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Vision 2025: Visionour Cor P2025:Orate Improvement Plan

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Vision 2025: Visionour Cor P2025:Orate Improvement Plan Vision 2025: VisionOur Cor p2025:orate Improvement Plan Update and Annual Report 2019 Published July 2019 Contact This document looks back at Powys County Council’s Performance during 2018-19 against the Well-being objectives and activities set out in Vision 2025: Our Corporate Improvement Plan 2018-2023. It also looks forward and updates our plan for 2019 onwards, ensuring that all activities are still relevant and focussed on our vision and outcomes. A short ‘moovly’ summarising our performance can be found here: insert link Let us know what you think of this report and how you think we could improve services in the future. Get in touch: Chief Executive and Member Support Powys County Council, County Hall, Llandrindod Wells, Powys, LD1 5LG 01597 826158 [email protected] _w_w_w__.p_o_w__y_s_.g_o_v_._u_k Twitter: @__p_o_w__y_sc_c_ _@__c_sp_o_w__y_s_ Facebook: @__p_o_w__y_sc_c_ _ @__c_sp_o__w_y_s_ Youtube: C__yn__go__r _S_ir_ P_o_w__y_s _C_o_u_n_t_y_ C_o_u_n_c_i_l Instagram: @__p_o_w__y_sc_o_u_n_t_y_c_o_u_n_c_il_ Corporate Improvement Plan 2019 update 1 Contents 01 Introduction 1.1 Leaders introduction .............................................................................................3 1.2 A message from the Chief Executive....................................................................4 1.3 A guide to this document ......................................................................................6 1.4 Looking back: A summary of our performance in 2018-19 ...................................7 1.5 Looking Forward: Vision 2025 at a glance............................................................9 Delivering our objectives in 2018-19 and changes to our plan 02 for 2019-20 2.1 The Economy......................................................................................................10 2.2 Health and Care .................................................................................................20 2.3 Learning and Skills .............................................................................................35 2.4 Residents and Communities...............................................................................45 2.5 Making it Happen................................................................................................50 03 Monitoring and Review 3.1 Financial Strategy ...............................................................................................58 3.2 Listening to our residents....................................................................................60 3.3 Listening to our regulators ..................................................................................63 3.4 Governance arrangements .................................................................................68 3.5 Comparing our performance to other Welsh Council’s .......................................70 Corporate Improvement Plan 2019 update 2 01 Introduction In this report, we focus on the activities that 1.1 Leaders Introduction started during 2018-19 and where we expected progress to be made. After just one year of delivering our plan, we’re proud to have achieved several key milestones, including completion of our Welsh Housing Quality Standard Programme, launch of a new community lottery, building of 5 new schools and supporting 9 schools to come out of Estyn’s ‘improvement’ category, following improved inspection results. We have also increased the amount we spend with Powys businesses by 2.1% and the economic impact of Councillor Rosemarie Harris tourism has increased by 3.1%. Our Children’s Leader Powys County Council and Adults Services continue to be monitored by our inspectors and an independent Board and we In April 2018, my Cabinet and I presented our are pleased to report that improvements are long-term aspirations for Powys – better known being made. I am very grateful to Powys as Vision 2025: Our Corporate Improvement Plan. residents, our staff, county councillors and Our plan is ambitious, setting out 40 outcomes partners for their contribution and helping to make that we want to improve, to help make a real our vision a reality. difference for Powys residents, communities and businesses. After reflecting on our performance in 2018-19 To help us achieve our Vision, we made a and reviewing the challenges ahead, I can commitment to focus our efforts on four well-being reaffirm that our well-being objectives will stay the objectives: same for 2019-20 onwards. However, some of We will develop a vibrant economy the activities for delivering them have changed. We will lead the way in providing effective, This is to ensure we focus more on integrated health and care in a rural environment transformational improvement; that we think We will strengthen learning and skills about longer term outcomes, that we listen to We will support our residents and communities what our residents are telling us is important to them and we use our resources more effectively. We also have an internal facing objective called The updated activities and performance Making it Happen, to ensure we put in place the key measures are contained within this document and building blocks for improving the efficiency and will supersede Vision 2025: Our CIP (2018-2023) effectiveness of our services. that was published in April 2018. For more information on why we have made the In the past we published an annual update to our changes please click here. Corporate Improvement Plan at the start of each financial year (April/May), followed by our backward Despite the financial challenges we face, we looking performance report at the end of October. remain ambitious and committed to investing in the services our residents rely on the most. An However, for the first time, this document pulls overview of where our budget is prioritised in together our past performance and updated plan into 2019-20, can be found on page 57 (Financial one place. We hope you will find it helpful in outlining Strategy). what we have achieved, what difference we are making and where we plan to do better. Our Senior Management structure has undergone significant transformation during 2019 and I am Our plan has a range of activities, some short-term pleased to welcome a number of new staff to that can be delivered relatively quickly and others Powys. A new chapter now begins, with renewed that are longer term that will take time to develop and energy, passion and ideas to drive our plan implement. forward. Corporate Improvement Plan 2019 update 3 01 Introduction 1.2 Message from the North Powys Well-being Hub Chief Executive We will look at the options for developing a Regional Rural Centre in Newtown to address the issues around the ageing estate, support the future population needs and mitigate against the potential shift of services away from north Powys under the Future Fit programme. Improve our schools Infrastructure Our school buildings will be transformed through delivery of a £114m capital investment scheme. We will ensure that our new and re-furbished Dr Caroline Turner schools provide modern environments that are Chief Executive fully equipped for 21st century learning and are central to community life. We will complete the I joined Powys County Council at a critical first round of capital investment by 2020 (Band point in its transformation journey. While a A) and second round (Band B) by 2025. We will number of key milestones have been achieved implement our new School Organisation Policy against Vision 2025 during its first year, there and Delivery Plan to develop a more efficient is still significant improvement and schools network, with a greater focus on developments to be made. working in partnership with schools and the communities they serve. The Delivery Plan will As Chief Executive, my role is to ensure that all focus on improving secondary and post-16 staff have ‘Vision 2025’ at the core of the work that provision, primary provision and Welsh- they do, whether they work in social care, medium/bilingual provision. education or highways and transport, to mention a few. We need to remain focussed on delivering the Digital Transformation outcomes our residents and communities expect To design and implement our digital and deserve, particularly at a time when we face transformation, setting the map for how the year on year reductions in our budget. We have Council will take advantage of digital already made in excess of £100m over the last technologies to transform service delivery decade, but over the next 3 years we need to find through the way we work, how we use further significant savings to balance our budget, information, support our customers, improve based on current modelling this is estimated resident opportunities and help our businesses between £30m to £46m, best and worst case to compete. scenario. To achieve this, we know we need to transform the way we deliver services. Workforce Futures We will re-model the council’s staffing structure During 2018 -19 a new Transformation Programme to embed changes in organisational culture, was developed to drive forward change at pace. while making significant financial savings. We The cross- cutting projects making up the current will equip the workforce with the right skills, programme are: attitude, behaviours and experience and develop our own talent through apprenticeships Mid Wales Growth Deal and training, to enable them to reach their We will work with partners to secure a growth deal potential. potentially worth in the region of £200m, in
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