This plan discharges our duty under the Section 9 of the Well-being of Future Generations (Wales) Act 2015 to set and publish well-being objectives. This plan also discharges our duties under Part 1 of the Local Government (Wales) Measure 2009 to secure continuous improvement.
For a copy of this document in large print, Braille, audio tape or an alternative language, please contact: Jackie Meskimmon on 01437 776613. We are always keen to hear your views. If you have any feedback on this plan or would like to inform the development of future well-being objectives, please contact us using the details provided below. You can track our recent performance against this plan by looking at integrated performance management reports that go to both Cabinet and our Overview and Scrutiny Committees on a quarterly basis. For further information please contact: 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
Graphics from the “Essentials Guide” used with kind permission from Welsh Government ©Crown Copyright 2015 WG 25447
Foreword This Plan looks forward to how we will meet the challenges that we will face in the future. It has been produced in advance of May 2017’s Elections and the Pembrokeshire Public Services Board’s Well-being plan which will be agreed in Spring 2018 and this year’s plan is a transition document. I am confident that following elections, a new Council will wish to develop this plan. Our plans for the future builds on good progress we have made in the past five years. In 2016 we were ranked as the second best performing Council in Wales and for the past two successive years we have been amongst the most improved Councils in Wales.
Education results for GCSEs are improving and acknowledge that they need to improve further We have invested in services that prevent needs escalating in children’s and adults social care as well as in education welfare. This is delivering the sorts of support that people want. We can also show where it is already making savings We are providing effective children social services that safeguard children and ensure their voice is heard whilst supporting families We have one of the highest recycling rates (and lowest disposal of waste to landfill) in Wales
We are addressing the issues that have been raised about our governance in the Wales Audit Office’s Corporate Assessment and I have been pleased to see the progress that has been made being reported through Cabinet Our transformation programme will shape the organisation of the Council itself so that it can continue to improve people’s well-being whilst continuing to make savings.
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Contents What is the Pembrokeshire County Council Corporate Plan? ......................................................... 5 Our financial context ........................................................................................................................ 7 Involvement ..................................................................................................................................... 8 The Pembrokeshire Public Services Board’s well-being assessment ........................................... 8 Combined budget and well-being objectives survey ................................................................. 10 Considering the long term ............................................................................................................. 11 Demographic trends ................................................................................................................... 11 Economic trends ......................................................................................................................... 11 Housing trends ........................................................................................................................... 12 Environmental trends ................................................................................................................. 13 Societal trends ............................................................................................................................ 14 Public service delivery trends ..................................................................................................... 14 Our response to the long term ................................................................................................... 15 Preventative ................................................................................................................................... 17 Integrating our Corporate Plan into other policies ........................................................................ 18 Collaboration: Working with other organisations ......................................................................... 19 Linking our well-being objectives to the national well-being objectives ................................... 19 Our Well-being Objectives ............................................................................................................. 20 Transforming the way we deliver services ................................................................................. 20 Our Target Operating Model principles ................................................................................. 21 Our transformation programme ............................................................................................ 22 Transformation work streams................................................................................................ 23 Well-being objective 1: Raising overall standards of achievement ............................................... 26 Well-being objective 2: Healthy communities ............................................................................... 31 Communities supported by affordable and appropriate housing ............................................. 31 Improving social care.................................................................................................................. 34 Well-being objective 3: Increase the economy’s productivity and address regeneration issues . 38 Well-being objective 4: Safeguarding our environment ................................................................ 41 Well-being Objective 5: Self sustained and vibrant communities ................................................. 44 Extract of the Medium Term Financial Plan................................................................................... 46
What is the Pembrokeshire County Council Corporate Plan? Our Corporate Plan for 2017/18 looks to the future and sets out how we will plan and manage services in a more sustainable way. The Corporate Plan is one of ways in which we will achieve the vision we agreed in July 2016. “Working together to improve life in Pembrokeshire� Our Corporate Plan is a requirement of the Well-being of Future Generations Act 2015. The primary aim of the Act is improving the social, economic, environmental and cultural well-being of Wales. The Act sets out seven national well-being goals, and we and other public service organisations have a duty to contribute to these.
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The Act will make the Council and the other public bodies listed in the Act think more about the long term, work better with people and communities and each other, look to prevent problems and take a more joined-up approach. Older legislation that specified how we plan for the future called Part 1 of the Local Government Measure 2009 has not been repealed. In essence the duty in this Act to produce Improvement Objectives can be incorporated into our new Well-being objectives. We anticipate that the 2009 Measure will be repealed but is likely to be in force until 2020. The Corporate Plan is not the same as the Well-being plan, which is also required under the Act. Whilst the two documents are likely to be similar, the Well-being plan will be overseen by the Pembrokeshire Public Services Board, and will not be produced until March 2018. The Pembrokeshire Public Services Board is concentrating on producing a well-being assessment and it will be seeking people’s view on during February and March 2017. There will be elections for a new Council administration in May 2017 and it will be for this new Council to determine its priorities, its vision and how this plan will be implemented. We anticipate that the new Council will wish to review this plan by the Autumn to start the process of corporate and financial planning for 2018/19.
Our financial context Our financial situation is very challenging. Our current estimate is that there is a funding gap of at least £45.3m which needs to be filled over the next four years on top of the £41.5m gap that had been met over the preceding three years. We are not alone in facing this scale of financial challenge. We work in partnership with a wide range of other organisations in order to make Pembrokeshire a better place. Many of these are public organisations and are also experiencing reductions in their budgets. The 2017/18 budget will see a modest increase in our net expenditure to £204,807,000. This is about 0.7% higher than our revised estimate for net expenditure in 2016/17. This is likely to be a temporary respite and Welsh Government has warned of further austerity in future years. The reason why we have made, and continue to make such efforts to reduce our spending is that the amount of external funding is reducing in cash terms whilst the demand for, and cost of providing services is increasing. The cost of providing the same level of service is likely to increase. This is because employment costs (such as employer’s pension contribution and implementation of the national living wage) will increase. The demand for some services, especially adult social care is likely to increase. This squeeze on resources is forcing us to think differently. There are likely to be reductions in service, however, working differently can lead to the same, or better, outcomes with a reduced budget. The Well-being of Future Generations Act legislates for how we make decisions, including financial decisions. Known as the sustainable development principle, we must seek to ensure that the needs of the present are met without compromising the ability of future generations to meet their own needs. The Act has five principles, which if followed, mean that it is highly likely we will meet our sustainable development duty:
Involvement
Long term
Prevention
Integration
Collaboration
The next sections summarise how we have taken these into account in developing this plan. While all these principles are important, the Future Generations Commissioner is clear that involving people in the decisions which affect them and their communities is an essential element in this new way of working.
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Involvement This section describes how we have involved people and consulted upon our well-being objectives. This is a key part of the process for developing this plan.
The Pembrokeshire Public Services Board’s well-being assessment Public service providers across West Wales have been working together to assess the state of well-being of local people and communities, now and for the future. We have used the feedback we have received from local people, communities and stakeholders together with other facts and figures we have, to develop a set of well-being objectives. This is currently out to consultation. Over the summer, we worked with other local authorities in the Hywel Dda University Health Board area, as well as the Health Board itself to develop a well-being survey. In addition, we ran more informal events in which people were encouraged to give their views on what was important to their well-being. We had a large number of responses to the survey (2,282 people from Pembrokeshire) and the demographic profile of respondents broadly matched the demographic profile of Pembrokeshire itself. The survey was wide ranging and more detailed results will be published on the Pembrokeshire Public Services Board’s webpages http://www.pembrokeshire.gov.uk/content.asp?nav=101,2434,2438&parent_directory_id=646. The key findings were that people are concerned about their well-being. The aspect of this which people most value is feeling safe and secure in their own homes and community. Other aspects of this, such as the opportunity to influence decisions, were still seen as important, but less so than safety or people getting on well together. When asked whether improving access to a range of services would improve happiness, mobile phone coverage and public services came out highest. Better access to the internet and family and friends scored next highest. Respondents thought the link between happiness and improving access to public transport as well as improving access to community groups was less strong.
For housing, respondents agreed that there their house met their needs and that it was in a good state of repair. Opinions on whether people could live in their home for as long as they wanted were split with people in private rented housing much less likely to agree. People were less confident that their home would meet their needs into the future and that they would be able to find suitable accommodation if they did. Respondents in private rented (and to a lesser extent, social rented) accommodation were less confident about their future housing situation. Almost a third of respondents said they had a health issue which impacts on their well-being. The impact upon these people’s lives is that over half can no longer do things that they used to enjoy, and a third of people said that their illness put a strain on personal relationships and a similar proportion said that they needed extra help to manage day to day. About nine out of ten people who need extra help rely on informal care from family and friends. This statistic highlights that crucial role that carers play in meeting needs and just over a third of people said that they provided unpaid care. Overall, over three quarters of people receiving care (including those who receive formal social care) said that the care they received meet their needs. Respondents valued the environment with landscape/views, beaches and places to walk / cycle being the top three. Green spaces, spaces to grow food and spaces to play had the lowest ratings. Respondents were very concerned about recycling/waste, littering and fly-tipping. Respondents were fairly concerned about bio-diversity and climate change with lower levels of concern about flooding. The survey asked about action people had take to protect the environment. Recycling stands out as the most frequently mentioned. Reducing energy and buying local food were also mentioned by over six out of ten respondents. On balance, there is an appetite to take a more activate role in alleviating environmental issues. Respondents were asked for their views on cultural well-being. Heritage and history is the aspect of culture which people think is most important. Respondents tended to make little differentiation between other cultural influences though faith and religion was viewed as less important. About a fifth of people mentioned lack of time as the reason why they did not use access cultural services more.
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Combined budget and well-being objectives survey We undertook consultation on people’s views on well-being objectives as well as on budget proposals starting at the end of November 2016 and closing in early January 2017. Views on well-being objectives and budget savings ideas were included in the same questionnaire. In addition, we ran a series of public meetings for residents as well as other stakeholders during December 2016. A summary of this report is part of the 2017/18 budget papers (Cabinet, February 13 2017 and Council 2 March 2017). A series of public meetings were held in late November and early December throughout Pembrokeshire on the budget and well-being objectives. An on-line consultation was also held and this closed on 6 Jan 2017 which attracted 611 responses. The headline results from the main on-line consultations are below. It is worth noting that the public meetings came back with slightly different relative priorities with Access to Services (New Ways of Working) and Governance generally having a higher priority, but also being seen as a cross cutting theme that underpinned our other objectives.
Potential area Educational Attainment Developing Social Care Housing Waste & Recycling Tackling Poverty Local Environment Town Centres & Regeneration Access to Services (New Ways of Working) Global Environment Governance
Relative performance Very high High
Medium
Low
Considering the long term The Act challenges us to think about what sorts of services that will be needed in future, not just what is needed at the moment. We are expecting a trends report from the Future Generations Commissioner. This may not be produced in time for it to inform this year’s plan, however, it will inform the Well-being plan when this is adopted in 2018. We might reasonably expect it to comment on:
Demographic trends Life expectancy is increasing. In 1991/93 male life expectancy in Pembrokeshire was 74.2 years but by 2012/14 this had increased to 79.7. Pembrokeshire’s relative position to other local authorities in England and Wales remained unchanged. Clearly, this is very positive and welcome, however, one of the effects of this is that the number of elderly people is increasing and with it demand for social care services. This is because healthy life expectancy is increasing at a slower rate than life expectancy as a whole. This has clear implications for social care as well as housing. The long term trend for life expectancy is that it will continue to increase, albeit at a slower rate than in the past. Within this general picture it is possible that differences in life expectancy between different communities could grow. For instance, increases in obesity, which will tend to slow or reverse increases in life expectancy, are much more marked for people with a low income. The number of children is falling as a proportion of the total population. In 1971 33% of the population was aged under 20, by 2011, this has dropped to 23%. As Pembrokeshire’s population is broadly static, this means that the number of young people is falling with obvious implications for the number of school places we need to provide.
Economic trends In the past decades, cities have tended to become more important as drivers of economic growth, especially for high tech and high value industries. This has the potential to widen the gap in productivity between Pembrokeshire, which is further from major conurbations. Pembrokeshire has comparatively low productivity rates per job compared with the rest of Swansea Bay, Wales or the rest of the UK. The focus on Pembrokeshire as being part of a broader Swansea Bay City Region is one way of tackling this.
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Pembrokeshire’s main private sector employers tend to be in sectors where the trend for in growth in employment is static. The main exception is for the accommodation and food sectors which both support tourism. In the medium to long term the Brexit referendum decision is likely to result in a large number of changes to how the economy performs. Pembrokeshire has received structural funding support since the 1990s. There will also be implications for agriculture, which receives support from the EU and is an important part of the local economy as well as shaping Pembrokeshire’s landscape. Pembrokeshire’s economy is currently relatively self-contained; that is most people who live in Pembrokeshire work in Pembrokeshire. Whilst increases in home-working (and therefore the potential for people’s work base to be some distance from Pembrokeshire) are discernible in the 2001 and 2011 Census, the increase is from a very low base. Significant investment in broadband is planned and this may lead to an increase in home working. This will enable Pembrokeshire to market its high quality of life as a factor in attracting new residents In parallel to the rise in renewable energy, in the long term we might expect the petro-chemical sector to decline in importance as an employer. It is worth noting that in the medium term, additional combined heat and power investment is planned at the Valero refinery.
Housing trends Households tend to be smaller than they were in previous decades. This means that a greater number of houses are needed to accommodate the same number of people and the types of housing needed is changing. We are not certain of the direction of this trend as young adults are now much more likely to continue to live with their parents than they were in previous decades. The proportion of owner occupied homes is falling whilst the proportion of private rented homes is increasing. Whilst the number of homes that are in the social rented sector has been stable and is now starting to increase, the proportion of all homes that are social rented homes has fallen over time. The Council and its partners perform well in terms affordable housing delivery. As the number of older people increases, it is likely that there will be additional demand for adapted or sheltered housing. As it becomes easier to meet frail people’s needs in their own homes, the level of support that sheltered housing needs to offer will be higher. Whilst homelessness has risen steeply in parts of England in the past five years, the incidence of homelessness in Pembrokeshire has not changed (changes in legislative definitions mean that our most recent figures cannot be compared with earlier years’ figures). As homelessness has such a major effect on people’s well-being, it is an area which is kept under review.
Environmental trends Across the globe, the continued use of fossil fuels and changes to how land is managed is changing our climate and resulting in higher global temperatures. The science that underpins predictions is complex and the results of models are uncertain, however we can expect to see rising sea levels (approximately 1mm per year), generally warmer weather, with higher rainfall in the winter. We are likely to experience much more uncertainty in weather patterns with extreme weather events happening more frequently. The impact of these changes will be profound over time. For instance, climate change is likely to drive additional international migration, however, it is not possible to predict what this might mean for Pembrokeshire. The effects of climate change, such as increased risk of flooding will put strain on highways infrastructure and buildings necessitating additional investment. There is also the potential for some opportunities; climate change may give our tourism industry a competitive advantage. Of all the natural resources we rely on, clean water stands out as having few substitutes. Storage of significant amounts of water is also costly. Changes in climate may put stress on the water supply in Pembrokeshire, but this is likely to be much more of an issue in the more populated areas of the UK such as the south-east. This could lead to competitive advantages. Whilst changes in how subsidies work has led to a pause in renewable energy schemes in the short term, in the long term we can expect a continued trend away from fossil fuel generation and towards more sustainable sources of energy. The potential development of a tidal lagoon in Swansea Bay will create opportunities for the local marine energy supply chain as well as developing West Wales as an area of local expertise. Pembrokeshire is known for the quality of its bio-diversity. The 2016 State of Wildlife report highlights that whilst there have been some successes and some features are now improving, the majority of features assessed are in poor or moderate condition and the overall trend is still declining. There is no one reason why this is the case, however loss of habitat, or habitats becoming damaged through changed management tend to be the more common causes. On a more positive note, the features assessed as in good condition or with improving trend have all been the subject of sustained conservation effort. There is evidence that the water quality in the Cleddau catchment is sub-optimal and that important features of this Special Area of Conservation are becoming degraded due to higher levels of nitrates in the water than would occur naturally. The Welsh Government’s consultation on Nitrate Vulnerable Zones is designed to reverse this trend albeit the implications may have far reaching consequences for the agricultural economy and landscape in
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the County. Whilst air quality in Pembrokeshire is generally good, air quality management zones have been declared in parts of Haverfordwest and Pembroke. Nationally, air quality is becoming a more significant political issue.
Societal trends Over time, trends in work and welfare tend to transfer wealth between different parts of society. There is a growing trend in inequality of both income and wealth. The proportion of the UK’s income and wealth which is held by people who are very affluent has increased. There is also a transfer of wealth between generations. Changes to benefits have tended to impact on working families. By contrast, pensioners’ benefits have tended to have been protected. Younger people are expected to contribute towards the cost of higher education whereas their parents either did not, or did not to the same degree. The age at which people can typically afford to buy a home has increased and the deposit that a first time buyer will need to secure a mortgage has also increased. Whilst the link between well-being and income inequalities is complex (and contested) studies often show that societies that have comparatively small differences between those on high and low incomes tend to have higher levels of well-being.
Public service delivery trends Like private and third sector services, public services will continue to evolve and make use of new technologies in order to make services available outside of working hours and for them to be accessed via the internet. This will also enable efficiency savings to be made. There is a clear trend to make public services more accountable and personalised. This can be seen clearly in the requirements of the Social Services and Well-being Act. There is also a trend to see the services that public organisations provide as being part of a broad range of services provided by carers, families, communities and the private sector that contribute to overall wellbeing outcomes. Public organisations will need to use information more effectively in order to tailor services; providing or commissioning undifferentiated services on block will be much less likely to meet citizens’ aspirations. The current trends for public services point to a continued reduction in resources available to public services in real terms. We can also expect that, even if significant efficiencies are found, the amount of resources required for health and social care services will continue to increase in real terms in order to meet rising demand from an aging population. This is likely to squeeze the amount of resources that are available to fund other public services.
It is likely that at the point of delivery services will continue to be delivered by a range of different types of organisations: private, third sector as well as traditional direct delivery by public sector organisations. Private ownership and investment in what were public services is likely to continue (care homes are a good example). It is likely that there will continue to be continued interest in delivering more public services through community, mutual or third sector organisations. Whilst this may lead to more innovative ways of meeting need, it is also likely to result in a more variable pattern of service delivery. This may have implications for deprived communities that have less capacity to step in to fund, contribute to or deliver what were public services. There is a trend to fewer public services being free at the point of delivery with more services operating on a full-cost recovery basis. How far this trend continues is linked to political acceptability of fees being introduced as well as to what extent people are prepared to pay additional general taxation in order to maintain services free at the point of delivery. Public service organisations will also need to consider concessions policies and to try to understand the potential for cumulative impact of different organisations increasing user charges on individual families. Welsh Government published a White Paper ‘Reforming local government: Resilient and renewed’. It is the Welsh Government’s statement of intent about the future of local government in Wales. The current proposals suggest that a number of services such as Economic Development and Planning should be delivered on a regional footprint. The closing date for this consultation is 11 April 2017.
Our response to the long term Our well-being objectives respond to the longer term challenges that we face. For instance, our response to demographic change is to change the focus of our adult social care services so that they can respond to increased demand and to do so in a way that better meets the aspirations of customers. In a similar way, we have prioritised capital investment so that it supports school re-organisation plans so that we are building schools that meet the demands of the twenty-first century. Our response to economic trends is to broaden our previous focus on the regeneration of town centres to one that looks at the productivity of the local economy as a whole. Our approach is aligned to the likely direction of travel for regional working for economic development and will emphasise working through Swansea Bay City Region.
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For housing, our approach recognises that high house price to income ratios makes it difficult for younger people to remain in their own communities. Our long-standing priority of providing more affordable housing is a response to this. Through working with housing associations, as well as securing contributions from developers, we are delivering around 100 additional homes each year. We have also recognised that more work will be needed in future years on the private rented sector. Our approach to the economy and jobs recognises the continuing long term challenges that Pembrokeshire faces. By working with other local authorities on a regional basis, we hope to raise productivity and improve the infrastructure that supports the economy such as high speed broadband that addresses long term competitive disadvantages. We are adapting to climate change by putting additional flood protection measures in place where these will be effective in the long term or, in other cases, are considering plans that will return land to nature where the cost and visual impact of flood defences that meet long term threats cannot be justified. We continue to reduce the amount of carbon dioxide that we produce We have included a well-being objective on self sustained and vibrant communities. This is a difficult area for us to influence and many of this longer term issues that we face require partnership working. We anticipate that as the Public Services Board’s well-being plan is developed that we will re-visit this area. Our transformation programme reflects the longer term challenges that public organisations face. Whilst this is not a well-being objective, we have included a summary of the work that we intend to do as part of this plan.
Preventative The priorities that we have chosen have the potential to prevent problems occurring or reduce the impact of problems that are occurring. Some examples of the actions that we are undertaking are listed below. Educational attainment: We know that equipping young people with skills is one of the most effective ways of reducing the chances that this person will experience poverty. Improving skills levels is also an effective long term strategy for tackling community deprivation. Economic development and raising productivity: By working with partners to improve the infrastructure for our economy, such as broadband, we are helping to prevent a future decline in the number of jobs as well as supporting the creation of new quality of jobs. Early intervention in social care: By offering services or intervening earlier, we are able to reduce the need for on-going managed care. For children’s services, our Team Around the Family is one of the key ways that this is delivered and we can point to reductions in the demand for services thanks to the Team’s work. For adult social care, we are investing in services that help people continue to live in their own communities. We know that this helps people who have chronic conditions, or are frail, to live independently longer. We can demonstrate the effectiveness of re-ablement services in reducing the amount of care that people need. Managing maintenance more effectively: For instance our Highways Asset Management Plan schedules timely investment to reduce future maintenance costs and to prevent backlogs of repair work building up. Investing in a highways management system will improve the information we hold and allow better planning. Environment: By acting to reduce emissions of green-house gasses such as carbon dioxide and methane (for instance by using alternatives to land-fill sites and composting food waste) we are reducing the impact that we have on future climate change. Housing: Good quality housing is a key determinant of public health. We will be investing in a new housing repair system so we can improve the condition of our own stock. We continue to invest in more affordable housing.
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Integrating our Corporate Plan into other policies In future, our Corporate Plan will take its lead from the Pembrokeshire Well-being plan (this is a multi-agency plan and can therefore tackle problems in the round). This year’s Corporate Plan is a transitional document and reflects long standing priorities (for instance, Educational Attainment, Improving Social Care and Regeneration have been Improvement Objectives in previous years). The Corporate Plan will continue to be developed alongside our Medium Term Financial Plan. This will enable priorities to be reflected in relative resource allocation. It will also ensure that what we do remains affordable into the long term. The Medium Term Financial Plan will also reflect our progress on our transformation agenda. The Corporate Plan reflects our transformation programme and how we will implement the principles in our Target Operating Model (the high level blue-print for what we expect our organisation to look like). The Corporate Plan recognises the importance of the Social Services and Well-being Act 2014 and how this is putting user voice and prevention at the heart of social care. We will continue to work with other local authorities and Hywel Dda University Health Board on integrating health and social care. The Corporate Plan reflects or anticipates a range of other new legislative requirements including the Housing (Wales) Act 2015 and the Additional Learning Needs Bill.
Collaboration: Working with other organisations We are already working in partnership with other local authorities for key services such as Education, social services and waste. The ERW consortium is a legally constituted joint committee of ourselves, Carmarthenshire, Ceredigion, Swansea, Neath Port-Talbot and Powys to work together to agree a regional strategy and business plan to deliver school improvement services. Estyn, the education standards regulator, inspected ERW and gave it a good report. We work with the two other local authorities that are part of Hywel Dda University Health Board on social care. For instance, both children and adult safeguarding are organised at a regional level. Regional working for social care will step up a gear during 2017/18 with the introduction of pooled budgets for some services. We are working with Ceredigion County Council on waste services and are exploring whether a joint service would enable efficiencies to be made. We also work with other public sector organisations in Pembrokeshire. We have a close working relationship with Pembrokeshire Coast National Park Authority, for instance, we share a planning IT system. We work closely with Pembrokeshire Housing Association on the delivery of affordable homes and we also operate a joint housing register with them and another housing association.
Linking our well-being objectives to the national well-being objectives In the section which follows, we have shown how each of our five well-being objectives, as well as our transformation programme, fits to the seven national well-being goals. All of our well-being goals make a contribution to several national well-being goals. Some such as raising educational attainment address all seven.
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Our Well-being Objectives This section describes our broad well-being objectives, as well as the more specific improvement objectives that sit underneath them. We anticipate that our well-being objectives will continue to change and develop as the Pembrokeshire Public Service’s Board’s Well-being Plan evolves. We also anticipate that, following Council elections in May 2017, the new Council will wish to re-visit Well-being objectives. It may also wish to clarify the principles we have adopted for how the Council should organise its services. Our Well-being objectives are:
Raising overall standards of achievement Healthy communities. This is supported by two objectives: communities supported by affordable and appropriate housing and improving social care Increase the economy’s productivity and address regeneration issues Safeguarding our environment Self sustained and vibrant communities
As well as our Well-being objectives, we have set a cross-cutting objective entitled transformation on how the Council will change its services.
Transforming the way we deliver services
Wellbeing Goals
A Resilient Wales
A Healthier Wales
A Wales of Vibrant A Wales of A Globally A More Culture and A Prosperous Cohesive Responsible Equal Wales Thriving Wales Communities Wales Welsh Language
Transformation, or implementing change in order to improve efficiency and service delivery whilst meeting future financial challenges, underpins all the Well-being objectives in this plan. We have put this at the front of the plan as we have developed cross-cutting principles that influence how we will meet all our Well-being objectives. The work streams below build on the work undertaken throughout 2016/17 as part of our New Ways of Working and Governance improvement objectives. Whilst many of the actions planned for Governance are either complete, or close to being complete, progress on the transformation process has taken longer than anticipated. Key actions for both have been included in the response to recommendations included within the Wales Audit Office Corporate Assessment Action Plan which is reported to Cabinet quarterly.
We consulted on whether governance should continue be an improvement objective. Results from the consultation undertaken show that not only was governance the lowest ranked priority but also that fewest people agreed it should be a priority. Some respondents, whilst recognising that improving governance is important, questioned whether this should be a well-being objective as it applies to the organisation itself. The view of people who came to our public meetings was a little different. Some people thought that governance was an integral part of New Ways of Working (making long-term changes to services), and that these were cross-cutting and underpinned all other well-being objectives. Other comments that we received stressed the need for decision making processes to be transparent and well-informed, for members to be well-trained, and for us to be accountable for our actions.
Our Target Operating Model principles In February 2016 the Council agreed the principles that will shape what our organisation will look like in the future and what its fundamental relationships with citizens, customers and partners will be. These principles are underpinning how we transform the organisation.
Customers: We will expand the range of services that are available to customers through self-service on-line. We will standardise processes so that it is easier to resolve queries in the ‘front office’. We will need to streamline customer records.
Organisation: We will continue to review existing structures, moving away from departments organised around professions. We will need to recoup more of the cost of more services. We will also adopt a much more flexible approach to who delivers services and work with or through other public, private or third sector organisations.
People: More of our employees will work generically (existing job roles will be merged together). We will support a more empowered organisation and facilitate employees to work more flexibly and from different locations.
Location: We will consolidate where we deliver services from, with Haverfordwest as the central location supported by a series of satellite offices at locations across Pembrokeshire. We will also look to share accommodation with other partner organisations.
Digital: We will make a clear commitment to using available technologies to deliver services. We will look to establish a single customer record for our customers in order to reduce duplication.
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Governance: We will streamline decision making and concentrate on achieving outcomes. We will clarify Officer and Member roles and continue with scrutiny arrangements that support the Cabinet’s forward work programme, for example re-focusing scrutiny on holding partnerships to account. We will encourage Members to focus on strategic responsibilities and on achieving the best outcomes for everyone in Pembrokeshire.
Our transformation programme Our Medium Term Financial Plan, which is produced alongside our budget and is summarised as the end of this plan, contains our transformation programme. This has been developed over 2016/17 and has drawn on a diagnostic report which was agreed at the beginning of that year. We have developed eleven work-streams as a framework for managing and monitoring projects.
x
x x
x
x x
x
x
x
x
x x
x x
x
Investment portfolio
x x
x x x x
x
Collaboration
Assets & Agile
Customers: Information: Digital
Service Prioritisation
Procurement
Strategic & Support
Customers Organisation People Location Digital Governance
Establishment Control
Income
The table below shows how our Target Operating Model principles fit with the transformation work streams. The table emphasises that the work streams and principles are interconnected.
x x x x
x
We will create the capacity within our own organisation to organise, facilitate and co-ordinate this change. We have recently appointed a Head of Transformation to lead this work. A crossparty transformation board has been established and this will provide oversight and will be able to bring a more timely and detailed focus to assist both Cabinet and Scrutiny Committees. We also need to invest in some back-office systems that will be needed to support change. Examples include identifying and procuring a new financial management and purchase-to-pay system, the systems that underpin our website, as well as the Customer Record Management (CRM) system which is used by our Contact Centre. We will need to prioritise investing in major IT projects during 2017/18 in order to make the most effective use of information technology development expertise.
We will need to consider how we support our employees in making these changes. We are developing a workforce development strategy to clarify the approach that we will take to managing change. We will involve Trade Unions and other relevant stakeholders in developing this strategy and implementing change.
Transformation work streams Our transformation work streams, alongside a summary of the work we are intending to do in the next 12 months is set out below. Income Growth and Full Cost Recovery
Establishment Control
Procurement and Category Management
We adopted a Fees and Charges strategy in June 2016. A forward work programme for 2017/18 has been produced. The main strands are: Moving towards full cost recovery by charging a fee for those services where we can do so and it is appropriate to do so Reviewing concessions policies across all relevant services Encouraging people to pay in advance for using services to reduce pressure on Sundry Debtors Generating more income from tenants (where appropriate) renting out rooms and other facilities Reviewing how we charge for social care (these are regulated by Welsh Government) We anticipate that in future, we will employ fewer people. The way in which we go about this process is key to maintaining the morale of our workforce as well as to making savings. We will: Develop a workforce development strategy. A report to Cabinet in March 2017 will outline the process for its agreement Continue with our policy of vacancy management and rigorously scrutinise filling vacant posts Minimise potential redundancy liabilities through re-deployment of staff who are at risk of redundancy We are working with Cardiff City Council to introduce Category Management Procurement across nine categories of spending. We are confident that this will achieve savings over the term of the medium term financial plan and that a rigorous review of our procurement processes will ensure they are carried out in a fair, sustainable manner, whilst maximising potential efficiencies. We will revise the section of the Council’s Constitution that relates to contracts and create one set of Contract Procedure Rules that are compatible with current legislation.
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Service Prioritisation Customer Management Information Management
Digitally Enabled Re-design
Strategic and Support Assets and Agile
We will review all services to see if there is scope to make savings by reducing service levels exploring trading opportunities and by introducing alternative models of service delivery. These work streams will be taken together as we will need to progress all three in order for projects to achieve savings and/or improvements in how we communicate with customers. This will be a medium term project and significant investment in information technology will be required. Sample projects include: Introducing a new highways management system. We already use computerised systems for some aspects of highways structure maintenance, such as bridges. We will introduce new software alongside changes to working practices to reduce paperwork and improve recording of information for routine highway maintenance. This will increase efficiency as we will be able to fix many more highway faults, like potholes, in one visit and will also help to improve highways condition in the long term. Review our customer contact management processes to look at efficiency and effectiveness in order to reduce potential duplication for instance in entering customers’ details in different systems. Introduce a My Account equivalent for businesses and continue to increase the range of services that can be accessed on-line to increase digital service provision. We will consider how support and back-office processes work and the most appropriate way to operate these. We will develop a clear definition of roles and responsibilities for back office functions. We will develop a location strategy to explore a hub and spoke model for where we base public offices in the future (we have sketched out the principles in our target operating model). We will undertake initial engagement work over the summer with formal consultation on options following later in the year. We will continue to consolidate employees into fewer buildings. We will vacate both Haverfordia House and offices in Swan Square. We will progress an asset review to free up properties that we know are likely to be surplus to requirements. We will continue to implement agile working in order to make the most effective use of office space and to offer employees greater flexibility in how they work and balance home and work demands.
Collaboration and Shared Services

Investment portfolio
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We will continue to explore joint working opportunities with other public sector bodies in order to make efficiencies, better align priorities and simplify how public services are delivered. We anticipate that we will also need to respond to proposals from Welsh Government on enhanced regional working arrangements (consultation anticipated during February 2017 with implementation stretching into the medium term). We will review how we invest the funds we hold as investments or in reserve in order to achieve a higher rate of return whilst managing risk
In addition to this transformation work, we will be undertaking a number of actions on improving governance. We have commissioned an evaluation of the changes that we have made to our scrutiny system in September 2016. We anticipate that this report will be available by May 2017 and will help inform whether the changes we made to Overview and Scrutiny structures need to be adjusted We will undertake an extensive programme of Member induction and training following May 2017’s elections. Details of this have already been reported to our Democratic Services Committee in January 2017.
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Well-being objective 1: Raising overall standards of achievement
Wellbeing Goals
A Resilient Wales
A Healthier Wales
A Wales of Vibrant A Wales of A Globally A More Culture and A Prosperous Cohesive Responsible Equal Wales Thriving Wales Communities Wales Welsh Language
Our vision for education is that “ensure every child and young person contributes and achieves more than they thought possible”. Our ambition is that education outcomes are the best in Wales and match those of the most successful authorities in England with similar socioeconomic profiles. In order to achieve our vision, we identified five long term objectives for the Directorate and wider Pembrokeshire community to ensure that there is a continuous focus on improvement in outcomes for Pembrokeshire learners: This is supported by a broad based strategy that recognises the central role of pupils’ well-being and ensures support is available when needed. This is supported by five objectives and seven work streams which are being developed by lead officers in Education.
Every student is ready to learn and achieves across a broad range of learning and areas of experience Every student is resilient and supported to build their mental and emotional wellbeing All students engage and participate and are able to fulfil their potential no matter what their background or circumstances. All local stakeholders positively contribute to the ambitions and aspirations of Pembrokeshire learners A Directorate which is responsive to future changes and has the capacity to adapt and effectively manage demand
We will support Governing bodies to ensure they have the capacity and skills to offer challenge and support for their schools and raise aspirations and achievement at all key stages and for all our children and young people. We chose this objective as improving pupil attainment at Key Stage 4, particularly in English or Welsh and maths is important because it opens up greater opportunities for learners in further education, training and or work which might otherwise not be there. The consultation we undertook showed that more people thought that retaining education was the highest priority
compared with all other potential ones. The comments we received stressed that this should be a priority and that current performance needs to improve. About a quarter of comments stressed that there is more to education than attainment, that vocational subjects were important and that we should prioritise skills for employment. At the end of the Foundation Phase (children aged 7) the picture over the last four years is generally positive, with outcomes above the Welsh average between 2013 and 2015 and ranked at 5th of LAs across Wales. In 2016, 86.5% of our 7 year olds achieved at the expected level Achievement at the higher levels of the Foundation Phase is generally in line with the Welsh average, The gaps between boys’ and girls’ achievement are narrower than nationally. The achievement of children eligible for Free School Meals (eFSM) at the expected level has compared well with the national average and improved between 2012 and 2015, but declined in 2016. A particular priority for improvement for this age group is to work with schools to ensure that teacher assessments are robust and that the performance of children who are entitled to free school meals is monitored closely. At the end of Key Stage 2 (children age 11) achievement at the expected level has been higher than the national average in five of the last seven years. In 2016, 87.1% of our 11 year olds achieved at the expected level. Achievement at the higher levels in English and Science has been broadly in line with the national average but for Welsh first language achievement has been consistently below the national average over the last five years. Maths achievement improved in 2016, but not at the rate seen nationally. The gaps between girls’ and boys’ achievement are narrower than nationally. The Core Subject Indicator (CSI) achievement of children eligible for Free School Meals at the expected level has been slightly higher than nationally for 3 of the last 4 years. Achievement above the expected level has been slightly lower than nationally, with slight improvement in 2016. Overall, although Pembrokeshire achieves at around the national average, this does not reflect where expected outcomes for Pembrokeshire should be and there should be a focus on improving these outcomes. A particular priority for improvement for this age group is around the Welsh Language such as reviewing provision of support for pupils who move to Welsh medium primary schools when their first language is not Welsh to and working closely with schools who deliver Welsh 1st language assessments to identify opportunities to improve outcomes. At the end of Key Stage 3 children (age 14) 85.4% of our 14 year olds achieved at the expected level in 2016 – this ranks Pembrokeshire 15th amongst the Welsh LAs. However, achievement at the higher levels, whilst still rising, has been below the national average over the last three years. The gap between girls’ and boys’ achievement is less than nationally. The achievement of children eligible for Free School Meals at both the expected and above expected levels declined in 2016 to well below the 2015 Welsh averages. Our priority for support for this age group is
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ensuring that pupil deprivation grant is used effectively provision for the most able pupils to ensure that they attain at the highest levels. The end of Key Stage 4 (children age 15/16), is undoubtedly where the challenge is greatest. Although there are three year trends of improvement across most key indicators, improvement is not quick enough or sufficient in all schools and as a result there is too great a variation in progress across schools. In 2016, 59% of our 15 year olds achieved the Level 2 including English/Welsh and Maths (L2i) indicator. This was an improvement of 5% from 2015 and a three year trend improvement of 6%. This moved the final ranking from 16th to 12th, but was still 4% below the Welsh Government expectation of performance 2016. Six of the eight secondary schools improved from their 2015 results. In 2015, the L2i achievement of Pembrokeshire’s eFSM children was 25% - nearly 7 percentage points below the achievement of eFSM children nationally In 2015, less than half of students went on to Sixth Form provision in schools, with 3% progressing onto traineeships, and 1.7% onto apprenticeships; both of the latter pathway uptakes are higher than the Welsh average. Growth in these pathways is a result of Pembrokeshire’s proactive engagement in delivering careers information advice and guidance to its Year 11 cohort. The focus of actions will be to ensure the pace of improvement is maintained and accelerated and schools whose performance is below Welsh expected outcomes have individual support plans which are monitored regularly. We will also focus on effective use of pupil deprivation grant.
Continue to improve standards of achievement for pupils through sharing excellence between schools and the targeting of resources. Improve wellbeing for pupils and staff in our schools through sharing excellence between schools and the targeting of resources. Continue to improve leadership in schools through sharing excellence between schools and the targeting of resources. Continue to improve standards of teaching through sharing excellence between schools and the targeting of resources. Secure improved outcomes for learners entitled to free school meals. We will review school planning for the use of Pupil Deprivation Grant to ensure it reflects best practice guidance. Reduce the number of young people leaving school in year 11, 12 and 13 who are Not in Education Employment or Training. Improve outcomes for post 16 learners through greater cooperation between schools, Pembrokeshire College, training providers and businesses.
Consider the implications of the Additional Learning Needs Bill and ensure compliance and secure aspirational outcomes for learners with additional needs. Progress the school modernisation programme by completing the new school building for a new primary school in Hakin and Hubberston, a new primary school for the Angle peninsula, a new build for Ysgol Bro Gwaun, a new school for Pembroke School and the New Welsh Medium School in Haverfordwest Commence development of a new school modernisation programme in readiness for the next band of 21st century schools funding due to commence in 2019/20.
Monitoring framework Target 2017
Description % of all pupils (including those in local authority care) in any local authority maintained school, aged 15 at preceding 31 August who leave compulsory education, training or work based learning without an approved external qualification % of all pupils in local authority care in any local authority maintained school, aged 15 at preceding 31 August who leave compulsory education, training or work based learning without an approved external qualification % of pupils assessed at the end of Key Stage 2 in schools maintained by the local authority, achieving Core Subject Indicator, as determined by Teacher Assessment % of pupils eligible for assessment at the end of Key Stage 3, in schools maintained by the local authority, achieving the Core Subject Indicator, as determined by Teacher Assessment % of pupils assessed in schools maintained by the local authority, receiving a Teacher Assessment in Welsh (first language) at the end of Key Stage 2 % 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 The average point score for pupils aged 15 at the preceding 31 August, in schools maintained by the local authority %of final statements of special education need issued within 26 weeks, including exceptions % of final statements of special education need issued within 26 weeks, excluding exceptions % of pupil attendance in primary schools
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0%
0%
89.4% 87.4%
19.2% 13.8% 550 92.0% 100.0% 95.5%
Description % of pupil attendance in secondary schools % of pupils aged 15 at the preceding 31 August who achieved the Level 2 threshold including a GCSE grade in A*-C in English or Welsh first language and mathematics % of 16 year olds that are not in education or employment (NEET) The rate of exclusions per 1000 pupils for pupils aged 5 and over 5 days or less The rate of exclusions per 1000 pupils for pupils aged 5 and over 6 days or more % of pupils achieving expected outcome (O5+) at Foundation Phase in LLC % of pupils achieving expected outcome (O5+) at Foundation Phase in MD % of pupils achieving expected outcome (O5+) at Foundation Phase in FPOI Key Stage 4 Level 1 monitoring – percentage of Year 11 pupils achieving 5 GCSE’s % pupils attending less than 80% of the time
Target 2017 94.5% 65.0% 2.7% 33.0 1.0 90.2% 91.5% 89.0% 96.3% Target to be set
% gap between attainment for students eligible for free school meals and those who are not at: Foundation Phase % gap between attainment for students eligible for free school meals and those who are not at: Key Stage 2 % gap between attainment for students eligible for free school meals and those who are not at: Key Stage 3 % gap between attainment for students eligible for free school meals and those who are not at: Key Stage 4 % of pupils aged 7 – 16 yrs defined as ‘Hooked on Sport’ (take part in sport on 3 or more occasions per week outside the curriculum) Biennial data 2015 % of pupils who participate at least once in sport in a club outside of school Biennial data 2015
10% 14% 21% 30% 50% 82%
What you can do to help? Parents and carers should have high aspirations for their children and actively contribute to, and engage with, their children’s education. We would like your support to ensure children attend school, ready to learn and eager to participate. We will encourage communities to support their schools through a range of volunteering opportunities e.g. supporting school sporting activities, volunteering in schools or being a school governor.
Well-being objective 2: Healthy communities We have set two specific objectives for ensuring that our communities are healthy. There are a wide range of factors that impact on health but amongst the strongest contributions that our services make to this agenda are adult social care and housing.
Communities supported by affordable and appropriate housing
Wellbeing Goals
A Resilient Wales
A Healthier Wales
A Wales of Vibrant A Wales of A Globally A More Culture and A Prosperous Cohesive Responsible Equal Wales Thriving Wales Communities Wales Welsh Language
We have a long-standing vision for housing and this can be summarised as increasing the supply of affordable and appropriate housing. In the short term the priorities are tackling homelessness, increasing the supply of affordable housing and ensuring housing meets the needs of vulnerable groups. In the longer term, the vision saw all homes as good places to live that are appropriate to the people’s point in life and in an inclusive environment. Decent housing makes a significant contribution to current and future well-being. The housing market also strongly influences how communities develop and sustain themselves. Increasing the supply of affordable and appropriate housing has been one of our long term aims in our Single Integrated Plan and during the lifetime of this plan, changes to how housing is funded have taken place, putting us in a much better position to meet long-term aspirations of increasing the supply of appropriate housing. The rapid and significant increase in house prices that occurred between 2000 and 2008 has slowed. House prices fluctuate a little from month to month, but are very similar to their 2010 levels. By contrast, house prices have increased by around 30% in the UK as a whole during this time. Despite this, Pembrokeshire still has a high house price to average earnings ratio especially in rural areas. We are one of 11 Councils in Wales that has retained its own Council Housing. We work closely with housing associations to deliver social housing, for instance, the Choice Homes system for letting vacant social houses is shared between ourselves and housing associations. The number of homes in the social rented sector is starting to increase and, on average 80 new units have been built each year over the past five years. This represents a higher rate than many other rural authorities. However, this housing has tended to be provided in the main towns in line with Local Development Plan priorities. In the past year we have purchased a small number of former local authority houses back from private individuals.
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Aside from providing homes directly for rent, we provide homelessness services (the most common reason for people being at risk of homelessness is the private sector tenancy coming to an end) as well as helping people to adapt their homes through Disabled Facilities Grants which helps people cope for longer in their own homes. The Well-being assessment survey points to private rented sector tenants having concerns as to whether their home will meet their future housing needs. Concerns have also been raised by older private owner occupiers as to whether their home can meet their future needs. Although the level of concern is less acute, numerically there are a comparatively large number of older owner-occupiers in Pembrokeshire. The consultation we undertook found that housing was a popular choice as a priority. The most frequently mentioned issue by respondents (about 40%) was increasing the availability of social housing, especially housing for local people as well as the Council itself starting to build homes. A smaller number of people (about 10%) commented on private sector housing and these comments were mixed, with some respondents suggesting that more control over the sector is a good idea, whilst others said that more regulation may lead to a contraction in numbers of homes for rent. A similar number of people said that we needed to take action to reduce the number of second homes and empty homes. The rent collected from Council house rents funds this service, and it has its own Housing Revenue Business Plan. Historically, council house rents in Pembrokeshire have been low, however, we are expected by Welsh Government to increase them to benchmark rent levels which equate to the rent levels that a housing association would charge. We are phasing in this increase over the long term so that the change is more affordable. Significant changes have been made to how Council Housing is financed such that with additional funding, the Council can continue to maintain and improve its housing and in the medium or long term, look to build additional homes. Housing Associations continue to be important in delivering additional affordable housing through Welsh Government Grants and their own borrowing arrangements. We have decided to charge a 50% premium on Council Tax for second home owners and the proceeds will go towards affordable housing and community services. The planning system continues to draw in contributions which are also being used to deliver more affordable housing. The resources for private sector housing enforcement services have reduced and the delivery of this service remains challenging. 
We will continue to increase the supply of affordable housing. We will use half of the additional income from second homes Council Tax for this. We will consider whether to introduce a Council Tax premium on long term empty properties. We will expand the number of social housing stock through the use of Social Housing Grant and planning agreements (also known as Section 106 agreements).
We will improve how we manage our own housing stock. Our key action will be to investigate buying a new system to support housing repairs and maintenance. Modern systems enable customers to order and track repairs to their home on-line as well as by phone which will be more convenient for them as well as enabling us to be more efficient for organising repairs We will also invest more resources into the tenancy management service and improve our void management process. We will work with private landlords to improve the quality and management of the private rented sector such as taking appropriate enforcement action for landlords who do not comply with the Rent Smart Wales Scheme. We will assist landlords prepare for the introduction of new occupation contracts under the Renting Homes (Wales) Act 2016. We will improve the way in which we deliver Disabled Facilities Grants to our customers to enable them to stay in their own homes for longer. We will develop additional or replacement sheltered housing services in the county in partnership with Housing Associations. During 2017/18 we anticipate that a small number of Syrian Refugee families will settle in Pembrokeshire. Whilst we will not house Syrian refugees directly, we will work with the Home Office, Welsh Government and local organisations that are welcoming refugees (Community Sponsorship Schemes) to ensure that refugees are settled and integrated into the community.
Monitoring framework
Increase the number of affordable homes delivered each year. Reduce the time it takes to deliver a Disabled Facility Grant. Reduce the average time it takes to re-let a home.
What you can do to help? If you rent your home from us, and are currently paying by cash, consider direct debit. It’s simpler and it costs less to collect. So the more money we save, the more we can invest in improving our service to you. If you are considering renting out a property, or you currently have tenants but have not registered, get in touch with us so we can signpost you to information on new legislation. If you are at risk of homelessness, or are finding it difficult to afford your accommodation, contact us as early as possible. The sooner we can give you advice, the more likely it is that we can help you resolve problems.
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Improving social care
Wellbeing Goals
A Resilient Wales
A Healthier Wales
A Wales of Vibrant A Wales of A Globally A More Culture and A Prosperous Cohesive Responsible Equal Wales Thriving Wales Communities Wales Welsh Language
Our vision is a model of social care based on the principles of person centred care and the promotion of independence and social inclusion. We have embraced the four principles that underpin the Social Services and Well-being (Wales) 2014 Act and these will inform how we change services:
People - putting the individual at the centre by giving them a stronger voice and control over services they receive Well-being - supporting people to achieve their own well-being building on a person’s circumstances, capabilities, networks and communities Earlier intervention - more preventative services, supporting people before their needs become critical Working together - stronger partnership working between all parties involved
In line with the requirements of the 2014 Act, we will focus attention on: prevention; early intervention; giving customers’ an effective voice, information, advice and advocacy; coproduction and third sector; commissioning; quality assurance and safeguarding. Whilst the challenges that we have are most evident for adult social care, these approaches are equally valid for making improvements in children’s social care. Improving Adult Social Care has been one of our improvement objectives since 2013/14. We have made a number of changes to how services are delivered in this time, and have reduced the rate at which the budget is increasing. But demand for adult social care continues to rise as a result of an aging population. Whilst we can have confidence that the sorts of initiatives that we are putting in place will be effective, it is taking longer than we anticipated for this to result in a drop in demand for traditional methods of meeting needs, such as residential care. The well-being assessment survey found that people who are more likely to be social care customers, such as people who are disabled or who are elderly are less likely to agree that they have opportunities to influence decisions. This highlights the importance of people having a stronger voice in their care. This survey found that about a third of people have an issue with their health and that impacts across their lives. For instance, the survey clearly shows that ill health puts a disproportionate strain on carers’ personal relationships. The survey clearly shows
that most care is provided informally through families of the community. 85% of those people who need care have an element of it provided by their family with 33% having care from a friend. The comparative figure for people receiving care commissioned by the Council is just 11%. The consultation we undertook found that improving social care was a high priority and nearly 90% of people thought that it should be a priority. We received just over 70 comments which covered a wide range of issues. About a quarter of comments stated that people agreed that it should be a priority or that social care needed additional funding. Many of the comments suggested that we continue with the work that we are already planning, for instance to work more closely with the NHS and the third sector, to reduce dependency and focus on prevention, and to address recruitment issues. About 10% of comments were critical of the quality of care that is currently commissioned by us. The actions we plan to take during 2017/18 are an extension of the projects that we have undertaken in earlier years.
Reduce the number of people we place in nursing or residential care home placements. We will do this by moving away from traditional models of care and support towards a focus on preventative, asset-based support. We know that we spend a higher proportion of our budget on this than other authorities and anticipate that we can reduce the number of people placed in accommodation by around 10% over the next two years. In tandem, we will further invest in domiciliary care to develop enhanced support models and investment will also be required in community based third sector solutions to improve independence in community. Review our use of placements in Residential Homes outside of Pembrokeshire for those children with complex needs. By building foster placement capacity within Pembrokeshire, and by ensuring support is available for families we are confident that we can achieve better outcomes for children with complex needs as well as making savings. Agree a new strategy to support the needs of people with learning disabilities. We will also work to reduce the number of people with learning disabilities that are placed in residential accommodation and ensure additional support in the community is available. Introduce centralised Electronic Call Monitoring solution for use by domiciliary care providers to clock in and out of planned home care visits. This will result in greater consistency of call times for the customer and reduce any potential for missed calls. It will also give us better quality data about service provision which will prompt more timely customer reviews Work with colleagues in the health service to undertake continuing health care assessments to ensure that the cost of packages of care is allocated between ourselves and the Health Board appropriately.
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Make more use of care options within community instead of domiciliary care, particularly for those customers who receive a care package of less than five hours per week. A significant cultural shift as well as investment in community services is required in order for this strategy to be successful. Make a number of efficiency savings such as training more social workers in how to undertake Deprivation of Liberty Standards Assessments in order to reduce reliance on agency staff, re-assess packages of care that are currently provided by two people to see if making better use of equipment would enable care to be delivered by a single carer, ensure that re-ablement resources are maximised under the existing contract with our external provider; and review contracts with third sector organisations to ensure that these are focused on the preventative agenda and that they are delivering good quality information and advice. Continue with the gradual reduction in looked after children place in residential care placements outside of Pembrokeshire and meet these children’s needs by placement with Foster Carers as alternative care provision. This will realise savings and there is recognition that better outcomes are achieved for children in a family environment than for those in residential/group care. Continue to ensure that Looked After Children’s transition to adulthood or appropriate step down of care provision promotes independence and is completed. The number of looked after children in Pembrokeshire has fallen as a result of preventative work and is lower than other authorities.
Monitoring framework A national monitoring framework has been developed for the Social Services and Well-being Act for both children and adults. This relies on an annual survey of both children and adult social services customers. The first part of this framework measures the outcome of the care that we have put in place and fieldwork for this was undertaken in autumn 2016. We anticipate that in during the first part 2017/18 we will get results from other authorities that will enable us to put our survey results into context.
Description
Target 2017
% of adult protection enquiries completed within statutory timescales The rate of delayed transfers of care (DToC) for social care reasons per 1,000 population aged 75 or over % of adults who completed a period of re-ablement; and have a reduced package of care and support 6 months later % of adults who completed a period of re-ablement; and have no package of care and support 6 months later % of adults who have received support from the information, advice and assistance service and have not contacted the service again during the year.
Target will be set early 17/18 Target will set at the early 17/18 Target will set at the early 17/18 Target will set at the early 17/18 Target will set at the early 17/18
In addition we are monitoring two contextual indicators. We will not set targets for these. Instead, these two indicators will give us insights into future levels of demand
Average length of time older people (65+) are supported in residential care homes Average age of adults entering residential care homes.
What you can do to help Keeping fit and active, especially as you get older, is the best way of avoiding chronic conditions that can lead to frailty. Don’t forget if you are aged over 60, you can use our swimming pools at many times during the day for free (and if you live on a bus route, apply for a free bus pass, and the transport is taken care of too!) Loneliness can wear people down. If you can spare time to volunteer, contact PAVS volunteer bureau for opportunities with organisations that befriend people who are isolated. If your circle of friends is closing, don’t suffer in silence, get in contact with us for details of organisations that can help you meet other people. If you are a carer, contact us so we can arrange an assessment of any needs you may have.
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Well-being objective 3: Increase the economy’s productivity and address regeneration issues
Wellbeing Goals
A Resilient Wales
A Healthier Wales
A Wales of Vibrant A Wales of A Globally A More Culture and A Prosperous Cohesive Responsible Equal Wales Thriving Wales Communities Wales Welsh Language
Our vision is to make Pembrokeshire an economically competitive, productive and prosperous place with a sustainable economy supporting incomes and employment and economic growth. We can only achieve this if it is underpinned by successful new enterprises, supporting existing businesses to grow and by attracting ones to Pembrokeshire. We cannot achieve this unless we work in partnership with businesses and public service organisations such as Welsh Government and education and training providers. The recently adopted Pembrokeshire Economic Development Strategy gives a framework to support and develop the County’s economy. However, the number of recommendations within it is wide ranging and beyond the ability of the local authority to address on our own. We will also need to maintain a degree of flexibility on the projects we undertake as much of this work in this area is undertaken by the private sector and is commercially sensitive. The overall context for Pembrokeshire’s economy is that although unemployment levels are relatively low, productivity is also low, as it is for the rest of Swansea Bay City Region area, meaning that the local economy operates at around 75% of its potential. Productivity will not increase unless we take action to diversify the economic base of the County and take action to address skills. If we do not increase the availability of good quality jobs in the long term, then it makes it more likely that a disproportionate number of young people will leave Pembrokeshire, which will have implications for the County’s age structure. Looking to the future, this structural re-adjustment will mean us concentrating support on those sectors where the County has strengths and where the trend is for continued growth. These include marine energy and renewable energy, food, tourism and recreation and our high quality of life could be used to attract workers in creative or knowledge-based industries as high value added inward investors. The health and social care sector will also be an area of growth in employment. Regenerating our town centres has been one of our priorities since 2013/14. The rationale for this is that our town centres are underperforming, with the main town centres having higher retail vacancy rates than the national average. The method of working is through partnership, and by April 2017, master plans will be well underway for all six town team towns. An
evaluation of progress to date will be commissioned and will report early in the next financial year. Based on the evaluations that we have done to date, the relative economic performance main town centres is still not improving and Haverfordwest, Milford Haven and Pembroke Dock all have retail vacancy rates that are above the national average. Respondents to our budget and wellbeing objectives survey rated tackling town centre regeneration was a medium priority. About of quarter of the comments we received agreed that it should be a priority, with about half of these commenting that town centres looked rundown. Just over a third of respondent’s comments were practical suggestions for how town centres might be improved, such as resisting out of town developments, reducing business rates, cutting car parking charges and working more with other organisations. Just over a third of comments were essentially in disagreement that this should be a priority. Over half of these comments were that our approach to date had been ineffective. Other comments were that encouraging jobs was a more worthwhile priority or that the investment required was difficult to justify when seen alongside other Council priorities. Some people thought that out of town developments should be encouraged and that alternative uses found for town centres. Significant capital investment will be needed to address both productivity and regeneration issues. We will need to attract investment from both the public and private sectors. Looking to the future, there are a number of challenges and the decision to leave the European Union adds further uncertainty over levels of resources in the medium and long term. We will also need to consider how we provide adequate revenue support. On balance, and in recognition of pressure on budgets, in order to maximise the support for this well-being objective, we have decided not to make tackling poverty a well-being objective as well. To attempt to do both would be to dilute resources to the point where neither agenda would be delivered effectively.
Progressing the Internet Coast Swansea Bay City Region: City Deal bid. This is a c. £1.3bn 15 year private/public collaboration programme designed to address the economic underperformance of the region through investing in the region’s digital infrastructure. We anticipate that we will hear whether the bid has been successful early in the next financial year. If successful, the first tasks will be to establish a joint committee between the four authorities in Swansea Bay in order to provide effective governance Work with the Haven Waterway Enterprise Zone to deliver a food park at Withybush. This will provide high quality premises for a number of food businesses and allow them to expand. Enable and facilitate public and private sector investment into Haverfordwest in order to regenerate its Town Centre. Projects include the new County Library. We will consider planning applications relating to cinemas.
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Developing masterplans in the five other “Town Team” towns other than Haverfordwest in order to cement the work that the Teams have done. Consider how we will provide support and promotional services for the Tourism Industry. Work with a range of stakeholder to encourage key projects that increase high-value tourism and maintain Pembrokeshire as an attractive destination for tourism. Explore the future of regeneration funding post Brexit. We anticipate that as Brexit negotiations progress, we will need to engage with Welsh Government on how any replacement for EU funding will work. Continue to improve the County’s infrastructure in order to improve access to markets. We expect to complete the final section of a £13m package of improvements from the A477 to the Valero refinery when the Maiden Well Relief Road is completed. We will work with Welsh Government who plan to undertake statutory process for the A40 Llanddewi Velfrey to Penblewin bypass during 2017/18 prior to an anticipated construction start date of Autumn 2018.
Monitoring It is not straight-forward to monitor how we are influencing the economy. The accuracy and availability of outcome data for Pembrokeshire (such as employment rates, unemployment rates and productivity) is not as good as for other well-being objectives. There are a number of milestones that we will monitor to gauge our success in this area:
Determination of the of the Swansea Bay Internet Coast City Region bid, Development of Withybush Food Park publication of additional five town centre master plans Performance of the Haverfordwest Townscape Heritage project and Town Centre Loan Fund Number of individuals supported in work-based learning, training and mentoring programmes Completion of Maidenwells Relief Road Number of new tourism projects supported.
As in previous years, we will be monitoring vacancy rates in town centres. What you can do to help? The Council aims to work closely with local businesses across the County. If you have any ideas or suggestions for improving town centres or on tackling our wider economic challenges, why not join our Business Panel or contact the Council’s regeneration team?
Well-being objective 4: Safeguarding our environment
Wellbeing Goals
A Resilient Wales
A Healthier Wales
A Wales of Vibrant A Wales of A Globally A More Culture and A Prosperous Cohesive Responsible Equal Wales Thriving Wales Communities Wales Welsh Language
Pembrokeshire has a high quality environment. This underpins our tourism industry and has is valued by residents and visitors alike. Pembrokeshire has a comparatively large number of areas that are protected by national or international environmental designations. We work in partnership with other organisations in order to safeguard our environment and many key functions are undertaken by Natural Resources Wales. Our environment faces a number of challenges. Our latest State of Wildlife report, which is a five year review on the health of key habitats and species, concluded that whilst there have been some successes, the majority of features assessed are in poor or moderate condition and the overall trend is still declining. Pembrokeshire has the second longest coastline of any County in Wales and we have worked with other Councils and public bodies to develop shoreline management plans to address long term adaptation challenges. The Environment (Wales) Act 2016 introduces a duty for us to ‘seek to maintain and enhance biodiversity’ so far as it is consistent with the proper exercise of those functions. In so doing, we must also seek to ‘promote the resilience of ecosystems’. We will publish how we will respond to our duty during 2017/18. We have a duty to reduce the amount of carbon dioxide that we emit by 3% each year and we have consistently exceeded this target and can point to successes for this agenda. Energy efficiency and generation schemes have saved of carbon dioxide emissions as well as making financial efficiencies. Our approach has been to determine which methods of energy generation offer the best pay-back in terms of capital invested. This calculation includes on-going maintenance liabilities. Waste management and waste reduction through high recycling rates is one of the ways that we safeguard the environment. Welsh Government’s vision is that Wales becomes a high recycling country by 2025 and a zero waste country by 2050. We have made good progress on waste and we are one of the best performing local authorities in Wales for recycling and diverting black-bag waste away from landfill. Although our recycling rate already exceeds our 2019/2020 statutory target, without further significant developments the service may not achieve the 2024/25 required 70% recycling rate. The service will need to do this with reduced resources.
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Welsh Government has supported Councils to recycle more waste through grants. These grants have reduced and we anticipate making savings in waste of around £1.2m in the next four years (and this follows savings of £1.43m over the past three years). Additional income opportunities are being pursued, for example with other authorities, for waste disposal arrangements and ensuring businesses use trade waste services. We need to comply with new legislation (the Environment Act) which gives Welsh Government additional powers to specify precisely how waste and recycling services will work such as insisting that different recycled materials are collected separately from the kerbside. We are not expecting to have further details on this until Spring 2017. We consulted on two potential priorities that relate to the environment, one relating to the local environment and the other to more global issues. We also consulted in more detail on a range of questions on waste collection and recycling. Comparatively few people thought that focusing on global environmental issues was a high priority. Comments received in ideas for global environment highlighted that global environmental issues such as reducing Pembrokeshire’s carbon footprint, are inextricably linked to the local environment. A number of people made practical suggestions for projects for greater energy efficiency and the opportunities that new technology is bringing for more sustainable generation of energy. Relatively few people made comments that relate to bio-diversity environment. Where issues, such as our response to Nitrate Vulnerable Zones were raised, views tended to be split between those who supported their introduction and those who considered that they would be detrimental. Responses on waste collection will inform a joint review with Ceredigion County Council to examine whether a joint service with different waste collection routes could result in savings. Our Policy Overview and Scrutiny Committee will consider findings from the survey in March. Changing how refuse is collected will require further engagement with customers, as well as capital investment in new equipment. Any decision to change will be taken by a new Council following May 2017’s elections. Resources for these areas remain an issue. Work for improving / protecting bio-diversity is necessarily a partnership activity and we are fortunate that the Pembrokeshire Biodiversity Partnership has been able to call on the resources of a group of highly skilled and committed volunteers. We are reliant on capital funding for Newgale adaptation. A Nitrate Vulnerable Zone would create pressure for capital investment in our own farms.
The actions we will undertake include:
Looking at how we manage the land we control to create wildlife corridors. This will make it easier for species to move from one area to another and will make existing populations of key species more resilient. Reducing the risk that flooding causes harm. The major project we are progressing is an alternative for the shingle bank at Newgale, potentially re-aligning the coast road inland. A master planning exercise will be completed in time for the start of the next financial year. We will also progress a flood protection scheme at Little Haven. Facilitating the changes required if the Cleddau catchment is declared a Nitrate Vulnerable Zone. The main impact of this will be on farmers, but it will also impact on ourselves, for instance we anticipate that we will receive more applications for slurry lagoons. We also have 45 agricultural holdings and declaration of the zone will require additional investment in these. Increase energy efficiency though investing in more efficient lighting such as LEDs, more efficient heating systems and better insulation and an increased focus on energy efficiency behavioural change (e.g. staff ‘energy champions’ and ‘switch off and turn down’ campaigns). Increase the proportion of energy we use that is generated by ourselves through low carbon or zero carbon means. Schemes include fitting photo-voltaic solar panels to new schools, replacing old heating systems with combined heat and power boilers and considering using bio-mass boilers. Work with Milford Haven Port Authority, Marine Energy Wales, UK Catapult and Wavehub to progress the off-shore wave demonstration zone and associated on-shore marine energy testing facilities as part of the Swansea Bay City Deal. Explore the potential for low-carbon affordable or low cost housing developments. Continue to monitor air quality management zones in Haverfordwest and Pembroke Town centres. Consider how we can work with neighbouring authorities in order to continue to increase the recycling rates whilst making efficiency savings.
Monitoring We will continue to monitor the reduction in our carbon dioxide emissions. We will continue to monitor a suite of indicators for waste such as % of material recycled and tonnes of waste sent to landfill. What you can do to help Use our recycling services, especially food waste recycling, so we can reduce the amount of this in black bag waste.
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Well-being Objective 5: Self sustained and vibrant communities
Wellbeing Goals
A Resilient Wales
A Healthier Wales
A Wales of Vibrant A Wales of A Globally A More Culture and A Prosperous Cohesive Responsible Equal Wales Thriving Wales Communities Wales Welsh Language
The Council represents a broad base of communities. Some have an identity that is rooted in their sense of place and where they are on the map, others have identities that are shaped by their shared interests or shared experience. The Welsh Language, culture, sports and leisure (including access to the services we provide) as well as the degree to which everyone in these communities has access to these things, makes a positive difference to people’s lives. People’s well-being is dependent on them being able to do things which they enjoy doing. This Well-being objective complements our healthy communities’ well-being objective. There is no one organisation that will achieve this and we anticipate that this is a theme that will be contained within the Public Services Board’s well-being plan. Indeed, most of the activities that people undertake or the services they use are provided by other public, private and voluntary sector organisations. We anticipate that we will re-visit this well-being objective as the Public Services Board’s well-being plan is developed throughout 2017/18. We will undertake a number of actions to mitigate poverty. There will be major changes to how Welsh Government provides support to people and communities in areas of multiple deprivation next year. The Communities First programme will wind down and cease during 2017/18. Other Welsh Government grants that support young people and their families are also changing. Whilst changes to how benefits work have been delayed, further changes to benefits are likely during 2017/18. One of the biggest influences that we can have on poverty is by raising educational attainment, especially for young people who are entitled to free school meals. These actions are included in our educational attainment Well-being objective. In addition, increasing the local availability of jobs which stretch young people’s aspirations will tackle poverty and poverty of ambition. We are developing a range of projects to support cultural activity:
Following a detailed twelve month options appraisal and feasibility study, it is probable that Cabinet will decide not to support a Trust for Culture and Leisure services. A wider examination of these, as well as other services will now form part of the Council’s Transformation programme for 2017/18.
 

We will complete the new County Library project within 2017/18. We will explore options for both Scolton Manor as well as for a flagship heritage centre in order to make the most of the historical collections we hold in trust for future generations. We will submit an application for St Davids City in the UK Capital of Culture 2021 competition.
We will work with our neighbouring authorities to progress the South West Wales community cohesion action plan. This includes tackling discrimination and harassment especially hate crime, support for the gypsy traveller community (which is our single largest ethnic minority). We will also work to better understand the potential impact our decisions have upon vulnerable groups. This is key to ensuring equality of opportunity and we will also progress work on our strategic equality plan. We will develop regional working structures to delivery violence against women and domestic abuse Act. We anticipate that regional working will continue to be more important for Community safety in the future. We will continue to implement the Welsh Language Standards in how we deliver services. This represents a fundamental change in how services are delivered face-to-face (for instance at reception areas), how we communicate with customer over the phone, by letter and email as well as how services are planned. We will be undertaking an extensive Welsh language training programme with our staff during 2017/18 and beyond in order to meet these standards. Monitoring We will monitor the progress of our culture projects such as the new County Library. We will report annually on our progress towards the Welsh Language Standards to the Welsh Language Commissioner. What you can do to help Get involved in delivering and shaping our cultural offer. Community groups are helping to deliver libraries in some communities.
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Extract of the Medium Term Financial Plan The financial context section of this plan outlines the key financial challenge that we face. The Medium Term Financial Plan (MTFP) 2017-18 to 2020-21 identifies the financial challenge for the Council over the next four years, as well as sets out its plans and solutions for to meet this financial challenge. The MTFP is an integral part of the Council’s overall strategic planning process and links to key plans, including the Corporate Plan. Cabinet will make a recommendation to Council at its 13 February meeting for the 2017/18 Budget, Housing Revenue Account, Capital Programme and Medium Term Financial Plan. The information below is based on the reports which Cabinet will consider prior to them being determined at 2 March 2017 Council. The projected funding gap from 2017-18 to 2020-21, based on our understanding of the most Likely Scenario (a 0.1% reduction for Aggregate External Finance 2017-18 and 3.0% reductions for 2018-19 to 2020-21) is below. 2016/17 2017/18 2018/19 2019/20 2020/21 Projected Funding Gap Council Tax (5% Increase and base increase) Contribution from 2nd Homes Council Tax (Community) Cost Reductions/Efficiencies
Total
16.3
10.7
12.1
11.6
10.9
45.3
(2.5)
(2.7)
(2.4)
(2.5)
(2.6)
(10.2)
-
(0.6)
-
-
-
(0.6)
13.8
7.4
9.7
9.1
8.3
34.5
Whilst we have bridged a significant funding gap in 2014-15, 2015-16 and 2016-17, the scale of the £45.3m funding gap for the four year period of the Medium Term Financial Plan 2017-18 to 2020-21 is considerable and will be extremely challenging. We will need to implement wideranging changes to services and we are developing a transformation programme in order to make these changes. £10.8m (31.3%) of the £34.5m required cost reductions/efficiencies/service transformations over the four year period of the MTFP have already been identified and allocated to specific service areas.
The starting point for cost reductions, efficiencies and service transformation for 2017/18 was a percentage reduction of the 2016/17 budget. In parallel to this, we will be making savings through our transformation programme. Savings in the 2017/18 will be re-invested back into the programme. The table below maps out how the transformation programme pans out across different work streams and across different financial years. This programme is subject to change.
Income Growth and Full Cost Recovery Establishment Control Procurement and Category Management Service Prioritisation Customer Management Information Management - Included in Other Work Streams Digitally Enabled Re-design Strategic and Support Assets and Agile Collaboration and Shared Services Investment Portfolio Total
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17-18 £m 4.0 1.0 3.9
0.2 -
*9.1
18-19 £m -
19-20 £m -
20-21 £m 3.2 2.6 Included in other work streams 14.2 1.5 New work stream New work stream 21.5
Total £m 4.0 1.0 3.9 3.2 2.6
14.2 1.5 0.2 30.6
The table below is a summary of our estimates for net revenue spending for 2017/18 based on the proposals that Cabinet will consider at its 13 February 2017 meeting. One of the biggest reductions in planned spending is for education. This reflects reducing pupil numbers at our schools Any additional “Transformation/In Year Savings” savings during the year will be moved to reserve and used to bridge the funding gap in future years (see Medium Term Financial Plan 2017-18 to 2020-21) This has been marked with an asterisk *. Contribution from 2nd Homes Council Tax towards the Supporting Local Services (Community) elements of the revenue budget shown within individual service areas. This has been marked with a double asterisk **. 2016-17 Original Net Expenditure £000’s 87,116 12,969 44,666 1,037 8,043 6,673 1,776 11,202 7,450 6,143 225 (400) 186,900 7,021 (509) 8,732 202,144
SUMMARY
Education Services Social Care – Children Social Care – Adults Housing General Fund Housing Revenue Account (Ring Fenced) Highways & Transportation Services Culture & Related Services Planning & Development Services Environmental Services Council Tax Reduction Scheme Other Central, Corporate & Democratic Services Court Services Transformation/In Year Savings* 2nd Homes Council Tax (Community)** TOTAL SERVICE BUDGETS Levies Net Investment Income Capital Financing Costs (Including MRP) COUNCIL BUDGET REQUIREMENT
2017-18 Estimate Net Expenditure £000’s 85,679 12,876 47,832 1,043 8,148 6,651 1,849 11,415 7,390 6,314 270 (100) (600) 188,767 7,190 (350) 9,200 204,807
Our estimate spending on the Housing Revenue Account is shown below. This is a separate account to the General Fund budget above and the Housing Revenue Account’s income from rents balances its expenditure.
Income Rents - Dwellings Rents - Non Dwellings Charges for Service & Facilities Interest Receivable TOTAL INCOME Expenditure Management & Routine Repairs &Maintenance Appropriations to Reserves - Capital Improvements Rents, Rates, Taxes & Other HRA Subsidy payable Provision for Bad & Doubtful Debts TOTAL COST Capital Financing Adjustment TOTAL EXPENDITURE Net (Surplus) / Deficit For Year
Variance Original 2017-18 less Original 2016-17 £000
2015-16 Outturn
2016-17 Original Budget
2016-17 Projected Outturn
2017-18 Original Estimate (FS1)
£000
£000
£000
£000
(19,825) (345)
(20,355) (356)
(20,455) (356)
(21,370) (361)
(1,015) (5)
(876)
(890)
(1,022)
(1,032)
(142)
(4) (21,050)
(8) (21,609)
(4) (21,837)
(5) (22,768)
3 (1,159)
10,922
11,994
11,664
12,373
379
3,973
3,335
3,904
4,029
694
40 (3)
37 0
36 0
37 0
0 0
63
405
350
413
8
14,996
20,890
15,954
16,782
1,081
6,054
5,838
5,883
5,916
78
21,050
21,609
21,837
22,768
1,159
(0)
0
0
0
0
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The Council’s Capital Programme for the next two years is shown below. We are planning to spend over £50m on the 21st Century Schools Programme in the next financial year.
Division of Service Education Social Care Highways & Transportation Housing Revenue Account (HRA) Housing Council Fund Culture & Related Services Planning & Development Environmental Corporate Core Programme 21st Century Schools Programme Project Match Fund Total
Revised 2016/17 1,547 725 6,904 8,206 1,835 1,321 2,337 1,239 1,648 25,762 30,363 0 56,125
Estimate Original 2017/18 1,220 172 6,253 12,954 1,174 3,453 3,849 1,198 1,263 31,536 54,226 0 85,762
Indicative 2018/19 589 50 5,426 12,392 1,224 1,180 836 1,000 1,207 23,904 11,143 0 35,047
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