Barry Davies LL.B (Hons) Solicitor/Cyfreithiwr Head of Legal and Democratic Services Pennaeth Gwasanaethau Cyfreithiol a Democrataidd
TO: Fred Gillmore (Chairman) Your Ref / Eich Cyf Clive Carver, Peter Curtis, Adele Davies-Cooke, Glenys Our Ref / Ein CO Diskin JP, Veronica Gay, Robin Guest, Norma Cyf Humphreys, Richard Jones, Eng. Klaus Armstrong-Braun, Date / Dyddiad 12/06/2009 Peter Macfarlane, Dave Mackie, Doreen Mackie, Aaron Ask for / Tracy Waters Shotton, David Wisinger Gofynner am Direct Dial / 01352 702331 Rhif Union Fax / Ffacs
Dear Sir / Madam,
A meeting of the PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE will be held in the DELYN COMMITTEE ROOM, COUNTY HALL, MOLD on THURSDAY, 18 JUNE 2009 at 10:00 to consider the following items.
Members are requested to bring the PricewaterhouseCooper Contractor Function report which was sent to them under separate cover on 20 May 2009 and also the Strategic Risks and Challenges Quarter 4 2008/09 Review document which was considered by Executive on 2 June 2009.
Yours faithfully
Assistant Director (Democratic Services)
A G E N D A
1. APOLOGIES
2. DECLARATIONS OF INTEREST (INCLUDING WHIPPING DECLARATIONS)
3. MINUTES To confirm as a correct record the minutes of the meeting held on 18/05/2009 (copy enclosed).
County Hall, Mold. CH7 6NA Tel. 01352 702400 DX 708591 Mold 4 www.flintshire.gov.uk Neuadd y Sir, Yr Wyddgrug. CH7 6NR Ffôn 01352 702400 DX 708591 Mold 4 www.siryfflint.gov.uk
The Council welcomes correspondence in Welsh or English Mae'r Cyngor yn croesawu gohebiaeth yn y Gymraeg neu'r Saesneg 1 Flintshire County Council
4. PRICEWATERHOUSE COOPERS REPORT ON CONTRACTOR FUNCTIONS Report of Chief Executive enclosed
5. DRAFT FLINTSHIRE COMMUNITY STRATEGY 2009 TO 2019 - UPDATE Report of Chief Executive enclosed
6. STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES QUARTER 4 2008/09 REVIEW Report of Chief Executive enclosed
7. 2008/09 PERFORMANCE REPORTING Report of Chief Executive enclosed
8. AGILE WORKING STUDY Report of Head of ICT and Customer Services enclosed
9. FORWARD WORK PROGRAMME Report of Performance and Corporate Management Overview & Scrutiny Facilitator enclosed
2 Date: 12/06/2009 PEOPLE AND PERFORMANCE OVERVIEW AND SCRUTINY COMMITTEE 18 MAY 2009
Minutes of the meeting of the People and Performance Overview and Scrutiny Committee of the Flintshire County Council held at County Hall, Mold on Monday, 18 May 2009.
PRESENT: Councillor F. Gillmore (Chairman) Councillors: K. Armstrong-Braun, C.S. Carver, P.J. Curtis, G.D. Diskin, R.J.T. Guest, R.B. Jones, R.P. MacFarlane, D.I. Mackie, D.L. Mackie and D.E. Wisinger. Chairs and Vice-Chairs of the other Overview & Scrutiny Committees invited to attend: Councillors: R.G. Hampson, G. Hardcastle, H.T. Isherwood and H.J. McGuill.
SUBSTITUTES: Councillors: J.E. Falshaw for A.J. Davies-Cooke and C.M. Jones for A.P. Shotton.
APOLOGY: Councillor M.J. Peers (Vice-Chairman of Environment and Regeneration Overview & Scrutiny Committee)
CONTRIBUTORS: Chief Executive (minutes 6-8), Head of Human Resources and Organisational Development (minutes 4 & 5), HR Project Team Lead (minutes 4 & 5), Policy, Performance and Partnerships Manager (minutes 4 & 6), Head of Development and Resources - Community Services (minute number 6), Directorate Improvement Manager - Lifelong Learning (minute number 6) and Directorate Support and Performance Manager – Environment (minute number 6).
IN ATTENDANCE: Head of Overview and Scrutiny, Performance and Corporate Management Overview and Scrutiny Facilitator and Committee Officer.
1. DECLARATIONS OF INTEREST
No declarations of interest were made.
2. MINUTES
The minutes of the meeting of the Committee held on 6 April, 2009 had been circulated to Members with the agenda.
Matters Arising
Councillor R.B. Jones referred to minute number 59 on the Council Planning Framework and asked for an update on the pictorial flowchart mentioned in the third paragraph. The Policy, Performance and Partnerships Manager advised that following recent workshops on performance
3 management, work was ongoing and officers would bring back a simplified version to Members when it was available.
RESOLVED:
That the minutes be approved as a correct record and signed by the Chairman.
3. VARIATION IN ORDER OF BUSINESS
The Chairman indicated that there would be a change in the order of business due to officer availability and explained the changes to the Committee.
4. PEOPLE STRATEGY 2009 – 2012
The Head of Human Resources and Organisational Development introduced a report, the purpose of which was to update Members on the proposed themes for the new People Strategy 2009-2012 and to seek feedback on the themes as part of the consultation process.
The Head of Human Resources and Organisational Development detailed the background to the report and referred to the key strategy objectives. She referred to paragraph 3.01 and the consultation which had been undertaken with Directorate Management Teams, Trade Union colleagues, Equalities Team and here with Overview & Scrutiny Members. A survey was also available to ask specific questions of employees on the five key themes which were identified in appendix 1 to the report. Today was an opportunity to gain feedback from Members and for them to share their concerns and identify what they expected to see in such a strategy and their ideas and aspirations to drive it forward.
Councillor R.B. Jones thanked the Head of Human Resources and Organisational Development for the report and said it was a step forward from the 2006/09 Strategy. He noted the consultation methodology and felt it would be useful for this Committee to provide feedback by holding a Task and Finish Group to work through the Strategy for 2006/09 along with the current action plans. The Chairman felt that a workshop might be more appropriate and the Head of Human Resources and Organisational Development agreed with the suggestion.
Councillor K. Armstrong-Braun put forward some suggestions and felt that it was important to ensure staff had ownership and the Head of Human Resources and Organisational Development responded that this was an important part of the key themes. Councillor R.P. MacFarlane felt that training was a key issue and that there was a need to establish a budget to meet training needs.
In response to a comment from Councillor D.L. Mackie that the consultation process was due to end on 22 May, the Head of Human
4 Resources and Organisational Development advised that there was some scope to extend the deadline.
Following comments from Members on the flexi scheme, the Head of Human Resources and Organisational Development referred to the Agile Working Project.
Councillor G. Hardcastle asked what was meant by flexible working and the Head of Human Resources and Organisational Development responded that it could be a range of things such as changing working patterns to meet the needs of the customer. She added that it would depend on the service but there were a number of areas that could be considered following consultation and discussion.
Councillor H.T. Isherwood and Councillor P.J. Curtis both asked questions about how work undertaken at home would be measured and in response, the Chairman indicated that the Agile Working Project was included on the Forward Work Programme for consideration at the next meeting of the Committee. The Head of Human Resources and Organisational Development advised that it was a hugely complex issue.
The Chairman suggested that when the data from all other parties had been collated, the Committee could make a more effective contribution to the consultation through a workshop to receive the information and consider the strategy. Councillor R.B. Jones suggested that at the workshop, Members would need a copy of the last Strategy 2006/09 and the 2008/09 action plan as a useful reference to assist in consideration of the item. The Head of Human Resources and Organisational Development agreed that these could be provided.
RESOLVED:
(a) That when all the data from other parties has been collated, the Committee receive the strategy and hold a workshop to make a response to it; and (b) That as a useful reference, Members receive copies of the previous strategy and the action plan to assist them when considering the item at the workshop.
5. WORKFORCE INFORMATION REPORTING
The Head of Human Resources and Organisational Development introduced a report, the purpose of which was to provide Members with an update as to the current status of the new suite of Workforce Information reports.
The Head of Human Resources and Organisational Development detailed the background to the report. She advised of a delay in the workforce information reporting for quarters 1 to 4 for 2008/09 which was due to the introduction of the new structures on to the system. Some additional work had been undertaken with the help of Midland Trent and the officer added that
5 the delay was to ensure that the reports were accurate and the same issues would not be encountered going forward.
Councillor R.B. Jones said that it was a big step forward and ensuring that the data was accurate was important. He asked if it was possible to provide a breakdown on grading and gender split. The HR Project Team Lead responded that it was possible to provide the information as the diversity summary included ethnic/gender breakdown and the data could be combined with a variety of information on pay and grading. In addition to corporate reports, an annual workforce information report provided a breakdown by gender, age and grade.
Councillor C.S. Carver was concerned that assurances that he had received to critical comments he made at the Committee meeting in March had not come to fruition and he hoped that the problems identified would be resolved soon. The Head of Human Resources and Organisational Development referred to the issues raised by Councillor Carver which related to rogue data in the report. The issues recently identified were unforeseen but it was hoped that the reports would be signed off by the end of the week.
Councillor D.L. Mackie referred to paragraph 1.01 and suggested that the words ‘Labour Turnover’ in the third bullet point should read ‘workforce turnover’.
Following comments from Councillor G. Hardcastle on how officers knew how many staff were absent or how many agency staff were employed in the Authority if the figures were not available, the Head of Human Resources and Organisational Development said that the workforce information that was being referred to was generated from the new system. Prior to that, there was an in-house system which could generate the information needed and added that this was not the first time that the data had been available. It had been a huge priority to get the integrated payroll system in place to ensure meaningful and accurate information was held.
Councillor H.J. McGuill asked if the information would encompass the length of service and personal development. The Head of Human Resources and Organisational Development responded that the length of service information was available in the employee turnover report.
RESOLVED:
That Committee note the delay in the publication of the new workforce information reports but take the opportunity to ask for further information on gender splits across the grades and for information on all disciplinary cases which had taken over three months to complete.
6. IMPROVEMENT TARGETS – 2009/10 AND BEYOND
The Chief Executive introduced a report, the purpose of which was to advise Members of the approach to setting targets for the ‘improvement’
6 performance indicators and any additional indicators within the Improvement Agreement.
The Chief Executive advised Members that the directorate lead performance officers from each of the three main directorates were in attendance to answer any questions on specific areas. This was a ‘work in progress’ document and a number of senior officers were being asked to produce service plans which was a different approach. The Chief Executive himself challenged some of the targets in a supportive way and added that they could be constantly reviewed. Where performance had proved to be good, the target would not be reclassified yet but might be reconsidered at a later date.
The Policy, Performance and Partnerships Manager explained the template, which had been agreed by Executive in October 2008, included a short description for each measure and planned actions to achieve the target. She added that it was a detailed and challenging approach but work was still to be undertaken in moving forward.
Councillor R.B. Jones welcomed the report even though it was ‘work in progress’ but commented that the points were not numbered in the action plan and suggested that this be reintroduced. The number of targets had increased from 57 in October to 73 now and he understood that most of the extra items were due to the Improvement Agreement. He felt that there was a need for Members and officers to know why there had been additions and why some had been removed. He also referred to one item which appeared under two directorates and had two different values as a target.
Councillor K. Armstrong-Braun referred to Corporate Services indicator CHR/002 (NI 24) and queried why there was no mention of school staff. The Head of Human Resources and Organisational Development advised that figures for school staff could be included and added that a breakdown could be provided. Councillor P.J. Curtis said that there should also be a breakdown of teachers and support staff. The Head of Human Resources and Organisational Development said that she was not sure if this could be undertaken but she would look into it.
In response to a question from Councillor Armstrong-Braun on the percentage of referrals during the year that were allocated to a social worker for initial assessment (indicator SCC/007a) or to someone other than a social worker (SCC/007b), the Head of Development and Resources indicated that an explanation was given in the report. Councillor Armstrong-Braun also referred to indicator SCC/039 on health assessments and asked why the figure was only 70%. The Chief Executive assured Members that this was the percentage of assessments carried out by qualified professionals with the remaining 30% being carried out by supervised unqualified workers. The Head of Development and Resources advised that this was an NHS matter over which the Authority had no control. Councillor R.J.T. Guest felt that in light of this information, it was inappropriate for the target to be included. The Chief Executive responded that this might be frustrating but added that the Authority was the corporate parent for the children and thus was obliged to.
7 Councillor D.I. Mackie asked about indicator SCA/018a (146) on the percentage of carers of adult service users who were offered an assessment or review in their own right during the year. The Policy, Performance and Partnerships Manager replied that the aspirational target should read 100% with the aspirational target date being 2012. The Head of Development and Resources advised that this was a new performance indicator and that the existing indicator which was similar, remained a local target in the Improvement Agreement. Councillor R.B. Jones felt that both the old and the new indicator should be reported on.
Councillor Guest referred to the marginal changes in some of the targets and queried their purpose. He asked on what basis the improvement targets were selected and added that it was an improved document and he looked forward to it being developed. In response to the points raised by Councillor Guest, the Chief Executive referred to the Improvement Agreement and said that in some cases, targets were linked to corporate priorities.
Following a comment from Councillor Armstrong-Braun that there was no indicator for the number of children not allocated to a social worker for assessment, the Head of Development and Resources said that it was a national target, within a core set for Children’s Services, but was not an improvement target. Councillor H.J. McGuill assured Councillor Armstrong- Braun that the targets he was worried about were already being met but that if he still had concerns, he should direct a letter to the Head of Social Services for Children.
The Chairman suggested that the Committee hold an annual meeting with the key stakeholders to provide a more timely considered approach for Overview and Scrutiny to review all improvement targets. Currently, there were 73 improvement targets and it was not practical to go through all at this or another meeting with other items on the agenda. The Chief Executive concurred, adding that it was not good practice to set targets less than several months in advance of the period in question. In response to comments from Councillor R.B. Jones on the action plans to back up the targets, the Policy, Performance and Partnerships Manager said that in the main, the action plans would have been produced to feed into this document.
RESOLVED:
(a) That Committee endorse the target setting approach and progress to date; (b) That in the future, Overview & Scrutiny be brought in sooner to meet with key stakeholders to discuss target setting for the following year; and (c) That Committee’s comments both in general and on individual targets be fed into the system and any outstanding ones not referred to at today’s Committee be forwarded via the Policy, Performance and Partnerships Unit or the Facilitator.
8 7. ORGANISATIONAL CHANGE AND RE-DESIGN PHASE II
The Chief Executive introduced a report, the purpose of which was to provide an interim report on the progress of the set of reviews commissioned as Phase II of Organisational Change and Re-Design.
The Chief Executive referred to the background to Phase II following the remodelling of directorate and chief officer structure under Phase I. Paragraph 2.03 of the report listed the five criteria that each review was selected against and the original list of 36 reviews was attached as an appendix to the report; paragraph 2.04 detailed 3 additional reviews which had been included taking the total to 39. The loss of the contract to provide occupational health services to the North Wales Fire and Rescue Service following a competitive tendering exercise was reported and this had given urgency to the review of Occupational Health and Health and Safety. Paragraph 3.07 detailed the reviews which were at stage 5 and included those reviews which had been completed. He explained that Children’s Services had transferred from Lifelong Learning to Community Services and was not a formal review. In response to a question from Councillor K. Armstrong-Braun on the loss of the contract for Occupational Health Services, the Chief Executive responded that the Authority was awaiting feedback as to why they had been unsuccessful.
Councillor R.J.T. Guest welcomed the report and thanked the Chief Executive. He referred to the entry on Contracting Functions and in response to comments, the Chief Executive advised that it was a very broad and complex issue which was to be considered by Members at its next meeting at which he would update Members. He spoke of corporate central recharges and advised that the Head of Finance was reviewing this as part of the Medium Term Financial Strategy.
Councillor R.B. Jones referred to the increase in reviews from 36 to 39 and asked for copies of all the scoping documents. The Chief Executive responded that those within the remit of this Committee could be brought to a future meeting.
Councillor Armstrong-Braun also referred to the functionality of the building and asked if there would be any premises redesign work undertaken within the three directorates. The Chief Executive responded that he was not proposing changes in location but felt that more could be done about open plan offices.
RESOLVED:
(a) That the Committee endorse the progress to date; and (b) That Committee request a copy of all 39 Organisational redesign project scoping documents.
8. DRAFT FORWARD WORK PROGRAMME 2009/10
9 The Performance and Corporate Management Overview and Scrutiny Facilitator introduced a report, the purpose of which was to consider the draft Forward Work Programme of the Committee.
The Facilitator thanked the Chairmen and Vice-Chairmen of the other Overview and Scrutiny Committee’s for their attendance at today’s meeting for the item on Improvement Targets – 2009/10 and Beyond. She referred to paragraph 2.02 of the report and explained that an extract from the current Executive Forward Work Programme was attached. It was suggested that the ICT Strategy item shown for 18 June be moved to a workshop event as it had earlier been agreed that the workforce information report could be ready to consider at the next meeting of the Committee.
In referring to the Contractor Function, the Facilitator said that an invitation would also be extended to the Chairmen and Vice-Chairmen of the other Overview & Scrutiny Committees. The Performance and Corporate Management Overview and Scrutiny Facilitator highlighted the Strategic Partnership Performance – Summary which had been requested by Councillor R.J.T. Guest; this was included in the Forward Work Programme for the meeting on 30 July 2009.
The Head of Overview and Scrutiny said that given the number of topics on the next two meetings, it might be necessary to hold a special meeting or to move some of the items.
Councillor R.B. Jones referred to a workshop on equality and diversity that he had attended recently and suggested that this issue could be considered at a future meeting of the Committee. The Chairman referred to a question that had been asked at the workshop on the Environmental Impact section of reports, which he also felt could be discussed by the Committee at a later date.
RESOLVED:
That the draft Forward Work Programme be noted and that the Chairman and Vice-Chairman liaise with the Facilitator to amend and approve the Forward Work Programme as required.
9. DURATION OF MEETING
The meeting commenced at 10.05 a.m. and ended at 12.12 p.m.
10. MEMBERS OF THE PUBLIC AND PRESS IN ATTENDANCE
There were no members of the public or press in attendance.
………………………… Chairman
10 SUMMARY OF DECLARATIONS MADE BY MEMBERS IN ACCORDANCE WITH FLINTSHIRE COUNTY COUNCIL’S CODE OF CONDUCT
PEOPLE AND PERFORMANCE OVERVIEW DATE: 18 MAY 2009 AND SCRUTINY COMMITTEE
MEMBER ITEM MIN. NO. REFERS
NO DECLARATIONS WERE MADE
11 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 4
REPORT TO: PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE DATE : 18 JUNE 2009 REPORT BY: CHIEF EXECUTIVE SUBJECT : PRICEWATERHOUSE COOPERS REPORT ON CONTRACTOR FUNCTIONS
1.00 PURPOSE OF REPORT
1.01 To present to members the findings of the study undertaken by Pricewaterhouse Coopers of Contractor Functions (noting that the review of Contracting Functions is included within the programme of Organisational Re- Design Phase II).
1.02 To present to members the initial responses to the recommendations contained within the report.
2.00 BACKGROUND
2.01 This review was prepared as part of the Performance Audit work in the Regulatory Plan for Flintshire County Council for the year ended 31 March 2008. The report was presented to Executive in January 2009. The Strategic Assessment of Risks and Challenges in 2007/08 had identified DSO (Direct Service Organisation) Performance as an area of high risk for the Council.
2.02 Flintshire has substantial contracting services which were subject to the former Compulsory Competitive Tendering legislation. The historical management arrangements e.g. a division of client and contractor have to a large extent remained without the requirement of periodic tendering. There still is a need to demonstrate that these semi-commerical activities are unchanged in a way which is fit for purpose, efficient and financially viable.
3.00 CONSIDERATIONS
3.01 The scope of the review included the following functions and services:
· Schools and welfare catering · Building cleaning · Other catering · Highways maintenance · Housing maintenance · Environmental maintenance · Fleet Management
Date: 12/06/2009 12 Flintshire County Council
· Waste Collection
The scope of the review did not provide for all contracted services, such as leisure services, however the review has included information available (eg. trading information) for all contractor functions to support the findings and considerations.
3.02 The specific questions posed within the review were:-
· How does the Authority satisfy itself that its trading units are fit for purpose, particularly in terms of their financial and operational performance? · What economies of scale and other efficiencies might arise through restructuring and/or centralisation? · What alternative forms of provision exist?
3.03 The main findings and recommendations from the report are:
A programme of review of the various activities should be introduced to coincide with strategic decisions over the future delivery of the various services. Housing maintenance and waste disposal are the first to be considered. Each review should consider:
· the clarity of the client and contractor roles; · whether the costs being charged to each activity are appropriate; · how the basis of charges levied on the client can be enhanced; · the adequacy of the service specification provided to the contractor; and · how soft market testing can be introduced, where such comparison is not currently made
Distinct service plans should be developed for all contractor functions, setting out plans for efficiency improvements and succinct performance measures.
Governance needs attention so that members and chief officers receive specific information on the activity of contracting units.
The basis of recharging central costs requires review to introduce service level agreements and a basis of charging that is clear, and based on volume and quality of service.
In the medium term one or at most two depots would represent the most efficient solution. However, it is acknowledged that practical issues make the move impossible in the shorter term (noting the work underway on a depot strategy.)
Date: 12/06/2009 13 Flintshire County Council
3.04 The attached appendix provides initial responses to these recommendations although it should be noted that the review referred to below will provide further clarification and fuller responses.
3.05 Contracting Functions is scheduled as a high priority/high complexity review as one of the 39 identified review areas within the programme of Organisational Re-design Phase II. The findings of the Pricewaterhouse Coopers work will provide a sound base for this review. The contracting functions are to be found within diferrent directorates and will also be, as seperate entities, part of other service reviews e.g. Housing, Streetscene. It is planned that this review will be completed by the end of 2009.
4.00 RECOMMENDATIONS
4.01 Executive Members to note the findings of this report and support its use in providing foundation information for the Review(s) of Contracting Functions within the programme of Organisational Re-design Phase II.
5.00 FINANCIAL IMPLICATIONS
5.01 Specific financial implications will become clear as part of the second stage review work.
6.00 ANTI POVERTY IMPACT
6.01 There are no specific anti poverty implications identified in this report.
7.00 ENVIRONMENTAL IMPACT
7.01 There are no specific anti poverty implications identified in this report although the review of environmental services will by its nature have impacts.
8.00 EQUALITIES IMPACT
8.01 There are no specific equality implications identified in this report.
9.00 PERSONNEL IMPLICATIONS
9.01 There are no specific personnel implications identified in this report; these will be further considered as part of the second stage of review work.
10.00 CONSULTATION REQUIRED
10.01 Ongoing consultation will be required with the relevant Scrutiny committees, employees and Trade Unions as the second stage review progresses.
11.00 CONSULTATION UNDERTAKEN
Date: 12/06/2009 14 Flintshire County Council
11.01 Consultation undertaken by PriceWaterhouse Coopers has been identified in the report.
12.00 APPENDICES
12.01 Appendix 1: PwC Contracting Functions report September 2008 Appendix 2: Initial responses to recommendations June 2009
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
PwC Contracting Functions report September 2008
Contact Officer: Karen Armstrong Telephone: 01352 702740 E-Mail: [email protected]
Date: 12/06/2009 15 Government and Public Sector
September 2008 Flintshire County Council
Contractor Functions
16
Contents
Section Page 1 Executive Summary...... 3 Detailed Report...... How does the Authority satisfy itself that its trading units are fit for purpose?...... 7 What economies of scale and other efficiencies might arise through restructuring or centralisation? ...... 15 What alternative forms of provision exist?...... 21 Other issues emerging in carrying out review ...... 23 Appendix A: Project brief...... 26 Appendix B: Trading results ...... 29 Appendix C: Central support recharges – Basis of allocation...... 30 Appendix D: Recommendations...... 32 Appendix E: Location of depots...... 34
2 PricewaterhouseCoopers LLP 17
Executive Summary
Introduction 1. Flintshire has several substantial contracting services, but most have only a low profile. Under the old rules of Compulsory Competitive Tendering there was at least a clear responsibility to generate a financial surplus, which brought with it a clarity of role and purpose. The legislation has now gone and is little mourned. However the need to be able to demonstrate that the activities are delivered in a manner that is fit for purpose is still with us. 2. The services involved and some of their key statistics are set out in Table 1.
Activity Turnover in 2007/8 Profit/ (Loss) Number of employees (£000) (£000)
Building cleaning 962 (7) 311
Design and print 1,087 (93) 20
Environmental maintenance 3,394 (145) 141
Fleet management 2,746 (36) 22
Highways maintenance 6,820 69 99
Housing maintenance 7,123 (177) 145
Leisure management 3,887 (258) Not known
Other catering 720 (15) 10
Schools and welfare catering 2,936 (330) 465
Waste Collection 5,078 142 128
Table 1: Principal Trading Activities of Flintshire County Council, and their scale
3. This review was prepared as part of the audit of the accounts of Flintshire County Council for the year ended 31 March 2008.
None of the functions is obviously badly under-performing, but information is incomplete. The future of each should be reviewed at an appropriate point Housing repair 4. Much work has been completed over the last eighteen months to improve the performance of this service, not least in response to the issues raised in our report in the public interest. We believe many of these initiatives are sound; in particular the phased introduction of a market tested schedule of rates should, in due course, demonstrate whether the costs of the private sector are being matched. On the other hand it was disappointing that the Manager left the Authority recently. There is much to be done before productivity levels meet the standard required.
3 PricewaterhouseCoopers LLP 18
5. Given the uncertainty over the Council’s housing strategy, we do not believe that it would be opportune to consider alternatives at this point. However, regardless of the outcome of members’ deliberations it will still be necessary to show that the unit is functioning effectively. We consider that the schedule should be fully implemented as soon as possible, linked to appropriate quality and performance measures, and that the year to 31 March 2010 should be seen as critical. If the service can not make a satisfactory return, alternative methods of delivery should be explored.
Highways/Street scene 6. Some limited market testing has already takes place, which reinforces the message from other available measures that service standards are generally sound. The re-design of this activity in any case means a more fundamental review would not be timely. We look forward to the development of an explicit service specification, and suggest that a programme of soft market testing should be introduced.
Education catering and other services to schools 7. We noted that a very small number of schools have begun to exercise their rights as the end user of certain Council provided services. We see a need to develop a standard contract between secondary schools and the various service providers, setting out the service required, the price and appropriate terms and conditions. Advice given to those schools by Education might also be paid for by the school involved. Primary schools, given their scale, do not warrant such a change. More generally we see a need for a debate on the role Education should play as a client agent
8. The advantages of the change would be a greater clarity in the role of the customer, a more explicit specification of what is to be provided and through appropriate terms in the contract greater security for the provider arm.
Waste 9. No changes are appropriate given the fundamental review that is taking place
There is no clear case for structural review 10. One of the main issues we addressed was the case for drawing together all of the service providers into a single unit. In principle such a move might support senior management, encourage economies of scale and introduce skills that no one service can justify, such as marketing.
11. Overall we do not advocate such a move at present. In many areas there is no clear split between client and contractor, and nor do we believe there should be one. Centralizing the services would thus force a number of employees to make unwelcome choices. Communication between the client and contractor is often enhanced by co-location, and there are difficult location issues. The disadvantages outweigh the benefits.
The wide variety of charging bases should be reduced, while the recharging of central service costs is unduly complex and lacks transparency; it needs fundamental review 12. The financial results of any trading activity say little about its underlying efficiency unless they are supported by a basis of charging that fairly reflects the value of the work performed. At present a wide variety of bases is employed
4 PricewaterhouseCoopers LLP 19
Activity Charge based on:
Building cleaning Monthly recharge of agreed SLA (Service Level Agreement) charge which effectively sets income for one year in advance. Schedule of rates and temporary variation orders used
Design and print Copying charge based on an annually revised rate per copy Printing charges are on the basis based of quotations
Environmental maintenance Recharge based on schedule of rates and actual costs. Also use day works, service level agreements and contracts
Fleet management Annually agreed fee levied monthly
Highways maintenance Certain activities services are tendered and procured from the private sector. Other activities are undertaken by the in-house operation either through competition or awarded and recharged on an on-cost recovery basis. Charging is on the basis of: • Schedule of rates • Day work rates • Service level agreement e.g. NWWTRA • Fixed price contract
Housing maintenance National schedule of rates which includes a day work rate
Leisure management Annual price review
Other catering Annual price review
Schools and welfare catering Agreed price (subsidised)
Waste Collection Contracted schedule of rates for both waste and recycling, supplemented by variation orders which are charged on day works basis
Table 2: Basis of charging
13. In principle we believe that the basis of charging should:
• Reflect the price of the service available in the market, where one exists
• Take account of quality
• Flex according to the volume of activity
• Provide the client with appropriate control over the relationship
14. Against these tests only a well developed schedule of rates is satisfactory, and only then if the contractor’s account reflects only contractor activity. Consequently we see a need to review the mechanism in place in several areas in time for the next renewal.
The current location of depots is unsatisfactory, although there are disadvantages with the alternatives 15. We acknowledge that the limitations of the current depots have been widely explored in recent years, and that plans are in place for the disposal of Canton, at least in the medium term. Ideally the location of the various depots also needs to reflect operational factors, as well as organisational structures; services such as winter maintenance and education catering obviously have very different needs.
5 PricewaterhouseCoopers LLP 20
16. Ideally the number of depots should be minimised to afford economies of scale, but those remaining should meet the operational needs of the services that operate from them. Our study has pointed to the need to consider carefully the potential expansion of Alltami, and the closure of Queensferry.
17. We found little support for the current method of recharging central service charges. Without exception the users did not understand the mechanism, and felt they had no ability to influence the costs they were required to bear. While we accept that the approach is consistent with required accountancy practice, it fails to act as an incentive to minimise overheads, and leaves the responsibility for the extent and quality of the service provided entirely in the hands of the provider. The mechanism is in urgent need of replacement, and while we would not advocate a comprehensive internal market, a well developed service level agreement that sets out the nature and extent of the service, quality measures and a charging mechanism should be a feature of the new approach.
Key conclusions and recommendations 18. Our main recommendations are:
• A programme of review of the various activities should be introduced to coincide with strategic decisions over the future delivery of the various services. Housing maintenance and waste disposal are the first candidates. Each review should consider the clarity of the client and contractor roles, whether the costs being charged to each activity are appropriate, how the basis of charges levied on the client can be enhanced, the adequacy of the service specification provided to the contractor and how soft market testing can be introduced, where such comparison is not currently made
• Distinct service plans should be developed for all contractor functions, setting out plans for efficiency improvements and succinct performance measures
• Governance needs attention, so that members and chief officers receive specific information on the activity of contracting units
• The basis of recharging central costs requires review to introduce service level agreements and a basis of charge that is clear, and related to volume and quality of service
• In the medium term one or at most two depots would represent the most efficient solution. However, we do acknowledge that practical issues make the move impossible in the shorter term
6 PricewaterhouseCoopers LLP 21
Detailed Report
How does the Authority satisfy itself that its trading units are fit for purpose? 19. The definition of a trading activity in local government is not clearly established. For accounting purposes the Best Value Code of Practice recommends that each Council should consider disclosing those falling into one or more of the following classes:
(a) Trading services or undertakings with the public or with other third parties. These include catering undertakings, markets, trade refuse collection and industrial units.
(b) External Trading organisations (ExTOs) which have won contracts from other public bodies, for example under the Local Authorities (Goods & Services) Act 1970.
(c) Continuing CCT arrangements. These are contracts for work previously won by DSOs, to which CCT no longer applies, but which are still being performed within the original specifications and period.
(d) Work carried out by InTOs (Internal trading organisations) arising from VCT (voluntary competitive tendering) exercises.
(e) Support services provided in a free internal market, i.e. from schools or from other budget holders who have been given freedom to buy externally if they wish.
(f) Support services provided in a limited internal market, e.g. where budget holders are free to decide the quantity and type of the work to be done on the basis of the prices quoted to them, but not to buy externally.
20. By this definition Flintshire has a number of trading functions, which vary significantly in their nature, scale and degree of independence. There is no clear strategy as to how they have developed; most have their roots in compulsory competitive tendering, but we are not aware of any overarching review of their role, nor any principles that have guided their development. The following table provides a number of key statistics.
7 PricewaterhouseCoopers LLP 22
21.
Function Directorate Location Scale - Employee numbers
Building cleaning Education, Children and County Hall and the Building cleaning manager 1 Recreation Services Community and Housing Part time Supervisors 2 office in Flint Monthly 140 Weekly 168 Total 311
Design and Print Corporate Services County Hall Full time 19 Part time 1 Total 20 Environmental maintenance Environment and Alltami depot and various Staff 21 Regeneration small outlying bases at Manual operatives 77 schools and cemeteries etc. Agency operatives 43 Total 141
Fleet management Environment and Alltami and Queensferry Operatives 13 Regeneration depots Staff 9 Total 22 Queensferry 2.1 acres – Service refuse collection (accounting for c 75% of area) and housing repair vehicles
Highways maintenance Environment and Halkyn and Alltami depots. Full time 87 Regeneration There is also a small Agency 12 storage facility at Canton Total 99 depot
Housing maintenance Community and Housing Canton depot Full time 129 Part time 10 Agency 6 Total 145
Leisure management Education, Children and Various centres Information not readily Recreation Services available
Other cleaning Education, Children and No specific base Full time 3 Recreation Services Part time 7 Total 10 Schools and welfare catering Education, Children and Primary and secondary Catering manager 1 Recreation Services schools Supervisors 4 Monthly 290 Weekly 170 Total 465
Waste Collection Community and Housing Queensferry depot and Flint Operatives 104 recycling depot Staff – client* 17 Staff – contractor 7 Total 128 * includes 3 staff assigned to the North Wales Waste Treatment agency
Table 3: Key statistics of Flintshire’s trading activities, March 2008
8 PricewaterhouseCoopers LLP 23
22. The financial results of trading units are of only limited worth. Nevertheless they do provide some indication of performance and Table 3 sets out the figures for 2007/8:
23.
Income (£000) Expenditure (£000) Surplus/ (Deficit) (£000)
Building cleaning 962 969 (7)
Design and print 1087 1180 (93)
Environmental maintenance 3394 3539 (145)
Fleet management 2746 2782 (36)
Highways maintenance 6820 6751 69
Housing maintenance 7123 7300 (177)
Leisure management 3887 4145 (258)
Other catering 720 735 (15)
Schools and welfare catering 2936 3266 (330)
Waste Collection 5078 4936 142 Total 34753 35603 (850)
Table 4: Financial results, 2007/8
24. Appendix C provides an analysis of trading results over the four years 2004/5 to 2007/8. It shows that the more worrying performers over that period are design and print, environmental maintenance, housing maintenance, leisure management and schools and welfare catering.
25. It must be emphasised that these figures provide at best a very limited view of the relative efficiency with which the function is discharged. They reveal nothing about, amongst other factors:
• The basis on which income is recorded. Is it for example at a level comparable to the charges levied by alternative providers or is it essentially no more than a recharge of the expenditure incurred?
• The quality of the service provided
• Statutory or policy driven restrictions
26. There is also an implication within financial data that profit maximisation is an objective. Clearly while that may sometimes be the case, in most local authorities it is unlikely to be a major driver.
27. To help assess the current manner in which the efficiency of these services is judged, we have examined the measures of performance that are in place, including those based on both financial and operational outcomes, and those used by what may be regarded as the client and the contractor aspects. The results are summarised below in three Tables:
• Table 4 summarises the available information on performance, both financial and non- financial
• Table 5 gives our assessment of the performance measures
• Table 6 comments on the availability of performance measures
9 PricewaterhouseCoopers LLP 24
We then set out our view on the desirable measures, before concluding for each function on our opinion of its current performance, and on the adequacy of the existing information.
Function Financial measures and overview of Performance measures 2007/8 trading performance
Building cleaning Monthly budget statements. Participation in the Association for Public Essentially a break even position Sector Excellence (APSE) performance achieved in 2007/8. Financial network benchmarking performance has fluctuated over recent Performance networks. However only 2006/7 years data is currently available As the acting facilities manager is only working part time, there isn’t sufficient time to review or monitor performance information. This is an important role and should therefore feature in the job description for the Building Cleaning manager when appointed
Design and print Monthly budget statements and year end Not known financial outturn
Environmental Financial outturn regularly reported to Success in tendering for grounds maintenance Executive as part of the monthly budget maintenance contracts provides a measure, monitoring process. of productivity, albeit not conclusive Outturn subject to analysis at the Cleansing performance measured via Overview and Scrutiny Committee. LEAMS (Local Environment Audit and An overspend in 2007/8 was partly Management systems) and the inspection funded through a £40k under spend process within highways. National and local indicators which reported The deficit in 2007/8 is mainly attributed to WAG and the Authority’s Overview and to long term sickness in response to Scrutiny Committee which agency staff had to be engaged, Specific activities are compared through adding to the cost membership of CSS and APSE networks, and LEAMS
Fleet management Financial outturn regularly reported to the Participation in the Association for Public Executive as part of the monthly budget Sector Excellence (APSE) performance monitoring process. network benchmarking, having done so since Outturn subject to analysis at the 1998. This benchmarking also informs Overview and Scrutiny Committee. service planning which is linked to corporate objectives and underpinned by risk Deficits in recent years are explained by assessment. the inability to levy charges to fleet users which reflect the actual costs incurred. Basket of performance indictors which are This is particularly so in relation to costs reported at Director level as part of their ISO which have been subject to exceptional 9001 accredited management processes. inflation as with fuel and vehicle parts. While a ‘one –off’ subsidy of £75k was provided, this was insufficient to achieve break even.
Highways maintenance Financial outturn regularly reported to the Participation in benchmarking clubs Executive as part of the monthly budget Records maintained of quoted and tendered monitoring process. works performed. The records reveal that Outturn subject to analysis at the 24% of the total work carried by Highways in Overview and Scrutiny Committee. 2007/8 was subject to some form of Highways maintenance has returned a competitive pricing trading result for a number of years. The reasons for this favourable performance aren’t self evident, especially in the
10 PricewaterhouseCoopers LLP 25
context of the trading deficits which have been a feature of the other trading units over recent years
Housing maintenance Monthly budget statements and year end Various benchmarking comparators and local financial outturn and national indicators
Leisure management Monthly budget statements and year end Various benchmarking comparators and local financial outturn and national indicators
Other catering Relatively minor activity in which deficit is Not necessary as small scale, subsidised ‘planned’, the service being subsidised. operation
Schools and welfare Continuing adverse financial performance Participation in the Association for Public catering is the result of reducing take up of meals Sector Excellence (APSE) performance coupled with escalating food costs which network can’t be passed on, at least in the short Weekly trading sheets term. Expectation is that this will remain a Performance networks. Only 2006/7 data is heavily subsidised service. currently available However as the acting facilities manager is only working part time, there isn’t sufficient time to review or monitor performance information.
Waste Collection Monthly financial reports Statistical reporting of missed collections. The Authority is at the median relative to UK authorities Top quartile in about 75% of the APSE service areas Comparability problems in measuring productivity because the Authority’s manning of refuse collection vehicles i.e. four collectors and a driver are not typical of other authorities.
Table 5 – Financial and performance measurement
Function Assessment of performance measures
Building cleaning The available performance measures appear limited. Review and monitoring processes need to be re-established as a matter of priority
Design and print N/a – not known what, if any, performance measures are available and whether they are used
Environmental maintenance The range of performance measures appears appropriate
Fleet management The range of performance measures appears appropriate and the data is used proactively to identify areas of comparative ‘under performance’, identify and adopt good practice evident in other authorities and inform service planning
Highways maintenance In addition to national and local indicators, the service has access to a considerable range of benchmarking and other data. However there appear to be problems with this comparative data in that: • There are arguably far too many indicators, making it extremely difficult to gain an overview of how an individual authority is performing. There is a need to agree on a small suite of key indicators • Not all authorities submit data, seriously undermining the value of the comparative data. For one indicator, only three authorities contributed data • The usefulness of some indicators is questionable
11 PricewaterhouseCoopers LLP 26
Housing maintenance The range of performance measures appears appropriate
Leisure management The range of performance measures appears appropriate
Schools and welfare catering The available performance measures appear limited. Review and monitoring processes need to be re-established as a matter of priority
Waste Collection The available performance measures appear limited. Their usefulness would be improved if the measures could be refined to take account of both tonnage and volume
Table 6 – Assessment of operational performance measures
Function National performance APSE data Other benchmarking data indicators available available
Building cleaning No Yes
Design and print No No
Environmental maintenance Yes but relatively few Yes LEAMS (Local Environment Audit and Management systems)
Fleet management No Yes
Highways maintenance Yes but relatively few Yes WATO (Welsh association of Technical Officers) CSS County Surveyors Service)
Housing maintenance Yes Yes
Leisure management Yes Yes
Other catering No Yes
Schools and welfare catering No Yes
Waste Collection Yes Yes CLAW (Consortium of Local Authorities in Wales) WATO (Welsh association of Technical Officers)
Table 7 – Availability of operational performance measures
Desirable measures 28. As the next element of our review we have contrasted what is in place with what we see as the minimum desirable. In our view the measurement regime should be sufficient to provide answers to the following questions:
• Is the cost of the service competitive? For example, is it regularly compared to the charges that would be levied by an alternative provider, where such data exists?
• If there is no such data, is similar assurance provided through benchmarking or by other means – preferably across all providers of such services, not merely those in the public sector?
• Is the performance of key elements of the activity measured, e.g. productivity?
29. A number of services are procured through tendering. This provides a measure of price competitiveness. Some services are provided and recharged on an on-cost recovery basis while others are based around schedule of rates which have not been market tested. Some units,
12 PricewaterhouseCoopers LLP 27
notably fleet management, have compared their hourly servicing rates with those which would be charged by private contractors. This comparative data has been made available to users, providing the necessary reassurance that the in-house provider compares favourably on price. This should be seen as good practice which could usefully ‘rolled out’ across other services.
30. More generally there is a case for subjecting those services using schedule of rates to market testing, possibly on a cyclical basis. It may be deemed necessary to expose the whole service contract to competition, thereby precipitating a rigorous review of the in-house costs. As there is no clear contactor/client split, there is insufficient understanding of the cost base which makes comparison with private sector contractors difficult.
31. Following the repeal of the compulsory competitive tendering legislation, it is understood that only one service within the Authority, waste collection, has voluntarily exposed itself to external competition. In the event, the exercise did not prove conclusive as the two companies invited to tender subsequently withdrew their tenders.
Summary of performance
32. Our views of the current financial performance of each function are:
Function Adequacy of current financial performance
Building cleaning Consistent pattern of income over recent years. Virtual beak even position in the last two years suggesting that performance is satisfactory
Design and print Reducing income levels and increasing deficits are cause for concern. Prices are understood to be non competitive with those available externally and users are opting to do their own copying rather than using the design and print unit
Environmental maintenance Despite a rising trend in income over recent years, there have been sizeable trading losses in the last two years. A contributory factor has been the incidence of long term sickness absence. The possibility of schools withdrawing from grounds maintenance contracts with the Authority, presents a challenge for this operation
Fleet management Virtual break even position in the last two years suggesting that performance is satisfactory
Highways maintenance Increasing income levels over recent years coupled with a consistent pattern of trading surpluses suggest satisfactory performance
Housing maintenance 29% reduction in income between 2006/7 and 2007/8 is mainly the result of a change in the way in which programmed and planned maintenance of a capital nature performed by contractors has been disclosed. In previous year this was shown as income to the housing maintenance contracting unit. From 2007/8, it is shown as housing capital repairs. The sizeable deficit in 207/8 of £177k, indicative of low productivity, is cause for concern
Leisure management 8% reduction in income between 2006/7 and 2007/8 reflects a number of factors including: • Closure of loss making nursery at Flint pavilion • Downsizing of Connah’s Quay, Saltney and Hope leisure centres • Partial closure of Hollywell centre for roof repairs Increased deficit in 2007/8 is attributed in part to redundancy costs
Other catering Consistent pattern of income and virtual beak even position over recent years suggests satisfactory performance
Schools and welfare Reducing income levels because of falling school meal take up coupled with increasing food costs which can’t be passed on in the short term have lead to
13 PricewaterhouseCoopers LLP 28
catering higher deficits. This is cause for concern
Waste Collection Trading in the last two years suggests satisfactory performance
Table 8 – Adequacy of current performance and available measures
33. The various mechanisms in place geared to demonstrating financial and operational performance are not currently sufficient to show how the contracting units are performing relative to the resources used. 34. The main measures currently in place comprise: • Financial outturn reporting on a monthly and annual basis to the Executive as part of the monthly Budget Monitoring Process. The outturn is also subject to analysis at the Overview and Scrutiny Committee;
• Trading surplus/deficit disclosure reporting for the ten contracting units though the annual accounts. The 2007/8 accounts indicate that only two units returned a surplus in 2007/8 (Highways maintenance and Waste Collection). However as income within these accounts is essentially no more than a recharge of costs incurred, the value of these accounts in terms of demonstrating financial and operational performance is necessarily limited;
• Operational performance measures via national and local indicators reported to WAG and the Authority’s Overview and Scrutiny Committee;
• Comparative measurement of specific activities through, for example, membership of the CSS (County Surveyors Service); CLAW (Consortium of Local Authorities in Wales); WATO (Welsh Association of Technical Officers); and APSE (Association for Public Sector Excellence) networks.
35. The review has highlighted that effective use of benchmarking is variable. Some services use it dynamically, others less so. 36. There is a need to determine for each trading unit an agreed suite of key performance measures, say a maximum of five per trading activity. Currently there are far too many which make it difficult for officers and members to gain a real understanding of performance. Selection of individual indicators should be integral with service planning. The indicators, which we suggest should be determined by the Overview and Scrutiny Committee, would be supplementary to the 40 critical performance indicators which have recently been identified, none of which relate to trading activities. 37. In terms of the trading accounts, these together with the associated budgets should be refined so that: • Income is more realistically based to recognise underlying cost and market conditions rather than say based on the level of charge in the previous year with an inflation uplift. Charges should be determined on the basis of commercial principles so that clients are able to better judge whether the in-house charge compares favourably to what an external provider would levy. • The need for and level of subsidy for individual trading services should be reviewed. In this context, it is likely that, for example, the level of subsidy for the schools meals service will increase over coming years. The budgetary implications and impact on other services needs to be clearly articulated. In considering schools meals subsidy, account should be taken of the number of free meals granted when there is no entitlement. The cost of this falls on the Authority. • Expenditure is based on actual costs incurred, particularly in connection with central support service recharges 38. As a further indicator of performance, it is recommended that all trading services which have the opportunity to tender or quote for work should report annually at least, the tendering/quotation
14 PricewaterhouseCoopers LLP 29
success rate. Such reports should also state the number of invitations to tender/quote and the number the service submitted.
What economies of scale and other efficiencies might arise through restructuring or centralisation? 39. One of the main drivers behind this report was a wish to examine whether and how economies of scale might be unlocked by a structural review of the trading functions. There were several strands to this line of thought, which we examine in turn:
• Does the current structure offer appropriate clarity between the client and the contractor roles?
• Are there any obvious benefits in re-locating/rationalising individual units?
• On what basis are central service charges levied? What are the likely savings and other benefits of central support functions servicing one single consolidated trading unit?
• Are there currently any skill shortages within the units, such as for example marketing and business planning which restructuring or centralisation could resolve?
• What options exist for users to buy in equivalent services from external sources?
• Are depot arrangements optimal?
Structural clarity 40. A number of different lines of reporting exist. Although we do not consider that there should be a clear distinction - a hard split – between client and contractor in each instance, it is interesting background to examine both aspects:
Function Contractor reporting line Client reporting line Client and Contractor effectively merged
Building cleaning Facilities management Merged. Client can in perform the contracting role effect be a room reporting to the Assistant occupant who may Director (Education) request a revised specification e.g. one off shampooing, or change in frequency
Environmental Environmental maintenance Contracts with the schools maintenance arranged via personnel in Education who effectively act as client agent. Other clients include Community and Housing, Social Services and private consumers.
Fleet management Yes. The fleet management team effectively determine the nature and frequency of servicing
15 PricewaterhouseCoopers LLP 30
Highways maintenance No defined contractor or Internal clients include client now for Highways design sections in maintenance activities. Engineering Services, Traffic section, other Directorates. External clients include North Wales Trunk Road Agency(NWTRA), Community Councils, private companies or individuals
Other cleaning Facilities management perform the contracting role
Schools and welfare Facilities management catering perform the contracting role
Waste Collection The Environmental Services A quality validations team Manager acts as head of the within the waste collection contracting function. function perform the client However there is also a role client element within this role. The Environmental Services Manager should therefore be viewed as ‘two- hatted’.
Table 9 – Reporting lines
41. We have assessed the arrangements against the following criteria:
• Is there clarity? • Do they present a conflict of interest? • Are the arrangements such that they provide appropriate support and review for both client and contractor? 42. There are a number of anomalies emerging from this analysis, especially in relation to the wide variation between units in the degree to which client and contractor functions are separated. Most are ‘soft splits’, some operational managers acknowledging that they are essentially ‘two hatted.’ Fleet management provides an example of client and contractor roles being in effect merged, fleet management determining the nature and frequency of servicing. This is probably historical, the expertise for making such decisions assumed to reside, most appropriately, with the contractor. Whether this provides a model ‘template’ around which other services could or should be structured is perhaps open to challenge.
Rationalisation 43. As part of our work we identified a significant sample of individuals, primarily in the contractor functions but also those who regarded themselves as representing the client, or in some cases both. In each case we asked for their views on the merits of drawing the various functions together into one or more consolidated units. In summary their opinions were: • There was some evidence of management feeling isolated, notably in housing maintenance; • The role of education as a client agent is generally unclear;
16 PricewaterhouseCoopers LLP 31
• There was widespread confusion over responsibility, particularly in relation to Education. There is a strong case for developing the role and capacity of schools as clients and for developing a standard contract for grounds maintenance, catering and cleaning. If the existing client agent role of Education is to be retained, there is a priority need for a clear service level agreement;
• A lack of clarity as to the advisory role of Facilities Management in connection with cleaning in schools. This appears an open ended commitment, the fee received for which is unrelated to the time taken and skill involved in providing such advice. The arrangement needs to be formalised, ideally through some form of service level agreement or equivalent. Without this, there is a view that there is no certainty that the service provided covers the costs of delivery;
Central services 44. We looked at the use by the various functions of centrally provided services for two different purposes:
• To consider what level of support each need
• To assess whether recharges are appropriately set
45. Clearly any change in the level of use of central services has implications for the provider of that service; which will require further consideration.
46. The following table summarises the recharges levied:
Function 2005/6 2006/7 2007/8
£000 £000 £000
Note (i) Note (ii) Note (iii)
Building Cleaning and Catering 170 175 312
Building Maintenance and Refuse Collection 233 277 164
Design and Print Unit 108 111 128
Highways Maintenance, Street Cleansing, Grounds Maintenance, Vehicle 218 196 115 Maintenance
Leisure Management 135 139 164 Total recharge contracting functions 864 898 883
Table 10 – Central support recharges 2005/6 to 2007/8
Notes
(i) Recharge based on previous year + inflation (ii) Recharge based on previous year + inflation of 2.95%. The recharge to building maintenance and refuse collection includes an additional £36,500 for external audit fees. The recharge to highways Maintenance, street cleansing, grounds maintenance and vehicle maintenance is based on the 2005/6 figure less £27.5k transferred to Flintshire Business Services (iii) Recharge based on actual costs
17 PricewaterhouseCoopers LLP 32
47. What clearly emerges from the table is the significant change in the level of some of the recharges to services once allocations moved to an actual cost incurred in 2007/8.
48. We also examined the basis on which the charges are levied and the extent to which users of the service can specify the service they wish to receive or the price they pay.
49. Common basis of apportionment apply throughout the council; they are calculated by Finance and updated annually during the budget setting process. Appendix C provides examples of the allocation bases used. It should also be noted that:
• Control is largely vested in the provider of the service
• There is no accepted mechanism for varying the charge according to the quality of service provided, or in response to volume variations in year
• There are no arrangements for trading units to buy in services from external suppliers, and in practice they do not do so
• Widely seen as merely a year-end accountancy exercise which results in costs being apportioned to budget holders who have no ability to control them.
50. The review has highlighted a number of issues in connection with the recharge of central support services. It is recognised that the whole process of central support recharging is currently being reviewed. The issues identified are:
• A need for Service Level Agreements; • Allocation carried out too late, usually one of the last transactions in the closing down process. The recharges should be budgeted, Services being advised at the start of the year as to the likely level of recharge;
• Inconsistency in the way in which allocations made; • Should reconsider whether the predominant base of allocating recharges by reference to FTE’s is the most appropriate;
• Historically, recharges based on previous year plus an inflation uplift, regardless of the actual cost;
• Services are not aware of the basis on which centrally provided support services are charged; • Services do not have any say in the price paid for centrally provided support services; • The charges levied are not linked to the volume of support provided; • Services are not aware as to whether the internal re-charging for centrally provided support services is applied consistently across the Authority;
Ability to purchase services from elsewhere 51. We found no services who believed they had the option to buy in equivalent support services from external sources.
Are Depot locations optimal? 52. The location of many of the trading units is a significant factor in their efficiency. Ideally they need to be so based that they can deliver services to their clients efficiently, while the buildings
18 PricewaterhouseCoopers LLP 33
themselves should be fit for purpose.
53. At present, the various functions are primarily based at:
• Housing maintenance – Canton depot, in poor condition and on an awkward site. However, the problems are mitigated as many staff operate using imprest stock from their vans
• Highways – Primarily based at Halkyn, conveniently located on the A55 for the services provided. In reasonable condition but site is congested with, the present time, limited options for expansion
• Fleet management – Alltami and Queensferry, the former in sound condition, the latter blighted by the possibility of compulsory purchase to accommodate a widening of the A494 road.
• Waste collection and recycling – Queensferry and Flint, the latter with insufficient capacity to satisfy the projected expansion of the recycling function.
54. As can be seen, a number of the operational units are based in more than one depot, namely:
• Highways – Halkyn and Alltami • Fleet management – Alltami and Queensferry • Waste collection and recycling – Queensferry and Flint
55. Operational managers have referred to the inherent inefficiency and additional cost of having to deliver a service from multiple bases, as in the case of having to have a storekeeper at both the Alltami and Queensferry depots. If these depots were merged, one storekeeper would be sufficient. If depots were to be either rationalized or merged, there are likely to be other costs savings through ‘economies of scale’. In relation to grounds maintenance, there is one supervisor in Canton and three in Alltami where the manager is based. This is a fragmented service as is cleansing. 56. One conveniently located ‘super’ depot would appear to offer many advantages. The present depots present a number of problems, be that in terms of the:
• Poor condition of some • Uncertain future, for example Queensferry with the possibility that the A494 road widening scheme could be reactivated or Canton with the disposal potential for housing development • Capacity constraints at most depots • Projected expansion of the recycling function which means the present activity will soon out grow its base in Flint.
57. The following table provides further analysis:
Depot Potential for expansion Services housed Condition Other comment
Halkyn Possibility of acquiring Highways including salt Generally The depot is well additional land, barn for gritting function sound positioned for between the depot and operational purposes the A55. The land is
currently owned by a
19 PricewaterhouseCoopers LLP 34
farmer. The Authority had an option to buy this land a few years ago at an especially favourable price but this opportunity might now have passed.
Canton None Housing Poor The future of Canton is Grounds maintenance intrinsically linked to housing stock disposal Street cleaning decisions
Alltami Some scope for Fleet maintenance and Good The depot is well expansion. However a management positioned for recent decision by the Highways management operational purposes Police who occupy Salt barn for gritting neighbouring land and function buildings to exercise an option not to release Grounds maintenance land, limits the potential. There are constraints elsewhere around the site represented by a quarry to one side, industrial units behind and an A road to the front of the depot.
Queensferry None given the Refuse collection Poor. A Blighted by A494 road possibility of A494 road Fleet maintenance number of widening scheme. widening scheme being (refuse collection and reasonably While the scheme as reconsidered at some housing repair vehicles) important originally proposed has future date building been shelved, it is likely repairs, to be reactivated within including roof five years on a reduced maintenance, scale. have been deferred.
Flint recycling None Waste recycling Average Congested site which centre could prove inadequate in size if projected expansion in recycling activity materialises, particularly with the anticipated growth in food recycling. Understood that being considered for relocation. The centre also processes skip waste for Denbighshire.
Dobbs Hill near n/a Vacant n/a Previously used by Buckley highways and gritting service. Vacated four years ago. Still owned by the Authority
20 PricewaterhouseCoopers LLP 35
Table 11 – Depot analysis
58. Additionally there are fixed and mobile grounds maintenance bases covering the cemeteries at Hope, Hawarden and Connah’s Quay. 59. Appendix E plots the location of the five main depots. This shows how closely clustered they are, albeit all on key arterial routes, convenient for operational purposes. Having five depots in such close proximity to each other must offer potential for rationalisation. 60. It is recommended that decisions on the future of depots should form part of the asset management strategy informed by the ongoing condition survey.Decisions must reflect outcomes of delivery debate recognising the short term issue of Queensferry and the longer term ambition of perhaps having a single main depot for retained functions, supplemented by one or two small outlying depots where justified on operational grounds.
What alternative forms of provision exist? What alternatives exist? 61. In principle there are several potential alternatives, including:
• Full scale outsourcing, in which the client procures the service from an external source, which could be either in the private or voluntary sector. Traditionally that has involved specifying the nature of the service required, exposing it to competition agreeing a charging mechanism and then monitoring subsequent delivery
• A partnership arrangement, where two or more bodies agree broadly based terms of reference for service delivery and funding
• Shared service deals in which more than one authority cooperates to arrange for the service to be provided for the benefit of all
• Forms of delivery that fall between these options, involving for example the provision of specialist skills, or additional capacity at particular times of year
Existing service provision 62. From discussions within the Authority and our understanding of developments outside the Authority, we have drawn up the following summary of the market place:
21 PricewaterhouseCoopers LLP 36
63.
Function Alternative providers
Schools and welfare catering External providers with roots in compulsory competitive tendering still exist but the extent to which there is a local presence is difficult to ascertain
Building cleaning Many operators of differing sizes and specialisms characterise the market
Other cleaning Many operators of differing sizes and specialisms characterise the market
Highways maintenance Evidence from a neighbouring English authority suggest that there are contractors with the capacity to take on full responsibility for most if not all highways maintenance functions
Environmental maintenance Many operators of differing sizes and specialisms characterise the market particularly for grounds maintenance. The existence of these is self evident from the option exercised recently by an Authority secondary school to break away from the Authority provided service. If other schools follow suit, grounds maintenance contractors could be well positioned to build up a scale of operation and skill base which could position them favourably relative to the in- house service.
Fleet management Other than neighbouring local authorities, it isn’t clear that there are local private contractors with the capacity and skill base to perform the fleet management function.
Waste Collection External providers with roots in compulsory competitive tendering still exist, evidenced by two being voluntarily invited to tender for this service within the Authority
Table 12 – Analysis of alternative providers
64. In general terms there appear to be alternative private sector providers operating in most of the services currently delivered in-house, notably building cleaning, catering, waste collection, grounds maintenance and elements of the highways function. However little is known as to whether external provision is cheaper and/or better. There has been the occasional ad-hoc exercise by services, for example, fleet management, to compare its servicing charge against those levied by external providers.
65. As a means of providing some assurance that the contracting functions are fit for purpose and can stand comparison against external suppliers, it is timely for the Corporate Management Team to give serious consideration to selective soft market testing of services.
Regional provision 66. Where economies of scale are especially pronounced, we can see significant merit in considering provision through arrangements spanning several North Wales authorities. There are already well established consortia purchasing arrangements in place in a number of areas which have yielded benefits. There would inevitably be major obstacles to overcome but these shouldn’t be insurmountable. Some services lend themselves more readily to provision on a regional or joint authority basis than others. The potential for economies of scale and enhanced operational efficiency is most likely in trading areas like highways and waste collection. There are already joint working arrangements in place, albeit on a limited scale, a particular example being the processing of the Denbighshire skip waste at the Flint recycling centre.
67. Partnership arrangements and the sharing of depot facilities with neighbouring authorities to deliver fleet maintenance have already been considered. However, the availability of local maintenance service providers, especially those of a specialist nature, is a constraint. The
22 PricewaterhouseCoopers LLP 37
Authority considered in detail the possibility of outsourcing fleet maintenance as part of the Fleet Management Best Value review in 2002. It has continued to monitor the possibilities since that time. The need to maintain a fleet management function could not be outsourced if the Authority's fleet users continued to operate Operator Licensed vehicles. Options for sharing fleet maintenance facilities with other local authorities have also been considered but there is no geographical logic. Additional travel time and therefore increased vehicle downtime for users outweighs any advantage which depot sharing would produce.
68. The fleet maintenance function also provides a good example in terms of the way in which it maximises the use of joint purchasing opportunities with other bodies to achieve economies of scale. The Authority is a voluntary member of Value Wales. The Head of Fleet Services regularly meets with his Welsh colleagues to specifically discuss joint purchasing opportunities and share good practice and knowledge.
69. Such collaborative working is perhaps the exception not the rule: managers within environmental maintenance have referred to their service working in isolation to neighbouring authorities, with minimal collaboration.
Implications for central services if their customer base is reduced 70. From the perspective of the Authority as a whole it is important to recognise the knock-on implications of granting more freedom to trading units, be it to use alternative providers of central services or to reduce the charges.
Other issues emerging in carrying out review 71. In this final section of our report we comment on a number of issues which emerged in the course of carrying out the review :
• Service planning
• Staffing
• Administrative support
• Responsibility for contract negotiation
Service Planning 72. We have also considered the service planning arrangements. Given that there are no activities with a significant level of external customers, other than schools, it is logical that there should be a close relationship between the requirements of the client and the services offered by the provider. Further that should extend to the quantity and volume of service, as well as the financial aspects.
73. A report to the Corporate Management Team (CMT) in February this year confirmed the minimum content of service plans namely:
• Priorities • Operational risks and the Service response to these • Strategic risk • Performance • Resources
74. There was some flexing of an earlier requirement that service plans should follow a prescribed format.
23 PricewaterhouseCoopers LLP 38
75. In our view effective service and business planning processes within units have still to be fully developed and embedded. There is a lack of consistency. While the plans may meet the minimum content requirements as outlined above, the way in which the plans are used in some services, is probably not as the CMT would wish.
76. Service plans could usefully:
• Specify the nature of work to be commissioned and how it is to be delivered;
• Set out a clear rationale for the trading unit;
• Require a closer linkage between service planning, risk assessment and budget;
• Identification, where relevant, of further opportunities to increase revenues. One possible of the latter is delivery of a cleaning service to the schools;
• Assessment of the market;
• Identify measures by which efficiency can be demonstrated.
77. In terms of the budgetary processes, budget setting remains incrementally based. A move to zero based budgets has been under consideration for a number of years. There is a need for a clear strategy as how and when zero based budgets are to be progressed. Other issues to be addressed in relation to the budgetary arrangements include:
• Opinions expressed by operational managers that budgets invariably make insufficient provision for inflation. One particular example quoted relates to the 2007/8 schools catering budget in which pay inflation was factored in at 2.4% when the pay award was 3.45%.
• Delays in finalising the available budget resource. As late as June 2008, some services were still not aware of the 2008/9 budget
• Absence of budget setting guidelines, other than in connection with identification of budget savings
Staffing issues Recruitment 78. Certain operations are currently disadvantaged by an over dependence on interim management appointments and the use of agency based operatives. Certain senior posts have remained unfilled for too long, for example there has not been a cleaning manager for two years. The recent appointee is on a six month agency contract and will only be working four days per week. A corporate lack of investment in apprenticeships has lead to difficulties in recruiting and in securing continuity of the skill base. The number of supervisory staff within operational units may need to be reconsidered in the light of anticipated change in a number of areas including the projected expansion of the waste recycling activity and the reconfiguration of the highways function. Quality control within building cleaning is being undermined because of insufficient supervision. Each location should be checked four times annually by the supervisors but this requirement is not being met.
79. In terms of agency staff, many operations are having to use them extensively, far in excess of what operational managers regard as desirable. For example, environmental maintenance has 43 agency staff, equating to 56% of all operatives within the service. Refuse collection has a core ‘team’ of 20 agency operatives (20% of all operatives within the service). The Highways operation is similarly dependant on agency staff. Most authorities use agency staff to cover workload peaks is the case of grounds maintenance in the summer months. The position in Flintshire is somewhat different in that for some services, agency staff are used throughout the
24 PricewaterhouseCoopers LLP 39
year, regardless of workload loadings. Operational managers refer to the problems with agency staff, in particular:
• High turnover of staff used. This is attributed to the fact that as the earnings of agency staff are deemed to be ‘casual’ and non guaranteed, such staff can’t secure a mortgage and therefore move on to permanent employment; • Reluctance to invest in training for agency staff because most are regarded as temporary • Lack of commitment • Perception that, on an hourly basis, agency staff are more expensive than permanent employees. This perception is perhaps misplaced, not least because they are not entitled to bonus
80. Recent evidence suggests that the Authority has difficulty in recruiting at senior officer level. This possibly suggests staff gradings are out of alignment with other public service bodies. The CMT may well wish to commission a review of this area.
Administrative support
81. The level of administrative support in some areas likewise might need to be reviewed as in some areas it appears ‘too lean’. For example, within building cleaning, there is a need for an intermediary administration post between the senior administration officer and the administrative assistants.
Responsibility for contract negotiation
82. Management responsibility for contract negotiation was not always clear. It is of concern that a secondary school has recently ‘opted out’ at extraordinarily short notice of the grounds maintenance contract with the Authority, preferring to use a private contractor. Given the possibility that other schools might follow suit, this poses a serious threat to the viability of the in-house function, to the point of the latter actively considering withdrawing from grounds maintenance. The contract negotiations were handled by a team within Education operating independently of the grounds maintenance management. The contract should have been structured to provide appropriate notice period of say a year. Grounds maintenance management believe the contract arrangements should have managed within their own service.
25 PricewaterhouseCoopers LLP 40
Appendix A: Project brief
Introduction
The draft 2008 Regulatory Plan noted that a review of the Council’s contractor functions is especially timely given the Authority’s senior management restructuring proposals and, at a more detailed level, the reference in the Strategic Assessment of Risks and Challenges document to business structures and DSO performance.
Objectives
The proposed review seeks to answer three key questions:
1. How does the Authority satisfy itself that its trading units are fit for purpose, particularly in terms of their financial and operational performance? 2. Would restructuring assist in the identification of efficiencies and economies of scale, and bring about useful clarification of client and contractor responsibilities? 3. What alternative forms of provision exist, and how can they best be evaluated?
How does the Authority satisfy itself that the units are fit for purpose?
• What lessons can be drawn from current measures of financial and operational performance? • What other mechanisms exist to demonstrate efficiency such as productivity? • How does the Authority and users know that prices are competitive and can users challenge the prices charged? • How effective are the service and business planning processes within units? • What benchmarking arrangements are in place and what do these reveal?
What economies of scale and other efficiencies might arise through restructuring and/or centralisation?
• How clearly identified are the client and contractor functions, and how well do the current arrangements work? • Are there any obvious benefits in re-locating/rationalising individual units? • On what basis are central service charges levied? What are the likely savings and other benefits of central support functions servicing one single consolidated trading unit? • Are there currently any skill shortages within the units, such as for example marketing and business planning which restructuring or centralisation could resolve? • What options exist for users to buy in equivalent services from external sources?
26 PricewaterhouseCoopers LLP 41
What alternative forms of provision exist?
• What are the options for exposing trading units to competition? • What alternative private sector provision exists for equivalent services? • What is known as to whether external provision is cheaper and/or better? • What are the likely benefits of moving to sub-regional arrangements through for example partnership working with other authorities? • What are the implications for central support services if their customer base is reduced?
Review coverage
The review will cover the following operational areas:
• Schools and welfare catering • Building cleaning • Other catering • Highways maintenance • Housing maintenance, where PwC have a substantial base of knowledge • Environmental maintenance • Fleet Management, using the current WAG review as a basis • Waste Collection
Review methodology
The review will start with an initial fact finding exercise in each of the operational areas to capture information in relation to:
• Current organisational arrangements o Identification of contractor and client split o Examples of a two hatted approach in relation to the above o Reporting lines o Location of depots/operational bases o Employee numbers o Method of commissioning work o Scope and scale of any external work undertaken o Support services that are provided in-house o Whether units are sufficiently large to justify the support services which are currently provided in-house o Whether senior managers are aware of any areas of particular weaknesses in their own operation o Whether internal re-charging for support services is applied consistently o Extent to which units operate ‘corporately’
• Budgets and charging o Outline of the budget setting approach adopted by both client and contractor and the link between the two in terms of for example projected income levels o The way in which budgets are structured e.g. identification of fixed costs to give an indication of the minimum income requirement to break even
27 PricewaterhouseCoopers LLP 42
o Impact on contractor if client runs out of funds o Budget monitoring arrangements o Charging frequency and method of charging e.g. schedule of rates, day works, service level agreement, contract o Consistency of budgetary arrangements between units
• Governance o The role of members including the point at which they involve themselves in the contractor side
• Quality control o Arrangements currently in place and whether these known to users of the service o Whether there are any major issues in relation to quality control o The arrangements for controlling variation orders o The way in which units measure performance o Process for contractor knowing that they are delivering to clients’ requirements and expectations
Subsequently it is envisaged that more detailed work will only be needed in a limited number of areas. However PwC have requested that each function identify a suitable contact from whom they can obtain both financial and operational information
Consequences
There could be significant implications arising from this and subsequent work, which might for example include:
• The externalisation of certain functions • An increase in regional and partnership working • The strengthening and extension of our procurement capacity • Substantial centralisation of those functions that continue to be delivered internally, with consequent managerial change
Project Sponsor
The Chief Executive has agreed to sponsor this work
Timing
The review will commence as soon as possible. A tentative date for a first draft of a report is September.
28 PricewaterhouseCoopers LLP 43
Appendix B: Trading results
2007/8 2006/7 2005/6 2004/5 Income Surplus/(deficit) % Income Surplus/(deficit) % Income Surplus/(deficit) % Income Surplus/(deficit) %
£k £k £k £k £k £k £k £k
Building cleaning 962 -7 -1% 950 5 1% 951 -91 -10% 897 36 4%
Design and print 1087 -93 -9% 1212 -65 -5% 1341 -41 -3% 1378 3 0% Environmental 3394 -145 -4% 3241 -313 -10% 3034 257 8% 3100 -260 -8% maintenance Fleet management 2746 -36 -1% 2563 -101 -4% Highways 6820 69 1% 6067 65 1% maintenance Housing maintenance 7123 -177 -2% 10004 28 0% 8877 254 3% 9011 -137 -2%
Leisure management 3887 -258 -7% 4207 -113 -3% 4012 -79 -2% 3757 85 2%
Other catering 720 -15 -2% 722 30 4% 688 142 21% 842 8 1% Schools and welfare 2936 -330 -11% 3027 -212 -7% 3039 194 6% 2985 -39 -1% catering Waste Collection 5078 142 3% 5101 413 8% 4706 -398 -8% 4363 347 8%
Total 34753 -850 -2% 37094 -263 -1% 26648 238 1% 26333 43 0%
29 PricewaterhouseCoopers LLP 44
Appendix C: Central support recharges – Basis of allocation
Charge Basis of apportionment
Corporate strategy
Information Technology Departmental with further split in line with BVACOP guidance using FTE’s
Other customer services Allocation per service accountant
Policy, Performance and Partnerships FTE’s
Human Resources FTE’s excluding schools
Single Status/Job Evaluation Team FTE’s
Corporate Training and Development Attendees
Payroll Number of lines per payslip
Occupational Health FTE’s
Legal and Democratic
Administration Allocation per service accountant
Legal Services Chargeable hours per timesheet
Financial
Service Accounting Chargeable hours per timesheets
Capital and Corporate Accounting Chargeable hours per timesheet
Internal Audit Chargeable days
Funds Chargeable hours
Corporate Procurement, Risk Management Percentage of contract work and Insurance
Cash Collection Allocation per service accountant
Enforcement and Inspection Allocation per service accountant
Accounts Payable and Accounts Receivable Percentage of invoices raised Control
Central Overheads Apportioned as per expenditure (total direct cost plus support)
Central office accommodation Admin building office occupation, based on percentages provided by valuer
Other
30 PricewaterhouseCoopers LLP 45
Pension Back Funding Allocation provided by Service accounting
Depreciation Admin building office occupation, based on percentages provided by valuer
Bank charges !00% to Corporate Management
External Audit – accounts and !00% to Corporate Management Governance/Performance Fee
Audit of specific grants Allocated to the BVACOP line relating to grants
Non funded Pensions and redundancies 100% to in distributed costs
Insurance (external premiums) Allocation provided by insurance manager
Development grants Allocated to the BVACOP to match funding
Pension Back Funding Allocation provided by Service Accounting
Chief Executive
Corporate Communications 2% Democratic representation and 98% Corporate Management
Lord Lieutenancy 100% Central Overheads
Corporate subscriptions 100% Central Overheads
Other Chief Executive Services 9% Central Overheads, 29% Democratic representation and 63% Corporate Management
Property Design Allocation per service accountant
Property Asset and Development Allocation per service accountant
Property Maintenance Allocation per service accountant
Energy efficiency Allocation per service accountant
Administration Allocation per service accountant
Finance Allocation per service accountant
Carelink Allocation per service accountant
Welsh Translation !00% to Corporate Management
Central despatch Postage expenditure per Directorate
Public Information !00% to Central Overheads
Switchboard and Reception FTE’s excluding schools
Voluntary Organisations/Community Chest 100% Grants, Bequests and Donations
Policy Grants 100% Grants, Bequests and Donations
31 PricewaterhouseCoopers LLP 46
Appendix D: Recommendations
Recommendation Paragraphs in the report
Introduce a programme of review of the various contractor functions to coincide with strategic 4-9,18 decisions over the future delivery of the various services. Each review should consider the clarity of the client and contractor roles, whether the costs being charged to each activity are appropriate, how the basis of charges levied on the client can be enhanced, the adequacy of the service specification provided to the contractor and how soft market testing can be introduced. In relation to specific services: Housing repair
• Implement, as soon as possible, market tested schedule of rates to demonstrate whether (a) the costs of the private sector are being matched (b) the unit is functioning effectively. If the service can not make a satisfactory return, alternative methods of delivery should be explored.
Highways/Street scene
• Continue the development of an explicit service specification
• Introduce a programme of soft market testing
Education catering and other services to schools
• Develop a standard contract between secondary schools and the various service providers, setting out the service required, the price and appropriate terms and conditions.
• Clarify the Education’s client agent role in relation to advice it provides to the schools on contracting functions. Where appropriate, it will be probably be necessary to charge schools for such advice.
Develop distinct service plans for all contractor functions, setting out plans for efficiency 75-80 improvements and succinct performance measures
Explore ways of reducing the number of charging bases currently in place 12-14
Charges levied by in-house contractors should be determined on the basis of commercial 37 principles so that users are better positioned to judge whether the in-house charge compares favourably to what an external provider would levy.
Critically review the need for and level of subsidy for individual contracting functions 37
Determine for each trading unit an agreed suite of key performance measures 36
Arrangements for review and monitoring performance need to be re-established within the 27 building cleaning and school and welfare catering functions
Require contracting functions to regularly report their success in tendering for work 38, 75
32 PricewaterhouseCoopers LLP 47
Ensure that the ongoing review of the way in which central service costs are recharged takes 12,18, 44-51 account of: • The need for greater transparency
• A recharge mechanism which more fairly reflect the level and quality of support provided
• The likely advantage which Service Level Agreements fir recharges might bring
Determine whether the location of the various depots meets operational needs and whether the 14-17, 52-60 advantages of closing a number of depots outweigh the disadvantages. Decisions on the future of depots should form part of the asset management strategy informed by the ongoing condition survey.
Explore options for joint provision of services or collaborative working via arrangements with 65-68 other authorities in North Wales
Develop a clear strategy as how and when zero based budgets are to be progressed. 80
Revisit the approach to interim management appointments and the use of agency based 82-84 operatives.
Review the level of administrative support available within contracting functions 85
Clarify responsibility for contract negotiation for grounds maintenance 86
33 PricewaterhouseCoopers LLP 48
Appendix E: Location of depots
49
In the event that, pursuant to a request which Flintshire County Council has received under the Freedom of Information Act 2000, it is required to disclose any information contained in this report, it will notify PwC promptly and consult with PwC prior to disclosing such report. Flintshire County Council agrees to pay due regard to any representations which PwC may make in connection with such disclosure and Flintshire County Council shall apply any relevant exemptions which may exist under the Act to such report. If, following consultation with PwC, Flintshire County Council discloses this report or any part thereof, it shall ensure that any disclaimer which PwC has included or may subsequently wish to include in the information is reproduced in full in any copies disclosed. ©2007 PricewaterhouseCoopers LLP. All rights reserved. PricewaterhouseCoopers refers to the United Kingdom firm of PricewaterhouseCoopers LLP (a limited liability partnership) and other member firms of PricewaterhouseCoopers International Limited, each of which is a separate and independent legal entity.
50 Review of Contracting Functions by Pricewaterhouse Coopers
Initial Response to Recommendations
1.00 The detailed recommendations (page 34 of the appendix) and the issues to be identified as part of the Initial response are as follows:
2.00 Programme of reviews with the additional specifics: 2.01 Housing repair • Implement as soon as possible market tested schedule of rates to demonstrate whether (a) the costs of the private sector are being matched, (b) the unit is functioning effectively. If the service cannot make a satisfactory rate of return, alternative methods of delivery should be explored.
Initial Response: In anticipation of the ballot on stock transfer next year we have not done any market testing but rather concentrated on ensuring that the unit is fit for purpose and functioning effectively. There were historical issues to address to ensure the in house team would be in a position to compete and we have been putting in various management systems and other measures to address these including: • The introduction of a new competitive schedule of rates linked to appropriate quality and performance measures. • Productivity/performance reviews of individual operatives. • Vehicle tracking • Improved control of expenditure and manager accountability • Eradicating the back log of jobs over target • Improvement of void relet times
2.02 Highways / Streetscene / Grounds
• Continue the development of a specific service specification
• Introduce a programme of soft marketing • Clarify responsibility for contract negotiation for grounds maintenance
Initial Response re. Cleansing and Grounds:
It is very difficult to market test the Cleansing service. The cleansing structure has
been set up to provide the optimum reactive service that will meet the requirements of
the Environmental Protection Act. The labour element is at cost, plant and materials
are all subject to annual tender rates.
The service is monitored and reported on under the LEAMS - Local Environmental
Audit Management System. Currently Flintshire's 'Cleanliness Index' is above the all
Wales average and showing a trend of improving.
Grounds
Grounds Maintenance was subject to Voluntary Competitive Tendering some years
ago and whilst the service is now a budgeted service the allocation is still based on the
previous tendered rates. Again, as in Cleansing the labour element is paid at cost and
all the plant and machinery is subject to annual tender rates. The labour equates to
approximately two thirds of the total cost of the service.
The Grounds Service is benchmarked through APSE and we are currently sitting mid -
1 51 range in the league tables. Productivity is not measured or reported on at the moment but is it anticipated that when the 'Mayrise' computer software is finalised this will give the productivity measurements that we need. The Grounds Supervisors are aware of the productivity measurement shortfall and consequently are actively undertaking informal checks to ensure maximum productivity and efficiencies. Two thirds of the highway grass is cut in-house whilst one third was subject to competitive tendering and won by an external contractor; this will market test our own service costs. The responsibility for contract negotiation for grounds rests with the Head of HIghways and Transportation.
2.03 Education catering and other services to schools • Develop a standard contract between secondary schools and the various service providers, setting out the service required, the price and appropriate terms and conditions. • Clarify the Education’s client agent role in relation to the advice it provides to the schools on contracting functions. Where appropriate, it will probably be necessary to charge schools for such advice.
Initial Response: The revised remit of the School Budget Forum Traded Services Group will be addressing these recommendations. The group has a clear remit, membership and is developing its work programme for 2009-10.
The Council's own trading officer is subject to a review by the School Budget Forum Traded Services Group. With regard to other providers, schools have access to the generic guidance on procuring school lunches developed in England by central and local government trade unions and catering associations.
www.teachernet.gov.uk/docbank/index.cfm?id=10438
In respect of other services to schools the School Budget Forum Traded Services Group has a clear remit to work with service managers in developing revised Service Level Agreements and service offers addressing the recommended criteria.
The work of the group and service managers in developing the updated approach is led by the Head of Development and Resources and Directorate Finance Manager, working closely with the Council's Head of Finance.
3.00 Business Planning 3.01 • Develop distinct service plans for all contractor functions, setting out plans for efficiency improvements and succinct performance measures.
Initial Response: Some of the functions i.e. environmental maintenance, highways maintenance, housing maintenance will be incorporated within their particular service plan areas. All plans should address improvements in efficiencies and performance. The business plans of each trading operation need to be robust and include for e.g. productivity
2 52 targets, rate of return, central recharges, clarity of specifications and client feedback.
3.02 • Determine for each trading unit an agreed suite of performance measures
Initial Response: The availability of operational performance measures are in the main provided by APSE and not through the National WAG measures. The important issue is that the appropriate measures are used for benchmarking purposes to help identify improvements to the services. These measures should be included within the service plans. The Council’s categorisation approach could be applied to local service measures to provide a focus for monitoring, benchmarking and reporting.
3.03 • Arrangements for review and monitoring performance needs to be re established within the building cleaning and welfare catering functions
Initial Response: Arrangements for review and monitoring of school support services are set out in the remit of the School Budget Traded Services Group. Membership of the group is drawn from local headteachers and governors. They work closely with service managers to challenge and develop service level agreements.
Three remaining posts within the Facilities Services structure are being currently recruited; completed by end of May. These include the Facilities Services Manager, Cleaning Manager and Catering Manager. Accountability for performance review and improvement are detailed within the job descriptions.
3.04 • Require contracting functions to regularly report their success in tendering for work
Initial Response: Plans for tendering and reporting on the outcomes of tenders should be incorporated within service plans and the Executive Forward Work Programme. 4.00 Charging • Explore ways of reducing the number of charging bases in place • Charges levied by in-house contractors should be determined on the basis of commercial principles so that users are better positioned to judge whether the in- house charge compares favourably to what an external provider would levy • Critically review the need for and level of subsidy for individual contracting functions • Ensure that the ongoing review of the way in which central service costs are recharged takes account of: o The need for greater transparency o A recharge mechanism which more fairly reflect the level and quality of support provided o The likely advantage which Service Level Agreements for recharges might bring • Develop a clear strategy as how and when zero based budgets are to be progressed
Initial Response: Finance are planning to review central cost recharges this year looking at the methodology and apportionment of charges across central services. This also has the potential to be informed by work currently under discussion by PwC in relation to the
3 53 Leisure Strategy. In respect of schools the issue in relation to recharging will also be addressed in response to recommendation three of the recent Estyn inspection.
Further work will be needed to examine each of these points in detail in relation to the various trading functions.
5.00 Management and support • Explore options for joint provision of services or collaborative working via arrangements with other authorities in North Wales • Revisit the approach to interim management appointments and the use of agency based operatives • Review the level of administrative support available within contracting functions
Initial Response: The joint provision of services whether across authorities or across sector boundaries is to be encouraged and promoted where better services to the public and efficiency of resources result. The national collaboration agenda and the financial climate will further direct the requirement for more services to be jointly provided. The council is already involved in many joint service arrangements e.g. Community equipment loans with Wrexham, Out of hours service (three authorities), MATRIX agency staff system, schools library service. Other opportunities for collaboration are identified and driven via the North Wales Regional Partnership Board e.g. North Wales Residual Waste Treatment Partnership.
Interim Management appointments have and continue to be addressed as part of the council’s organisational redesign programme. The requirement for agency based operatives will be subject to ongoing review and the resource/capacity requirements of business planning. The Phase II organisational review of administrative functions will be scoped to include the contracting function’s administration.
6.00 Depots • Determine whether the location of the various depots meets operational needs and whether the advantages of closing a number of depots outweigh the disadvantages. Decisions on the future of depots should form part of the asset management strategy informed by the ongoing condition survey. Initial Response:
The Authority has embarked on a major depot review, linked to the Councils reorganisation phase 2 reviews of services particularly street scene and the housing repairs service (a detailed progress statement is available within SARC CD07).
4 54 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 5
REPORT TO: PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE DATE : 18 JUNE 2009 REPORT BY: CHIEF EXECUTIVE SUBJECT : DRAFT FLINTSHIRE COMMUNITY STRATEGY 2009 TO 2019 - UPDATE
1.00 PURPOSE OF REPORT
1.01 For People and Performance Overview and Scrutiny Committee to approve and endorse the draft Flintshire Community Strategy 2009 to 2019.
2.00 BACKGROUND
2.01 The statutory requirement for the development of Community Strategies on a partnership basis for the whole County of Flintshire has been described to Members in the report presented to Executive on 17 February.
2.02 The Executive meeting of 17 February endorsed the purpose and structure of the Community Strategy upon which this draft has been developed - provided by the Local Service Board (LSB).
2.03 Using the Community Strategy, the Local Service Board will agree a Local Delivery Agreement (LDA), which will reflect an important set of public service improvements for the partnership to deliver.
3.00 CONSIDERATIONS
3.01 The LSB Strategy Group have now developed a draft Community Strategy for Flintshire 2009 to 2019 that provides vision and priorities for the LSB and the Community Strategy based on the partner issues and local need. A copy of this is attached at Appendix 1.
3.02 The Community Strategy vision for the whole County has been drafted on a basis of partnership and negotiation to:
· Provide a statement of intent and priorities for the Local Service Board, collectively as a Partnership but also as individual organisations. · Support and complement the vision and priorities in the other Strategic Partnership Plans. · Be the foundation for the Community Strategy Action Plan. · Be used to influence partnership working, build and demonstrate unity amongst Partners. · Be used as a lobbying tool for funding and influencing purposes.
Date: 12/06/2009 55 Flintshire County Council
3.03 The Strategy is subject to final editing prior to consultation with all Elected Members, the public and the wider partner arena. The Overview and Scrutiny Committees will be specifically involved in looking at the draft Strategy and handling the outcomes of the consultation.
3.04 A detailed plan for consultation on the draft Strategy is being developed in conjunction with our LSB partners. The consultation will be undertaken in collaboration with our LSB partners using existing networks (organisations / groups and virtually via partner websites) supplemented by public consultations.
3.05 The consultation will seek to secure interest, comment and endorsement of the vision and will also be used to develop the Community Strategy Action Plan.
4.00 RECOMMENDATIONS
4.01 That People and Performance Overview and Scrutiny Committee approve and endorse the draft Flintshire Community Strategy 2009 to 2019.
5.00 FINANCIAL IMPLICATIONS
5.01 There are no direct financial implications associated with this report. However the Community Strategy and the work of the LSB may have implications in the future for allocation of resources.
6.00 ANTI POVERTY IMPACT
6.01 There are no direct anti poverty implications associated with this report. The Community Strategy seek to minimise the impact of poverty in the community.
7.00 ENVIRONMENTAL IMPACT
7.01 There are no direct environmental implications associated with this report. The Community Strategy will seek to minimise the impact on the environment.
8.00 EQUALITIES IMPACT
8.01 There are no direct equalities implications associated with this report. The Community Strategy will seek to optimise equality and diversity across all sectors for the benefit of Flintshire.
9.00 PERSONNEL IMPLICATIONS
9.01 There are no direct personnel implications within this report.
Date: 12/06/2009 56 Flintshire County Council
10.00 CONSULTATION REQUIRED
10.01 Consultation is ongoing with individual partners and the Strategic Partnerships and a partnership consultation plan is being developed.
10.02 Overview and Scrutiny Committees will be specifically involved in consultation arrangements as outlined in section 3.03.
11.00 CONSULTATION UNDERTAKEN
11.01 The Local Service Board Strategy Group has endorsed the approach outlined and led on the development of the vision outlined in this report.
12.00 APPENDICES
12.01 Appendix 1 - Draft Community Strategy for Flintshire 2009 to 2019.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
1. Report to Executive: Draft Community Strategy and Local Service Board Mid Year Review - 17th February 2009
Contact Officer: Yvonne Tonks Telephone: 01352 702128 E-Mail: [email protected]
Date: 12/06/2009 57
APPENDIX 1
DRAFT COMMUNITY STRATEGY FOR FLINTSHIRE
2009 – 2019
58 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4A.DOC FLINTSHIRE COMMUNITY STRATEGY 2009 - 2019 (WORKING / ACTING TOGETHER FOR FLINTSHIRE)
INTRODUCTION Flintshire is a county in the North East of Wales. It borders the Dee Estuary to the north, Cheshire to the east, Wrexham to the south and Denbighshire to the west.
In 2007 the population of Flintshire was 150,500. Over the next 20 years the total dependent population is expected to increase from below 60,000 to almost 72,000 people. According to the Office of National Statistics, life expectancy at birth for males is 73.6 years compared to 78.8 years for females. This is lower than the average for Wales with males living to 75.8 years and females 80.3 years.
There are pockets of deprivation throughout Flintshire in relation to housing, housing, health, community safety, education, skills and training deprivation, income, environment and economic activity rate.
COMMUNITY STRATEGY - BACKGROUND The Local Government Act 2000 placed a duty on every local authority to prepare a Community Strategy ’for promoting or improving the economic, social and environmental well-being of their areas and contributing to the achievement of sustainable development in the UK’.
In 2008 guidance was provided by the Welsh Assembly Government (WAG) to local authorities for the development of Community Strategies. The guidance states that the Community Strategy should: a. Be the overarching long-term strategy for the area and all its population focusing on the outcomes that partners aim to achieve. b. Be based on a thorough analysis of needs and priorities and opportunities for addressing them. c. Set out a 10 to 15 year vision for the area and informed by, and reflecting the strategic priorities set out in the children and young people’s plans, health social care and well-being strategies, community safety, regeneration, local development plans and other major plans and strategies.
Version 2 1 07/04/09 59 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4A.DOC d. A clear, shared and equal commitment from community planning partners to implement the action plan, and proposals for doing so. e. Arrangements for monitoring and accounting publicly for the implementation of the action plan, and for periodically reviewing the Community Strategy. f. Arrangements for co-ordinating the work and actions of the community planning partners, local service board and the other key thematic partnerships towards delivering their objectives.
The Community Strategy should inform and be informed by: o The national priorities of WAG and the UK Government for non-devolved issues; o Regional priorities, including those of Spatial Plan partnerships and regional partnerships/boards; o Community strategies for neighbouring areas (including, where relevant, areas of England); o Plans or strategies for areas, towns, communities or neighbourhoods within the local authority’s area, including Communities First Partnerships.
The Community Strategy will be used to not only shape the local authority’s financial and business planning processes but also those of all its community planning partners in the public, private and voluntary sectors.
It will include a high level action plan which sets out how the Strategy will be delivered and will be used to enable the Local Service Board (LSB) to agree a Local Delivery Agreement (LDA), which will reflect an important set of public service improvements for the partnership to deliver.
FLINTSHIRE LOCAL SERVICE BOARD (FLSB) - BACKGROUND The Flintshire Community Strategy has been developed by the Flintshire Local Service Board (FLSB). All Partners have their own specific roles and responsibilities but we recognise that by working together we can add collective value to the services that we deliver to the people who live, work or visit Flintshire.
The Local Service Board Structure for Flintshire includes: a) LSB Executive – responsible for executive planning and action. The first meeting of the Group was held in June 2008 and comprises: o Chief Superintendent North Wales Police
Version 2 2 07/04/09 60 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4A.DOC
o Flintshire County Council Chief Executive o Flintshire County Council Leader o Local Health Board Chief Executive o Principal, Deeside College b) LSB Strategy Group – responsible for governance and priorities. The first meeting of the Group was held in August 2008 and comprises: o LSB Executive Group Members o Director of Community Services, FCC o Flintshire Local Voluntary Council o National Public Health Service o North Wales Fire and Rescue Service o North Wales NHS Trust o WAG representative
The terms of reference are based on four key principle areas: 1. Effective and trusting partnership relationships as a set of local leaders. 2. Discharging the responsibilities of the LSB - this includes producing a meaningful and fit for purpose Community Strategy. 3. Consistent and effective governance and performance of strategic partnerships, e.g., Community Safety Partnership, Health, Social Care and Well Being Partnership, Children and Young People's Partnership and Regeneration Partnership. 4. Identifying common issues as public bodies/employers.
THE BENEFITS OF A COMMUNITY STRATEGY The Strategy adds value to the work of public services and local people through a vision that: a. Provides a statement of intent and priorities for the Local Service Board, collectively as a Partnership but also as individual organisations. b. Supports and complements the vision and priorities in the other Strategic Partnership Plans. c. Is the foundation for the Community Strategy Action Plan. d. Is used to influence partnership working, build and demonstrate unity amongst Partners. e. Is used as a lobbying tool for funding and influencing purposes.
Version 2 3 07/04/09 61 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4A.DOC
HOW WAS THE FLINTSHIRE COMMUNITY STRATEGY DEVELOPED? In 2008, a statistical profile of Flintshire was developed to inform the priorities of the Community Strategy and the work of the other strategic partnerships. It included issues highlighted in the needs assessments produced for the Children and Young Peoples Plan, the Health, Social Care and Well Being Strategy, and the Community Safety Strategic Plan.
The LSB Strategy Group then agreed that it would hold two workshops to develop a vision and priorities for the LSB and the Community Strategy based on the partner issues and local need including issues highlighted via the Profile.
A vision was developed that Flintshire is a County where there is: o Economic prosperity o Health improvement through everything we do o Learning and skills for life o Living sustainably o Safe and supportive communities
DELIVERING THE VISION - OUR VALUES To support this vision the Partnership will operate within a set of values that run through all of the work we do: o We will listen to peoples needs o We will work on behalf of those most in need but will not forget the needs of the wider population o We will be open, honest and fair in our work and methods o We will use evidence based practice o We will be brave in our decisions o We will value diversity and promote equality of opportunity o We will work ethically and in a way that will promote sustainability.
In this Strategy we define what the vision means to us in Flintshire. However, there must be key considerations that local partners will take into account through delivering this vision:
Version 2 4 07/04/09 62 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4A.DOC a. Climate Change Climate change is one of the most significant challenges facing the world. There are two strands to addressing climate change: tackling its causes by cutting emissions of greenhouse gases and preserving stores of carbon (mitigation); and responding to impacts of unavoidable climate change that is the result of previous emissions (adaptation). Communities in Flintshire can play a role in tackling both these challenges. b. Equality - The principles of diversity and equality are not about treating every one the same but about recognising and respecting difference and creating a fairer society where all people have an equal chance to contribute and participate. Embracing diversity and equality will contribute to equal outcomes for everyone, improving quality of life, enabling individuals to achieve their potential and will contribute to the development of strong, vibrant and cohesive communities.
All the Partners will engage with all sectors of the population, and ensure that all communities are able to participate on an equal basis, by taking account of their different needs and interests and make an important contribution to tackling social disadvantage and ensuring that the needs of the most disadvantaged groups are taken into account. c. Sustainable Development - The Local Government Act 2000 states that each community strategy must contribute to the achievement of sustainable development in the United Kingdom. Partners must therefore set sustainable development and the integration of social, economic and environmental priorities as a key principle of the community strategy. The Welsh Assembly Government’s Sustainable Development scheme and the UK’s shared framework for sustainable development, ‘One Future Different Paths’ set out the definition and principles of sustainable development and emphasised the need for coordinated action. d. The Welsh Language - According to Iaith Pawb, the Welsh Assembly Government’s national action plan for a bilingual Wales, the aim is to create a ‘truly bilingual nation…a country where people can choose to live their lives through the medium of Welsh or English and where the presence of the two languages is a visible and
Version 2 5 07/04/09 63 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4A.DOC
audible source of pride and strength to us all’. In Flintshire we support these aims and recognise that we have a responsibility and a duty to support the national strategy and to take decisive action to sustain and promote the Welsh language for the benefit of present and future generations. Many organisations in the public, private and voluntary sectors in Flintshire support the Welsh language. The Strategy will further maximise the opportunities to ensure that linguistic regeneration becomes an integral part of community regeneration and that language issues are adequately mainstreamed.
ACTING TOGETHER FOR FLINTSHIRE We recognise that we need to draw on, invigorate and make the most of the contributions that the public and the public service providers make to communities by developing a sense of place and spirit, of service and responsibility where each of us resolves to pitch in and work harder and look after not only ourselves, but each other.
Everyone can play their part. All the agencies and organisations that provide services in Flintshire from the public, private and voluntary sectors need to pull together to make things happen visibly and in new ways.
Communities The involvement of local people is central to success of the Strategy, and to wider change and improvements in the longer term.
Through the Community Strategy public sector partners need to tap into the pool of ideas, knowledge, skills, experience, energy and enthusiasm among individuals, groups and communities as a whole which, if realised, can be a real driver for change, for example through volunteering and community activity. However individuals in our communities of all ages need to become more active citizens, getting involved and ‘doing their bit’. To enable them to do this, we will need to support people to be creative, inspired, encouraged, empowered, supported and motivated.
It is hoped that the Community Strategy can help to provide an opportunity to put local people at the heart of partnership working and should be grounded in the views and expectations of those people.
In working with citizens it is important that the widest range of people are given opportunities to have their say, and to have their views taken into account on all issues
Version 2 6 07/04/09 64 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4A.DOC which affect their lives. As a starting point, we will make use of existing partnership involvement mechanisms that have already been proved to be effective, rather than setting up duplicate processes.
The Local Service Board and the other key partnerships (including Communities First), will consider how community views are going to influence and inform the decision making process; how differences of view are to be aired and resolved within the local strategic partnership; and how decisions are to be explained to communities.
Local Authority Councillors The success of the community strategy will depend on the sense of ownership it generates within and outside the local authority. In exercising its community leadership responsibility to initiate and facilitate the community strategy, the local authority will draw on the expertise and skills of elected members of the council. Councillors and officers will commit the local authority to take action to deliver the Community Strategy priorities agreed as part of the community strategy action plan. Full Council must adopt the Strategy and the Executive will need to ensure that all councillors are informed of emerging developments and outcomes and have continuing opportunities to contribute to the process.
Non-executive members of scrutiny committees will examine the performance of the Local Service Board to monitor the achievements of the local authority, and other accountable partners such as health authorities, in the activities that they have promised to deliver as part of the community strategy action plan, as well as monitoring progress against long-term outcomes.
Community and Town Councils As the tier of local government closest to individual communities, community and town councils have the potential to contribute both to the development and delivery of the Community Strategy, helping to ensure citizen understanding and involvement at the very local level.
Version 2 7 07/04/09 65 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC
ECONOMY / ECONOMIC PROSPERITY
OUR VISION Economic prosperity is fundamental to creating well-being in Flintshire. We want Flintshire to be a prosperous County where a strong local economy with a sound knowledge and skills base provides the foundation for success.
We want Flintshire to be a County of innovation and excellence that fulfils its potential for economic development and prosperity at the regional, national and international level. Across the public, private and voluntary sectors, Flintshire will have a strong reputation for high quality and innovative service delivery and collaborative partnership working.
We aim to develop a sustainable, world class, modern economy, based on business enterprise and a highly motivated, well-trained workforce, supported by cutting-edge technology and which maximises the area’s physical and human assets.
We will strengthen the rural economy through encouraging diversification and revitalise the County towns by developing them as popular local centres, each with their own distinctive character that complement each other and the wider retail ‘offer’ across the sub-region.
We will also develop a range of initiatives aimed at a substantial minority of local people who are subject to poverty, disadvantage and hardship. Our most deprived communities will be helped to give them an equal opportunity of enjoying the economic future success of Flintshire.
We recognise that people’s economic circumstances are influenced by many factors including education, health, housing, caring responsibilities and their family situation. We will work together in partnership to lead public sector responses to our economic position to support: local organisations especially Small and Medium sized Enterprises (SMEs); skills and retraining; housing market support; infrastructure; and help for individuals and families.
Version 4 1 10/03/09
66 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC
We aim to deliver this vision through a number of key elements: 1. Maintaining a competitive position 2. Employment and skills 3. Sustainable Communities
WHERE ARE WE NOW Employment In 2006, Flintshire had the highest employment rate in Wales at 78.5% (compared to 71.1% for Wales). Our main employment sectors are manufacturing and construction, which, including the self-employed account for 32,100 jobs (42% of Flintshire’s total). A large number of people are employed by a small number of employers such as Airbus and Toyota. The major employment wards are Broughton North East and Sealand, between them accounting for over 20,000 employees in 2006.
As of 2006, there were 75,100 workplace jobs. Of these, 17,300 (23%) were part-time and 8,400 (11.2%) were self employed. In addition, there were 16,451 unpaid carers.
17% of all children are living in families where no-one works. This ranges from 38% in Shotton to 5% in Bryn y Baal, Mynydd Isa.
Of the 7,885 children living in lone parent households, only 55% live in households where the parent works. The proportions of lone parents in work ranges from 42% in the Flint Castle and Oakenholt to 74% in Kinnerton and Penyffordd.
Since 2004 indications are that there have been a significant number of migrant workers coming to live and/or work in Flintshire, mainly in Flint and Deeside.
Travel to Work Of the total working Flintshire residents; 45,000 work in Flintshire, 6,000 work in Wrexham, 2,000 work in Denbighshire and 24,000 either work in other local authority areas or outside Wales.
Version 4 2 10/03/09
67 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC
In 2001, 49,000 of the 62,400 households in Flintshire owned a car or van. 68.3% of the total employed drove to work. This was higher than Flintshire’s neighbouring districts, North Wales and Wales as a whole. Flintshire has a low proportion of workers using other forms of transport, except for motorcycles, and also fewer people working from home.
Home Ownership In June 2008, the average price of a house sale was £143,892 which was slightly higher than the average for Wales and below the average for England & Wales.
45,942 households in Flintshire own their own home. This equates to 75.9% of all households in the county and represents one of the highest rates in Wales. This ranges from 44.7% in Flint Castle to 95.9% in Mold South.
There are 7 Electoral Divisions that are in the highest 100 areas in Wales for containing the greatest proportion of households that are ‘not owned’. These are Flint Castle (22nd), Higher Shotton (23rd), Holywell Central (34th), Sealand (52nd), Mold West (64th), Saltney Mold Junction (75th) and Connah’s Quay Central (77th).
There are 5,860 lone parent households in Flintshire. This equates to 9.7% of all households in the county. There are 4 Electoral Divisions in Flintshire that are in the highest 100 areas in Wales for containing the greatest percentage of households that are ‘lone parent’ households and they include Higher Shotton (24th), Flint Castle (47th) and Flint Oakenholt (54th) & Greenfield (79th). 52% of lone parents own their own homes. This ranges from 5.2% in Hawarden to 18% in Higher Shotton.
Education and Skills Flintshire has a lower level of higher education attainment for NVQ Level 4+ (22.8%) than the rest of Wales (24%). Mold South has the highest number of people aged 16 to 74 achieving NVQ 4 or above (34.4%).
Flintshire has relatively few people with no qualifications (13.5% compared to 16.6% for Wales) and has relatively high average earnings (£492 per week compared to £476 per
Version 4 3 10/03/09
68 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC week for Wales). Flint Castle has the highest amount of people with no qualifications (50.4%).
Tourism There are approximately 2.6 million tourists per annum, staying around 5 million tourist days in the County and spending around £150 million pounds per annum.
WHERE DO WE WANT TO BE 1. MAINTAINING A COMPETITIVE POSITION Flintshire is widely seen as having a successful and buoyant economy with strong representation in the aerospace, engineering and pharmaceuticals industries. Manufacturing is the largest employment sector in Flintshire, with 35% of all jobs, a much higher level than that for the UK (11%) or Wales (17%). Major employees include Airbus UK, DARA Electronics, Toyota Manufacturing UK and Kingspan.
The Flintshire economy forms part of a wider economic sub-region that stretches across North East Wales and North West England and is covered by the Mersey-Dee Alliance (MDA) – a collaborative partnership between all local authorities and development agencies operating in the area, together with the Welsh Assembly Government.
The future for the Flintshire economy is therefore clearly tied to that of the wider sub- region which, before the current global economic downturn, was described as being “successful, prosperous and largely self contained, with low unemployment, increasing economic activity and rising GDP” (GVA Grimley, originally 2004).
Flintshire will need to maintain its relative competitive position to ensure continued investment by current and future employers.
Key issues are: The current economic downturn. Skills availability – most of our large employers report difficulties in recruitment due to skills shortages. This will intensify as our workforce ages. Version 4 4 10/03/09
69 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC
Access – for people and goods is almost exclusively by road. Social inclusion and carbon reduction objectives require the development of alternatives. Competition from the emerging economies of India and China, together with the expansion of the EU eastwards. Affordable housing shortages – particularly important for attracting and retaining young people. Research and development support and links to Further/Higher Education are needed to ensure development of new technology. SME’s – Business start up rates are below Wales and UK levels. Tourism – this sector has potential for future growth; we need to raise Flintshire’s profile and further develop its range of attractions, particularly related to its local environment and culture, heritage and leisure potential.
2. EMPLOYMENT AND SKILLS It is important that Flintshire has an adequate supply of skilled labour to support the continued development of the key employment sectors in the county. It is also important that we assist those people currently economically inactive, to be able to access job opportunities that have been created within the county. Measured at a County level Flintshire is very prosperous, although this prosperity is distributed unevenly. Flintshire enjoys low levels of unemployment.
A significant proportion of our population are lacking in basic skills. In addition, the county has levels of Higher Education attainment below the rest of Wales. This may reduce the competitiveness of the county in the long-term. We want to identify how the gap in both higher-end and basic skills will be reduced.
Although Flintshire is a prosperous County, a significant numbers of people who are economically inactive in Flintshire, many of whom do not share the prosperity of the county as a result. We will identify how more people can be encouraged and supported into economic activity, and how communities suffering from a concentration of deprivation can be helped to raise their quality of life.
Version 4 5 10/03/09
70 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC
The third sector – community enterprise, social business, cooperatives (e.g. Credit Union, Welsh Border Community Transport) is an under developed sector in the County. The third sector offers a real opportunity to re-engage the economically inactive and to provide services in areas where provision is otherwise limited.
We aim to: • Reduce economic inactivity by working with partners to provide a range of support programmes to assist and encourage local people into employment. • Encourage an increase in the skills levels of people living and working in Flintshire by working with partners to provide flexible and learning opportunities. • Work with employers to facilitate the development of employees and increase the availability and flexibility of opportunities for employment.
We aim to create more, higher value jobs across the County. High value and advanced manufacturing is well represented in Flintshire and has significance beyond this county. For example, Airbus employs over 7,000 people directly, with a further 60,000 in the UK supply chain, about 20,000 of these are in North Wales. This sector has continued to grow and now forms the base for the local economy. Some sectors (aerospace, automotive, paper) are genuinely world-class. We are working with our partners in the MDA to develop an action plan to support these sectors. The priorities are to:
• Recognise the needs of these sectors as a priority. • Address skill needs and raise the profile of the sector as a career of choice. • Develop links with higher and further education providers to facilitate technology transfer and research and development. • Support the development of a ‘Centre for Advanced Manufacturing’. • Promote major infrastructure projects, including enhanced broadband, improved rail and public transport, the development of quality sustainable business parks.
It is expected that the benefits of this action plan will provide a stimulus to all sectors within our economy.
Version 4 6 10/03/09
71 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC
3. SUSTAINABLE COMMUNITIES We want Flintshire to be a place where people want to live, work and visit now and in the future. We want it to be a thriving, vibrant and sustainable county that that will improve everyone's quality of life. To achieve this, we will focus attention and co- ordinate efforts to bring about progress that meets the economic, social and environmental needs of future generations as well as succeeding now.
(i) Town Centres We want our own centres to be healthy and vibrant with an attractive built environment. Flintshire has seven main town centres, with a range of smaller towns and villages. All of the town centres show signs of relative decline and need to be revitalised. We will work together with the Town Councils to develop Town Action Plans for each of the seven centres and then seek appropriate funding to deliver bespoke programmes of actions.
The aim will be to make the towns popular local centres for surrounding communities and also fulfil their wider potential, giving them each distinctive roles that complement one another and the wider offer across the sub-region.
(ii) Rural Areas We want to support and sustain our rural communities, improve their quality of life and maximise the potential of the rural area economically, culturally and environmentally.
Nearly 80% of Flintshire is now defined as ‘rural’ by the Welsh Assembly Government. In March 2007, the Flintshire Rural Partnership published the ‘Flintshire Rural Development Strategy 2007-2013’. This sets out a strategic framework for the Rural Development Programme to: • Encourage the diversification of the rural economy • Raise the standard of living and quality of life in rural areas • Develop holistic and innovative approaches to rural regeneration • Engage with rural communities Version 4 7 10/03/09
72 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4G.DOC
This strategy has now been approved by WAG and has been awarded £3.9million to deliver the programme over the next four years.
(iii) Community Inclusion Regeneration is of crucial importance to socially marginalised communities. Unless these communities share in increased wealth and opportunity, then regeneration will have failed. We have a number of communities which are among the most deprived in Wales. We will give priority to developing healthy, safe and active communities through economic development and community development and by targeting health, education, safety and access issues within our deprived areas.
The five most deprived parts of the county are targeted by the Communities First initiative. This is leading wide-ranging activity designed to help communities develop locally based responses to local problems. Communities First will link these approaches with other Local Authority programmes where possible. We will also look to developing wider social and community enterprise responses where these can deliver socially useful outcomes.
Version 4 8 10/03/09
73 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
ENVIRONMENT / LIVING SUSTAINABLY
OUR VISION Our economic prosperity and quality of life are inextricably linked with the nature and quality of our environment.
We want Flintshire and its communities to thrive and prosper in a sustainable manner, where an understanding of the impact of how we interact with our environment is shared with a mutual responsibility to live within acceptable environmental limits.
We will strive to value Flintshire’s built and natural environment as assets, to be protected, regenerated and enhanced for their own sake, for the sake of our health and well-being, and for the economic and other opportunities that the environment serves to support.
An urgent and essential focus is to understand and respond to the effects of climate change on our communities, working environments, way of life, and well-being. We must therefore act now to adapt to the unavoidable consequences in relation to issues such as flood risk, land use, water resources, and biodiversity and wildlife.
We will therefore work with our partners and communities to become a low-carbon county as well as reducing our broader ecological footprint, which goes beyond addressing the impact of carbon emissions alone.
Living within environmental limits means that we must strive to use the natural resources of the planet in such a way that the systems which regenerate them are not damaged beyond repair. These systems include our climate, the nitrogen cycle, and our water systems which are all closely inter-connected. This is a delicate relationship however, which is increasingly affected by the way we extract and use energy, the waste we create, how we live, work and move about, and how we use land.
Version 2 1 10/03/09 74 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
In terms of how we live within, relate to, use, and manage our environment, we must ensure that these limits are assessed and understood in order to guide how we use resources in the future, and live more sustainably.
This responsibility is the same for us all as decision-making authorities, service providers, businesses and employers, communities, and individuals. Together we must think about how we move towards ‘one planet living’ – where we consume fewer resources and live within the earth’s natural capacity – and to explore the decisions and trade-offs which will face us in achieving this.
We aim to deliver this vision by developing our approaches to:
• Responding to climate change • Building Sustainable Communities • Valuing our Environment • Managing energy, resources and infrastructure
WHERE ARE WE NOW Responding to Climate Change: The latest estimates from DEFRA of CO2 emissions by local authority area show that overall in 2006, Flintshire emitted 1.9million tonnes of CO2. 58% of this was from industry and commerce, with the remainder split roughly equally between domestic sources, and road travel.
When expressed as a ratio of tonnes per head of population, Flintshire at 12.7 tonnes per capita (tpc), is the highest emitting authority in Wales, and significantly above the Welsh average of 8.4 tpc.
The Welsh Assembly Government recently commissioned work to assess Wales’ ecological footprint, which is a broader measure of the implications of climate change than CO2 emissions. This measure essentially demonstrates the number of planet earths that would be needed to sustain our current pattern of living and consumption of resources.
Version 2 2 10/03/09 75 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
Flintshire’s Ecological Footprint – Whilst there is some variation across Wales
at local authority level, the
main message from this is
that we require the equivalent
of five planet earths, to continue living the way we do, which is not sustainable.
As of April 2008, there were 6,171 properties within the identified flood risk zone where the probability of flooding is 1 event likely in 100 years for fluvial and 1 in 200 for tidal. There are a further 8,759 properties subject to a lesser probability of occurrence of 1 event in 1000 years, but where the event when it happens is more severe.
Building Sustainable Communities: The latest WAG household projections for Flintshire show that there will be a demand for x,xxx homes over the next yy years (Z homes/yr).
The recent Local Housing Market Assessment indicates that there is a significant need for affordable housing in the County, with X% of all new homes built needing to be affordable.
The Council’s open space survey carried out in 2005 Shows that there is in general terms an adequate supply of open/play space provision in Flintshire, this space is not always of the appropriate quality or in the right places.
The Welsh Index of Multiple Deprivation (WIMD) 2008 identifies that 9 areas in Flintshire are in the top 10% most deprived areas in Wales in relation to housing deprivation. These areas comprise……Check with YT.
Version 2 3 10/03/09 76 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
There are currently X,XXX applicants registered on the Council’s housing waiting list. The WIMD 2008 shows that Cilcain, Caerwys and Whitford are amongst the 10% most deprived areas in Wales in relation to access to services.
Valuing Our Environment: As well as the Dee Estuary, which is of international importance for its bird species, Flintshire contains numerous habitat types, which are nationally and internationally recognised, such as the mixed ash woodland along the Alyn Valley and the limestone grasslands on Halkyn Mountain.
Flintshire has significant areas of higher quality agricultural land (grades 2 and 3), with the higher grade (2) concentrated in the Sealand basin in the north east of the County.
Special Sites of Scientific Interest (SSSIs) are considered the most important sites in Wales for their natural heritage. SSSIs often support species or habitats that are of international importance. There are 23 SSSIs in Flintshire, and a further 6 Special Areas of Conservation (SAC) which include the whole of the Dee Estuary. There are also a total of 308 wildlife sites within Flintshire.
Flintshire has 337 Tree Preservation Orders (TPOs) which cover 105 woodlands, 63 areas, 372 groups of trees and 1,270 individual trees.
There are around 1,100 listed buildings in Flintshire. There are also 32 conservation areas, and 23 registered historic parks and gardens in the County and many are of national or even international importance.
Managing Energy, Resources and Infrastructure: STATS TO FOLLOW
Version 2 4 10/03/09 77 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
WHERE DO WE WANT TO BE 1. RESPONDING TO CLIMATE CHANGE Climate change is an urgent and compelling issue which places an unavoidable responsibility on society today, to act now to avoid, adapt to and mitigate the predicted future effects of climate change, which will occur if nothing is done.
This means living more sustainably as the impacts and consequences of doing otherwise will:
• Impact on the economy as markets change; • Question the resilience of our infrastructure (including transport and health) as flooding becomes more prevalent and temperatures rise; • Affect food resilience as growing conditions change; • Affect our overall quality of life.
In order that we minimise the contribution that we make to climate change in the future, we need to reconsider how we live, work and move about, reducing the consumption of energy and resources that we need.
The key elements to defining and understanding how we will do this/achieve this, are to:
• Develop an understanding along with our community partners of our carbon footprint and our environment limits, and develop strategies to reduce the impact of the way we serve the community; • Assess the strategic long term consequences of flooding in order that we adapt our approach to spatial planning and the location of development and infrastructure in the future; • Define ambitious but achievable targets that define and explain the concept of a low carbon county and how this can be achieved; • Identify the key interventions necessary to achieve agreed reduction targets;
Version 2 5 10/03/09 78 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
• Provide advice, guidance and a policy framework to make the community aware of their options and opportunities in relation to energy efficiency and reduction of their carbon emissions, an enourage the take up of these measures; • We should start with the easy things first, such as energy use, product/service design, employee working/travel patterns, and the impacts of our business/service operations; • We will develop a sustainability checklist to apply to all new developments; • To adapt to climate change, we need to minimize the threats from, and impact of, increased coastal erosion, increased flood risk, habitat disturbance, fragmentation and increased pressure on water supply and drainage systems; • We will use a peer review process to provide ongoing knowledge/training/understanding of our approach to tackling climate change, and how we monitor progress to achieving targets; • Identify, assess and apply measures to ensure effective adaptation to likely environmental, social and economic effects of climate change.
2. BUILDING SUSTAINABLE COMMUNITIES In order to live more sustainably we must reconsider our approach to the making and shaping of the places in which we live, work and interact. We must strive to make our communities attractive places to live and work, where inequalities between communities are minimised, whilst their individual character and distinctiveness is retained and enhanced.
We must therefore develop strategies for sustainable development and construction that incorporate the need to adapt to climate change alongside the need for a high quality of design of buildings and their relationship to their setting and to the public realm.
An important part of this will be to consider the role that Flintshire’s settlements fulfil, for the provision of housing, jobs, services and facilities. This must be judged against an assessment of the community’s needs for housing (including affordable homes), jobs, services and facilities, as well as opportunities for recreation, leisure and play.
Version 2 6 10/03/09 79 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
This must also be judged against the capacity of our settlements to accommodate future growth and development, in terms of flood risk, physical capacity (e.g. drainage, water supply, transport and accessibility), and social capacity (e.g. schools, health care, leisure).
Rural areas cover the majority of the land area in Flintshire. The issues facing rural communities (e.g. housing affordability, economic diversification, access to jobs and services) have particular causes and require particular solutions, but this does not mean that these issues should be dealt with in isolation, and not integrated with other mainstream decision making.
The key challenges in this are: • To provide quality, energy efficient, affordable homes in a choice of sustainable locations where people want to live; • To ensure that all new development is sustainable in terms of its design, location, layout, and achieves high standards of energy efficiency; • We need to identify and maximise opportunities to reuse previously developed land and buildings within towns and urban areas; • We should consider the regeneration and renewal potential which exists for parts of our towns and particularly our town centres; • In assessing the community’s need for development, services and facilities, we must engage effectively through the Community Planning process, in order to understand local issues, aspirations, and priorities; • To ensure that through careful and coordinated spatial, land use, and service planning, we maximise and focus public investment and regeneration opportunities on key priorities, which will in turn serve to guide and direct private investment to follow; • We need to identify the needs of our rural areas and consider how they are met through the development of a sustainable Rural Development Strategy.
3. VALUING OUR ENVIRONMENT Living sustainably means living within environmental limits. To achieve this we must value and respect the environment, its natural resources and its biodiversity as
Version 2 7 10/03/09 80 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC fundamental assets for their own sake, and for the contribution they make to our economy and to sustaining our communities and our quality of life.
Over 80% of Flintshire’s land area is classified as rural and within this and alongside a rich marine environment is a rich and diverse array of attractive and historic landscapes, productive agricultural land, accessible countryside and sites of local, regional, national and international conservation importance. Whilst there are significant responsibilities attached to the protection of this framework, there are also significant opportunities to enhance the quality of these assets and the role they can play in economic regeneration, health and wellbeing and our overall quality of life.
We will seek to develop a multidisciplinary approach to the identification, management and creation of green infrastructure. Green infrastructure is the County’s life support system – it is the network of green and blue spaces that lie within and between Flintshire’s towns and villages, which provides multiple social, economic and environmental benefits. The green infrastructure approach requires identification and management of a network of green spaces in an integrated way that allows for the provision of wider socio-economic and health benefits while at the same time, contributing to the delivery of biodiversity conservation objectives. Other benefits of green infrastructure include the adaptation and mitigation of climate change.
In relation to the marine environment, Flintshire has a significant length of attractive and sensitive coastline, which has associated with it a challenging combination of management issues. This requires the development of an integrated approach to the development of a strategy concerning the coastal zone, which links together spatial planning on land with that at sea. This will ensure the most effective protection, enhancement and use of the resources.
The key elements to achieving this involve: • Protecting and enhancing environmental quality by understanding and respecting the character, distinctiveness of species, habitats and landscapes; • Providing a more integrated approach to delivering a better environment through effective and coordinated land and water management including an improved
Version 2 8 10/03/09 81 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
relationship of new development to water resources, flood risk and adaptation to the impacts of climate change; • Taking the opportunity to develop with partners a multifunctional policy framework approach to green infrastructure, improving access to green space which in turn contributes to place making, economic and social regeneration, and health and wellbeing; • Maintaining and enhancing the tranquility of open countryside and rural areas; • Preserving, protecting and enhancing the quality and quantity of biodiversity and habitats; • Ensuring that plans, strategies and proposals which alone or in combination could have a significant affect on the integrity and conservation objectives of sites of international importance for nature conservation, are subject to assessment; • Developing policy responses to address national environmental and biodiversity issues by considering integrated land use in coastal and marine management, in the context of dynamic habitats and changing landscapes; • Understanding the environmental capacity of the county to monitor performance and underpin future policy development.
4. MANAGING ENERGY, RESOURCES AND INFRASTRUCTURE Flintshire’s economic competitiveness is important and its growth must be facilitated but demands for housing, workplaces and services to support this growth will need to be met in a more sustainable manner, making the best use of energy and existing infrastructure, and managing resources prudently and efficiently.
Whilst the conservation and enhancement of Flintshire’s environmental and cultural assets is of utmost importance, we must also consider the role of the environment when seeking to achieve social and economic objectives and addressing climate change. The environmental economy makes a significant contribution to overall growth, and an integrated approach is required to ensure this can continue in a sustainable manner without causing irreversible harm.
This integrated approach should encompass: • Water management • Waste management
Version 2 9 10/03/09 82 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
• Minerals • Energy • Sustainable transport
We must aim to integrate water management with growth and development, respecting the capacity of the water environment to cope with changes in land use, whilst factoring in the risks and uncertainties associated with the extremes of excess winter water and shortage in summer, which will result from climate change. It is critical that we manage the area’s demand for water as well as current and future flood risk, to avoid potential damage to property or loss of life.
In relation to waste management, European legislation, government targets, and rising public expectations combine to drive the need for a change in our approach to waste management. Accepting the need to minimize waste production as a first principle, an imperative thereafter is to manage waste more sustainably, providing alternative facilities for reprocessing, recycling, treatment and disposal. We will work in partnership at the regional level and locally, to ensure that a range of appropriate and sustainable facilities are provided, and that waste targets are met and exceeded.
National policies seek to protect mineral reserves whilst at the same time ensuring that an adequate supply is available to meet needs. Flintshire is an important source of hard rock limestone and sand and gravel and we will ensure that the need for these minerals is assessed against current land banked reserves, the potential for secondary aggregates, before allowing development of new or extended mineral sites.
The production, security of supply, and efficient use of energy is essential to our society today, but our approach to energy should be based on moving towards a sustainable energy system, which should focus on reducing energy wastage, reducing demand, and increasing energy efficiency. This means that new development must achieve higher standards of energy efficiency from the outset, and the existing housing stock and industrial base must improve on their current levels of energy efficiency and CO2 emissions.
Version 2 10 10/03/09 83 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4N.DOC
In relation to sustainable transport infrastructure, development should be located so as to reduce the need to travel especially by car, and to enable people as far as is practicable, to meet their needs locally.
The key elements to achieving this include:
• Work with water companies and the Environment Agency Wales when planning the location and phasing of new development; • Produce a strategic flood risk assessment for the County to inform future spatial planning options and adaptation strategies to climate change; • Require new development to incorporate sustainable drainage systems and water conservation measures; • Promote and require the provision of a sustainable waste management infrastructure, facilities and systems for all waste streams, in line with the waste hierarchy and the proximity principle; • In ensuring the provision of a steady and adequate supply of minerals to meet requirements, we must also ensure that once these sites cease to be worked, they are restored to high environmental sustainability standards.
Version 2 11 10/03/09 84 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
HEALTH AND WELL-BEING / HEALTH IMPROVEMENT THROUGH EVERYTHING WE DO
OUR VISION We support the World Health Organisation’s definition of ‘health’ as being ‘a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity’.
We want Flintshire to be a County in which people are able to achieve the best possible physical and mental health and well-being. We will achieve this through providing accessible and relevant information, high quality services and opportunities for all individuals to live, work and spend their leisure time in ways that enable and encourage them to look after their own health, and that of others.
A healthy Flintshire will mean improved health for all. It will focus action on people whose choices or circumstances put them at increased risk of poor health.
Whilst working to improving the health and well-being of people, we will work to reduce the gap in life expectancy and improve the health status of individuals and communities that are experiencing greater levels of ill health.
Partners will understand and maximise their potential to promote and support health and well-being, and will work to ensure that opportunities to improve both physical and mental health and well-being is at the heart of everything that we do.
We aim to deliver this ambition through a number of key elements: 1. Promoting and Protecting Health and Well-Being 2. Bringing Optimum Health to All 3. Increasing Personal and Organisational Responsibility for Health
Version 7 1 12/03/09
85 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
WHERE ARE WE NOW A large number of statistics and indicators are used to monitor and report on health status, behaviour and lifestyles of individuals, and causes of death. The key messages are:
• As elsewhere in the UK, the proportion of older people in the population in Flintshire is increasing. Between 1991 and 2006 the 55 to 59 years age group grew by 4,032 (36%), 85+ years age group grew by 1,088 (39%).
• Average life expectancy is increasing. However this does not mean that everyone is benefiting equally from this. For example, on average, women still live longer than men and life expectancy is reduced for people who have a mental health problem or who live in more deprived communities for example.
• Life expectancy for males in Flintshire is 73.6 years (compared with 75.8 years for Wales); for Flintshire females it is 78.8 years (80.3 for Wales).
• In the 2001 Census, almost 70% of the population of Flintshire self-reported that they had been in ‘good health’. Almost 80% of the population in Mold South reported that they were in “good health” compared to less than 60% of the population in Holywell Central and Flint Castle.
• Compared to the Welsh average, population health indicators for Flintshire are often favourable. However when these figures are compared with areas outside of Wales, the results often reveal that there is still much that can be done.
• The diseases causing ill health and premature death in the County are often preventable. However statistics reveal that many people continue to adopt and maintain lifestyle behaviours that put them at increased risk, and that there are inequalities that exist between population groups. For example, according to the Welsh Health Survey, Flintshire residents self-reported the following health related behaviours:
Version 7 2 12/03/09
86 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
Flintshire Wales • Residents with BMI of 25 or more 53% 54% • Residents who smoke 26% 27% • Residents that have usual alcohol consumption 38% 40% above daily guidelines • Residents that “Binge drink” (defined as drinking 17% 19% eight or more units of alcohol in one session for men, and more than six units in one session for women) • Residents that meet the recommended 39% 40% consumption of fruit and vegetables (5 portions or more per day) • Residents that achieve the recommended levels of 31% 29% physical activity
• Furthermore, in line with other parts of Wales, the rate of diagnosed sexually transmitted infections has increased markedly in recent years.
• Using population data and obesity prevalence rates from the National Heart Forum, an estimated 15% of children aged 4 to 11 years in Flintshire are overweight or obese. In addition, only 25% of young people in Flintshire meet the recommended level of physical activity and 25% are inactive.
• Between 2003 and 2004, five year olds in Flintshire had the lowest rate of decayed / missing / filled teeth in Wales. However, this rate is three and a half time worse than the best Primary Care Trust (PCT) area in England.
• In 2006, diseases of the circulatory system were the main cause of mortality in Flintshire, accounting for 34% of all deaths.
Version 7 3 12/03/09
87 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
• There has been an increase in the proportion of deaths from cancer from 26% of all deaths in 1996 to 33% in 2006. However as the proportion of older people in the population is increasing, and increasing age is a key risk factor for cancer, this increase is not unexpected.
WHERE DO WE WANT TO BE 1. PROMOTING AND PROTECTING HEALTH AND WELL-BEING Giving individuals and communities the knowledge and skills they need to make choices that promote and protect their physical and mental health and well-being throughout life is essential.
The provision of information and advice about steps that children, adults and families can take to improve their own health and well-being plays an important part in enabling us to deliver this ambition. We will improve access to and support to understand/make use of quality assured information on a wide range of issues that impact directly or indirectly on health. Examples include:
• Managing personal finances, improving fuel efficiency at home or engaging in opportunities to comment on developments locally and across the county.
• Lifestyle behaviours such as not smoking, being active, eating a balanced diet, and reducing alcohol consumption in line with the recommended guidelines, etc.
• Health protection issues such as immunisation, health screening and infection control.
o The importance of maintaining a high level of uptake of immunisations to protect against specific diseases cannot be underestimated. Unless 95% coverage is reached there remain a sufficient number of susceptible individuals for an outbreak to occur. The programme of early childhood immunisations, together with boosters and additional vaccines targeted at adolescents and the
Version 7 4 12/03/09
88 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
opportunity for flu and pneumoccocal immunisation in older people and those in particular circumstances, all contribute to protecting the population against diseases that are preventable which can be fatal or leave long-term disability.
o Promoting the uptake of the national screening programmes (including antenatal screening, the newborn hearing programme, breast, bowel and cervical cancer screening) can help to identify potential threats to health at an earlier stage than is otherwise possible. This can increase the range of choices available to the individual, and/or mobilise appropriate services to support them.
We will ensure continued and coordinated access to such resources, with support where appropriate to enable people to understand and act on the information contained.
We will also help individuals and communities increase their skills and confidence to adopt health promoting behaviours (e.g. health literacy, cooking skills etc)
We will support people to eat a balanced, nutritious diet and lead an active lifestyle so that levels of obesity that contribute to many poor health outcomes are reduced. Reducing health damaging behaviours of all types is important, but we also recognise that people’s home, work and neighbourhood environments, their educational attainment, financial circumstances, ability to access places and opportunities, and feelings of safety and belonging all have the potential to impact positively or negatively on people’s ability to stay well, or likelihood of becoming ill.
We recognise that (despite our efforts to promote good health and well-being) illness, injury and/or disability will affect some Flintshire residents. Our responses as services providers will be to continue to provide timely and effective interventions, at appropriate locations (including within people’s own homes where it is possible to do so). We will strive to restore people to their fullest health potential as quickly as possible, ensuring that individual choices about the quality of their life are paramount.
Version 7 5 12/03/09
89 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
The population in Flintshire is changing. The population is ageing and there are more people living for longer periods of time with chronic health conditions, mental health problems (particularly those associated with ageing) and/or disabilities. The impact and opportunities that this shift will bring must be understood and responded to appropriately.
2. INCREASING PERSONAL AND ORGANISATIONAL RESPONSIBILITY FOR HEALTH Providing services which promote and support both physical and mental health and well-being is fundamental to our ambition.
Given the broad range of factors that influence an individual’s or population’s health and well-being, all organisations and agencies need to consider how they can contribute to promoting good physical and mental health and well-being, and reducing harms or risk. We will achieve this by:
• Promoting the importance of the wider determinants of health. This includes raising awareness that people’s home, work and neighbourhood environments, their educational attainment, caring commitments, financial circumstances, ability to access places and opportunities, and feelings of safety and belonging all impact on health and well being.
• Raising the profile of the importance of developing ‘healthy public policy’. This important component of effective strategies to improve population health can be taken forward by embedding health impact assessment (HIA) considerations into all decision making.
• Supporting and responding to input from customers, clients, patients, families and organisations and groups that represent them. We will embed engagement and involvement of the public in decision making about policy, service developments
Version 7 6 12/03/09
90 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
and delivery, thereby helping to engender feelings of self efficacy which is a component of mental well-being.
• Supporting the development of strong communities (whether in geographic areas, settings or between people who share common circumstances) so that people can support and learn from one another as this is integral to promoting both mental and physical well-being.
• Leading by example to improve the health of our workforce through effective health promotion. We believe that it is important that we demonstrate our commitment by recognising the impact that we can have on our employees, creating a supportive environment, providing information, and having policies and practices which assist employees to make healthy choices.
Alerting people of the possible consequences of their behaviours and lifestyles on their own and their families’ health is important to us. We acknowledge and accept that every person has the right to determine how they live their lives; however where there is actual or potential harm (whether to the individual or to others) arising from such choices, we will endeavour to provide appropriate input to support the adoption of less harmful behaviours.
3. BRINGING OPTIMUM HEALTH TO ALL Supporting individuals to maintain, regain or improve their optimum level of physical and mental health and well-being is important to us.
We will continue to provide timely and effective interventions, at appropriate locations to people who need health and social care services. We will strive to restore people to their fullest health potential as quickly as possible, ensuring that individual choices about the quality of their life are paramount.
In delivering this ambition, we will ensure particular consideration is given to:
Version 7 7 12/03/09
91 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
• Providing flexible and responsive support to people who are carers. We recognise and value the importance of carers, both in terms of the direct support they give to the person they are caring for, and as essential components of healthcare and social care provision in the county. We will identify people in a caring role through our assessment processes, and will strive to ensure that carers own needs (whether financial, practical, or emotional) are met through signposting them to appropriate services.
• The impact and opportunities posed by demographic change, including the ageing population. For example, as our older population expands and life expectancy increases, there will be an increasing need to support people’s choices, for example, their living arrangements.
• Available evidence about communities which are (or are at risk of) experiencing poorer health, reduced access to services or are otherwise disadvantaged by the current pattern of service delivery (including health care, education, social care, leisure services, housing, transport, etc.) We will take account of this information in making decisions about service development (across all policy areas), and specific interventions and also adapt current practices to promote a more accessible service.
• Ensuring that particular population groups have access to targeted services – for example: outreach healthcare provision (including immunisations) to the traveller community and to those who are homeless; providing appropriate education opportunities for mothers of school age, or coordinating community transport schemes to increase access to all kinds of services (including health treatment, work, education and leisure) to people unable to travel using other means.
We recognise that reducing poverty and its related disadvantage, using both targeted and universally applied approaches is essential to improving the health and well-being
Version 7 8 12/03/09
92 C:\cadmin\YTOS-7SUGEV-JSND-7SWH4W.DOC
of our communities. We will pursue initiatives to give people a better environment to improve their physical and mental health and well-being by targeting initiatives to maximise income / reduce poverty both on geographical areas of deprivation and on particular population groups. This may include benefits uptake campaigns, debt management advice, learning opportunities and skills building, volunteering and work placement opportunities, and/or area regeneration initiatives.
Version 7 9 12/03/09
93 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
LEARNING / LEARNING & SKILLS FOR LIFE
OUR VISION Quality learning, cultural and leisure experiences accessible to all have the potential to enhance and change the quality of life of people in Flintshire. We want Flintshire to be a County in which all people are able to reach their potential throughout their life through access to opportunities where they can learn and develop in line with their needs.
High quality education and training opportunities make a vital contribution to improving the communities of Flintshire. They are a key part of securing social and economic wellbeing. Children and adults learn in many settings, and an environment must be established where individuals, businesses and organisations including the voluntary sector support and promote both informal and formal learning.
We want to ensure that people in Flintshire have a comprehensive range of education, training and learning opportunities, including gaining essential basic and key skills, vocational skills, personal skills and social / life skills.
We aim to deliver this ambition through a number of key elements:
1. Improving opportunities for children and young people 2. Widening learning opportunities 3. Improving employability and skills
WHERE ARE WE NOW • In 2005, there were 13.5% of residents of working age with no qualifications - compared to 16.6% for Wales. There are also fewer residents with degree level qualifications in Flintshire (22.8%) than in Wales (24%).
• Mold South has the highest number of people aged 16 to 74 years with qualifications of NVQ4 or above (34.4%), and Flint Castle has the highest amount of people with no qualifications (50.4%). Version 4 1 09/03/09
94 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
• In 2008, parts of Shotton Higher, Mold West and Greenfield as well as Flint Castle were in the most deprived 10% for education, skills and training deprivation in Wales. The majority of areas in Flintshire’s are in the least deprived 50%.
• The total population of children under 5 in Flintshire was estimated to be 7,298. There was one childcare place for every 6 children aged 0 to 4 years. In Wales in 2006, the figure was just over 1 place for every 13 children.
• Childcare provision varies across the County. In Flint Mount Pleasant, Cornist and Flint Mountain there is no early years provision compared to nearly 48 places for every 100 children in Flint Castle and Oakenholt.
• In 2007, Flintshire pupils received the following expected Key Stage results: o Key Stage 1 at Year 2 was 81.6% - higher than the Welsh average of 80.1%. o Key Stage 2 at Year 6 was 73.3% - lower than the Welsh average of 74.1%. o Key Stage 3 at Year 9 was 62.4% - higher than the Welsh average of 56.7%.
• In 2007, Flintshire is above the Welsh average for exams at age 15 for: o the percentage entering GCSEs. o the percentage achieving single and multiple passes and good passes at A* to C. o the Core Subject Indicator (good passes in English or Welsh, Maths, and Science).
• Flintshire has one of the lowest absenteeism rates from school out of the 22 local authorities in Wales.
• The total number of registered places in after school clubs in Flintshire was 1,827, which relates to just 9.5 places for every 100 children aged 5 to 14 years.
Version 4 2 09/03/09
95 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
• 14% of sessional child care settings are Welsh Medium in Flintshire with an additional 8% delivering services bilingually. While English alone is used in only 27% of settings, the majority of services are predominantly English with some use of Welsh.
• A-level results in Flintshire over the past 6 years have shown that although the fraction of pupils achieving at least 2 passes is at or above the Welsh average, the fraction achieving at least 2 passes at grades A to C is lower than the Welsh average.
• In 2003, a survey reported that people who were in fair or poor health were much more likely to have at most entry level literacy (41% in Flintshire compared to 25% for Wales) or at most entry level numeracy (69% in Flintshire compared to 53% for Wales).
WHERE DO WE WANT TO BE 1. IMPROVING OPPORTUNITIES FOR CHILDREN AND YOUNG PEOPLE We will ensure that children have a ‘flying start’ in life and the best possible basis for their future growth and development. To do this, we will develop new and support existing local and national initiatives / programmes, as appropriate, based around parenting, education, play and childcare.
The opportunity for all children and young people to be included in such initiatives and programmes will be supported by:
• Providing access to services and information. • Promoting participation and positive citizenship. • Promoting Advocacy (representing the views, wishes and needs of children and young people to decision makers). • Promoting social inclusiveness and cohesion in all that we do.
A positive parenting style has a strong and beneficial impact on children’s outcomes and can act as a protective factor against other risks. Agencies will work with families
Version 4 3 09/03/09
96 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
as a whole to maximise the support that is available to them so that they can reach their full potential.
We want to ensure that the children and young people of Flintshire have a comprehensive range of education and learning opportunities. We want all children and young people to benefit from their education as students, as citizens and in their future careers by:
• Working in a physical and emotional environment which enhances learning experiences in a variety of different situations both structured and unstructured. • Experiencing learning which matches their individual needs (academic, emotional, social and cultural). • Having lifelong learning skills and attitudes integrated into learning activities.
The Foundation Phase is the National Curriculum for three to seven year olds. This represents a major shift in the way that schools will teach young children to ensure that they achieve their full potential. In delivering this Curriculum, we will need to improve: learning environments and leadership; teaching and support staff training; working in partnership with agencies, parents and carers; and improving information that is provided to all.
Play has an important role in experiential learning and can promote positive self esteem, self confidence and a sense of belonging. We recognise that there is a wide range of play provision ranging from informal settings such as play areas, to structured settings such as play groups, and more formal such as Foundation Phase. We will continue to provide and develop opportunities for formal and informal play close to where people live.
We will tackle issues that prevent children and young people from reaching their full potential, for example, where behaviour puts them at risk such as smoking, substance
Version 4 4 09/03/09
97 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
misuse including prescribed drugs, alcohol misuse, eating disorders and obesity, unsafe sexual practice, mental health problems.
Ensuring that formal education is of high quality and relevant to the world of work is essential. We recognise that a young person’s education up to the age of 16 can make a significant contribution to their employability and skill levels. We will continue to improve future job prospects by planning for higher educational attainment.
We will actively encourage participation in further and higher education. Delivering the entitlement of all 14 to 19 year old students to a wide range of vocational and academic curriculum options require new ways of working across the network of providers in the region. Key tasks include:
• Widening the options available for 14 to 19 year olds. • Reducing unnecessary duplication of provision by increasing levels of collaborative curriculum planning. • Planning for excellence across all aspects of network provision.
We will ensure that the needs of children and young people who are vulnerable or who have additional needs are identified at the earliest opportunity so that appropriate arrangements can be made for them in the pre-school setting, on entry to school and thereafter. We will support vulnerable individual and groups to improve: their access to services and information; education; health and well being; transition into adult services; inclusion; and, accommodation and housing.
2. WIDENING LEARNING OPPORTUNITIES Education, training and learning opportunities - such as gaining essential basic and key skills, personal skills and social / life skills – sit alongside cultural and leisure experiences in the wider context of lifelong learning. We understand that all of these have the potential to enhance and change the quality of life of people in Flintshire. In addition, there are lots of ways to learn. We recognise that it is important for us to
Version 4 5 09/03/09
98 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
understand the learning needs of our communities so that we can focus on supporting them to develop.
We will promote learning in all its forms and the benefits that it can bring to the individual, their family and the wider community. However, there are a number of barriers to learning at all ages such as poor health and disability, conflicting care responsibilities, lack of information, possessing few or no qualifications, inaccessible facilities and transport difficulties, lack of confidence, age discrimination, language, cost, etc. We will continue to identify these obstacles and put measures in place to help remove barriers to learning.
Ensuring that people have access to information and advice to help them to overcome any barriers to learning is essential. We want to encourage people to be confident as learners.
We recognise that there are some people who may be at risk of exclusion and it is these people that are often the hardest to engage. This engagement is essential if service provision is to be properly targeted and appropriate to individuals’ needs. The voluntary and community sectors are ideally placed to engage excluded groups and have a significant role in providing both formal and informal learning in a community setting so that we can support them to develop.
Where it is difficult for people to travel, learning opportunities should be provided close to where people live or work. We will maximise the opportunities for developing and supporting schools for the whole community and programmes for learning outside school hours including voluntary leisure, arts and cultural activities.
We will also seek to expand alternative routes to education by increasing opportunities for on-line education, community learning and libraries, and making use of new technologies and innovative approaches to the way that we use existing resources. We will also explore new or different ways for people to learn that promote learning for pleasure. Version 4 6 09/03/09
99 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
We will enhance the role of education in family and community life by developing excellence from pre-school provision through the National Curriculum key stages and beyond. This will include the needs of adult returnees and older people as well as the fostering of active links between schools, colleges, communities and other centres of learning. It will also include the promotion of intergenerational learning and community involvement in learning.
Key principles to underpin the work in Flintshire include: • Recognising that learners’ needs are central. • More collaboration and partnership working. • There will be a learner entitlement to a wider choice of pathways. • Buildings that will be fit for purpose and curriculum requirements. • Changes that lead to improvement (standards, range of choice, participation rates). • Maximising use of current assets. • Parity of esteem between vocational and academic pathways. • Excessive learner travel should be avoided (distance and frequency). • There will be opportunities to learn in English and/or Welsh and within a faith based setting. • Agreement on and coordinated publication of all pathways available within Flintshire.
3. IMPROVING EMPLOYABILITY AND SKILLS Education and skills are essential for maintaining the economic prosperity of Flintshire. A commitment to lifelong learning will help the county to adapt to changing economic conditions and the changing demand for different occupations and industrial sectors.
Working, whether paid or voluntary, is generally linked with better quality of life, more active lifestyles, improved well-being, a greater sense of social inclusion and better
Version 4 7 09/03/09
100 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
income. People with low skills levels can be at increased risk of income poverty. Maintaining people’s skills whether they are in the workplace or retired can bring benefits not only to the employer but to an individual’s mental and physical health. We want people to be able reach their potential and to access more high value jobs.
Helping people to reach their potential is important to us but we realise that learning potential and / or need will differ from person to person. For some it may be about increasing employability, for others it may be to develop vocational skills to do well in workplace or social / life skills.
There are significant numbers of people who are economically inactive in Flintshire and do not share the prosperity of the county as a result. People who are economically inactive already face multiple barriers to engaging with the labour market whether that be through employment, learning or volunteering. The challenge for Flintshire is even greater in providing support and training for those who want to work. We will provide locally based solutions to local needs and to recognise the need for soft skills development, volunteering and the gradual steps towards activity that are required before entering accredited training or mainstream employment.
We aim to: • Develop locally based approaches to local employment skills needs through regeneration initiatives such as Communities First and other similar programmes. • Encourage an increase in skill levels within the county and foster a culture of lifelong learning and continuous personal development in partnership with colleges and training providers. • Work with employers to facilitate the development of employees and increase the availability of opportunities for employment thereby promoting the availability of a skilled and flexible workforce. • Work with employers to support the transition of young people from school to the world of work.
Version 4 8 09/03/09
101 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
• As partners, we also aim to be model employers ourselves, facilitating access to appropriate continuing development and training opportunities for staff which will result in staff feeling more valued, which benefits our customers in turn.
We want Flintshire to be a place where secondary schools, further and higher education are closely integrated equipping people with the skills and qualifications they need to secure productive, rewarding and high value employment in a modern economy. We want to be a learning county that is at the forefront of new technology in our schools, homes, local businesses and organisations.
Without appropriate job training, workers’ skills can become obsolete. Moreover, in the absence of flexible working arrangements it may be difficult for some people to combine work with their caring responsibilities.
As model employers, we will seek to enable people to reach their potential by: • Ensuring sufficient high performing staff are recruited, trained and retained. • Supporting flexible working opportunities that can benefit everyone - employers, employees and their families. • Designing pay and reward structures that attract, retain and develop a skilled and flexible workforce, while achieving value for money and fairness. • Developing workforce skill and capacity to address both current and future skills needs • Developing leadership capacity
We will encourage other employers in Flintshire to create the right conditions to encourage people to work and improve peoples working lives through ways of working that recognise equality and diversity, and support investment in workforce development and training – in and out of the workplace, flexible working arrangements, staff involvement, and a ‘healthy’ and safe workplace.
Version 4 9 09/03/09
102 C:\cadmin\YTOS-7SUGEV-JSND-7SWH55.DOC
The proportion of older people in Flintshire is growing. As people get older it is important to enable them to develop their skills so that they can adapt to their changing role, employment or industry demands.
We will develop policies and initiatives to enable the over 50’s to continue to work, learn, volunteer and care, making an active contribution for as long as they wish and ensure that they do not live in poverty by providing support to:
• the recruitment and retention of older workers and increase economic activity by improving access to jobs for the over 50s, including the disabled and those who have experienced ill health. • Enable older employees to re-train and upgrade their skills and, in addition, pass on their skills and experience, in part through intergenerational learning in the workplace. • The development of flexible working practices to accommodate carers and develop programmes to ensure gradual transitions to retirement. • Encouraging volunteering programmes involving the over 50s in order to extend the active contribution of older people.
Version 4 10 09/03/09
103 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
SAFEGUARDING / SAFE AND SUPPORTIVE COMMUNITIES
OUR VISION We want Flintshire to be a County where people of all ages and from all backgrounds and abilities feel safe, confident, supported and protected from harm, including abuse and neglect.
We want to reduce the impact that crime and anti-social behaviour can have on the lives of people.
We want to reduce the number and the impact of unintentional injuries in homes, in our communities and neighbourhoods.
We want all people to feel that they are a part of a community in which they can actively participate and can both give and receive help and support, where public services in Flintshire work alongside individuals, families, neighbourhood, voluntary and community groups to support vulnerable people and to tackle the problems and challenges which face them.
We recognise that any individual can be vulnerable at any stage of their life. Vulnerability means that a person may be at greater risk and have less ability to cope with different aspects of their life. It may be based on socio-economic conditions, gender, age, disability (mental and physical), ethnicity, lifestyle or other criteria that influence a persons well being and / or their ability to access resources and development opportunities.
We will achieve this vision by ensuring that public services and local people work effectively together to create:
1. Inclusive communities and neighbourhoods 2. Communities that are safe and protected from harm 3. Supportive communities and neighbourhoods
Version 8 1 20/04/09
104 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
WHERE ARE WE NOW • It can be estimated that around 25% of children in Flintshire living below the official poverty level.
• During 2007 and 2008, there was a 24% (664 crimes) reduction in violent crime.
• In 2007/08, of those who were victims of crime, 60% were aged between 21 and 50 years.
• During 2007 and 2008, 9,579 incidents of anti social behaviour were reported. The highest number of incidents related to rowdy nuisance with 6,480 (67.6%) reports, followed by complaints about pets/animals with 940 incidents and reports of vehicle nuisance with 677 incidents.
• A form of anti social behaviour is deliberate fire setting. During 2007 and 2008, North Wales Fire and Rescue Service (NWFRS) attended 1,840 deliberate fires of which 376 (20.4%) were in Flintshire. 015 of the incidents were attacks on items of value such as property and vehicles. 271 were deliberate secondary fires which included refuse, fly tipping, grass / gorse, hedge rows and abandoned vehicles.
• In 2007/08, NWFRS delivered tailored fire safety advice to 4,895 homes in Flintshire in the form of a Home Fire Safety Check.
• During 2007 and 2008, there were 1,538 domestic violence incidents reported. Of these 462 (30%) were recorded as crimes. There were 395 arrests providing a crime to arrest ratio of 85.4%. 33 of the persons arrested were repeat offenders.
• There has been a significant increase in the number of people accessing help in relation to alcohol misuse. There is a recognized link between alcohol misuse, domestic violence and anti-social behaviour.
Version 8 2 20/04/09
105 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
• Each year, it is estimated that over 6,100 children in Flintshire will attend hospital as a result of an injury. Approximately half of these injuries occur in the home, and are potentially preventable. Similarly, an estimated 6,600 people over the age of 50 will experience a fall each year, with over 1,300 incidents requiring medical attention and approximately 600 fractures.
• In 2004, Flintshire’s road traffic collision casualty rate was the second highest in Wales at 560 per 100,000 population. Furthermore, the total number of casualties and collisions on roads in Flintshire has been constant over the last three years and injuries to children as passengers have risen substantially.
• Between 2001 and 2007 there were 579 accidental fires in homes in Flintshire. There were 135 injuries and 8 deaths. Seven main contributory factors associated with this type of fire have been identified that include being alone, fire interaction, not having a smoke detector, age, alcohol use, disability and living in rented accommodation.
• During 2007/08, 141 incidents were dealt with under Flintshire’s adult protection procedures.
• In December 2008, 86 children were on Flintshire’s Child Protection register.
• There has been a positive increase in the percentage of clients aged 65+ who are supported in the community.
• The 2001 Census recorded 16,451 (11.1% of total population) people in Flintshire that were providing unpaid care. 23% of these Carers provide 50+ hours care per week. These figures relate to known Carers.
Version 8 3 20/04/09
106 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
• Since 2004 indications are that there have been a significant number of migrant workers coming to live and/or work in Flintshire, mainly in Flint and Deeside.
• It is estimated that aside from English and Welsh there are over 30 different languages spoken in Flintshire.
• Flintshire has the highest recorded number of unauthorised Gypsy and Traveller encampments in North Wales. Between 2006 and 2007, there were 46 unauthorised encampments.
• In 2003, there were over a 1,000 voluntary and community groups in Flintshire comprising 18,000 volunteers and trustees, 2,500 staff and with an annual income of £15 million. The groups vary greatly in size and purpose with the majority being small local groups run entirely by volunteers, however, a significant number are larger organisations, operating across the county, employing staff, and involving volunteers, some are branches of national charities. Voluntary and community groups involve thousands of people every week. They provide a wide range of services and activities which enhance the social, cultural and economic life of the community. These include, support for children, families and young people, arts activities, environmental projects, health and social care services, advice and advocacy, training, support for people with disabilities, sports, leisure and recreation activities.
WHERE DO WE WANT TO BE 1. INCLUSIVE COMMUNITIES & NEIGHBOURHOODS We want Flintshire to be a County built on fairness and respect, where people feel confident in all aspects of their diversity regardless of age, disability, gender, language, race, religion or belief, and sexual orientation.
We will ensure that people from different backgrounds have similar life opportunities and know their rights and responsibilities.
Version 8 4 20/04/09
107 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
Community Cohesion lies at the heart of a strong, vibrant and safe community and is what must happen in all communities to enable different groups of people to get on well together. People valuing each other and playing an active part in the community will mean that:
• More people will be clear about how they are expected to behave, will take responsibility for their own and their children’s behaviours and will respect others and their neighbourhood. • More people will be able to choose how they get involved and feel they have a voice in their community. • Newly arrived and established communities will be able to communicate, share experiences and information to maximise their contribution to and experience of life in Flintshire.
We will map our communities to enable us to understand: • The people who make up our communities; • Where they live; • What their needs are; • What their perceptions are about their local community; • How these communities are changing; • What issues and activities may be impacting, both negatively and positively, on their community life, and; • How communities engage and communicate with each other and identify areas of concern and opportunity.
This in turn will enable public service providers, voluntary and community groups in Flintshire to prioritise their services in line with local needs.
Version 8 5 20/04/09
108 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
2. COMMUNITIES THAT ARE SAFE AND PROTECTED FROM HARM We want to improve people’s quality of life by helping them to feel safe, protected from harm and more at ease in their homes, neighbourhoods and in public areas across the County.
Harm can be either intended or unintended. We will work in partnership to positively address factors that can affect: • Unintentional injuries occurring in and around the home or care environment. • Unintentional injuries to older people arising from a fall. • Unintentional injuries to people on the roads (pedestrians, passengers, cyclists and drivers / riders of motor vehicles).
Although the communities of Flintshire will be encouraged to take part in ensuring their own safety, we will listen to the needs of our communities and engage with hard to reach and diverse groups. At the same time we will focus on safety issues that partners identify through the use of local information and identify vulnerable people and premises through effective partnership working and community education.
We will support people including victims of crime and the vulnerable, to make their home environment a safe place for their family to live and grow. This will include addressing issues of safe play including toy safety in the home and in childcare facilities, fire prevention, unintentional injuries, and domestic abuse.
We will aim to increase early identification and intervention with victims of domestic violence by utilizing all points of contact with front line professionals. We will build on existing capacity to provide effective advice and support to victims of domestic violence. We will improve the response to domestic violence by supporting victims through the criminal justice system and to manage perpetration to reduce risk.
We will seek to understand the impact of substance misuse in the family by understanding the root causes and by supporting families to stay together. We will aim to reduce the harm to individuals caused by substance misuse particularly
Version 8 6 20/04/09
109 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
children and young people, families and the wider community. We will improve the availability of education and treatment services and give particular priority to issues relating to alcohol. We are focused on tackling the availability of illegal drugs and the inappropriate availability of alcohol and other substances.
We will take action to address and positively manage factors commonly associated with crime and anti-social behaviour that impact upon how safe a person feels in their community. More people will consider the County to be a safe place as fear of crime will be reduced, including tackling issues that people perceive as threatening and destructive including racial abuse and hate crime.
We will help to distinguish between people’s perception of crime and how safe they feel by engaging public figures, elected members and the media to help communicate the facts about community safety and to help reduce peoples fear. We will also utilize modern technology such as mobile telephones and the internet to inform and educate our communities. This will help to ensure that people have the knowledge and understanding to address issues that affect them in relation to crime and safety.
All offenders and ex-offenders will, where possible and appropriate, receive every opportunity to rehabilitate themselves. However the needs of the victims are paramount and this remains at the heart of our ambition.
We will work together to protect and support children and adults who need safeguarding because of risk of neglect, abuse and other forms of harm. We will support the wide range of professionals in agencies who work in this sensitive and challenging area.
Safeguarding vulnerable adults and children is everyone’s priority. We want our communities to feel that they have responsibility for not just their own safety but also the safety of vulnerable people. We will help to ensure that communities have the knowledge and understanding to address such issues and take action when needed.
Version 8 7 20/04/09
110 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
In 2007, a consultation by the Children & Young People’s Partnership with young people highlighted the following; sports centres are considered too expensive to attend on a regular basis, youth clubs did not open enough in evenings and not at all during school holidays and were not all of a suitable building standard, dancing venues were not provided, parks were not challenging/fun enough and were poorly lit at night and there was poor knowledge of clubs and activities available.
We recognise that sport and leisure has an important role to play in preventing anti- social behaviour amongst children and adults. Sport and leisure can generate commitment and pride, removes social barriers, can provide a focus for peoples’ lives, and helps promote team work, a sense of belonging, social responsibility and healthy lifestyles. We will engage with people to provide appropriate opportunities for all for sport and leisure activities at school, in the home, the workplace, open spaces and leisure facilities. We will also work with communities to improve their understanding of anti-social behaviour and how to respond to it.
We will empower children at school and adults in the workplace not to feel threatened or bullied by putting mechanisms in place to respond accordingly and effectively.
We will work together to deliver a safer travel network that promotes the use of a safe and accessible public transport system. This will also include considering local measures to promote road safety and therefore reduce fatal accidents and accidents resulting in injuries.
3. SUPPORTIVE PLACES Flintshire is a safe place to live with opportunities for people to participate in many aspects of community life. However, there are some communities where individuals and families may struggle to find support and where services and facilities are difficult to access. There are over 1,000 voluntary and community groups operating in the county covering a wide range of activities and services, including: playgroups
Version 8 8 20/04/09
111 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
and youth groups, sports and arts groups, social groups and self-help groups, environmental and conservation groups. The majority are small local groups, managed and run by volunteers. Together with public services they play a key role in supporting people and ensuring that they feel safe and included.
We want Flintshire to have safe homes, families, communities and neighbourhoods. We will support families to stay together where it is possible. We will enable people to take a lead in the improvement of their safety through education, proactive prevention, intervention and support and by providing a framework where effective communication can occur.
To provide supportive places to live, vulnerable people will be effectively safeguarded – including children, young people, older people, people with mental health problems or learning and physical difficulties and victims of domestic violence. We will work in partnership to: • Identify and protect those vulnerable members of the community that need advice and support. • Use legislation to improve the sharing of information between partners to protect vulnerable people. • Consider the needs of the vulnerable and the impact of their economic circumstances which may their compromise safety, for example, the threat of ‘cold calling’. • Provide advice to our communities, for example, to reduce fuel poverty in Flintshire. • We will enable more people to live independently for longer where it is their choice.
We will support parents and carers to make the best choices for their children to enable them to live their lives in safety. Parents are the single most important factor in a child’s well-being, achievement and future prospects. We recognise that there are times in the life of all parents when they need some extra support, information and advice. We will improve support for all parents and carers, to improve life
Version 8 9 20/04/09
112 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
opportunities for all children by actively encouraging parents to use parenting services to gain information and advice. This includes signposting, awareness raising, provision of information, advice and support, improving networking and building of relationships with other parents, and linkages between parents, schools and the wider community.
Safe, well-maintained and attractive public spaces have a critical role in creating pride in the places where we live which, in turn, is essential to building community cohesion and successful communities. That is why we are committed to action to make public spaces cleaner, safer, greener places that create a good impression, enhance the quality of life in our neighbourhoods and the perception of our areas.
Local events provide a great way for communities to come together and encourage people to get involved in local activities. We will support local communities in local events. For example, we will support community effort in tackling climate change by demonstrating how communities can take action to adopt low carbon lifestyles.
Some people already act as good neighbours but in many of our communities there are still people who need support. As communities change some people can feel that they have been left isolated within their own community. We will encourage people to support each other and be active within their own communities by promoting the concept of a ‘good neighbour’ to help in times of need and to provide a safety net to young and old. We will also provide access to information, help and support to people should they need it to help to reduce any feelings of isolation and exclusion experienced.
We will provide more accessible and open information to enable people to make more informed choices about the services that they access. This will include using modern technology such as the internet to provide up-to-date local information and exploring new and innovative approaches to sharing information both with citizens and with third parties. We will try to ensure all our communities can enjoy the benefits of the internet and other methods of communication.
Version 8 10 20/04/09
113 C:\cadmin\YTOS-7SUGEV-JSND-7SWH5B.DOC
We recognise the value of the diversity of organisations in the community and voluntary sectors that provide a voice for under represented groups, in campaigning for change, in creating strong, active and connected communities, in promoting enterprising solutions to social and environmental challenges and in transforming the design and delivery of public services. We will further develop effective, on-going engagement with the third sector and actively encourage volunteering.
Version 8 11 20/04/09
114 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 6
REPORT TO: PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE DATE : 18 JUNE 2009 REPORT BY: CHIEF EXECUTIVE SUBJECT : STRATEGIC ASSESSMENT OF RISKS AND CHALLENGES QUARTER 4 2008/09 REVIEW
1.00 PURPOSE OF REPORT
1.01 To receive the updated set of risks and challenges included within the Strategic Assessment of Risks and Challenges (SARC) following the quarterly review of the period January-March 2009.
2.00 BACKGROUND
2.01 The Strategic Assessment of Risks and Challenges (SARC) was first developed in early/mid 2008.
2.02 Three categories of risks and challenges are identified within the assessment:
· Community Leadership - critical issues which cannot be solely managed by the Council · Council Delivery - public service issues which are largely within the control and responsibility of the Council · Council Governance - issues of organisational governance and management.
2.03 The review of the first version risks and challenges was first considered by Executive at its meeting on 7 October 2008 and has subsequently been reviewed by all Overview and Scrutiny Committees and the Audit Committee.
2.04 Subsequently Executive at its meeting on 6 January 2009 endorsed an improved format for presentation of all the risks on a quarterly basis.
3.00 CONSIDERATIONS
3.01 The assessment of strategic risks and challenges is a long-term statement capturing the organisational challenges where change and improvement is required. The assessment contains work-streams which are a fundamental part of an organisational change programme, for example school asset planning, and more immediate improvement challenges, such as housing repairs and maintenance.
Date: 12/06/2009 115 Flintshire County Council
3.02 The assessment informs (1) the Council Plan (2) the Improvement Plan (3) The Joint Risk Assessment (4) the Regulatory Plan (5) the Community Strategy (6) the Improvement Agreement and (7) the annual and forward budget process.
3.03 The review document provides a position statement for each of the items within the assessment. In particular it:
· identifies the primary and secondary leads for each risk · sets objectives for each risk · actions and progress statements provide information on how i) likelihood factors are mitigated ii) risks are aligned to actions iii) progress has been undertaken and iv) projected milestones.
In addition the risks are shown with a 'risk log' identifying changes on a quarterly basis since March 2008 and provide a predictive or indicative period when it is forecast that the risk will become 'green' or low risk.
3.04 The established principles as to how the Strategic Assessment will operate are as follows:
· the evolving and 'live' nature of the document means that it is periodically being reviewed, refreshed and updated. Earlier versions will be saved and the most recent version will be updated and displayed on the Council's intranet site · periodic member reporting will be on a quarterly basis with monthly monitoring by Corporate Management Team · risk and challenge areas will be included in respective officer appraisals.
3.05 The revised format of the Strategic Assessment was shared with the regulators on 22 January and the contents of the review have informed the Regulatory Plan for 2008-09. There is a high level of confidence in the integrity of the strategic assessment; the accuracy, completeness and predictability of the contents; the remodelled format to meet the information and supervision needs of senior management, members and external regulation.
3.06 The updated Strategic Assessment of Risks and Challenges document was presented to Executive on 2 June. It shows progress for the quarterly review period January to March 2009. At present there are small number of risks i.e. CL07 (Public Health and Primary Health Care); CD14 (Housing Stock Options); and CD30 (Contractor Functions) which are still in the process of being updated due to their complex and changing nature; the document does not include these risks. In addition, it should be noted that the analysis in 3.07 does not include these risks.
Date: 12/06/2009 116 Flintshire County Council
3.07 Key points to note are as follows:
New Risk A new risk has been identified - NHS restructuring ‘The NHS reforms in Wales will adversely impact on local partnerships and service delivery’. This risk has been given an amber RAG status with a predictive green date of March 2011. The primary lead for this risk is the Director of Community Services.
Risks which have been mitigated and have achieved their predictive green date: -
· CL03 - Voluntary Sector Compact and Grants Review · CG10 - Human Resources and Management
The actions to mitigate the risks have been successfully completed within timescales and this has enabled the predictive green date of March 2009 to be achieved. These risks are now considered to be at a level which the organisation is prepared to tolerate.
Improved Risks Risks are deemed to have improved where the level of risk (the RAG status) has reduced i.e. red to amber, or amber to green.
Of the 63 risks which have currently been updated; 6 have improved since the December 2008 review, 2 have been reduced from amber to green and 4 from red to amber. This equates to 9.1% of risks having improved during the quarter January to March 2009.
The improved risks are as follows:
· CD03 - Transition from UDP to LDP · CL03 - Voluntary Sector Compact and Grants Review · CD05 - Highways Infrastructure · CD08 - Shotton & Deeside Renewal Area · CD12B - Housing Management · CG10 - Human Resources and Management
Review of the RAG status of the 63 risks which have been updated across the period March 2008 to March 2009, identified that:
· 48 have improved from red to amber (this equates to 76.2%) · 12 have remained the same (19%): 2 amber and 10 red · 2 risks have been mitigated (3.2%): red to green
4.00 RECOMMENDATIONS
Date: 12/06/2009 117 Flintshire County Council
4.01 To receive the updated Strategic Assessment of Risks and Challenges following the Quarter 4 2008/09 Review.
5.00 FINANCIAL IMPLICATIONS
5.01 There are no direct financial implications resulting from this report. However, the review of the assessment and any resulting financial implications will be considered as part of the budget planning process for 2009/10 and further years as part of the medium term financial strategy.
6.00 ANTI POVERTY IMPACT
6.01 There are no direct anti poverty implications within this report.
7.00 ENVIRONMENTAL IMPACT
7.01 There are no direct environmental implications within this report.
8.00 EQUALITIES IMPACT
8.01 There are no direct equalities implications within this report.
9.00 PERSONNEL IMPLICATIONS
9.01 There are no direct personnel implications within this report.
10.00 CONSULTATION REQUIRED
10.01 Ongoing consultation will take place with Overview and Scrutiny committees in relation to specific items within the assessment as part of their Forward Work Programmes.
11.00 CONSULTATION UNDERTAKEN
11.01 All Directorates have been involved in the review and refresh of the strategic assessment.
12.00 APPENDICES
12.01 Appendix 1: Flintshire County Council Strategic Assessment of Risks and Challenges - Quarter 4 2008/09 Review v1 (January - March 2009) Appendix 2: Strategic Assessment of Risks and Challenges RAG Status Summary. NOTE: Both documents were presented with the 2 June Executive papers.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Date: 12/06/2009 118 Flintshire County Council
Strategic Assessment of Risks and Challenges
Contact Officer: Karen Armstrong Telephone: 01352 702740 E-Mail: [email protected]
Date: 12/06/2009 119 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 7
REPORT TO: PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE DATE : 18 JUNE 2009 REPORT BY: CHIEF EXECUTIVE SUBJECT : 2008/09 PERFORMANCE REPORTING
1.00 PURPOSE OF REPORT
1.01 To review Flintshire County Council’s outturn performance for the period April 2008 to March 2009 of the various sets of performance indicators and measures which come under the remit of People & Performance Overview and Scrutiny Committee:-
· Improvement Targets (including those within the Improvement Agreement) and National (Welsh Assembly Government) Indicators
The 63 indicators are as shown on the attached schedule (Appendix 1).
1.02 To review the analysis undertaken of performance against target and progress made against improving upon last year’s performance; with a particular focus on the Improvement Targets and progress against the Improvement Agreement targets.
2.00 BACKGROUND
2.01 Under the requirements of the Wales Programme for Improvement the Council is required to produce an Improvement Plan annually. The Council fulfils this requirement through the Council Planning Framework and the production of the Annual Performance Report.
2.02 The Annual Performance Report will consider all the indicators which will be included will be included as a statutory requirement within the Improvement Plan (to be published by 31 October). This 2008/09 year end outturn report is an important component of that report.
2.03 The Council’s modernised and improved approach to business planning including the categorisation and focus on Improvement Targets will be reflected within the Annual Performance Report and the analysis of the 2008/09 outturns.
2.04 All national indicator outturns have been reported to the Local Government Data Unit for validation prior to selective (risk based) auditing by Pricewaterhouse Coopers in July.
Date: 11/06/2009 120 Flintshire County Council
2.05 All indicators can only provide us with an indicative view of performance of services (or parts of services) across Wales. They cannot provide the whole picture about performance within a service given the precise and specific nature of each indicator. However they do allow direct comparison to be made with previous years performance (against the same indicators) thus enabling an assessment to be made as to whether the performance trend in particular service areas is positive (improving); negative (worsening); or static (remaining the same).
By monitoring progress towards achieving targets and looking at whether the performance trend is positive or negative we can be better informed about where action may need to be taken to redress seeming under-performance.
2.06 Each indicator isn't of similar value or usefulness. A number of the indicators relate to the effectiveness and efficiency of the council's internal processes; clearly some of these internal processes are more important and relevant to the recipients of council services than others eg. processing housing benefit claims.
3.00 CONSIDERATIONS
3.01 The attached schedule (Appendix 1) shows:
· outturn performance data for the period April 2008 to March 2009. · target performance for each indicator in 2008/09; and · outturn performance figure for 2007/08 (if trendable) which can help indicate performance trends · target categorisation (improvement, incremental or maintenance) · identification of Improvement Agreement targets
The last two columns on Appendix 1 identify i) where performance trend is positive and; ii) if the 2008/09 target has been met.
Commentary is also included for each indicator on Appendix 1 to help provide context and indicate where corrective action may be needed to improve performance.
3.02 There are some instances where ‘analysis judgements’ cannot be made against certain measures. This usually occurs where no historical information is available or a target has not been set. Where indicators are in their first year of existence there will be no historical data to enable target or trend analysis. Loss of comparable data with the previous year can also occur when the precise definition of an indicator is changed nationally.
3.03 Performance against the 63 Improvement Targets is analysed by trend in improvement and attainment of 2008/09 targets.
Performance against 2008/09 target
Date: 11/06/2009 121 Flintshire County Council
· 49% (31) met or exceeded target · 40% (25) missed target · 8 indicators had either missing target or missing 2008/09 data
Trend performance against 2007/08
· 65% (41) indicators showed improvement · 16% (10) showed a downturn · 12 indicators had either missing 2007/08 or 2008/09 data
3.04 Of the Council's 26 Improvement Agreement targets:
· 62% (16) met or exceeded target · 65% (17) showed improvement on last year
In addition four of the Improvement Agreement targets will have no data until this time next year as the indicator base line is set to be established during 2009/10. These indicators are listed at the foot of Appendix 1 for reference.
4.00 RECOMMENDATIONS
4.01 Executive to:- (i) review Flintshire County Council’s outturn performance for the period April 2008 to March 2009 of the various sets of performance indicators and measures which come under the remit of People & Performance Overview & Scrutiny Committee:-
· Improvement Targets (including those within the Improvement Agreement) · National (Welsh Assembly Government) Indicators
(ii) review the analysis undertaken of performance against target and progress made against improving upon last year’s performance; with a particular focus on the Improvement Targets and progress against the Improvement Agreement targets.
5.00 FINANCIAL IMPLICATIONS
5.01 The report makes reference to indicators of a financial nature.
6.00 ANTI POVERTY IMPACT
6.01 There are no direct anti poverty implications explicit within the report.
7.00 ENVIRONMENTAL IMPACT
7.01 The report makes reference to indicators of an environmental nature.
Date: 11/06/2009 122 Flintshire County Council
8.00 EQUALITIES IMPACT
8.01 The report makes reference to indicators regarding equalities.
9.00 PERSONNEL IMPLICATIONS
9.01 The report makes reference to indicators regarding personnel.
10.00 CONSULTATION REQUIRED
10.01 No further consultation required.
11.00 CONSULTATION UNDERTAKEN
11.01 Corporate Management Team and senior officers have been engaged in the production of this report.
12.00 APPENDICES
12.01 Appendix 1: 2008/09 Performance Outturn Schedule
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
N/A
Contact Officer: Karen Armstrong Telephone: 01352 702740 E-Mail: [email protected]
Date: 11/06/2009 123 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee N/Av = Not Available Corporate Services N/App = Not Applicable
Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Period Comments Trend Target EoY Value Target Classification Performance Value Human Resources
The percentage of employees (including teachers and school based staff) who leave the Missing Missing Improvement 22 CHR/001 Lower 12.25% 12% Missing Data employment of the local authority, Data Data Target whether on a voluntary or involuntary basis; We have implemented a new Human Resources/Payroll Management Information System in recent months. Following a The number of working days/ shifts restructure of the organisation, we have built the new directorate per full time equivalent (FTE) local 10.66 10.25 Missing Missing Improvement 24.1 CHR/002 Lower Missing Data structures into the system which now requires some additional authority employee lost due to Days Days Data Data Target report tailoring so that historic and current data is fully available sickness absence and accurate. It is expected that these reports will be available The percentage of local authority Missing Missing Improvement from mid June 2009. 26.1 CHR/004 employees from minority ethnic Higher 0.38% 0.50% Missing Data Data Data Target communities. The percentage of local authority employees declaring that they are Missing Missing Improvement 27.1 CHR/005 Higher 1.70% 2.50% Missing Data disabled under the terms of the Data Data Target Disability Discrimination Act 2005 Increase the percentage of employees receiving an annual Improvement Processes are under development to enable full and accurate 501 Local PI Higher N/Av 100% N/Av N/Av N/Av appraisal with Individual Target reporting for 2009/10. Development Plan to 100% by 2009
Education
Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Period Comments Trend Target EoY Value Target Classification Performance Value The number of: All pupils (including those in local authority care), in any local authority maintained school, This indicator is reported retrospectively. In 07/08 we were 8th aged 15 as at the preceding 31 30 18 20 Improvement 29.1 EDU/002 ai Lower N/App N/App best out of 22 authorities. 20 is a substantial improvement on August who leave compulsory Pupils Pupils Pupils Target 98 previous year total of 30 but we did not quite reach target of 18 education, training or work based learning without an approved external qualification. The number of: Pupils in local authority care, in any local authority maintained school, aged 15 as at 2 5 1 Improvement 30.1 EDU/002 aii the preceding 31 August who leave Lower N/App N/App One child and they spent part of year in prison. Pupils Pupils Pupils Target 99 compulsory education, training or work based learning without an approved external qualification.
124 Page 1 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
The percentage of: All pupils (including those in local authority care), in any local authority Improvement maintained school, aged 15 as at Target This indicator is reported retrospectively. In 07/08 we were 8th 31.2 EDU/002 bi Lower 1.53% 0.92% 20 1920 1.04% the preceding 31 August who leave Improvement best out of 22 authorities. 98 compulsory education, training or Agreement work based learning without an approved external qualification. The percentage of: Pupils in local authority care, in any local authority maintained school, aged 15 as at Improvement The percentage refers to one young person. The young person 32.1 EDU/002 bii the preceding 31 August who leave Lower 14.29% 50% 1 8 12.50% Target concerned spent part of the year in prison. 99 compulsory education, training or work based learning without an approved external qualification. The average number of school days Improvement that permanently excluded pupils Pleased with progress in meeting the needs of excluded pupils 33.4 30 88 Target 42.1 EDU/009 a did not receive an offer of full time Lower 1056 12 although the provision is often to a Pupil Referral Unit rather than Days Days Days Improvement 88 appropriate education provision or before placement in a mainstream setting. Agreement during the year This is a relatively new measure - average wider points score has replaced former points score. The target was not met but The average point score for pupils Improvement 329.8 356 348 there was an improvement on previous year's 329.8. We were aged 15 at the preceding 31 August, Target 46.2 EDU/011 Higher Point Point 1920 667776 Point placed 14th out of 22 in Wales. There is further development in schools maintained by the local Improvement 98 Score Score Score work commissioned as part of this operational area. The 14-19 authority. Agreement work programme is a key focus for Directorate and School Improvement. Outturn percentage was below target and worse than previous The percentage of final statements year' s 82.1%. This issue has been identified and measures taken of special education need issued Improvement 266.1 EDU/015 a Higher 82.10% 87% 65 45 69.20% to monitor statement production times more closely. The actions within 26 weeks: Including Target 88 taken and impact are monitored by the Lifelong Learning exceptions Overview and Scrutiny Committee. The percentage of final statements Excluding cases affected by exceptions - ie unavoidable delays - of special education need issued Improvement 267.1 EDU/015 b Higher 77.40% 80% 50 45 90% then the target percentage was met, and is a substantial within 26 weeks: Excluding Target 99 improvement on previous year's 77.4%. exceptions
Housing & Homelessness Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Period Comments Trend Target EoY Value Target Classification Performance Value Homelessness
This figure continues to prove that prevention work is effective in The percentage of all potentially reducing the number of clients actually making a full homeless homeless households for whom Improvement presentation. Flintshire is one of only 4 Welsh Local Authorities 274.1 HHA/013 Higher 88.10% 80% 883 1014 87.10% homelessness was prevented for at Target currently piloting this information and target based on the English 89 least 6 months P1E target. The overall result shows the effectiveness of our prevention and support services. Adaptations
125 Page 2 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
The indicator value for this indicator has surpassed the 2008/2009 target and performance has improved on the 2007/2008 out turn. This indicator includes Disabled Facility Improvement Grants (DFG) for children that have historically taken longer than The average number of calendar 607 500 444 Target adults DFG's and have in the past led to the average number of 124 PSR/002 days taken to deliver a Disabled Lower 123846 279 Days Days Days Improvement days totalling 682. Measures to reduce occupational therapy 99 Facilities Grant. Agreement waiting lists and reduce time taken by the grants process have been implemented and are expected to result in an ongoing improvement in performance. A new local indicator has been set up to measure the time taken to deliver DFG's for children.
The average number of calendar Measures will be taken to minimise impact of annual leave taken Improvement days taken to deliver an adaptation in the closing months of the financial year. The end of year outturn 31.68 25 23 Target 125 PSR/003 for a Local Authority tenant where Lower 14951.64 645 figure of 23.18 represents a significant improvement on the Days Days Days Improvement 99 the Disabled Facilities Grant previous year and is well within the target of 25 days, which Agreement process is not used. places Flintshire County Council in the top quartile.
Reduce the time taken to complete Improvement a DFG Application. (This PI relates 67.2 Missing Missing 67.21 Target 715 IA1.2L1 solely to the application part of the Lower N/App The 2008/09 target has been achieved. Days Data Data Days Improvement 9 DFG process and is measured Agreement using median figures)
The indicator value for this indicator surpassed the 2008/2009 The average number of calendar Improvement target and performance has improved on the 2007/2008 out turn. days taken to deliver low cost 184 140 127 Target This indicator includes minor adaptations for children that have 127 PSR/006 adaptation works in private Lower 75573 596 Days Days Days Improvement historically taken longer than adults minor adaptations. Measures 99 dwellings where the Disabled Agreement to reduce occupational therapy waiting lists are expected to result Facilities Grant process is not used in an ongoing improvement in performance. Housing Landlord Services
Measures will be taken in future years to ensure annual leave is Improvement The average number of calendar taken more equitably over the year to minimise impact on this 0.92 1 0.8 Target 74 HLS/010 a days taken to complete: Emergency Lower 5910.71 7807 measure. The end of year outturn of 0.76 is within target and an Days Day Days Improvement 99 repairs improvement on the previous year. Clarification of definition of Agreement this category is required. The level of annual leave taken in the closing months of the Increase the percentage of: financial year and the number of out of target jobs progressing Emergency repairs completed Improvement 331.1 Local PI Higher 88.33% 94% 7139 7807 91.44% through the system impacts on this measure. The final years within 1 calendar day from 89.82% Target 98 outturn indicates an overall improvement but falls short of the in 2006 to 99% by 2010 target. Clarification of definition of this category is required. Whilst figures show that we are significantly short of our target The average number of calendar 16.68 10 14.4 Improvement the end of year outturn of 14.41 indicates an improvement in this 75 HLS/010 b days taken to complete: Urgent Lower 153776.37 10673 Days Days Days Target category on the previous year. Clarification of definition of this 98 repairs category is required. Apparent performance in this category has been poor throughout Increase the percentage of: Urgent the year, again partly due to the number of out of target job repairs completed within 7 calendar Improvement tickets. However there has been a marginal improvement over the 332.1 Local PI Higher 43.19% 75% 4889 10673 45.81% days from 53.91% in 2006 to 99% Target year and the Building Maintenance team will endeavour to 98 by 2010 improve performance in this area over the coming financial year. Clarification of definition of this category is required. Improvement The end of year outturn figure of 41.47 indicates a significant The average number of calendar 88.94 60 41.5 Target improvement over the year but performance in 2009/10 will 76 HLS/010 c days taken to complete: Non-urgent Lower 385584.37 9297 Days Days Days Improvement continue to be affected by the out of target job tickets progressing 99 repairs Agreement through the system. Increase the percentage of: Non- Measures will be taken in future years to ensure that annual leave urgent repairs completed within 50 Improvement is taken more equitably over the year to minimise impact on this 550 Local PI Higher 60.60% 75% 6853 9297 73.71% calendar days from 38.60% in 2006 Target measure. The final years outturn indicates a substantial 98 to 75% by 2010 improvement in performance on the previous year.
126 Page 3 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
The following actions are to be undertaken to improve performance for 2009/10: • Formal gas procedure manual to be produced by external Percentage of gas safety checks Missing Missing Improvement 724 Local PI Higher N/App 100% 98.00% consultant (to be produced by August 2009). completed (cumulative). Data Data Target 8 • Once the manual has been produced, responsibilities will be formalised and meetings will be arranged to monitor these safety checks.
Although the overall performance is down, it has been identified by the new voids working panel that a more robust reporting The average number of calendar Improvement approach needs to be adopted to monitor performance throughout days taken to let lettable units of 103.6 96 104.47 Target 72 HLS/014 Lower 50250 481 the stages of the voids process. The impact of this will only permanent accommodation during Days Days Days Improvement 88 become apparent in future reporting. A more joined up approach the financial year. Agreement to the voids process encompassing allocations, repairs and estates should have a positive impact on future performance.
Although the overall performance is down, it has been identified Reduce the average re-let times for: by the new voids working panel that a more robust reporting All Council homes, excluding hard- approach needs to be adopted to monitor performance throughout 96.7 89 93.65 Improvement 554 Local PI to-let and special circumstances Lower 42424 453 the stages of the voids process. The impact of this will only Days Days Days Target 98 properties, from 80 days in 2007 to become apparent in future reporting. A more joined up approach 42 days by 2010 to the voids process encompassing allocations, repairs and estates should have a positive impact on future performance.
Planning
Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Period Comments Trend Target EoY Value Target Classification Performance Value Planning
Slippage in performance from last year is worrying. Need to The percentage of these determined analyse the 17 appeal decisions to ascertain number of decisions appeals that upheld the authority’s Improvement 89 PLA/003 bi Higher 81.20% 75% 25 42 59.50% contrary to officer recommendation, number of non-determination decision, in relation to planning Target 88 appeals, basis for refusal e.g. design issues - interpretation of application decisions policy guidance. Although in isolation, the quarter 4 figure exceeded the target, it The percentage of minor planning Improvement was still not enough to lift performance to meet the target for the 92 PLA/004 b applications determined during the Higher 40.20% 50% 251 531 47.30% Target year. This needs to be consolidated on and built upon through 98 year within 8 weeks performance management. Target exceeded for the year. This is a difficult indicator to The percentage of all other planning Improvement predict as one of the categories is 'Minerals' applications. These 94 PLA/004 d applications determined during the Higher 60% 75% 38 47 80.90% Target will never fall in the 'within 8 week' period and therefore the target 99 year within 8 weeks. is impossible to predict. The percentage of enforcement The steady improvement over the last 3 quarters and the lower Improvement 95 PLA/005 complaints resolved during the year Higher 63.60% 65% 200 381 52.50% caseloads due to the clearing of the backlog, should progress Target 88 within 12 weeks of receipt. performance allowing the target to be hit next year. Building Control
Percentage of Building control ‘full Main reason for the improvement is due to the reduction in Improvement 1 BCT/004 plan’ applications checked within 15 Higher 60.50% 70% 480 512 93.80% workload and improved internal performance management Target 99 working days during the year process.
Regeneration
127 Page 4 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Period Comments Trend Target EoY Value Target Classification Performance Value (Improvement Agreement 4.2) The objective of Flintshire Business Week is to engage better Increased attendance at Flintshire Improvement with the business community in Flintshire to develop supportive Business Week. (The objective of 301 1091 1091 Target relationships across the range of businesses in Flintshire, with 719 IA4.2L1 Higher N/App N/App Flintshire Business Week is to Attendees Attendees Attendees Improvement large and small employers, further and higher education. The 99 engage better with the business Agreement target attendance for Small Medium Enterprise delegates for community in Flintshire) 2009/10 is 1400.
Social Care & Supporting People
Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Period Comments Trend Target EoY Value Target Classification Performance Value Social Care for Adults
(Improvement Agreement 1.1) The Improvement The out turn for this indicator is a baseline for 2009/2010. rate of people with mental health 2.3 2.5 2.58 Target Improvement will be based on supported accommodation 712 IA1.1L3 illness who are supported in the Higher per 1,000 per 1,000 242 93200 per 1,000 Improvement initiatives in development and development of medium and 99 community during the year per Population Population Population Agreement intensive services. 1,000 population aged 18-64 (Improvement Agreement 1.1) The rate of people with a physical Improvement disability and/or sensory impairment 4.2 4.3 4.56 The out turn for this indicator is a baseline for 2009/2010. Target 711 IA1.1L2 (PDSI) aged 18 to 64 who are Higher per 1,000 per 1,000 425 93200 per 1,000 Improvement will be based on supported accommodation Improvement 99 supported in the community during Population Population Population initiatives in development. Agreement the year per 1,000 population aged 18-64 (Improvement Agreement 1.1) The Improvement rate of people with a learning 3.4 3.5 3.55 The out turn for this PI is a baseline for 2009/2010. Improvement Target 710 IA1.1L1 disability who are supported in the Higher per 1,000 per 1,000 331 93200 per 1,000 will be based on supported accommodation initiatives in Improvement 99 community during the year per Population Population Population development. Agreement 1,000 population aged 18-64 The 2008/9 target has been exceeded and performance has The percentage of clients with a Improvement improved on the 2007/2008 out turn. Additional resources care plan at 31st March whose care Target 136 SCA/007 Higher 62.20% 80% 1892 2308 82% provided have led to an increase in the number of reviews plans should have been reviewed Improvement 99 carried out. Data is not available for Substance Misuse service that were reviewed during the year Agreement users. The 2008/9 target has been exceeded and performance has improved on the 2007/2008 out turn.NOTE: This indicator is The rate per 1,000 adult clients based on the number of assistive technology services (telecare) assessed during the year who are 44.7 58 84.21 provided to service users assessed in the in the year, not the Improvement 142.1 SCA/010 provided with electronic assistive Higher Adults Adult 368 4370 Adult total number of current assistive technology services provided. Target 99 technology as part of a package of Clients Clients Clients A number of service users receive an assistive technology care service (Care Link) directly from Housing Strategy and Services, not as part of the Unified Assessment process and so are not eligible for inclusion in this indicator.
The revised 2008/9 target has been exceeded. This PI measures direct payments made to adults only. A number of children and The rate per 10,000 adult clients 237.47 280 294.95 families are supported by Flintshire County Council with direct (aged 18+) supported in the Improvement 677 SCA/017 Higher Adult Adult 83 2814 Adult payments but they are not included. NOTE: Previously this PI was community who receive a direct Target 9 Clients Clients Clients measured per 1,000 population (SCA/009) and therefore is no payment longer comparable. However, this was categorised as an improvement target because it is so similar to its predecessor.
128 Page 5 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
(Improvement Agreement 1.1) Improvement Increase the number of people 100 120 119 Target This is essentially the same as SCA/017 - (677), however it 713 IA1.1L4 using direct payments from 100 to Higher N/App N/App People People People Improvement includes direct payments provided to children and families. 98 120 (March 2009) and to 144 by Agreement March 2010 (20% per year) Improvement The number of new carers identified Missing Missing Target 714 IA1.1L5 in the period who were offered an Higher N/App N/App Missing Data Baselined during 2008/09. Data Data Improvement assessment in their own right. Agreement Performance has significantly improved to exceed the 2008/2009 target. Carers' assessments are routinely offered as part of the The percentage of carers of adult Unified Assessment process. Capacity to undertake assessments service users who were offered an Improvement will be increased through an additional post (Welsh Assembly 669 SCA/018 a Higher N/A 90% 925 1025 90.20% assessment in their own right during Target Government (WAG) Funded) at NE Wales Carers Information 9 the year Service. NOTE The WAG guidance for this indicator changed between 2007/08 and 2008/2009 and has changed during 2008/2009. NEW INDICATOR - Performance is not directly controlled by the Council, but is dependent on choices made by individual carers. The percentage of carers of adults Many carers receive support from voluntary organisations, e.g., who were assessed or re-assessed Improvement Crossroads, that are funded by the Council, but these numbers 671 SCA/018 c Higher N/A Not Set 209 530 39.40% in their own right during the year Target are not included in the data and the indicator understates actual who were provided with a service performance. Carers also state that the services for the cared-for person are more important and that if these are of the right quality, then they do need a service for themselves. Social Care for Children
Performance better than target and the All Wales average. This indicator relates to the ratio of qualified to unqualified social work The percentage of referrals during Improvement staff employed by Flintshire County Council. The target has been 159.1 SCC/007 a the year that: Were allocated to a Higher 31.90% 60% 794 1061 74.80% Target set to allow for this ratio to decrease in 2009/10 due to forecasted 99 social worker for initial assessment recruitment numbers, based on the known national shortage of social workers. Performance better than target and the All Wales average. This The percentage of referrals during indicator relates to the ratio of qualified to unqualified social work the year that: Were allocated to Improvement staff employed by Flintshire County Council. The target has been 160.1 SCC/007 b Lower 4.10% 35% 108 1061 10.20% someone other than a social worker Target set to allow for this ratio to decrease in 2009/10 due to forecasted 89 for initial assessment recruitment numbers, based on the known national shortage of social workers. Performance better than target and the All Wales average. We suggest that this improvement indicator be reclassified for Improvement 2009/10 to incremental. The following action plan is in place for The percentage of initial Target 2009/10: 161 SCC/008 a assessments carried out within 7 Higher 77.50% 80% 770 915 84.20% Improvement • Improve performance monitoring arrangement within the Duty 99 working days Agreement and Assessment Team. • Revise the arrangements for managing domestic violence referrals. Performance was not as good as our target, but was much better than the All Wales. The average length of time taken to complete assessments that took longer than 7 days has improved. We will Improvement continue to work with teams to further reduce this time. The The average time taken to complete 14.8 10 14 Target following action plan is in place for 2009/10: 162 SCC/008 b initial assessments that took longer Lower 1880 138 Days Days Days Improvement • Improve performance monitoring arrangement within the Duty 98 than 7 working days to complete Agreement and Assessment Team. • Revise the arrangements for managing domestic violence referrals. This indicator remains an improvement target for 2009/10. Performance better than target and the All Wales average. The percentage of required core Improvements in practice and increased monitoring and scrutiny Improvement 163.1 SCC/009 a assessments carried out within 35 Higher 72.30% 85% 161 179 89.90% have resulted in a significant improvement in performance when Target 99 working days compared to last year. We suggest that this improvement indicator be reclassified for 2009/10. 129 Page 6 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
Performance is on target and better than the All Wales average. The average time taken to complete Improvements in practice and increased monitoring and scrutiny 46.1 45 45 Improvement 164.1 SCC/009 b those required core assessments Lower 763 17 have resulted in a significant improvement in performance when Days Days Days Target 99 that took longer than 35 days compared to last year. We suggest that this improvement indicator be reclassified for 2009/10. Performance better than target and the All Wales average, but The percentage of initial still requires further improvement, so we suggest that this assessments that took place during improvement indicator be reclassified to incremental for 2009/10. Improvement 168.1 SCC/011 b the year where there is evidence Higher 32.50% 50% 470 915 51.40% It is not always appropriate to see children alone during an initial Target 99 that the child has been seen alone assessment. However, we have introduced monitoring to ensure by the Social Worker. that children are seen alone whenever appropriate. We expect this improvement to be continued in 2009/10.
This indicator is made up from a collection of data from 4 census points in the year. Performance has been consistent for children The percentage of open cases of looked after allocated to a qualified social worker at 100% since children with an allocated social June 08, when the allocation of looked after children and children Improvement 174 SCC/013 aii worker where the child is receiving Higher 85.40% 100% 696 725 96% on the Child Protection Register to qualified social workers was Target 98 a service in each of the following made a priority, following advice from the Care & Social Services groups: Children looked after Inspectorate, Wales. We expect that performance will remain 100% throughout 2009/10, and therefore suggest that this improvement indicator be reclassified for 2009/10.
This indicator is made up from a collection of data from 4 census points in the year. Performance has been consistent for children The percentage of open cases of looked after allocated to a qualified social worker at 100% since children allocated to someone other June 08, when the allocation of looked after children and children than a social worker where the child Improvement on the Child Protection Register to qualified social workers was 177 SCC/013 bii Higher 14.60% 0% 29 725 4% is receiving a service in each of the Target made a priority, following advice from the Care & Social Services 89 following groups: Children looked Inspectorate, Wales. We expect that performance for this part of after the indicator will therefore remain at 0% throughout 2009/10, and therefore suggest that this improvement indicator be reclassified to maintenance for 2009/10.
The percentage of looked after Performance was below target. Of the 18 young people who had children who have had their teeth Improvement not visited the dentist within 12 months, 2 refused and 5 visited 185.1 SCC/020 Higher 81.90% 85% 50 68 73.50% checked by a dentist during the Target the dentist outside timescales. This indicator remains an 88 year. improvement target for 2009/10. Target not met, but better than All Wales. In the cases where timescales were not met, all required Personal Education Plans (PEP's) were subsequently provided. This indicator remains an The percentage of children looked improvement target for 2009/10.The following action plan is in after during the year with a Personal place for the year 2009/10: Education Plan within 20 school Improvement • Implement revised local guidance for recording educational 191.1 SCC/024 Higher 52.60% 90% 14 17 82.40% days of entering care or joining a Target plans for children with a disability. 98 new school in the year ending 31 • Improve the management of performance at team level to March ensure that timely provision of PEP's for all looked after children. • Liaise with the Business Systems Team to ensure that the new client information system (PARIS) is able to provide alerts/reminders for staff when PEP's are required. Performance has improved since last year and was better than the All Wales average, but missed our target. This indicator remains an improvement target for 2009/10. The following action plan is in place for 2009/2010: The percentage of statutory visits to Improvement • Improve the monitoring of performance at team level. looked after children due in the year Target 192.1 SCC/025 Higher 77.60% 90% 665 809 82.20% • Ensure that the new client information system (PARIS) is able to that took place in accordance with Improvement 98 provide alerts/reminders for staff when statutory visits are regulations. Agreement required. • Ensure staffing levels are maintained by using agency staff when required to cover absence and vacancies. • Improve the reporting of statutory visits to kinship carers.
130 Page 7 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee Performance has improved since last year and was better than the All Wales average, but missed our target. This indicator remains an improvement target for 2009/10. Implementation of the Integrated Children's Services Assessment & Progress Record has been progressed over the year, and the form is now fully implemented. We achieved 100% in this indicator in Quarter 4 of 2008/09; however, the final outturn will reflect the progressive implementation throughout the year. Now that the form is in use, The percentage of children looked we will continue to implement improvements in guidance, after who had a fully completed and Improvement 199.1 SCC/028 Higher 64% 75% 15 22 68.20% recording and scrutiny, as stated in the actions.The following updated Assessment and Action Target 98 action plan is in place for 2009/2010: Record at their third review. • Implement revised local guidance for the completion of assessment and progress records for children with a disability. • Improve the management of performance at team level to ensure the timely completion of Assessment & Progress Records for all looked after children. • Improve the scrutiny of Assessment and Progress Records by the Independent Reviewing Officers. • Improve the process for alerting social workers when statutory tas Performance was below target. Of these, the majority did receive assessments, but not within the current year. This data does not capture cares who are known to Social Services this year but were assessed last year. Discussions are ongoing with the Local Government Data Unit to agree some clarification for this The percentage of young carers indicator. The following action plan is in place for 2009/10: Improvement 202.1 SCC/030 a known to Social Services who were Higher 52.90% 75% 28 48 58.30% • Notices to be placed in all team rooms to remind staff of the Target 98 assessed importance of identifying and assessing the needs of young carers. • Develop local recording and reporting systems to identify when assessments have been offered but declined. • Discuss with the Local Government Data Unit to resolve definition problem. Performance was below target. Services are often declined by young carers. We are unclear about the definition for this indicator, and are awaiting guidance from the Local Government Data Unit. Currently, many young carers decline services from the local authority; we will be developing a local indicator which will identify those children who have been offered a young carer's assessment or service, and have declined. The following action plan is in place for 2009/10: The percentage of young carers Improvement • Notices to be placed in all team rooms to remind staff of the 203.1 SCC/030 b known to Social Services who were Higher 23.50% 60% 14 48 29.20% Target importance of identifying and assessing the needs of young 98 provided with a service carers. • Develop local recording and reporting systems to identify when assessments have been offered but declined. • Develop a recording and reporting system that evidence when young carers are appropriately signposted to alternative sources of support. • Discuss with the Local Government Data Unit to resolve definition problem. Performance better than target and the All Wales average. The leaving care service is voluntary and we are mindful that some careleavers do not wish to receive services from the Authority; therefore we feel it would be unrealistic to set a target of 100% at The percentage of young people this stage. All care leavers are contacted routinely once a month; formerly looked after with whom the Improvement 208 SCC/033 a Higher 65% 90% 8 8 100% the only ones who would not be contacted are those who have authority is in contact at the age of Target 99 requested no involvement with the Authority, or those who have 19. not provided a current address.The following action plan is in place for 2009/10:• Consider the implementation of an annual birthday card to all care leavers, reminding them of the services on offer.
131 Page 8 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
The percentage of young people Performance better than target and the All Wales average. The formerly looked after with whom the following action plan is in place for 2009/10: authority is in contact, who are Improvement 209 SCC/033 b Higher 61.50% 75% 8 8 100% • Homelessness Officer to attend Quarterly Performance Review. known to be in suitable, non- Target 99 • Consider options for issues about accommodation for Care emergency accommodation at the Leavers raised at Children's Services Forum. age of 19. Performance was below target. The target for 2009/10 was set in order to bring Flintshire County Council more in line with the All Wales performance and this will be addressed by the actions listed. Although we have improved the timeliness of Health Assessments being requested, capacity issues in Health have caused delays in assessments being carried out, resulting in the indicator not being met. The new Looked After Children (LAC) nurse will commence her employment May 2009. This indicator The percentage of health remains an improvement target for 2009/10. The following action assessments for looked after Improvement 183.1 SCC/039 Higher 64.40% 75% 144 228 63.20% plan is in place for 2009/10: children due in the year that have Target 88 • Recruit to the vacant post of Specialist Nurse for Looked After been undertaken Children. • Implement revised systems for the recording of health assessments for children with a disability. • Improve the management performance at team level to ensure the timely completion of Health Assessments for Looked After Children. • Revise team structures to improve the continuity of services provided for looked after children.
Waste & Energy Management
Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Period Comments Trend Target EoY Value Target Classification Performance Value Energy Management
There was a 1.27% increase in absolute energy use, however 07/08 was colder than 06/07, hence the weather corrected figure Percentage reduction in carbon of 13.63% (an improvement). Until we have a number of years Improvement 683 EEF/002 a dioxide emissions in the non Higher N/A 3% 2550 18713 13.63% equivalent data, trends will not be visible.The target was originally Target 9 domestic public building stock set to 29%, which was an 3% improvement on the previous year. From now on this indicator is based on an annual improvement target - 3%. Target exceeded for the year. This relatively modest target set for Improvement (Improvement Agreement 3.1) 2009/10 is because we have largely insulated the Authority's Missing Target 716 IA3.1L1 Increase the average SAP rating in Higher 59.96% 61.51% Missing Data 61.72% housing stock and therefore the scope for large gains in efficiency Data Improvement 99 the council housing stock is now limited. It should be noted that outturn figures for this Agreement indicator are always one year in arrears.
Improvement Agreement Performance Indicators to be baselined in 2009/10 therefore not reported
Direction of 2008/09 Previous 2008/09 Target ID Reference Short Description Positive Numerator Denominator Outturn Explanation Trend Target EoY Value Target Classification Performance Value
Energy Management
132 Page 9 of 10 2008/09 Performance Outturn Data for People and Performance Overview and Scrutiny Committee
Improvement 3% Reduction in carbon emissions Target 717 IA3.1L2 from Flintshire County Council Lower N/App N/App N/App N/App N/App Baseline to be established in 2009/10. Improvement public buildings. Agreement Housing and Homelessness
Improvement The number of void properties Target 718 IA3.2L1 achieving zero defects on work Higher N/App N/App N/App N/App N/App Baseline to be established in 2009/10. Improvement undertaken Agreement Regeneration
Identify baseline expectations for key business sectors utilising Improvement SERVQUAL methodology to assess Target 720 IA4.2L2 N/App N/App N/App N/App N/App N/App Baseline to be established in 2009/10. satisfaction levels of support to Improvement businesses and reduce consumer Agreement risks 2009/10. (Stage 1) Develop targets for increasing Improvement satisfaction levels over by 5% per Target 721 IA4.2L3 Higher N/App N/App N/App N/App N/App Baseline to be established in 2009/10. year over baseline identified in Improvement 2009/10. (Stage 2) Agreement
133 Page 10 of 10 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 8
REPORT TO: PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE DATE : 18 JUNE 2009 REPORT BY: HEAD OF ICT AND CUSTOMER SERVICES SUBJECT : AGILE WORKING STUDY
1.00 PURPOSE OF REPORT
1.01 To provide members with an overview of the recently undertaken agile working study, its key conclusions and consider how we use the research in considering the implementation of agile working within Flintshire.
2.00 BACKGROUND
2.01 In late 2008 Flintshire in conjunction with Wrexham and Denbighshire Councils commissioned British Telecom (BT) to undertake a Work Style Transformation study to identify the potential for adopting agile working practices within the Councils. Flintshire were the first of the three Councils to undertake the study.
2.02 The main objective of the study was to conduct a piece of research which would consider the business case for introducing agile working practices within the Council. The research material would also potentially be used to inform key pieces of work including the organisational redesign programme, the ICT strategy, the corporate accommodation strategy and the carbon reduction strategy.
2.03 BT involved a wide selection of staff and trade union representatives in undertaking the research and developing the business case for the adoption of new agile working practices within the Council. The research study included:- · A launch event, led by the Chief Executive and attended by staff from all directorates, trade union representatives and representatives from Wrexham and Denbighshire Councils. · A work style evaluation assessment to consider work style archetypes (see Appendix 1) and determine which job roles and functions could be associated with each work style. · A day in the life of (DILO) survey to identify how staff spent their time at work in terms of meetings, administration duties etc · A space utilisation survey in parts of County Hall and County Offices, Flint. · Solution design workshops - a series of workshops with staff groupings to consider service and process impacts.
Date: 11/06/2009 134 Flintshire County Council
· A property review involving structured dialogues with the property team. · A carbon impact assessment to assess the potential for carbon footprint reductions. · An ICT study to assess the readiness of the ICT infrastructure to support and enable agile working.
3.00 CONSIDERATIONS
3.01 The approach adopted by BT in constructing the business case was very much based on large scale adoption of new agile working practices within the Council. The Executive Report at Appendix 2 provides a high level summary of the business case.
3.02 The primary conclusion from the research was that based on the business case the Council could benefit significantly for the large scale adoption of agile work styles and it is an excellent position to proceed.
3.03 As well as providing a financially viable business case over 5 years other benefits likely to be realised are:-- · Performance improvement
· Productivity gains
· Reduced staff turnover
· Reduced sickness levels
· Improved staff satisfaction levels
· Environmental gains from reduced travelling 3.04 Participating in the study has contributed greatly to organisational learning in terms of understanding how agile working can provide opportunities for improvement in terms of performance, productivity and customer service. The research has provided valuable information in terms of assessing our appetite for agile working and our readiness to adopt new working practices. It has also provided an opportunity for staff groups to challenge the norm and consider how improvements can be made from adopting agile working practices, which we can take forward in our organisational redesign programme.
3.05 A major proportion of the £11 million savings over 5 years identified in the business case are from efficiency savings and productivity gains on staffing costs. The approach taken by BT is to aggregate up unproductive time that can be avoided by adopting agile working practices. We will need to do considerably more work internally testing out the business case and associated models to have full confidence in this approach and the research conclusions.
Date: 11/06/2009 135 Flintshire County Council
3.06 The investment required over the 5 year period is estimated at just under £9 million with a significant proportion of this required in years 1 and 2 for programme management, ICT and training. With financial benefits not forecast until year 3 this is not going to be a feasible approach with current budgetary constraints.
3.07 There is definitely an appetite to adopt agile working amongst staff as evidenced within the solution design workshops and their are undoubtedly major benefits to be realised for the Council. In particular services of a peripatetic nature should see early tangible benefits from adopting new working practices supported by relevant technologies; these would include service such as Environmental Health, Housing Maintenance and Planning.
3.08 In taking forward the research findings the approach favoured by Corporate Management Team (CMT) is to pilot agile working within a discrete service area (or several service areas). Opportunities exist within the Organisational Redesign Programme to implement agile working practices as part of the service redesign, so there maybe natural pilots to take forward. If we were to follow this approach we could potentially keep initial costs fairly low and develop a standard implementation methodology which we could replicate in other services once the business case has been tested and refined.
3.09 The recently announced Welsh Assembly Government Invest to Save fund is focussed on projects that can deliver efficiency savings and assist transformation and change in the public sector through the introduction of new ways of working and innovation. The introduction of agile working potentially meets this criteria. CMT is currently considering the submission of an expression of interest to the Invest to Save fund to assist with the implementation of agile working in a discrete service area or multiple areas. This expression of interest would be on the basis of there being no obligation to make a formal bid if it was felt that we were not yet ready to proceed with the introduction of agile working at the time the formal bid needed to be submitted.
4.00 RECOMMENDATIONS
4.01 Members note the outcomes of the agile working study and the suggested approach to the implementation of agile working within Flintshire.
5.00 FINANCIAL IMPLICATIONS
5.01 The cost of the study within Flintshire was £10,000 and was fully funded from the Council's allocation from the Welsh Local Government Association Improvement Fund. BT was engaged as a specialist provider of consultancy services in the agile working arena and with previous experience in such projects with other organisations.
Date: 11/06/2009 136 Flintshire County Council
5.02 The financial implications of large scale implementation of agile working are detailed within the research study report. In terms of any small scale projects the financial implications will need to be identified once the projects have been scoped.
5.03 As referred to in 3.09 above there is a potential opportunity to secure WAG Invest to Save funding for the implementation of agile working. However capital expenditure and on-going revenue costs would need to found from the Council's existing resources or from project specific cashable efficiency gains.
6.00 ANTI POVERTY IMPACT
6.01 None
7.00 ENVIRONMENTAL IMPACT
7.01 Potential carbon footprint reductions could be achieved by the introduction of agile working.
8.00 EQUALITIES IMPACT
8.01 None
9.00 PERSONNEL IMPLICATIONS
9.01 Clear policies and guidelines will need to be developed before implementing agile working.
10.00 CONSULTATION REQUIRED
10.01 On-going consultation with staff and the trade unions would be required should we decide to implement agile working within the organisation.
11.00 CONSULTATION UNDERTAKEN
11.01 A large number of staff and trade union representatives have been involved in workshops and participated in surveys as part of the project.
12.00 APPENDICES
12.01 Appendix 1 Work Style Archetypes Appendix 2 Flintshire Work Style Transformation - Executive Report
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Date: 11/06/2009 137 Flintshire County Council
No Background Documents
Contact Officer: Chris Guest Telephone: 01352 702800 E-Mail: [email protected]
Date: 11/06/2009 138 APPENDIX 1 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
WORK FLINTSHIRE WORK STYLE FINANCIAL REPORT STYLE APPENDIX 4 – WORK STYLE ARCHETYPES
Steve Gillies, Dominic Sherry & Alvin FitzPatrick | BT Global Services | March 2009
139 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
Appendix 4 – Work Style Definitions
To establish the potential for agile working in Flintshire we conducted a Work Style Evaluation Exercise based on definitions of four archetypal work styles: Home, Mobile, Fixed and Flexible. In this section we describe these work styles in more detail.
Figure 1: Work Style Short Descriptions
In this section we describe each of the four work styles considered. Please note that there are no ‘hard rules’ and therefore some interpretation and judgments were needed to categorize job roles into work styles.
2
140 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
Fixed Worker Archetype Fred is a Fixed Worker. He really does need to be at his desk and available from 9am to 5pm. He continually needs to interact with colleagues and his daily tasks tend to be interrupt driven. For example, citizens may contact him at any time and he needs to be able to react and prioritize his tasks on an hour by hour basis.
The requests he receives are unpredictable and therefore it is difficult to schedule appointments.
Fred likes working in a fast, busy environment and feels a sense of satisfaction at helping citizens to solve problems. He has a Desk Top PC and a work station specifically allocated to him. He has personalized it with photographs of his beloved dog and takes pride in keeping it tidy and well organized. He gets particularly upset if someone uses his desk and disconnects his printer.
He requires immediate access to corporate systems to perform his duties and needs a fixed telephone with excellent sound quality. His ability to respond quickly depends on having access to all of his equipment including ‘emergency’ numbers that he has posted in a prominent position on his workstation.
Fred spends over 90% of his time in the office at his desk. He occasionally attends training course or management briefings.
Fred is a natural networker and keenly participates in the Councils Continuous Improvement (Kaizen) Programme. He enjoys this aspect of the job, likes being in the office and part of the buzz he gets from the job is the face to face interaction with colleagues on a day to day basis.
As much as he likes his job, at the end of the day Fred switches off during his commute back home which acts as a kind of ‘warm down’ activity for him. He relaxes by walking his dog in the evening and rarely, if ever, thinks about work outside of working hours. Fred’s commute is 30 minutes per day. He doesn’t find it stressful and enjoys the ‘warm up’ and ‘warm down’ transition as he travels from home to work or vice versa.
3
141 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
Flexible Worker Archetype Fiona is a Flexible Worker. She is a middle manager and a knowledge worker who spends much of her time researching data, meeting with colleagues in a variety of locations, problem solving, handling complex citizen issues and coming up with new ideas.
She also has regular report writing duties and meets with Council stakeholders including senior management, politicians and community representatives.
Before she became a Flexible Worker one of her biggest frustrations was that she had to go back to the office at the end of each day to report on her progress and to pick up papers for the following day.
Fiona has a Laptop Computer and can access her data, email and key systems from anywhere that has network access. She often drops into a regional centre, sometimes at a library, and accesses her systems to arrange meetings and to research her Lotus Notes databases. She also has a mobile smart phone that can be used to receive and send emails, access the internet and text messaging.
She needs access to email, internet and Lotus Notes from as many places as possible and there are a few corporate systems that she occasionally needs access to from Council offices. Typically she is in Council offices 2 to 3 days per week and the rest of the time she is ‘on the move’ or at home working.
She has a Council office assigned as her home base and uses the shared workstation space and shared desks. She can book a desk or private meeting rooms if she needs to. Her assigned office also acts as a ‘virtual postal address’ and she can have mail forwarded to her home address if required.
One of the great things that Fiona likes about being a flexible worker is the ability to work from home from time to time. In the past she would feel guilty about it, fearing her colleagues and managers would think she was having a ‘duvet day’. But now, thanks to the new work style policies and attitude, she can work from home just as effectively, and usually more efficiently, than she can in the office.
Fiona has a secret passion for great Italian coffee and she tries to visit her favourite espresso house twice a week where she can quietly plan her day and answer emails via the free wireless connection made available by the cafe. She can do this securely thanks to the two-way identification token provided with her Laptop PC.
She is a regular user of tele-conferencing facilities and about four times a week chairs a tele-meeting that other flexible and fixed workers participate in. Recently she has also started using the new application sharing facility where she can update planning spreadsheets from her Laptop PC and her colleagues can see and comment on the changes instantaneously no matter where they are in Council.
4
142 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
Fiona is an energetic individual with several personal commitments with organisations and community groups she belongs to. She likes the idea of flexible working as she can balance her personal interest with her work duties as suits her on a day to day basis. Her manager has agreed outcome based measurements that are embedded in her personal performance goals and this helps her to get the right life work balance.
Since becoming a flexible worker her travelling time has reduced significantly and her overall productivity is higher. She is also happier in her work and feels that she has gained more trust from management to do the job the way she thinks is best.
Fiona has recently realized the importance of ‘presence’ in a large organisation and is thinking about ways to ensure her activities are well known as she is out of the office so much. She has started writing a blog and publishing it on the internal company blog site. She has been pleasantly surprised at how much this has helped and by how many new colleagues from other parts of the Council she has made contact with.
5
143 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
Mobile Worker Archetype Mike is a Mobile Worker. He is an inspector and supervisor often travelling, working in the field, or providing advice at the premises of small businesses throughout the Council territory.
In the past he used to have to go to Council offices to meet his team every morning and also to pick up job schedules, reports and instructions. Now he is able to spend less than 50% of his time in offices and has therefore been able to increase his face to face time with citizens and his team.
He requires access to some special corporate systems, particularly works scheduling and records management applications. He also needs access to email and the internet whilst he is in the field.
Mike is a very ‘hands on’ supervisor and therefore only occasionally uses tele- conferencing facilities preferring to conduct face to face sessions with his team. In fact, he was quite uncomfortable with tele-conferencing to start with but thanks to the training provided he now uses it with ease when it helps him to do his job.
Whilst most of Mike’s work is predictable and can be planned in advance he, thankfully only infrequently, has to drop everything and attend ‘emergency’ situations when he and his team need to work very dynamically and closely together. He finds the use of a Personal Digital Assistant and Mobile Phone invaluable in these circumstances so has opted for these rather than a Laptop PC. If he needs to do report writing he will typically use one of the Desk Top PC’s available in the new drop in centres.
Mike, by his own self admission, was very skeptical about the benefits of mobile working but has become a bit of a convert over time. He puts this down to the practical nature of the solution and the ability for staff to opt in and self select, to some extent, their preferred tool set.
He does have a building assigned as his official base and this is where his post gets delivered. However, he rarely goes there and is alerted if there is any mail to collect.
Mike reckons his productivity has increased significantly, not just from reduced travelling time but also from better access to data and systems.
He is a passionate environmentalist and spends many weekends committed to helping his local environment reduce it carbon footprint. He recently was proud, if rather nervous, to give a presentation to his local Councilors on environmental issues and was able to explain how his new ways of working had contributed to an overall improvement in the Council’s sustainability aspirations.
6
144 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
Home Worker Archetype Helen is a Home Worker. She is able to do the majority of her work from home and spends 9 days out of 10 working from home. She has a predictable, largely routine job but it isn’t boring. She is a ‘case worker’ and her duties include gathering information, checking facts, gaining authorisations, and making judgments on citizen applications.
Citizens depend on the judgments she makes and she takes her duty very seriously, exploring every angle on an individual case before coming to a conclusion. Because of this the amount of time to complete a case can vary wildly: anything from 10 minutes to half a day of effort spread over a lapsed time from 1 day to 20 days. Balancing all this and meeting deadlines is quite a task best done with full concentration and no interrupts.
In the past she was often distracted from the task at hand through interruptions from colleagues as she was seen as an expert in one specialist area. This was frustrating as she didn’t seem to gain any recognition for the contribution she was making. In fact, her daily output was less than average because of these interruptions.
Now she organizes a monthly tele-conference and cascades her specialist knowledge to other colleagues. Recently she has been recognised as having helped new starts who are also home workers settle into their job. This has given her the idea of setting up a Home Worker Community within the Council to share ideas, knowledge, working practices and issues.
Her job is repetitive and her output can be measured. Whilst it is important to do things in a timely fashion she can decide the priority of work and it doesn’t usually matter if she works in the morning, evening or even through the night.
She has a small office space at home, but it has been surveyed by the Council as fit for purpose and someone visits regularly to conduct electrical equipment safety checks. She has a Desk Top PC, low carbon footprint monitor, desk, chair, fixed telephone and printer all supplied by the Council.
She was always keen to work from home but was concerned about the psychological impact of feeling isolated from the working community. To address this she visits her local office once every two weeks for coffee and to network with colleagues.
Recently she had a domestic situation that required her to be at home every day. In the past this would have been a very difficult situation to deal with but she was able to handle it by just adjusting her working hours.
Helen finds it hard now to imagine doing her job in the old way and has turned down approaches from other companies who weren’t able to offer the same kind of working environment.
7
145 Flintshire Work Style Transformation Programme Flintshire County Council & BT Confidential
8
146
WORK FLINTSHIRE WORK STYLE TRANSFORMATION STYLE EXECUTIVE REPORT
Steve Gillies, Dominic Sherry & Alvin Fitzpatrick | BT Consulting
147 Flintshire County Council & BT Confidential
1.0 Introduction ...... 3
2.0 Executive Summary...... 4
3.0 Method and Findings...... 6
4.0 Recommendations ...... 10
Appendix 1 - Report Structure...... 11
Steve Gillies, BT Agility Team - March 2009
148 Flintshire County Council & BT Confidential
1.0 Introduction
Between December 2008 and March 2009 Flintshire County Council (the Council) has been investigating the potential for introducing new agile work styles1.
The investigation was based on a method developed by BT – an internationally recognised practitioner and thought leader in agile working - called the Work Anywhere Study (the WA Study).
This is the Flintshire Work Style Executive Report. It summarizes the findings, conclusions and recommendations of the WA Study with regard to agile working.
This report should be read by senior stakeholders with an interest in agile working in the Council. We also recommend reading the Flintshire Work Style Finance Report which provides a more detailed of the WA Study findings from an investment and financial perspective.
Additional specialized reports are available covering carbon impact analysis, ICT, property, work style evaluation, potential efficiency gains and space utilisation. A full list of reports produced by the WA Study is provided in Appendix 1.
In conducting the WA Study BT has had considerable assistance from many Council employees. We would like to thank them for their contribution, open minded attitude and general helpfulness over the course of the study.
It is important to note that the costs provided in this report are based on estimates and provided for the purposes of business planning only. They do not represent, in any form, a commercial offer from BT to Flintshire County Council that is capable of commercial acceptance.
For additional information on this report please contact Steve Gillies ([email protected]), Dominic Sherry ([email protected]) or Alvin Fitzpatrick ([email protected])
1A definition of agile work styles is provided in the Flintshire Workstyle Transformation Finance Report - Appendix D
Steve Gillies, BT Agility Team - March 2009
149 Flintshire County Council & BT Confidential
2.0 Executive Summary
The study conducted by the Council and supported by specialists from the BT Agility Team between November 2008 and March 2009 has found significant advantages to Work Style Transformation. Our conclusions are…
¾ Cashable financial benefits of £3.8 million over 5 years representing a 42% return on investment. Importantly the annual ongoing cash benefit from Year 6 onwards is estimated to be £4.4 million per annum.
¾ The Council is in a good position to implement agile working on a large scale. The Services estimate that the potential is for more than 2,500 employees to adopt one of the new proposed workstyles. The appetite for change is high and evidenced in the high level of participation in the study by staff at all levels.
¾ The senior leadership is strong and the anticipated changes can be aligned and integrated with the Councils ongoing organisational development plans. Furthermore, the ICT environment is in good shape to deliver technology that supports agile working.
¾ The vision is achievable. We have not identified any major obstacles at this stage. Based on the study scope and findings there is adequate spare capacity in office space and desk utilisation to accommodate the changes required.
¾ Significant strategic advantages are to be gained including the potential to reduce absenteeism, modernize and improve the employee working environment, and to reduce the Councils carbon footprint.
¾ The changes envisaged will require a coordinated Council wide programme of change. It will require management support and participation at all levels. There are issues relating to change and fear of change – however these can all be overcome by ensuring the right leadership, funding and management arrangements are in place.
Our overall conclusion is that the Council will benefit sigfnicantly from the large scale adoption of agile work styles and that it in an excellent position to proceed.
Our recommendations are to further develop the case for change; seek quick wins; integrate agile working with other major Council programmes and to build the resources required to take the next steps.
Steve Gillies, BT Agility Team - March 2009
150 Flintshire County Council & BT Confidential
Steve Gillies, BT Agility Team - March 2009
151 Flintshire County Council & BT Confidential
3.0 Method and Findings
Work Style Evaluation
¾ A Work Style Evaluation Exercise was conducted by all Services based on a process and definitions provided by the BT Agility Team
¾ The Services estimate that 2,668 employees could potentially adopt one of the agile work styles - 1,674 flexible, 986 mobile and 8 permanently home based. The number of Home Workers estimated is low compared to other Councils who have conducted a similar evaluation. For the purposes of the business case we have increases the number of Home Workers to 57 in line with findings elsewhere.
¾ 66% of the workforce remain in Fixed Work Styles; 20% in Flexible; 13% in Mobile Work Styles; and 1% in permanent Home Work Styles
Financial Analysis2
¾ The financial case is based on approximately 1,756 employees3 benefiting from new agile work styles. The case is based on 57 Home Workers, 396 Mobile Workers, and 680 Flexible Workers giving a total of 1,133 employees (13%) adopting new agile work styles. In addition we have estimated that 623 employees will benefit from on-line conferencing solution but will remain Fixed Workers. The adoption rate is assumed to be ‘straight line’ – 20% in each of the 5 year period of the business case.
¾ The 5 year RoI is calculated at 42% with costs of £9.3 million and cashable benefits of £13.2 million. Cash flow is negative in Y1 and part of Y2. The Y6 ongoing net benefit is calculated to be £4.4 million per annum.
¾ Cashable benefit is a result of higher efficiencies worth £11 million, reduced travel costs worth £0.4 million, reduced property operational costs worth £1.3 million and avoiding future building refurbishments worth £0.5 million. No revenue injection benefit has been claimed for property rationalization or disposal.
¾ We have identified 27 cost drivers. Of these the top 7 represent 80% of the total estimated 5 year cost of £9.3 million. The top six costs for the 5 year period are external specialist support at £1.5 million; office space reconfigurations at £1.2 million, business broadband services at £1.2 million; IT
2 All data based on the Flintshire Base Case Scenario
3 See comment on Services estimates in the Workstyle Evaluation section
Steve Gillies, BT Agility Team - March 2009
152 Flintshire County Council & BT Confidential
infrastructure and applications development at £1.0 million; audio conferencing services at £1.0 million; internal Council staff costs at £1.0 million; and agile working support services and tools at £0.65 million.
¾ In addition to the cashable net benefit identified the Council will benefit strategically by becoming a more flexible and resilient organisation able to attract and retain employees by providing them with a modern working environment and tools.
Solution Design Sessions
¾ Six Solution Design workshops were held to develop the requirements for the proposed programme of change. Over 70 people from across all the Services participated, providing a representative view of the opportunities and challenges to working in new ways.
¾ The workshops captured current ways of working. The vision painted during the solution design sessions described a Council working in new and different ways incorporating agile work styles into everyday life.. The participants provided a wide spectrum of responses through open discussions. Some reservations and concerns were voiced; however the overwhelming response was positive and supported the vision of Council supporting new work styles.
Carbon Impact Assessment (CIA)
¾ The CIA analysed two buildings – County Hall in Mold and County Office in Flint. The aim of the CIA was to provide the Council with a carbon footprint for the energy use and travel – based on data gathered from the two buildings and extrapolated to provide an estimate for the Council. The data was then analysed using the BT CIA Tool to determine the impact of Work Style Transformation on carbon emissions.
¾ The CIA included all three carbon scopes – a definition of the scopes can be found in the Flintshire Work Style Transformation CIA Report
¾ A key part of the CIA was data provided by the Council from a travel survey. The survey was completed by 404 staff representing approximately 5% of the total employee population.
¾ The Council’s total annual business mileage is approximately 4.0 million miles producing 1,277 tonnes of CO . From this we estimate that the annual mileage associated with face to face business meetings is 1.16 million miles which produces 464 tonnes of CO per annum and costs the Council approximately £186,000 each year in expenses.
Steve Gillies, BT Agility Team - March 2009
153 Flintshire County Council & BT Confidential
¾ The total carbon footprint for County Hall and County Offices is 3,995 tonnes of CO per annum – 1,029 tonnes from gas used to heat buildings, 2,152 tonnes from electricity and 814 tonnes from staff commuting to and from buildings.
¾ The total Council wide carbon footprint from business travel of 4.0 million miles is 1,277 tonnes per annum.
Efficiency Assessment
¾ The main method used to determine the potential gain in efficiency was the on-line Day in the Life-Of (DILO) Survey. The aim of the survey was to determine how much time is spent on activities where new ways of agile working can increase efficiencies resulting in both personal and organisational productivity.
¾ The survey took place from Monday 12th to Friday 16th January and 2,630 responses were collected. 75% of participants were working from their usual location, 23% in multiple locations and 2% from home.
¾ The vast majority of participants commuted between 30 minutes and 1 hour each day. The majority of participants did not travel during the day for business meetings with the exception of Community services & Environment which had a higher level of business travel than the rest of the Council
¾ The amount of time spent on administrative tasks was quite widely spread probably because some roles are more administrative in their nature than others. Many participants spent up to 2 hours per day on administration.
¾ Just over 50% of participants had no face to face contact with external customers (citizens) during the working day. An average of 1 hour was spent in telephone or email contact with external customers.
¾ Between 2 and 3 hours were spent in face to face contact with colleagues and up to 1 hour in either telephone or email contact with colleagues per day.
¾ The vast majority of participants did not spend any significant time with ‘other contacts’ (e.g. suppliers).
ICT Assessment
¾ The method of assessment was to interview Council ICT representatives and compare existing ICT infrastructure and services with a BT developed reference model for ICT solutions in support of agile working.
Steve Gillies, BT Agility Team - March 2009
154 Flintshire County Council & BT Confidential
¾ Based on this review it appears the Council is well advanced in developing an ICT infrastructure that will support new agile work styles. In particular the strategy for devices, security and remote access supports the proposed programme; the adoption of Citrix application virtualization simplifies and pre- enables the proposed changes; and the ongoing enhancement of the IBM Lotus Suite provides a strong basis for advanced communications.
¾ Additional investments will be required in completing the Citrix role out; the Council wide adoption of an Electronic Document & Record Management System; enhanced networks; and in additional mobile applications.
Property & Space Assessment
¾ The primary method of assessment was a desk utilization survey combined with visual inspection and interviews with Council property representatives based on two locations – County Hall in Mold and Council Office in Flint.
¾ The average desk utilization was 64% (62% in Mold and 78% in Flint). The average space per desk was 15 to 20 square metres. The use of space was inconsistent with some areas densely packed and other sparsely occupied. There appears to be significant amounts of space dedicated to paper filing which could be much reduced through electronic storage.
Steve Gillies, BT Agility Team - March 2009
155 Flintshire County Council & BT Confidential
4.0 Recommendations
¾ Flintshire Council to continue developing the ‘case for change’ by validating the WA Study findings through additional surveys, workshops and data gathering exercises.
¾ Flintshire Council to work with Wrexham and Denbighshire Councils to further validate the ‘case for change, to investigate joined up delivery opportunities and to develop a joint investment case.
¾ The Councils4 to jointly finalise the business case and present an investment case to the Welsh Assembly.
¾ Flintshire Council to investigate how the proposed Work Style Transformation Programme can be integrated with existing and planned organisational developments.
¾ Flintshire Council to develop a programme of ‘quick wins’ that are strategically aligned with the Councils vision for agile working. Quick wins should consider accelerating the implementation of HR policies and ICT infrastructure.
¾ Flintshire Council to align its Property and ICT Strategies with their vision for agile working.
¾ Flintshire Council to develop employee and external stakeholder communications describing the results of the study and the planned next steps.
4 Flintshire, Wrexham and Denbighshire Councils
Steve Gillies, BT Agility Team - March 2009
156 Flintshire County Council & BT Confidential
Appendix 1 - Report Structure
Figure 1: Report Structure
Steve Gillies, BT Agility Team - March 2009
157 FLINTSHIRE COUNTY COUNCIL
AGENDA ITEM NUMBER: 9
REPORT TO: PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE DATE : 18 JUNE 2009 REPORT BY: PERFORMANCE AND CORPORATE MANAGEMENT OVERVIEW & SCRUTINY FACILITATOR SUBJECT : FORWARD WORK PROGRAMME
1.00 PURPOSE OF REPORT
1.01 To consider the Forward Work Programme of the People & Performance Overview & Scrutiny Committee.
2.00 BACKGROUND
2.01 Experienced Overview & Scrutiny Members will be aware that items feed into a committee's Forward Work Programme from a number of sources. Individual Members can suggest topics for review by Overview & Scrutiny committees; members of the public can suggest topics; items can be referred by the Executive for consultation purposes; items can be referred by the County Council, or Directors can request that a committee gives a view on a particular topic.
2.02 In identifying topics for future consideration, it is useful to apply a 'test of significance'. This can be achieved by asking a range of questions, some of which could come from the following list, which is not intended to be exhaustive:
1. Will the review contribute to the Council's priorities and/or objectives? 2. Are there issues of weak or poor performance? 3. How, where and why were the issues identified? 4. Is there any evidence that local communities think the issues are important and is there any evidence of public dissatisfaction with a particular service? 5. Has there been new Government guidance or legislation? 6. Have inspections been carried out by an Overview & Scrutiny committee or by one of the Council's regulators? 7. Is this area already the subject of an ongoing review of any form?
3.00 CONSIDERATIONS
3.01 Overview & Scrutiny presents a unique opportunity for Members to determine the Forward Work Programme of the committees of which they are Members. A copy of the current programme is attached for Members' consideration.
Date: 11/06/2009 158 Flintshire County Council
4.00 RECOMMENDATIONS
4.01 That the committee considers the report's suggestions and its Forward Work Programme, and amend as required.
5.00 FINANCIAL IMPLICATIONS
5.01 None arising directly from this report.
6.00 ANTI POVERTY IMPACT
6.01 None arising directly from this report.
7.00 ENVIRONMENTAL IMPACT
7.01 None arising directly from this report.
8.00 EQUALITIES IMPACT
8.01 None arising directly from this report.
9.00 PERSONNEL IMPLICATIONS
9.01 None arising directly from this report.
10.00 CONSULTATION REQUIRED
10.01 Not applicable.
11.00 CONSULTATION UNDERTAKEN
11.01 Publication of this report constitutes consultation.
12.00 APPENDICES
12.01 Current Forward Work Programme
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS
Minutes of previous meetings of the committee
Contact Officer: Bev Symonds Telephone: 01352 702498 E-Mail: [email protected]
Date: 11/06/2009 159 Flintshire County Council
Date: 11/06/2009 160 WIP : DRAFT PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE FORWARD WORK PROGRAMME (FWP) for 2009/10
Tabled Updated/ BAS 5.5.09: Responsibl Submiss- Date of Subject Purpose of Report Scrutiny Focus e / Contact ion meeting Officer Deadline 7th July Equivalent to Service Plan? ( Exec Assured review of Service Plans created C.Guest WORK- ICT Strategy report 236.09 revised strat higher Member involvement. SHOP Strategic Partnership To inform. Future O&S role, in the Request of Member CEO/KA 30 July Tues Performance - Summary scrutinising of the Partnerships (Thurs) 4.7.09
10am Modern Apprentice Review if successful or not. HS Programme Progress update (People Strategy Action Plan Ref 4.10.1) Develop & introduce an Review Process and consider the use of HS HR customer feedback (People Strategy Action Plan 08/09. the data collected process and any data Ref:6.5) collected to date
Review core HR policies, (People strategy Action Plan 08/09. CEO/HS procedures developed so No:6.7) far
Q1 2009/10 Performance Undertake Performance Management To enable members to fulfil their scrutiny CEO/KA 24 Sept Tues Reporting (LSG22/9,Ex6/10) role in relation to performance monitoring. (Thurs) 8.9.09
10am Equality & Diversity Suggest from Members 18May 09 P&P 5 Nov Tue
(Thurs) 20.10.09 Environmental Impact As stated at the end of al Committee 10am Reports - Suggest from Members 18.5.09 P&P
C:\cadmin\SBTS-7SGE4Z-JSND-7SVCEU.DOC Page 1 161 WIP : DRAFT PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE FORWARD WORK PROGRAMME (FWP) for 2009/10
Responsibl Submiss- Date of Subject Purpose of Report Scrutiny Focus e / Contact ion meeting Officer Deadline MASS Policy (MASS went live 30/11/08) Review effectiveness of MASS Policy HS Tue 3 17.11.09 Dec’09 Annual Appraisals Report (Ref to in People strategy 08/09 Monitor appraisals aligned to corporate HS (Thurs) Ref:2.10.5 AP) performance management framework 10am Q2 2009/10 Performance Reporting Undertake Performance Management CEO/KA (LSG25/11,Ex6/10)
2010 Tue Managers Development Update report Review impact (People Strategy AP 5.3.2) 12 Jan 28 Programme 2010 January HS/SH (Thurs) Annual letter 2009/10) inform (avoid duplication of reviews) 10am KA SPECIAL JOINT MEETING Consultation RE:-20010/11 BUDGET 1 FEB? Scrutiny and suggestion for alternative Tue WITH CMOSC budget(s) 26/1/10 Q3 2009/10 Undertake Performance Management Performance Monitoring Tue 25 Feb (LSG23/2,Ex9/3) 9/2/10 (Thurs) * Regulatory Plan 2009/10 Inform thus avoid duplication of reviews 10am Update for information
9 March (Tues) EXEC Recruitment of under- Progress report Monitor progress ( People strategy Action Mon 8 April represented groups Plan ref: 5.6) 22/3/09 (Thurs)
10am Redesigned recruitment Update report [project start 11/9/07 Monitor complete and measures of process target approx 662 days, estimated finish success 31`/03/10]
C:\cadmin\SBTS-7SGE4Z-JSND-7SVCEU.DOC Page 2 162 WIP : DRAFT PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE FORWARD WORK PROGRAMME (FWP) for 2009/10
Responsibl Submiss- Date of Subject Purpose of Report Scrutiny Focus e / Contact ion meeting Officer Deadline Wed 6 May 21/4/10 (Thurs) 10am
End of Year PIs - Undertake Performance Management Performance monitoring Tues 17 June Update on end or year performance 1/6/10 (Thurs) results 10am
August HR Service Centre - Progress report Review success of model ( People TBC Strategy 08/09 AP 3.1.5)
Extract from Executive FWP May 2009 to October 2009 as relates to Corporate Service areas
MEETING DATE DIRECTORATE/DIVISION TOPIC REPORT TYPE PORTFOLIO
23 June 2009 Chief Executive Governance Framework Strategic Corporate Governance & Strategy Strategic Partnership Performance – Operational Corporate Governance Summary & Strategy Regulatory Plan Mid-Year Review Operational Corporate Governance & Strategy 2008/09 Performance Reporting Operational Corporate Governance & Strategy ICT/Customer Services Revised ICT Strategy Strategic Corporate Governance & Strategy HR & Organisational Revised People Strategy Strategic Corporate Governance Development & Strategy
C:\cadmin\SBTS-7SGE4Z-JSND-7SVCEU.DOC Page 3 163 WIP : DRAFT PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE FORWARD WORK PROGRAMME (FWP) for 2009/10
HRMIS Phase 2 Progress Operational Corporate Governance & Strategy 14 July 2009 Chief Executive Equalities Schemes Annual Reports Strategic Corporate Governance & Strategy Welsh Language Schemes – Annual Strategic Corporate Governance Reports & Strategy HR & Organisational New Employee Relations Policies Operational Corporate Governance Development & Strategy Workforce Information Report First Operational Corporate Governance Quarter 2009 – April to June & Strategy 4 August 2009 16 September 2009 Chief Executive Q1 Performance Reporting Operational Corporate Governance & Strategy HR & Organisational People Strategy Quarterly Progress Strategic Corporate Governance Development & Strategy Workforce Information Report Operational Corporate Governance Second Quarter – July to September & Strategy 6 October 2009 Chief Executive Annual Performance Report – Strategic Corporate Governance 2008/09 & Strategy ICT/Customer Services Customer Services Strategy Update Strategic Corporate Governance & Strategy HR & Organisational HRMIS Phase 2 Progress Operational Corporate Governance Development & Strategy 27 October Chief Executive Community Strategy & Local Service Strategic Corporate Governance Board – Mid Year Review & Strategy Organisational Redesign Phase II – Strategic Corporate Governance Update & Strategy Voluntary Sector Grant Management Operational Corporate Governance Mid Year Review & Strategy ICT/Customer Services ICT Strategy Update Strategic Corporate Governance & Strategy C:\cadmin\SBTS-7SGE4Z-JSND-7SVCEU.DOC Page 4 164 WIP : DRAFT PEOPLE & PERFORMANCE OVERVIEW & SCRUTINY COMMITTEE FORWARD WORK PROGRAMME (FWP) for 2009/10
C:\cadmin\SBTS-7SGE4Z-JSND-7SVCEU.DOC Page 5 165