 997 referrals were re-referrals. 85.5

75.4

91.9

78.9

37.5

60.7

42.9

99.7

100

Continued positive performance.

100

99.9

SCC042a % of initial assessments completed within 7 working days SCC043a % of required core assessments completed within 35 working days SCC045 % of reviews carried out in line with the statutory timetable

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT

0.2

0.0

92.9

89.9

Continued positive performance.

93.0

87.4

A slight drop in performance can be explained by 8 of the 113 conferences not being held on time. 93.1

88.4

91.4

90.0

Small drop in performance due to 8 out of 93 meetings not being held within 10 days. 87.5

83.0

87.6

85.3

Target exceeded; 621 out of 709 visits took place in accordance with regulations. 92.1

73.1

96.7

71.9

Continued positive performance; 1145 out of 1184 assessments completed within 7 working days. 93.3

76.6

93.8

81.2

Continued positive performance; 835 out of 890 assessments completed within 35 working days. 89.8

86.4

92.1

89.6

Improved performance; 1,024 out of 1,112 reviews carried out in line with the statutory timetable.

- Relates to cases where it is not possible to draw comparison with other authorities legitimately

Our overall assessment

Increase in performance partly due to a manual investigation of files which identified additional evidence of children being seen alone by a social worker. 100

SCC013ib % of open cases of children on the Child Protection Register who are allocated to someone other than a social worker where the child is receiving a service in accordance with her/his assessment or plan SCC014 % of initial child protection conferences due in the year which were held within 15 working days of the strategy discussion SCC015 % of initial core group meetings due in the year which were held within 10 working days of the initial child protection conference SCC025 % of statutory visits to looked after children due in the year that took place in accordance with regulations

12/13 Actual

* Relates to a new Performance Measure or a new definition

Improvement due to the proportion of individual assessments being undertaken by qualified social workers and better systems in place to drive performance. 43.2

Measure of Success

We are very pleased with our progress against this Improvement Objective. We completed the work that we needed to do in order to improve our safeguarding arrangements and began to embed that improvement across the organisation. The Pembrokeshire Ministerial Board wound up its work at the beginning of 2013 – 2014. Our performance indicators have improved and our regulators have acknowledged a step-change in our approach. We are confident that the processes we have put in place will drive further improvement and innovation in this area in the future. 71

8. Safety Single Integrated Plan Key Outcome – Communities in Pembrokeshire feel safe

8.1 We did not set an Improvement Objective for this area last year. The main reason for this was that Pembrokeshire has relatively low levels of crime compared with other areas and comparatively few people who responded to our consultation agreed that it should be a priority. 8.2 However, we do want to maintain low crime rates and we recognise that fear of crime is a significant concern for some residents. Our work to improve community safety is heavily dependent on partnership working and the bulk of relevant services are provided by the Police. 8.3 There are clear priorities for our community safety work, such as reducing anti-social behaviour, repeat offending, substance misuse and domestic violence, as well as improving community cohesion and road safety and ensuring that we have effective civil contingency plans in place. 8.4 We provide a range of services to reduce anti-social behaviour. Most, but by no means all, incidents of anti-social behaviour (ASB) involve young people. During 2013 – 2014, we strengthened the links between our Youth Offending Team and our Children’s Services Department, with the result that the manager of the Team is now also responsible for the Youth Service. Incidents of ASB have fallen consistently in the past five years. In 2013 – 2014, there were 47.2 incidents per 1,000 population; around half of the figure for 2009 – 2010. 8.5 We have continued to emphasise early intervention in our work. During 2013 – 2014, seventeen young people were invited in for multi-agency early intervention meetings to discuss the impact of their anti-social behaviour on the community.

8.6 The impact of this work has been that fewer young people went on to commit more serious crimes. For example, less than half of the young people who went to intervention meetings progressed to the more formal Acceptable Behaviour Contract stage. All participants engaged well with no reported breaches to date. 8.7 We also continued to take action to support victims of ASB during 2013 â&#x20AC;&#x201C; 2014. Our Anti-Social Behaviour Coordinator records ASB referrals to help identify vulnerable and repeat victims. We also extended the use of Multi-Agency Risk Assessment Conference processes (which are used to support victims of domestic violence). 8.8 Our Integrated Offender Management Coordinator continued to develop tailored action plans for each individual in the Cleddau Project (which has been designed to tackle persistent offenders). Each action plan aims to deal with the reasons for offending, thereby reducing the likelihood of it happening again. Where appropriate, victims are referred to victim support services and offenders are referred to agencies which tackle substance misuse, physical/mental health and housing issues. 8.9 Reducing re-offending is an effective way of reducing overall crime rates; a relatively small number of people are responsible for committing a disproportionately large number of crimes. Our work in this area is proving to be successful; offenders regularly exit the scheme having reduced their offending and adopted more stable lifestyle behaviours. In the future, we will focus on improving the transition of young offenders into adult services.

8.11 The impact of working with licensees has been striking. In Saundersfoot, there has been a reduction in violent crime of 95% following our intervention. In Haverfordwest, there has been a reduction in violent crime of 68%. 8.12 Rates of domestic abuse have begun to fall in Pembrokeshire but it remains an important issue. Reducing repeat victimisation is also one of the objectives included in our strategic equality plan. During 2013 â&#x20AC;&#x201C; 2014, we obtained funding for a domestic abuse one stop shop and commenced construction work in one of our existing buildings. The one stop shop opened in September 2014. 8.13 We continued to deliver training to a wide range of staff on how they can contribute to reducing domestic abuse. For example, training for Magistrates has resulted in increased referrals to the multi-agency conferences designed to improve support for victims. Over 80% of victims took up an offer of support from the independent domestic violence abuse worker. We also continued to deliver education and advice on the importance of healthy relationships for young people. This has been delivered through the personal and social education curriculum as well as via the Youth Service. 8.14 The impact of this work has been a reduction in the number of people who have been victims of domestic violence. In the past 12 months, this rate has fallen by 22% compared with the average for 2010/11 to 2012/13. The overall impact of our work to reduce crime has been that the crime rate in Pembrokeshire is now 20% lower than it was five years ago, though 2013/14 saw a small increase of 2.4% compared with the previous year.

8.10 Reducing the harm caused by substance misuse has been a long-standing priority for the Authority and last year we became one of only two Local Alcohol Action Areas to be set up across Wales. We were chosen as a result of our effective working relationship with the licensing industry. We also continued to develop substance misuse treatment services for adults and young people, as well as a programme of drugs awareness and prevention work.

8.15 Road safety has improved markedly in Pembrokeshire in recent years. During 2013 – 2014, we implemented a range of road safety enhancement schemes. For example, we completed the first phase of the Safe Routes in Communities programme in Pembroke Dock. In total, we delivered £139k of capital road safety schemes last year. We also invested in various training and education programmes. Our work with schools included both primary and secondary age pupils and specific training was offered to cyclists, drivers and riders. 8.16 The impacts of Safe Routes in Communities schemes are regularly monitored and evaluated. We also undertake road safety audits, monitor speeds and analyse accident data. Last year, the number of people who were killed or seriously injured fell by a third compared with the average for the preceding three years. 8.17 We continued to develop our emergency planning arrangements. The Local Resilience Forum coordinate all exercises and training events. The Forum has established a standing appointment known as “Working on Wednesday” to make it easier to schedule meetings with colleagues from across the region and reduce on travel time.

Measure of Success HC1a Total no. killed/seriously injured in road traffic accidents

PPN007i % of significant breaches that were rectified by intervention during the year for trading standards PPN009 % of food establishments which are 'broadly compliant' with food hygiene standards SCY003a % of children & young people in the youth justice system identified via screening as requiring a substance misuse assessment that commence the assessment within 5 working days of referral SCY003b % of those children & young people with an identified need for treatment or other intervention, who receive that within 10 working days of the assessment

12/13 Actual

12/13 Wales

13/14 Target

13/14 Actual

13/14 Wales

DOP

QRT

Decrease compared to the previous year. Road collisions are not an exact science and do experience spikes of highs and lows from year to year. 80

79.4

89.8

87.7

Whilst the 2013/14 results were an improvement on 2012/13, it is likely to be because non compliant issues were easier to make compliant than the previous year. The Team is also targeting non compliant matters to see if working with businesses will reduce the number of significant breaches discovered. 87.1

86.6

88.0

94.0

90.3

Good improvement in performance; 1,940 out of 2,063 establishments were ͞ďƌŽĂĚůǇ ĐŽŵƉůŝĂŶƚ͟ ǁŝƚŚ ĨŽŽĚ ŚǇŐŝĞŶĞ ƐƚĂŶĚĂƌĚƐ͘ 100

87.5

100

90.4

96.9

96.6

Positive performance maintained.

76.0

92.9

100

Improvement in performance; only 1 young person did not receive treatment or other intervention within 10 working days.

* Relates to a new Performance Measure or a new definition - Relates to cases where it is not possible to draw comparison with other authorities legitimately

Our overall assessment We were pleased with our progress in this area last year. Crime rates remained low and we made progress in tackling areas of performance that were a concern. We were particularly pleased that the rates associated with domestic violence, which have previously been a concern, are starting to improve. We implemented all our actions as planned and the statistics relating to alcohol related crime and anti-social behaviour, domestic abuse and road safety continued to improve.

9. Performance Analysis 9.1 We rely on a variety of performance indicators to monitor and manage our performance. Many of these indicators are either National Strategic Indicators (NSIs), Public Accountability Measures (PAMs) or are included in the Service Improvement Data (SID) sets that exist across a range of service areas. The suite of indicators we use supplements other information relating to cost, quality and customer satisfaction; this provides us with a balanced view of performance across the organisation. 9.2 Increasingly we rely on ‘outcome measures’ to help us evaluate the impact of our actions on our customers and the community. Such measures are not perfect; it is sometimes difficult to draw links between such measures and the projects that have been implemented. Equally, it is not always appropriate to use such measures to draw comparisons between different areas; their real value lies in being able to track trends over time. 9.3 In Pembrokeshire we use outcome measures to monitor our Single Integrated Plan. We have also developed measures that can be used to evaluate our progress against the improvement objectives we publish each year. 9.4 Sections 3 - 8 include the measures we used during 2013 – 2014 to monitor our progress against our improvement objectives. For each indicator, we set out, where available, a comparison with the average for Wales and an indication of whether our performance placed us in the highest, middle or lowest band of performance for all Welsh local authorities. 9.5 When comparing our performance with the national average, it is important to consider that different local authorities will prioritise services in different ways (often to reflect local variations in need). Performance information may often be an indicator of the resources allocated to particular service areas. Overall, we are a relatively low spending authority and have achieved the performance levels set out in Sections 3 - 8 while maintaining reasonable levels of investment. 9.6 In contrast to previous years, Wales Audit Office has not audited NSI data for all local authorities during 2013 – 2014. In previous years, the Audit Office has found that there are few systematic problems with the indicators and it is reasonable, therefore, to draw comparisons with other authorities.

9.7 Of the 44 indicators included within the NSI or PAM indicator set in 2013 – 2014, our performance either improved or stayed the same against 27 indicators. Our performance declined against 17 of the indicators that comprise the combined set. The following graph shows what proportion of our indicators improved, stayed the same or declined compared with the other local authorities in Wales in 2013 – 2014.

National Performance Comparison 2013/14 versus 2012/13 (NSComparison and PAM Measures) National Performance (NSI and PAM) 100 90

Percentage

10 0

Maintained

Declined

9.8 When compared with previous years, analysis of this set of indicators reveals satisfactory performance during 2013 – 2014. The majority of indicators improved during the year, though the proportion of indicators that improved, as well as the proportion of those that declined, was not as positive as in 2012 – 2013.

Performance oftime National Measures Performance over (NSI and PAM) 70% 61% 60% 54%

54%

Percentage

50%

39%

40%

36% 33%

30%

20%

10%

9.10 We also performed well against the key indicators associated with Adult Social Care services. We were the best performing authority for avoiding unnecessary hospital stays1 during 2013 – 2014, joint highest for managing adult protection referrals and third highest for the percentage of clients supported in the community. Our child social care indicators were consistently good with a high proportion of assessments being undertaken by a trained social worker. This reflects the emphasis that we have placed on training and developing a skilled workforce. The number of visits to leisure centres also continued to improve; we were one of the best performing authorities in Wales during 2013 – 2014.

Improved

Our most notable successes included improvements against the waste management indicators. The percentage of municipal waste sent to landfill stood at less than 30% at the end of 2013 – 2014 and the amount of waste we re-used or recycled was 60%. Both of these indicators were within top quartile performance for Wales.

32 45

9.9

10% 7%

9.11 There are areas where we know we need to improve further. We have already commented on our performance in relation to GCSEs and school attendance. Our performance in relation to processing statements of special needs was very disappointing. We have begun to address this issue, but because we need to clear a backlog of older cases, we do not anticipate that this indicator will compare favourably with other authorities until 2015 – 2016. Our performance in relation to processing Disabled Facility Grants was equally disappointing. Our performance remained static, while performance in all other authorities improved. We are examining how we can improve our performance against this indicator. 9.12 We did not bring any private sector dwellings that had been vacant for more than 6 months back into occupation during the year. Many of the buildings that we have previously brought back into use for residential purposes were commercial premises and could not be counted towards the indicator. Pembrokeshire has low numbers of vacant private sector dwellings. 9.13 It is important to note that the type of comparative analysis included in this chapter is not particularly sophisticated (it ignores relative spend and efficiency, for example). It is an indication of relative improvement in relation to a small number of performance measures, but it is not weighted by the significance of each indicator (about which views would vary across Wales) or the degree of improvement / decline. Nor does it show overall levels of performance (arguably it is more difficult for the better performing authorities to improve year on year). Overall, we were broadly satisfied with the improvement we made during 2013 – 2014; where performance declined, we have already established the foundations for future improvement.

0% 2011/12

2012/13 Improved

Maintained

2013/14 Declined

Delayed transfers of care

10. Regional working 10.1 We have a strong track record of working with other organisations to improve the delivery of services. Welsh Government has encouraged regional working between Councils, however, its approach is changing and it appears likely that the previous approach of voluntary collaboration between authorities will be superseded by formal mergers of local authorities. The practical effect of this for Pembrokeshire could be a merger with Ceredigion. 10.2 Over the course of the past year we worked with a range of authorities on different projects. The number of authorities we work with varies. For example, we work closely with Carmarthenshire County Council on school improvement. By contrast, our collaboration work in relation to procurement involves joint working with all other authorities in Wales. 10.3 We support a shared school improvement service with Carmarthenshire. The team has a single management structure which reports into both local authorities. The advantage of this approach is that we have been able to employ more subject specialists. Through our hub arrangements with Carmarthenshire, we have also developed a leadership strategy for schools. There is a growing body of evidence that the team is proving to be successful. For example, the schools that have seen the largest improvement in results at GCSE level are the ones with which the team has worked most intensively. 10.4 We have worked with Carmarthenshire, Ceredigion and Powys to establish a Regional Safeguarding Children Board. The purpose of the Board is to promote a coordinated approach to safeguarding and improve the welfare of children and young people and their families across the region. Many of the practical arrangements that needed to be made in order to set up the new Board, such as agreeing governance arrangements, were completed during 2013 â&#x20AC;&#x201C; 2014 and the Board is now up and running. 10.5 We continued to implement our regional legal collaboration project. The team is now appointed and two trainee solicitors, who are specialising in property law are working in our legal section. This additional resource is speeding up conveyancing work and means that we are less reliant on using external solicitors. 10.6 We continued to work on a range of other well established regional projects including projects focussing on emergency planning, highways, regeneration, substance misuse, offender management and a regional information technology project. All of these projects have sought to improve the resilience of the associated services and reduce costs by achieving economies of scale. 10.7 We also continued to work closely with Pembrokeshire Coast National Park Authority during 2013 â&#x20AC;&#x201C; 2014. Examples include joint working on the management of car parks; we completed the legal work required for an associated car park order which was agreed by Cabinet in April 2014. We also continued to discuss the possibility of improving links between our Planning Services.

11. Outcome Agreement 11.1 The Outcome Agreement (OA) is a Welsh Government grant designed to provide a financial incentive to improve performance. In 2013 – 2014, Welsh Government re-launched the scheme and we signed a new three year agreement covering five new projects. There were some changes to how the grant works; 30% of the £1.2m annual grant available to us is dependent on an assessment of our corporate arrangements. The remainder of the grant is dependent on the progress we made in relation to the five projects that make up our OA. 11.2 The five projects that comprise our OA are as follows: 1. Children and Young People’s Rights and Participation Project Communities in Pembrokeshire will be more inclusive and cohesive through the development of a rights and participation framework that sits at the heart of local democracy, ensures that the voice of the child is heard, and provides the context for our work to reduce the number of young people coming into contact with the Criminal Justice System. 2. Fortnightly Collections and Recycling We will continue to strive to live within our environmental limits and act on climate change by changing the way in which we collect household waste and raising awareness of the importance of recycling. 3. Re-configuration of Adult Care Services People will receive the help they need to live fulfilled lives through the provision of reconfigured adult care services that are efficient and sustainable • More people will be supported within their communities and are able to help themselves. • Greater numbers of people requiring support will live in settings that are appropriate to the level of care they require, improving their quality of life. 4. Supporting Economy and Business The increased usage of community benefit clauses in public sector contracts to promote growth and sustainable jobs in Pembrokeshire. 5. Social Care Workforce Planning Improve the Health and educational outcomes of children, young people and families living in poverty. 11.3 All five of our outcome agreement projects were on track at the end of 2013 – 2014 and we believe we will receive the full grant available in December 2014. During 2013 – 2014, we received the full grant available in recognition of our success in delivering our 2012 – 2013 OA projects.

12. Finance 12.1 The financial settlement we received in 2013 – 2014 was challenging. We planned to make savings of £1.6 million and had anticipated making additional savings of £7m by 31 March 2016. In the Autumn of 2013 both HM Treasury and Welsh Government revised their forecasts for 2014 – 2015 and beyond. As a result, our £7m savings target has increased to £20m. More recent forecasts have increased our savings target to £25m. Welsh Government has indicated that we need to plan to make savings of this magnitude up until 31 March 2018. 12.2 During 2013 – 2014, we balanced our budget and met our savings target for the year. This compares with a cumulative saving of £8.0m made over the previous six years. 12.3 The following tables provide an overview of our spending during 2013 – 2014. The information provided is based on our Statement of Accounts, which is available on our website (www.pembrokeshire.gov.uk). In the tables, the original estimate is the budget the Council approved for the financial year (1st April – 31st March). The revised estimate is determined in October, with actual expenditure determined once the financial year has ended. 12.4 Council Tax and Revenue Expenditure – The Council again set the lowest council tax (county council component) in Wales for 2013 - 2014 £741.17 for a Band D property an increase of 2.95% over the previous year, and remained broadly in line with its revised revenue budget. Table A summarises how your money was spent, the amount of non-service specific grant (revenue support grant) received, the share of income allocated by Welsh Government from the non-domestic rate pool and the amount of money raised from council tax payers. Where a service received income from specific grants attributable to that service, or from fees and charges (for example car parking), these amounts have been netted off the gross service cost. The 2012 – 2013 position is shows for comparison purposes.

TableTable A: NetA: Revenue ExpenditureExpenditure Summary 2013 ʹSummary 2014 Net Revenue 2013 – 2014 Actual Expenditure 2012 - 2013 £000 97,764 40,680 1,451 10,546 24,479 1,778 3,077 (1,024) 206 178,957 6,964 (1,113) 13,404 198,212

Service

Original Estimate 2013 - 2014 £000 102,426 42,981 1,679 10,609 25,158 8,916 3,491 (718) 179 (1,628) 193,093 7,029 (792) 12,515 211,845

ŚŝůĚƌĞŶ͛Ɛ ^ĞƌǀŝĐĞƐ Adult Social Services General Fund Housing Highways and Transport Services Culture, Environment and Planning Services to the Public Corporate and Democratic Core Non-Distributed Costs Court Services Cost Reductions * Contribution to 21C Schools Net Cost of Services Levies Interest and Investment Income Capital Financing Costs Net Total Expenditure Financed by: Revenue Support Grant (128,316) (134,739) National Non Domestic Rates (31,765) (38,078) Council Tax (38,290) (39,028) Total Funding (198,371) (211,845) * Factored into Revised and Actual figures for 2013-2014

Revised Estimate 2013 - 2014 £000 102,695 43,504 1,395 10,545 23,968 9,156 3,522 (1,611) 207 193,381 7,022 (734) 12,230 211,899

Actual Expenditure 2013 - 2014 £000 101,780 43,512 1,417 10,526 23,696 9,153 3,023 (1,579) 204 1,635 193,367 7,022 (691) 12,196 211,894 (134,739) (38,078) (40,248) (213,065)

12.5 Capital Investment – Capital investment is the money spent on constructing and improving buildings, infrastructure and other assets. The capital investment programme expenditure and funding for 2013 – 2014 is summarised below, with the 2012 – 2013 position shown for comparison purposes. Where delays occurred, the projects and associated funding have been rolled forward to future years. Table B: Capital Investment Table B: Capital Investment Division of Service Education Social Services Highways & Transportation Housing HRA Housing General Fund Culture & Related Services Planning & Development Environmental Services Corporate Services

Actual Expenditure 2012 - 2013 £000 5,806 184 8,914 5,778 1,628 1,207 2,385 752 3,159

Original Estimate 2013 - 2014 £000 3,146 500 13,613 6,471 3,429 5,509 3,346 4,184 1,843

Revised Estimate 2013 - 2014 £000 4,625 318 10,518 6,567 3,787 2,181 4,012 1,705 2,205

Actual Expenditure 2013 - 2014 £000 4,465 286 8,123 4,883 1,984 1,728 3,099 1,865 2,092

29,813

42,041

35,918

28,525

(9,115) (16,147) (2,644) (1,907) (29,813)

(16,958) (18,532) (3,931) (2,620) (42,041)

(11,215) (17,879) (3,413) (3,411) (35,918)

(7,703) (15,967) (2,185) (2,670) (28,525)

Total Expenditure Financed by: Borrowing Capital Grants and Contributions Capital Receipts & Capital Fund Earmarked Reserves Total Funding

12.6 Council Housing – The financing of the council housing service is ‘ring fenced’, with cost of the service pay. In recognition of the customers funding the through the rent they economic climate, a 2.0% rent increase was approved for 2013 – 2014, compared to the Welsh Government’s recommended 5.6% guideline rent. Approximately 70% of in Pembrokeshire are in receipt of rent rebates to assist customers with rent payments. 12.7 The annual running costs and income in respect of council housing is summarised below:

Table C: Council Housing

Housing Revenue Account (HRA) Expenditure Management, Maintenance. & Improvement Negative Subsidy Capital Financing Costs Other Total Expenditure Financed by: Income Rents ʹ Dwellings Other Total Income

Actual Expenditure 2012 - 2013 £000

Original Estimate 2013 - 2014 £000

Revised Estimate 2013 - 2014 £000

Actual Expenditure 2013 - 2014 £000

12,597

12,788

12,681

12,690

6,161 397 227 19,382

6,371 380 236 19,775

6,421 367 227 19,696

6,372 364 227 19,653

(18,315) (1,067) (19,382)

(18,676) (1,099) (19,775)

(18,617) (1,079) (19,696)

(18,580) (1,073) (19,653)

12.8 Capital investment required to improve our housing stock is financed by contributions from rents, capital receipts from sales of houses and from the major repairs allowance grant received from Welsh Government. Receipt of the grant is dependent on the Council meeting the Welsh Housing Quality Standard, which we achieved in March 2013. The HRA business plan has been revised for 2014 – 2015 and again submitted to the Welsh Government in support of the bid for additional grant, required to maintain the standard and undertake further improvements.

13. Equalities and sustainability 13.1 Considering the impact of our actions during the previous year in terms of the equality and sustainability agenda is an important aspect of our work. It helps us to understand how we might use our resources to best effect as well as how best to mitigate any negative impacts arising from changes to service provision. 13.2 During 2013 – 2014, we used our Integrated Impact Assessment tool to assess the potential impact of our budget reductions. The assessment found that our proposals for managing the budget, such as vacancy management and increased efficiency and savings in back office functions, were likely to minimise impacts on services that people with protected characteristics depend upon. The assessment found that one proposal from Welsh Government to change council tax benefit had the potential to disproportionately affect older and disabled people. The proposal was not introduced. Another example is the impact assessment undertaken as part of the mobile library review, referred to in paragraph 6.28, and the subsequent introduction of a hybrid service. 13.3 This Improvement Review does not set out any new policies or procedures, so it wasn’t necessary to undertake an equality impact assessment of the Review itself. However, we have analysed our progress (and lack of progress) in relation to the actions covered by the Review. We have concluded that the implementation of our 2013 – 2014 Improvement Plan did not have any unanticipated negative impacts. 13.4 Our plans for how we intend to meet our duties under the Equality Act 2010 are set out in our Strategic Equality Plan 2012 – 2016. The following paragraphs provide further information on the specific equality projects we identified. Included at appendix 1 is further information concerning the characteristics of our employees; we are required to publish this information as part of the reporting requirements associated with the Equality Act 2010. 13.5 Our approach to the equalities agenda continued to develop last year. A new approach to assessing the potential impact on equality communities of changes in policies was piloted. The results of this exercise will be used to inform the development of a new assessment process. We also improved staff training in relation to equalities issues and developed a new e-learning module concerning community cohesion and hate crime prevention. 13.6 We undertook a number of practical projects to improve access to services during the year; providing beach wheelchairs at Saundersfoot during the summer of 2013 and modifying the access arrangements in some of our buildings. We celebrated the United Nations International Day of Persons with Disabilities in December 2013; the second time that we have supported this event.

13.7 There was a significant increase in the amount of work we undertook to assess the impact of decisions concerning specific proposals to change service provision. Many of these were driven by the need to make savings. Impact assessments were undertaken in relation to the proposed closure of Sunnybank residential home, the proposed closure of Narberth pool, the introduction of charges for social care services, changes to the mobile library service, a reduction in funding for bus services, changes to adult and community education and the introduction of generic working in some of our libraries. As a result of these assessments, Members were able to take account of all relevant factors in reaching their decisions. For example, as a result of the relevant impact assessment, Members opted to phase in the implementation of changes to our social care services. 13.8 Towards the end of the year, and in light of our practical experience of increasing the number of impact assessments we undertook, we decided to change how we managed our equalities function within the Authority. The rationale for this was to reduce complexity, duplication and achieve a more balanced approach to assessing the impact of change. Support for the equalities function has been dispersed throughout the organisation with the aim of making equalities and diversity everybody’s business. 13.9 In relation to the sustainability agenda, we continued to reduce our carbon footprint during 2013 – 2014. As a result of our efforts to reduce our energy use during 2013 – 2014, we were able to demonstrate that we were exempt from the second phase of the carbon reduction commitment (energy use in our major buildings had fallen below the threshold of 6,000 MWh). The projects that contributed to this fall included the introduction of combined heat and power schemes in leisure centres. This work alone has helped us to secure a total saving of around £930,000 over the past three years. 13.10 Many of the projects described within the other sections of this Review have made a significant contribution to sustainability in Pembrokeshire. Waste is an obvious example. Other examples include our work to improve skill levels and encourage people back into work. Our work with schools in relation to environmental issues has also made a contribution, though a lower proportion of our schools progressed the higher levels of environmental recognition than we had hoped. 13.11 During 201 3 – 2014, Welsh Government’s proposals for the Future Generation’s Bill became clearer. If enacted, this will create a new duty on all public bodies to consider the future impacts of decisions in a more systematic way.

14. Planning for the future 14.1 This Review looked back on our progress during 2013 – 2014. While we can be broadly satisfied with the progress we made against out planned objectives, it is clear that growing financial pressures will affect our ability to improve services in future. Maintaining the same quality of service while making substantial reductions in funding will become the norm. 14.2 During 2013 – 2014, we made significant progress in rectifying the weaknesses previously identified in our education service and safeguarding practices. The Ministerial Board ceased its intervention at the beginning of the year. Three months after the close of the year, Estyn recommended that we be removed from the category of requiring Special Measures. We always envisaged that the changes we made to systems, teams and governance structures, would take time to have an effect and would not, by themselves, deliver the step change in attainment we want to achieve. However, we believe the foundations for sustained future improvement have now been established. 14.4 During 2013 – 2014, we made significant reductions in our net budget. We also set a balanced budget for 2014 – 2015 incorporating £12.9m of savings. Over 60% of the savings we made were through efficiencies or vacancy management, with around £4.6m of savings having an impact on services delivered to the community. The measures we took to reduce spending had a smaller impact than that seen in many other local authority areas. 14.5 Further reductions will need to be made to balance the budget for 2015 – 2016 and beyond. Early indications are that the savings that we will be expected to make in future years will be larger than those Welsh Government indicated in December 2013. We are confident that we can deliver the required savings and our challenge is to mitigate, as far as possible, any negative impacts on service delivery. We will continue to consult and engage customers at an early stage concerning changes to services. It is inevitable that the services we provide will look very different in future. 14.6 A particular challenge to future planning is the extent to which the recommendations of the Williams Commission will be implemented. We are not convinced that the time and cost that a formal merger of authorities will incur will be balanced by the savings that may be made. We are also concerned that such a move will lead to communities losing autonomy and an erosion of local accountability.

15. Glossary Affordable housing

Any housing (e.g. for rent, for purchase, or for part rent, part purchase) that is available at less than market rates.

Average external point score qualifications

A measure of pupils’ results in GCSE or work-based qualifications.

Bio-degradable waste

We have statutory targets for the maximum amount of waste that can rot down that can be disposed of in landfill. In Wales targets are administered by Natural Resources Wales.

21st Century Schools programme

This is a major, long-term capital investment programme to build and refurbish and build school buildings throughout Wales.

Carbon footprint

An estimate of the total amount of carbon dioxide produced by a person, organisation, event or product.

Care and Social Services Inspectorate Wales

CSSIW - A statutory organisation which regulates the delivery of early years and social services in Wales.

Combined heat and power

A process that generates electricity at the same time as producing usable heat, for instance, warming the water in a swimming pool.

Core subject indicator

Delayed transfers of care

Direct Payments

The percentage achieving the expected level in English or Welsh (first language), Mathematics and Science in Key Stage 1-3 and at least GCSE Grade C at Key Stage 4. This is sometimes called bed-blocking. This can happen when someone has been in hospital and no longer requires medical services, but requires additional services to be in place before they can go home. It is often our responsibility to ensure that these services are in place. These are payments for people who have been assessed as needing help from us, and who would like to arrange and pay for their own care and support services instead of receiving them directly from us.

Disabled Facilities Grant

A grant that is available to adapt the home of someone living with a disability. An example of the work that has been funded is the addition of level access showers.

Domiciliary care

This is the delivery of a range of personal care and support services to individuals in their own homes. It is also known as homecare.

ERDF

European Regional Development Fund. European Union Structural Funding which supports projects to make Pembrokeshire more competitive

ESF

European Structural Fund. European Union Structural Funding which supports initiatives to help people into work and increase skills levels.

Estyn

Her Majesty’s Inspectorate for Education and Training in Wales. Its purpose is to inspect quality and standards in education and training in Wales.

Extra Care facility

Social housing that also provides a range of care services, designed to meet the needs of people who have support needs.

Federation arrangements

An arrangement between education providers to increase the range of qualifications that is available to young people. In Pembrokeshire this project requires local schools and Pembrokeshire College to coordinate the provision of some courses.

Fixed penalty notice

A way of dealing with low-level environmental crimes, and an alternative to prosecution.

Foundation Phase

The statutory curriculum for all 3 to 7 year old children in Wales.

Housing Revenue Account Subsidy

Under this historic system of funding council housing an amount of income collected by Council’s across Wales is returned to Welsh Government for redistribution. A proportion was also sent to the Treasury in England

Improvement Plan

This shows how we plan to make improvements to our services. It is a statutory plan required under the Local Government (Wales) Measure 2009.

Integrated offender management approach

A way of working where a range of public and voluntary sector organisations co-operate to protect the public and to try to minimise the chances of an offender committing further crimes.

KS2

Key Stage 2, the final year of primary school. Pupils are aged either 10 or 11.

KS3

Key Stage 3. Year 9, the middle year of secondary school. Pupils are aged either 13 or 14.

Local Government (Wales) Measure 2009

Power to legislate for community planning and local government improvement in Wales has been devolved to the National Assembly for Wales. A Measure is the term used that was used to describe legislation drawn up by the Assembly Government.

Looked after children

Ministerial Board

Municipal waste

Children that the Council has taken into care. Looked after children are placed either with foster carers or adoptive parents. However, the Council retains a legal responsibility for their welfare (we are their ‘corporate parents’). The Pembrokeshire Ministerial Board was a panel of experts appointed by Welsh Government to oversee the work that we have undertaken to improve our practice in safeguarding.

Public Accountability Measures A small set of “outcome focussed” indicators, which reflect those aspects of local authority work which local authorities agree are considered to be important in terms of public accountability Public Interest Report

A report issued by the Wales Audit Office in the public interest under section 22 of the Public Audit (Wales) Act 2004.

Reablement

A package of services for people who need support to live in their own homes independently. These services encourage and support people to do as much as they can for themselves, doing tasks with them rather than for them.

Residual waste

Waste which cannot be re-used, composted or recycled such as low grade plastic waste like cling-film.

Section 106 agreements

This is a legal agreement and forms part of a planning approval. Section 106 requires developers to pay for or undertake works, provide affordable housing or provide additional funding for services.

Source segregated biowastes Waste that can rot down and is collected separately from general household waste. An example of this is our new cooked food waste collection service that is being rolled out across the County. Special education need exceptions

The definition for this performance indicator recognises that there are certain circumstances in which the normal 26 week time limit for issuing a statement should not apply. These are listed in Welsh Government Regulations and include factors such as the need to seek further advice from specialists.

Strategic Equality Plan

A four year plan we produced which shows how we will meet out duties under the Equality Act 2010.

Welsh Housing Quality Standard

A Welsh Government programme to improve the physical condition of council housing and houses owned by registered social landlords.

Waste collected directly from households, through civic amenity sites, from litter bins or through street cleaning.

National Strategic Indicators A set of performance indicators we are required to collect and report on in order to compare our performance with other local authorities.

Improvement Review 2013/14

Appendix 1

Employment Information for 2013/14

Appendix 1

Employment Information for Employers 2013/14

This document contains information that we are required to publish by Welsh Government Regulations that sit alongside the Equality Act 20101.

Contents Section A. Total number of employees ................................................................................... 4 Section B. Profile of current employees .................................................................................. 5 Sex ..........................................................................................................................................5 Grade......................................................................................................................................5 Hourly rate .............................................................................................................................5 Contract type .........................................................................................................................6 Hours worked .........................................................................................................................6 Marital Status .........................................................................................................................6 Ethnicity ................................................................................................................................. 7 Disability ................................................................................................................................. 7 Sexual orientation ..................................................................................................................8 Age .........................................................................................................................................8 Religion and belief .................................................................................................................8 Section C. Applicants for vacancies. External and Internal candidates ............................... 10 External candidates..............................................................................................................10 Sex ....................................................................................................................................10 Marital status ...................................................................................................................10 Ethnicity ...........................................................................................................................11 Disability ...........................................................................................................................11 Age ...................................................................................................................................11 Sexual orientation ............................................................................................................11 Religion.............................................................................................................................11 Internal candidates ..............................................................................................................12 Sex ....................................................................................................................................12 Marital status ...................................................................................................................12 Ethnicity ...........................................................................................................................13 Disability ...........................................................................................................................13 Age ...................................................................................................................................13 Sexual orientation ............................................................................................................13 Religion.............................................................................................................................13

Employment Information for Employers 2013/14

Section D. Information on employees who have changed jobs between 31 March 2013 and 31 March 2014 ..................................................................................................................14 Sex ........................................................................................................................................14 Grade....................................................................................................................................14 Hourly rate ...........................................................................................................................14 Contract type .......................................................................................................................15 Hours worked .......................................................................................................................15 Marital status .......................................................................................................................15 Ethnicity ...............................................................................................................................15 Disability ...............................................................................................................................16 Sexual orientation ................................................................................................................16 Age .......................................................................................................................................16 Religion and belief ...............................................................................................................16 Section E. Information on people who leĨƚ ƚŚĞ ĂƵƚŚŽƌŝƚǇ͛Ɛ ĞŵƉůŽǇŵĞŶƚ ............................ 17 Sex ........................................................................................................................................17 Grade....................................................................................................................................17 Hourly rate ...........................................................................................................................17 Contract type .......................................................................................................................18 Hours worked .......................................................................................................................18 Marital Status .......................................................................................................................18 Ethnicity ...............................................................................................................................18 Disability ...............................................................................................................................19 Sexual orientation ................................................................................................................19 Age .......................................................................................................................................19 Religion and belief ...............................................................................................................19

Welsh Statutory Instruments 2011 No. 1064 (W.155)

2 1

Appendix 1

Employment Information for Employers 2013/14

Appendix 1

Employment Information for Employers 2013/14

Section A. Total number of employees

Section B. Profile of current employees

The information in the following sections has been extracted from our human resources management system (iTrent), and is based on an analysis of people who were in post at 31 March 2014. The iTrent system contains information on whether individual employees share some or all of the protected characteristics, however, for some of the protected characteristics, such as disability, the Information in iTrent is incomplete. To address this, the information extracted from iTrent has been supplemented (where appropriate) with data gathered from a survey of Council employees undertaken in September 2012. A further survey is planned before 31 March 2015.

Sex

The Regulations require us to report on persons rather than jobs. As of 31 March 2014, we employed 7,078 individuals in 9,881 jobs. Around 24% of people held more than one job. Number of jobs 1 job 2 jobs 3 jobs 4 jobs 5 jobs More than 5 jobs Total

Number of People 5385 1033 406 149 67 16 7078

% of People 76% 15% 6% 2% 1% 0%

These figures include all jobs, including those based in schools. Individuals employed on casual contracts and supply teachers are also included.

We have information about the sex of all 7,078 employees. Of these, 1,936 are female and 5,142 are male. The Equality Act Regulations require us to analyse information on sex in further detail. We have not analysed this information by job type. The variation in job types within the Authority mean it is not practical to analyse using this criterion. A table showing sex cross tabulated by grade is included below. The grade structure used is based on the NJC grade structure brought in as part of single status. Not all employees have jobs that use this structure. However, in order to simplify the analysis, all employees have been slotted into this grade structure using their hourly rate.

Grade Grade equivalent

Female

Grade 1 and 2 Grade 3 and 4 Grade 5 to 7 Grade 8 + Total

87% 75% 66% 69% 73%

Male 13% 25% 34% 31% 27%

Percent of employees 14% 34% 23% 30%

Women tend to be in lower paid jobs. The proportion of people in the lowest grades who are women has increased since 2012/13. However, the proportion of people with jobs in these grades has fallen from 27% last year. Over half of those employees in the highest grades work in education. The education workforce is predominantly female workforce and this explains why the percentage of women rises in these grades compared with grades 5 to 7.

Hourly rate We analysed the hourly pay rates of employees as a whole. The pay bands chosen reflect approximate quartile. Hourly Rate

Female

Less than £6.67 £6.67 - £9.00 £9.01 - £16.38 £16.39 and over Total

82% 76% 65% 70% 73%

Male 18% 24% 35% 30% 27%

Percent of employees 20% 30% 30% 20%

Appendix 1

Employment Information for Employers 2013/14

An analysis of hourly rates paints a similar picture to that for grade. Jobs with comparatively low hourly rates are more likely to be filled by women than men. Many of the women in the highest hourly rates work in education roles.

Contract type The table below identifies types of contract. There is very little difference in the type of contract that women and men hold. Since 2012/13, the number of people who only hold a fixed term contract has fallen by 2.5%. There has been a corresponding rise in those people who have a fixed term contract (5.5% increase) or who only have a casual contract (an increase of 12%) Contract type

Female

Open Ended Fixed Term Casual Training Contract Grand Total

Grand Total 5444 633 989 12 7078

Male

3963 470 702 7 5142

1481 163 287 5 1936

Female

Male

73% 74% 71% 58% 73%

27% 26% 29% 42% 27%

Hours worked The table below shows full time (greater than 30 hours) compared with part time. Women are more likely to work part time. The proportion of people who work the equivalent of full time has increased slightly since last year. Hours worked Full Time Part Time Total

Gender total Female Male 2361 1382 2781 554 5142 1936

Total 3743 3335 7078

Gender percent Female Male 63% 37% 83% 17% 73% 27%

Marital Status We are not aware of the marital status of about a third of our employees. Of those individuals whose status we are aware of, just over half are married and just over a third are single. Proportions are almost unchanged from 2012/13.

Status

Number on iTrent

Percentage on iTrent

Single Married Civil Partner Divorced/Separated Widowed Not known Grand Total

1842 2566 9 344 31 2286 7078

26% 36% 0% 5% 0% 32%

Estimated proportion of workforce 38% 54% 0% 7% 1%

Estimated number in workforce 2721 3790 13 508 46

Appendix 1

Employment Information for Employers 2013/14

Ethnicity The information on ethnicity is based on iTrent (we have information on 81% of staff) with a small amount of additional information gathered from a survey of employees undertaken in September 2012. A sizeable majority of employees are from a White British / English / Irish / Northern Irish / Scottish or Welsh background. This is higher than the most recent estimate from the 2011 Census of Pembrokeshire of 96.6% of the 16 ʹ 65+ age group. The number is almost unchanged from 2012/13.

Ethnicity Asian Black Chinese or other Mixed White - British White - Gypsy or Irish Traveller White - Irish White - other Not known Grand Total

Number on iTrent / survey 20 6 7 10 5766 5 22 22 1220 7078

% iTrent /survey

Estimated % of workforce

0.3% 0.1% 0.1% 0.1% 81.5% 0.1% 0.3% 0.3% 17.2%

0.3% 0.1% 0.1% 0.2% 98.4% 0.1% 0.4% 0.4%

Estimated number in workforce 24 7 8 12 6967 6 27 27

ůƚŚŽƵŐŚ WĞŵďƌŽŬĞƐŚŝƌĞ͛Ɛ ǁŽƌŬĨŽƌĐĞ ŝƐ ƐůŝŐŚƚůǇ ŽůĚĞƌ ƚŚĂŶ ƚŚĞ ƉŽƉƵůĂƚŝŽŶ ĂƐ Ă ǁŚŽůĞ͕ ĂŶĚ the proportion of people from an ethnic minority in Pembrokeshire decreases with age, this does not appear to be a significant factor in explaining why the proportion of PCC employees from a White, UK or Irish background is higher than for Pembrokeshire as a whole.

Disability We have very little information in iTrent on whether or not employees are disabled. Less than 1% of our records are complete. The information below relies heavily on the employee survey undertaken in 2012. A question on disability will be included in a future survey planned for 2014. The proportion of staff who are not disabled is slightly higher than might be expected. The 2011 Census found that around 92% of employees in Pembrokeshire are not disabled. However, the quality of data we have does not lend itself to making firm conclusions.

Disabled status Disabled Not Disabled Not known Grand Total

Number on iTrent / survey

% iTrent /survey

Estimated % of workforce

50 1124 5904 7078

1% 16% 83%

4% 96%

Estimated number in workforce 301 6777

Appendix 1

Employment Information for Employers 2013/14

Sexual orientation We have a limited amount of information in iTrent regarding sexual orientation; about 9% of records are complete. The information below also includes information from the employee survey undertaken in 2012. The combining provides data for a quarter of our employees.

Sexuality status

Number on iTrent / survey

% iTrent /survey

Estimated % of workforce

Heterosexual Lesbian, Gay or Bi-sexual Not known Grand Total

1637 35 5406 7078

23.1% 0.5% 76.4%

97.9% 2.1%

Estimated number in workforce 6930 148

The proportion of employees who are heterosexual is consistent with the figures published by the Office for National Statistics for the UK as a whole.

Appendix 1

Employment Information for Employers 2013/14

The proportion of people who have religious beliefs, or no belief, who work for the Council is very similar to the proportion for Pembrokeshire as a whole. The figures are similar to those for 2012/13.

Category Christian Buddhist Hindu Muslim Other No Religion Not known

Number in iTrent 817 5 1 2 11 382 5860

Estimated % of workforce

% in iTrent 11.5% 0.1% 0.0% 0.0% 0.2% 5.4% 82.8%

67.1% 0.4% 0.1% 0.2% 0.9% 31.4%

Age We hold information concerning age for all our employees. The age profile of our employees is older than for Pembrokeshire as a whole. We have markedly fewer younger employees than might be expected and more in the 35 ʹ 54 group. There are fewer in the older age groups. Age band

Number in iTrent

% in iTrent

Up to 20 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 Over 65 Not known Grand Total

148 449 562 662 710 950 1005 965 848 525 253 1 7078

2% 6% 8% 9% 10% 13% 14% 14% 12% 7% 4%

iTrent % of all employees under 65 2% 7% 8% 10% 10% 14% 15% 14% 12% 8%

Religion and belief We have a limited amount of information in iTrent relating to religion and belief; about 17% of records are complete. The information below also includes information from the employee survey undertaken in 2012. The combined data set provides information for around a third of employees.

Estimated number in workforce 4748 29 6 12 64 2220

2011 Census % 68.6%

1.6%

29.7% -

Appendix 1

Employment Information for Employers 2013/14

Section C. Applicants for vacancies. External and Internal candidates We operate an open, fair and ethical recruitment system. All appointments are made on merit, i.e. the criteria for selecting persons for employment is their ability to fulfil the requirements of the post as defined by job descriptions and person specifications. These arrangements enable us to meet the expectations of current legislation and in particular the Equality Act 2010.

Appendix 1

Ethnicity The proportion of external applicants from an ethnic minority was just over 3%, a very similar proportion to the total labour market for Pembrokeshire and higher than the current proportion of current employees.

White UK White Other Mixed Asian Black Chinese Unknown

Increasing budgetary constraints mean that an increasing number of posts are only advertised internally; 304 of the applications for jobs in 2013/14 were on prior consideration. These are people we already employed whose substantive post is likely to disappear (perhaps as a result of external grant funding coming to an end) and who therefore are at risk of redundancy. During 2013/14, we advertised just over 600 jobs and we had 4,634 applications from outside the authority. The following sections report on the numbers of people from each of the protected characteristics that applied. This section is split into two sub-sections. The first looks at external candidates, the second at internal candidates

Employment Information for Employers 2013/14

Percent of total

3844 0 28 33 58 7 664

14%

Percentage based on known information 97% 0% 1% 1% 1% 0%

Very similar proportions of ethnic minority applicants applied, were shortlisted and went onto to be appointed.

Disability

External candidates

Around 7% of people who made an application were disabled. This was a similar proportion to that for all employees in Pembrokeshire2.

Sex Over three quarters of external applicants were women, as was the proportion of applicants offered an interview. Number Female Male Unknown Grand Total

Number

Percent of total

3551 1005 78 4634

Percentage based on known information 78% 22%

The proportion of people who were appointed in 2013/14 was 80% female, suggesting that women were slightly more likely to be appointed than men.

Not Disabled Disabled Unknown

Number

Percent of total

3711 290 633

14%

Percentage based on known information 93% 7%

The data suggests that disabled external applicants were less likely to go on to be appointed than non-disabled external candidates (around 5% of the total number of external candidates appointed were disabled). We will be analysing this matter in greater detail next year.

Age

Marital status

We have very limited information on the age of external candidates Number

Single Civil Partnership Married Divorced/Separated Widowed Unknown Grand Total

Percent of total

2164 3 1408 11 346 634 4566

15%

Percentage based on known information 55% 0% 36% 0% 9%

Sexual orientation We have very limited information on the sexual orientation of external candidates

Religion About half of external applicants provided information on their religion/faith. While the total number of responses is large enough to reach firm conclusions, it is possible that results may be affected by sample bias. 2

Relevant 2011 Census figure is 8%.

Appendix 1

Employment Information for Employers 2013/14

Number Buddhist Christian Hindu Jewish Muslim Other Sikh None Unknown

Percent of total

8 2227 7 1 14 195 3 95 2965

Percentage based on known information 0% 87% 0% 0% 1% 8% 0% 4%

Appendix 1

Employment Information for Employers 2013/14

Ethnicity The proportion of internal applicants from an ethnic minority was 1%, slightly lower than the proportion of current employees. It is not possible to analyse the outcomes of recruitment for internal applicants from an ethnic minority as the numbers are so low.

Disability Around 8% of internal applicants were disabled. This was a similar proportion to that for all employees in Pembrokeshire3 and for external applicants.

45% Not Disabled Disabled Unknown

The proportion of external applicants who stated that their religion was Christian was much higher that the Census proportion of 68%. The proportion of people who have no religious faith was much lower that the relevant Census figure of 30%.

Internal candidates We received around 1,250 applications for vacancies from people who already worked for the Authority.

Number

Percent of total

720 62 465

37%

Percentage based on known information 92% 8%

The data suggests that disabled internal applicants were less likely to go on to be appointed than non-disabled external candidates (around 2% of the total number of internal candidates appointed were disabled). This will be investigated further to ascertain why this might be the case.

Age

Sex Over two thirds of internal applicants were women, slightly lower than the proportion of women who currently work for us (73%) and the proportion of external applicants who were women (78%). Number Female Male Unknown

Percent of total

810 400 37

Percentage based on known information 67% 33%

We have very limited information on age of external candidates

Sexual orientation We have very limited information on the sexual orientation of external candidates

Religion About two fifths of internal applicants gave information on their religion/faith. While the total number of responses is large enough to draw a conclusion, it is possible that the results may have been affected by sample bias.

The proportion of female external applicants offered an interview was the same as that for those who applied. Seventy two percent of internal applicants appointed in 2013/14 were female, suggesting that women were more likely to be appointed than men.

Buddhist Christian Other Sikh None Unknown

Marital status Number Single Civil Partnership Married Divorced/Separated Widowed Unknown

Percent of total

346 1 405 10 77 399

Percentage based on known information 41% 0% 48% 1%

Number

Percent of total

2 437 44 5 38 521

58%

The proportion of internal applicants who stated that their religion was Christian was much higher that the Census proportion of 68%. The proportion of people who have no religious faith was much lower that the relevant Census figure of 30%. Our best estimate is that the proportion of our employees who are religious is similar to the Census figure.

32% 3

Percentage based on known information 0% 83% 8% 1% 7%

Relevant 2011 Census figure is 8%.

Appendix 1

Employment Information for Employers 2013/14

Section D. Information on employees who have changed jobs between 31 March 2013 and 31 March 2014 The structure of the iTrent database allows those people who have taken on an additional role, or changed role, to be identified. Our analysis includes people who had more than one job on 31 March 2013. Around 15% of people who were employed on 31 March 2014 had changed their job in the previous 12 months

Sex Sex Female Male Total

Number 839 253 1092

Appendix 1

Employment Information for Employers 2013/14

Contract type Contract Type

Number

Open Ended Fixed Term Casual Training Contract Total

687 258 146 1 1092

Hours worked

The proportion of people who changed their job who are women or men was the same as the workforce as a whole.

Grade

Grade 1 and 2 Grade 3 and 4 Grade 5 to 7 Grade 8 + Total

Number 140 413 268 271 1092

Percent of people who changed jobs 13% 38% 25% 25%

Percent of all employees 14% 34% 23% 30%

The grade breakdown of those people who changed jobs was consistent with that for all employees. Individuals on the middle grades were a little more likely to change their jobs than those on the highest or lowest grades.

Hourly rate Hourly rate Less than £6.67 £6.67 - £9.00 £9.01 - £16.38 £16.39 and over Total

Number 205 369 358 160 1092

Percent of people who changed jobs 19% 34% 33% 15%

Percent of all employees 20% 30% 30% 20%

Number

Full Time Part Time Total

593 499 1092

Percent of people who changed jobs 54% 46%

Percent of all employees 53% 47%

There is very little difference in terms of individuals who changed jobs in relation to whether they worked full or part time.

Marital status Marital status Single Civil Partner Married Divorced/Separated Widowed Not known Total

Number 353 1 391 52 4 291 1092

Percent of all people who changed jobs 32% 0% 36% 5% 0% 27%

Percent of people who changed jobs where we have information 44% 0% 49% 6% 0%

Percent of all employees where we have information 38% 0% 54% 7% 1%

People who are single are slightly more likely to change jobs than those who are married.

Ethnicity Ethnicity

The hourly rate breakdown of those people who changed jobs was also consistent with that for all employees.

Percent of all employees 76.9% 8.9% 14.0% 0.2%

People on fixed term contracts were much more likely to change their jobs than people on open ended contracts. Given the nature of fixed term contracts, this is to be expected.

Percent 77% 23%

Hours Worked

Hourly rate

Percent of people who changed jobs 62.9% 23.6% 13.4% 0.1%

White British UK All other groups Not known

Number

Percent of all people who changed jobs

870 20 202

80% 2% 18%

Percent of people who changed jobs where we have information 98% 2%

Percent of all employees where we have information 98% 2%

Appendix 1

Employment Information for Employers 2013/14

There is no evidence to suggest that the ethnicity of those individuals who change jobs differs from the relevant proportion of all employees.

Disability We hold comparatively little information on whether employees are disabled people and this makes it difficult to draw conclusions. Based on the information we hold, it appears that the proportion of people who changed jobs who were disabled was the same as for all employees.

Appendix 1

^ĞĐƚŝŽŶ ͘ /ŶĨŽƌŵĂƚŝŽŶ ŽŶ ƉĞŽƉůĞ ǁŚŽ ůĞĨƚ ƚŚĞ ĂƵƚŚŽƌŝƚǇ͛Ɛ employment ůŝƚƚůĞ ůĞƐƐ ƚŚĂŶ ϲϬϬ ƉĞŽƉůĞ ůĞĨƚ ƚŚĞ ĂƵƚŚŽƌŝƚǇ͛Ɛ ĞŵƉůŽǇŵĞŶƚ ďĞƚǁĞĞŶ ϯϭ March 2013 and 31 March 2014. The data is necessarily based on the information we held on employees at 31 March 2013.

Sex Gender

Sexual orientation We hold ĐŽŵƉĂƌĂƚŝǀĞůǇ ůŝƚƚůĞ ŝŶĨŽƌŵĂƚŝŽŶ ŽŶ ǁŚĞƚŚĞƌ ĞŵƉůŽǇĞĞƐ͛ ƐĞǆƵĂůŝƚǇ and this makes it difficult to draw conclusions. Based on the information we hold, it appears that the proportion of people who changed jobs who were gay, lesbian or bi-sexual was the same as for all employees.

Employment Information for Employers 2013/14

Female Male Grand Total

Left 393 199 592

Still in employment 4691 1767 6458

Total

Percent still in employment 66% 73% 34% 27%

Percent left

5084 1966 7050

Men were a little more likely to have ůĞĨƚ ƚŚĞ ŽƵŶĐŝů͛Ɛ ĞŵƉůŽǇŵĞŶƚ than women when compared with those who continued to be employed.

Age Age Up to 20 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 Over 65

Percent of all people who changed jobs

Number 24 105 128 124 126 154 131 125 103 59 13

2% 10% 12% 11% 12% 14% 12% 11% 9% 5% 1%

Percent of people who changed jobs where we have information 2% 6% 8% 9% 10% 13% 14% 14% 12% 7% 4%

Religion and belief We hold comparatively little information on the religious beliefs of our employees. This, combined with low number of employees who have a religious belief that is not Christian, makes it difficult to draw firm conclusions. Based on the information we hold, it appears that the proportion of people who changed jobs who were Christians or had no belief was the same as for all employees.

Grade Grade equivalent

Left

Grade 1 and 2 Grade 3 and 4 Grade 5 to 7 Grade 8 + Total

121 192 126 153 592

Still in employment 843 1947 1687 1981 6458

Total 964 2139 1813 2134 7050

Percent left 20% 32% 21% 26%

Percent still in employment 13% 30% 26% 31%

People on lower grades were ŵŽƌĞ ůŝŬĞůǇ ƚŽ ůĞĂǀĞ ƚŚĞ ŽƵŶĐŝů͛Ɛ ĞŵƉůŽǇŵĞŶƚ ƚŚĂŶ ƚŚŽƐĞ ŽŶ higher grades.

Hourly rate Hourly Rate Below £6.62 £6.62 - £9.36 £9.37 - £15.20 £15.21 and above Not known Total

Left 156 201 127 106 2 592

Still in employment 1184 2236 1533 1480 25 6458

Total 1340 2437 1660 1586 27 7050

Percent left 26% 34% 22% 18%

Percent still in employment 18% 35% 24% 23%

WĞŽƉůĞ ŽŶ ůŽǁĞƌ ŚŽƵƌůǇ ƌĂƚĞƐ ŽĨ ƉĂǇ ǁĞƌĞ ŵŽƌĞ ůŝŬĞůǇ ƚŽ ůĞĂǀĞ ƚŚĞ ŽƵŶĐŝů͛Ɛ ĞŵƉůŽǇŵĞŶƚ than those on higher hourly rates.

Appendix 1

Employment Information for Employers 2013/14

Contract type Contract Type

348 73 167 4

Still in employment 5212 524 707 10

0 592

Left

5560 597 874 14

59% 12% 28% 1%

Percent still in employment 81% 8% 11% 0%

6458

7050

Total

Percent left

People on casual contracts were much more likely to leave the authority than those on fixed term or open ended contracts. The total number of people employed on casual contracts increased between 2012/13 and 2013/14.

Hours worked Left 207 385 592

Still in employment 3214 3244 6458

Total

Percent still in employment 35% 50% 65% 50%

Percent left

3421 3629 7050

Marital Status

Single Civil Partner Married Divorced/Separated /Widowed Not known Total

188 0 178

Still in employment 1601 6 2403

345

373

198 592

2103 6458

2301 7050

33%

Left

Total 1789 6 2581

We do not have good quality information on whether employees are disabled people. The information we hold suggests that disabled people were more likely to leave. However, better data is required in order to reach firm conclusion.

Sexual orientation tĞ ĚŽ ŶŽƚ ŚĂǀĞ ŐŽŽĚ ƋƵĂůŝƚǇ ŝŶĨŽƌŵĂƚŝŽŶ ŽŶ ĞŵƉůŽǇĞĞƐ͛ ƐĞǆƵĂů ŽƌŝĞŶƚĂƚŝŽŶ ĂŶĚ ƚŚĞ ŶƵŵďĞƌ of individuals involved is low. The information we hold suggests that the profile of people who leave closely matches those who remain employed.

Age Age Banding 16 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 + Grand Total

Left 124 108 98 74 132 56 592

Still in employment 432 1104 1565 1863 1277 217 6458

Percent still in Percent left employment 32% 25% 0% 0% 30% 37%

Percent left

556 1212 1663 1937 1409 273 7050

21% 18% 17% 13% 22% 9%

Percent still in employment 7% 17% 24% 29% 20% 3%

Religion and belief The numbers of people who have a religious faith that is non-Christian is small. The data suggests that these people were a little more likely to leave than Christians, though the low numbers involved mean that it is not possible to have a strong degree of confidence in this result. People who have no religious beliefs were also more likely to leave than those who do not.

People who were single were more likely to leave than those who were married. This may reflect differences in age structure.

Ethnicity The ethnic profile of those people who left our employment closely matched those who remained in employment. Due to the small numbers involved, the actual results have not been reported.

Total

WĞŽƉůĞ ŝŶ ƚŚĞ ǇŽƵŶŐĞƌ ĂŶĚ ŽůĚĞƌ ĂŐĞ ďĂŶĚƐ ĂƌĞ ďŽƚŚ ŵŽƌĞ ůŝŬĞůǇ ƚŽ ůĞĂǀĞ ƚŚĞ ŽƵŶĐŝů͛Ɛ employment than other age groups.

People on part time contracts were more likely to leave ƚŚĞ ƵƚŚŽƌŝƚǇ͛Ɛ ĞŵƉůŽǇŵĞŶƚ.

Marital Status

Employment Information for Employers 2013/14

Disability

Open Ended Fixed Term Casual Training Contract External or partner organisation Total

Full time / Part Time Full Time Part Time Grand Total

Appendix 1