Buckinghamshire County Council Strategic Plan 2013-17 1
Introduction Welcome to Buckinghamshire County Council s Strategic Plan. This is the key document for the authority for the next four years and sets out the priorities on which we as a Council need to focus. The County Council is working in one of the most testing circumstances in the history of local government. Like many parts of the public sector, local government remains under acute financial pressure and further austerity measures are expected at least for the duration of this Strategic Plan. In addition, we are experiencing increasing pressures on our services as a result of demographic changes, high public expectations and transformations to other parts of the public sector such as welfare benefit reforms and cuts to budgets. However, it is also a time of possibility for the Council, its partners and communities. The government s commitment to localism and devolution of power provides a number of opportunities to be more innovative in supporting Buckinghamshire and its residents. Currently these include public health responsibilities returning to the County Council, increasing flexibility in the way we can use our resources, an active and effective voluntary and community sector and the devolvement of funding from Central Government. The County Council also has a good track record of planning for future change and making savings whilst protecting frontline services. We will be building on our experience, taking every opportunity to work more effectively and through partnerships with others including residents, businesses and the voluntary and community sector. Our key challenge is balancing the need to shape the Council and Buckinghamshire for a sustainable and successful future with the need to respond to the immediate concerns of residents. Our Strategic Plan demonstrates what we will be doing to achieve this balance and our commitment to achieving the best outcome for our residents, communities and for Buckinghamshire. Buckinghamshire The County Buckinghamshire is in the South East region of England and is a county of contrast, with a predominantly rural north and a more urban south. Just over half a million people live in Buckinghamshire and compared to the UK as a whole the county is prosperous, highly-skilled, healthy and well-educated. The county hosts approximately 8,000 armed forces personnel and is home to a vibrant voluntary and community sector. In terms of the local economy, Buckinghamshire is particularly successful in relation to business start-ups and the growth of small businesses. The quality of Buckinghamshire s natural environment is highly valued by local people, with much of the county sitting within the Chilterns Area of Outstanding Natural Beauty and the Metropolitan Green Belt. However, the high level of affluence and traditionally low unemployment rates across the county as a whole disguise pockets of deprivation and high unemployment. Currently 3.6% of residents live in the 20-30% most deprived areas of the country, just over 25,500 people are benefit claimants and 11% of children under 16 are living in poverty. House prices are well above the national average and the rural nature of much of the county presents a number of challenges including constraints on land development and access to services and facilities. We are also seeing changes to the population which are set to continue, with a larger population in the north as a result of significant housing growth and an ageing population in the south. The ongoing economic challenges facing the country are increasingly impacting on Buckinghamshire's residents, businesses and public service organisations. The priorities we have set aim to ensure that for each and every person Buckinghamshire remains one of the best places to live. 2
Our vision for the county is that in 10 years time Buckinghamshire will still be a great place to live and work. It will be a place where residents have an excellent quality of life with good health and sense of wellbeing. There will be a wide range of cultural opportunities and the beautiful natural environment for everyone to enjoy. Our towns and villages will have a strong sense of community, with families, young people and older residents supporting each other to achieve their potential. The skilled workforce, excellent transport networks and high speed digital connections mean that Buckinghamshire s economy will be one of the strongest in the country, with both new and established businesses thriving here. This Plan sets out the steps we are going to be taking between now and 2017 to ensure we achieve our vision for the county. 3
Our priorities 1. To ensure Buckinghamshire has a thriving economy that is creating jobs Buckinghamshire today Buckinghamshire is well placed and has traditionally benefitted from a strong local economy due in part to its position in the South East of England, close to London and its airports, and sitting at the centre of the most entrepreneurial part of the UK. Buckinghamshire Thames Valley Local Enterprise Partnership (LEP) together with neighbouring LEPs in London, Thames Valley, Hertfordshire and Enterprise M3, Buckinghamshire Thames Valley LEP form the five LEPs with the highest new firm formations rates in the country. Business survival rates in Buckinghamshire are higher than the country as a whole. Currently the county has nearly 29,500 businesses and although this is increasing, the total number is still below the pre-recession level. The county has the highest proportion of very small companies in Great Britain with almost 76% employing fewer than five people. As well as these micro businesses, Buckinghamshire has several specialist business clusters including motorsport around Silverstone; medical technologies around Stoke Mandeville Hospital; and media around Pinewood Studios. Unemployment is lower in Buckinghamshire than nationally and evidence shows that Buckinghamshire has fared better during the recession than both the South East and the country as a whole. The local workforce is more highly skilled than the average and earnings for Buckinghamshire residents are higher than nationally too. Why this is a priority The economy is vital for the health, wealth and wellbeing of our residents. A prosperous county benefits all but the county has not yet recovered from the affects of the recession. There are particular challenges for Buckinghamshire which have to be addressed now, through working with partners to create a competitive business environment, one where future economic growth is sustainable. We need to make sure that Buckinghamshire has as much potential for larger employers as it has for entrepreneurs and small businesses. As they grow, businesses should see Buckinghamshire as a long-term base and we must be an attractive proposition for larger organisations seeking to relocate. Buckinghamshire needs to be able to compete with neighbouring areas in order to provide good employment for local people and stimulate the local economy. This will require investment in infrastructure. We need to make sure that Buckinghamshire can offer excellent physical and telecommunications links with the rest of the country and internationally. Youth Employment (Priority 5) Tele communications Growth strategy A number of Buckinghamshire businesses have reported difficulties in recruitment in the recent past with some applicants lacking relevant skills or experience. The cost of housing locally is also an issue for those seeking to recruit to specialist jobs from elsewhere in the country. The government s welfare benefit reforms are designed to ensure employment for all those who are able to work. The adequate supply of jobs will be key to the success of these reforms. Thriving Economy Right conditions for businesses Workforce skills New businesses 4
A particular concern locally is the preparedness of young people for work and youth unemployment trends are worrying. We need to provide opportunities for all young people to learn the skills they will need to secure employment and to work with businesses to ensure entry level access to the employment that is available. What we are trying to achieve We want to ensure Buckinghamshire continues to weather the recession well and is in a strong position when the national economy recovers. We want businesses to consider Buckinghamshire as a prime location and for local people to have the skills and experience to find good jobs locally. What we will be doing We will work with our commercial partner Bucks Business First and the Buckinghamshire Thames Valley Local Enterprise Partnership to: develop and implement an economic growth strategy create the right conditions for existing firms to flourish and succeed attract new business through support for the allocation of additional land where appropriate and a strategy for inward investment exploit to the full new and emerging telecommunications, including high speed broadband, to support business growth and the delivery of public services capitalise on those features of the County for which we are world famous as a means of stimulating further economic growth, including Silverstone Race Circuit, Pinewood Film Studios and Stoke Mandeville The Birthplace of the Paralympics and home to the internationally acclaimed Spinal Injuries Centre identify opportunities to promote and champion the green economy ensure that residents have the right skills to take up job opportunities How we will know if we are making a difference We will know if we are achieving this priority by an increase in new businesses and the number of existing businesses thriving in Buckinghamshire. More residents will be in work and the access to reliable, high-speed broadband will have increased across the county. 5
2. To improve transport networks within Buckinghamshire and the surrounding areas Buckinghamshire today The county is relatively well connected by road and railway to London, to the national motorway network and the western London airports. However, there is a clear difference in connectivity between the north and the south of the county with large parts of Aylesbury Vale in particular being relatively isolated from regional transport networks. Buckinghamshire has just over 2,000 miles of roads and being predominantly rural, the car is the mode of choice for many people and businesses. Over 3.9 billion miles are travelled annually in the county and this is expected to rise by 28% by 2026. The challenging winters of recent years have taken their toll and the road network has required increased investment as a result. Our We re Working on It campaign has allocated 30 million in past two years to improving the condition of roads across the county. Why this is a priority A good road network is vital for residents to access services, leisure and for work, particularly in the north of Buckinghamshire where alternative transport options are limited. In addition, the new housing and commercial growth being planned and built will require good quality and well planned supporting transport infrastructure. Being able to travel safely on well maintained roads is one of the most important issues raised by our residents. However, with limited funds, the challenge for the County Council is to balance the immediate and strategic needs to ensure a good network that will last. For future economic growth, businesses will require good connectivity both within Buckinghamshire and beyond. It is important that we are in a position to influence major projects as they develop and to secure funding available for improvements to our current infrastructure, to ensure the best results for Buckinghamshire residents and businesses. 6
What we are trying to achieve We want Buckinghamshire to be a place that people can travel within and through with minimum inconvenience. We want people to be easily able to travel to work and for the county to be well connected to its surrounding areas so that access to the rest of the country is good. We want to be able to identify all opportunities to secure funding to improve travel networks. What we will be doing We will invest in the maintenance of the County s existing transport infrastructure to bring it up to an acceptable standard support improved rail links in the County including East-West Rail and connections to Heathrow from the south of the County promote investment in improved north-south road infrastructure with the objective of creating a strategic route linking Milton Keynes, Aylesbury, High Wycombe and Reading/Slough promote improvement to road links to the east and south of Aylesbury and around High Wycombe How we will know if we are making a difference We will know if we are achieving this priority if the condition of the roads and residents satisfaction with them improves. People and businesses will also find it easier to travel between major towns in and surrounding Buckinghamshire. 7
3. To protect the county s special environment and ensure that it continues to be recognised nationally as one of the best places to live and work Buckinghamshire today Buckinghamshire has a rich and varied natural landscape ranging from the Thames and Colne valleys in the south, through the chalk hills and valleys of the Chilterns to the clay Vale of Aylesbury. Buckinghamshire s natural environment is highly valued by local people, with much of the county sitting within the Chilterns Area of Outstanding Natural Beauty and the Metropolitan Green Belt. There are over 2000 miles of public footpaths, bridleways and byways. Over a third of the population of Buckinghamshire live in the main centres of Aylesbury and High Wycombe. The rest of the county is characterised by unique market towns and villages. A large and growing population and associated development brings environmental challenges and whilst Buckinghamshire has relatively high rates of recycling and composting, it also has one of the highest carbon footprints in the South East region. Why this is a priority Protecting the environment is important as it impacts on the quality of life for our residents. The population of Buckinghamshire is expected to reach 517,000 by 2021. This increase, together with the housing, infrastructure and commercial growth to support it, means there will be increased pressures on the environment. It is important that development is planned and considered so that the designated protected environment is not adversely affected. As with many areas of Britain, our urban centres are suffering as a result of the recession and many villages and market towns have felt the pressure of large shopping centres and supermarkets for some time. Local centres provide a hub for local communities and we must support the regeneration of all our settlements. Looking ahead, it is going to be increasingly important that we minimise the impact we make on our environment. Dealing with waste and encouraging people to live and work in ways which minimise the effect they have on the environment will be increasingly important over the next decade. Changes to European and national laws mean that landfill is no longer an option, so we need to improve recycling rates and implement environmentally sustainable ways of dealing with the county s waste. What we are trying to achieve We want future generations to have the opportunity to enjoy the natural beauty of Buckinghamshire and for our villages, market towns and urban centres to be thriving, vibrant communities. We want to make sure we minimise any negative impact the Council has on the environment and encourage others to be equally considerate. We are aiming for Buckinghamshire to deal effectively with its waste and for residents and businesses to maximise recycling. What we will be doing We will continue to protect the Green Belt, AONB, Rights of Way and Green Spaces work closely with partners to promote the regeneration of the main town centres of Aylesbury and High Wycombe work closely with partners to promote significant improvements to the public realm in market towns and villages deal with the County s waste in the most environmentally sustainable way promote greater environmentally sustainable approaches to energy, water and waste within the County 8
How we will know if we are making a difference We will know if we are achieving this priority by a reduction in the amount of energy used and waste produced from the county. Towns and village centres will be more prosperous and well used and the environment continues to be valued by residents. 9
4. To encourage people and communities to be actively involved in their local area and services Buckinghamshire today Buckinghamshire has a significant rural/urban split, many villages and market towns each with their own character, and a number of small communities (8% of the total population) originating from beyond British borders. In addition, whilst 42% of households have an income of above 50k, 3.6% of residents live in the top 20-30% most deprived areas of the country. This means that Buckinghamshire has very different and diverse communities across the county, each with their own issues and priorities. One of the major strengths of the county is that we have a vibrant voluntary and community sector and some very active local communities. Over recent years communities have stepped forward to take on the running of local libraries and youth clubs and sought their own innovative solutions to local issues. These communities have an inbuilt resilience and a strong sense of identity. Why this is a priority The best results for both individuals and communities are achieved when local people and groups are involved in decisions that affect them, particularly as they are often in the ideal position to identify and address their own needs. For individuals, more people are finding that their lives are improved by having control and choice over how their needs are met. We need to make sure that all those who want to, have this choice. For some, particularly those who find themselves receiving multiple services, it can be difficult to remain resilient and not fall into a cycle of dependency on public services. We need to support these individuals and families to find their own ways out of difficulties so that they are able to improve their own lives. Across Buckinghamshire there are individuals, local groups and communities who have ideas about how to improve their local area but need extra help to develop solutions. The Council can support this, building on the work already happening with communities in parts of the county and by being more responsive and flexible. Part of this involves encouraging people to get involved, particularly in volunteering, which has been proven to have health and wellbeing benefits for the individual concerned as well as the wider community. What we are trying to achieve All Buckinghamshire residents should be able to effect changes that will improve their lives and their local areas. It should be the norm for communities to be actively involved in improving their local areas and for all those who want more say in their local communities and services to have the opportunity to do so. We want Buckinghamshire to continue to have a thriving voluntary and community sector that is supporting local individuals and communities. What we will be doing We will be responsive to the needs of the county s diverse communities, treating people as individuals by extending choice in the nature and delivery of services give local communities more say in local services and be flexible in the way we respond to their different needs and priorities support the diverse voluntary and community sector and continue to transfer Council assets and functions to the community where it makes sense to do so continue to support an increase in volunteering, neighbourliness and local involvement and make it easier for local communities to influence decisions that affect their lives How we will know if we are making a difference We will know if we are achieving this priority by an increase in volunteering across the county and in the involvement of communities in their local areas. In addition, more communities will be running and making a success of local assets. 10
5. To help our children and young people reach their full potential Buckinghamshire today Children and young people make up a quarter of the population of Buckinghamshire, a 7% increase since 2001 and generally in line with the South East figure. Just over a third of households have children, with a slightly higher than South East average number of couples with children. Birth outcomes are generally good in Buckinghamshire, although outcomes are not as good for those living in more disadvantaged areas. In line with the national picture, the gap has narrowed between those children reaching a good level of development and those children in the lowest 20% achieving group by age 5, although there are particular groups of children who are underachieving. The Buckinghamshire education system is highly regarded and well above national average results achieved at all levels. Significant changes to the education system nationally are reflected locally. For example, all of our Grammar Schools and some of our Upper and Primary schools are now Academies, free to set their own admission criteria and funded directly from central government. The County Council, in its role as champion for children, continues to build on established relationships with schools and other education providers to make sure that as changes happen, all Buckinghamshire children and young people have the opportunity to reach their potential. Why this is a priority Buckinghamshire is facing a number of challenges which need addressing if all our children are to lead full and successful lives in adulthood. Evidence shows that the earliest years in a child s life have a significant and long-lasting impact and that early intervention is most effective in at this point. Babies and children who have a secure attachment to their parents or carers are more likely to develop healthily and do well. So to ensure every child has the best start in life, we need to focus on this stage. All children should be at a point where they are ready to learn by the time they start school and improving the advice, help and support available to parents in the early years can make a real difference. Advice and information is also essential for parents and young people to make informed choices throughout their education years. Changes to the participation age, for example, mean that all young people will be expected to stay in some form of learning for longer. The provision of timely and accurate information will be essential for people to understand the options open to them and to make appropriate decisions. Despite changes to the national education system the County Council still has the responsibility to make sure every Buckinghamshire child receives the best quality education. A strong local relationship with schools and other education providers will be increasingly important not just to raise overall levels of achievement but also to ensure a special focus on those pupils who are underperforming. Preparation for life is the final area of focus for the County Council. In an increasingly competitive market, young people need to be well prepared and apprenticeships provide an excellent introduction to the work environment. We need to work with others to ensure these and other opportunities are available to young people in Buckinghamshire to help them develop the skills that will equip them for employment and adulthood. What we are trying to achieve We want all our children to be ready to learn when they start school and for parents to easily find the advice and support they need while their children are very young. We want Buckinghamshire to have a system that provides the best education for all children, narrowing the gap between levels of achievement and one which enables young people to develop the 11
skills they will need to find work. We want employers to value the quality of the youngest members of the Buckinghamshire workforce. What we will be doing We will ensure that young people growing up in Bucks are school ready with greater emphasis on providing help, advice and support to families with pre-school children from birth continue to support the full range of quality educational establishments to raise overall levels of achievement make sure that parents and young people have information on all the education options available to them at secondary level continue to focus on narrowing the gap in educational attainment between those who are high performing and those underperforming, through intervention targeted at those areas/groups where evidence shows additional support will make the most difference make sure all our young people are prepared for the world of work and adult life continue to offer young people apprenticeships within the Council and encourage other organisations to do so promote youth volunteering encourage involvement of local positive role models in schools, activities for young people and in local publicity How we will know if we are making a difference We will know if we are achieving this priority if more children have reached a good level of development by the time they are 5 and fewer children underperform throughout their school years. We will see a rise in the number of young people employed or in apprenticeships and there will be an increase in youth volunteering. 12
6. To encourage people to do more for themselves whilst providing a safety net for the most vulnerable members of the population Buckinghamshire today The majority of Buckinghamshire residents are able to live independent lives and benefit from better health on average than the national norm. However for some, whose circumstances make them particularly vulnerable, extra support is needed either to help them regain their independence or to enable them to have as fulfilling lives as possible. The Government estimates that there are over 500 families in Buckinghamshire who are affected by multiple issues, such as crime and anti-social behaviour, truancy and worklessness in the family. These families are likely to be in contact with a wide range of public services which traditionally may not have been well co-ordinated or suited to the needs of the whole family. In addition to the Government figures, there are many more families who are at risk of tipping into crisis. In common with all other Councils, Buckinghamshire has experienced an increase in demand for children s safeguarding services. Between 2007/8 and 2010/11, the referral rate increased by 17% and the number of children and young people taken into local authority care increased by over 32%. This has created a demand which has been difficult to meet locally, leading to an increase in the number of children placed with foster carers in the independent sector and outside of Buckinghamshire. Buckinghamshire has an ageing population and although many of the 84,000 people aged 65+ are active and healthy, it is estimated that some 13,000 need significant extra support to help them with their day to day lives. Around 8% of people aged 60+ have a council care service delivered at their home and it is thought that a further 2,000+ people are supported through organisations funded by the County Council. In addition to our older residents, nearly 68,000 people have a long-term limiting illness and there are estimated to be nearly 50,000 carers of all ages and across the whole county who provide unpaid essential care for those in need. Why this is a priority The population of Buckinghamshire is expected to increase to 517,000 by 2021 and although we will continue to prioritise working more effectively with partner organisations to improve services, this alone will not meet the projected future demand. For example by 2021 there is predicted to be a significant (37.5%) increase in the percentage of those aged 75+ and the number of people aged 90+ is expected to more than double by 2026. With a third of people in the latter age group requiring care and having the most intensive needs, and large increases in people with severe health needs projected over the next 15 years, the demand for care services is going to rise considerably. Clearly we must continue to be able to support the most vulnerable people in our communities and protect them from harm. To do this, we need to be more innovative with services and to encourage more people to take responsibility for their own health and wellbeing. There is enormous potential within local communities to help and support vulnerable people. By working with communities we can develop better services and informal support locally for vulnerable people, helping them to make connections with the community around them. This approach can make a considerable difference to the individual, their families and the communities they live in, and mean that the limited resources we have available can be targeted at those with the most complex circumstances. One of our key roles as a local authority is corporate parenting, where we take on the role of a good parent for every child in our care. Like any good parent, we want to ensure that all the children and young people in our care have the best possible outcomes in life. The lives of 13
vulnerable children can be transformed by stable and secure family circumstances and so we need to increase the number of Buckinghamshire foster parents and those willing to adopt. Early support provides long-term benefits to those at risk of slipping into crisis. For older people this can enable them to stay independent for longer and for younger people, particularly families, early intervention can help them to develop self-reliance and economic security. The benefits extend not just to the wider community but also to future generations. For those families who are already in crisis and have developed an ongoing dependency on disjointed public services, we need to find a new solution. With our partners we need to work with families so that they are more involved in the way in which services are designed and are able to take control of finding a way through their own difficulties. What we are trying to achieve We want all Buckinghamshire residents, where possible, to live healthy, independent lives, working with communities to increase the services and support available in local areas. Where people are beginning to struggle, we want them to find the advice and support they need to get back on to an even keel and to reduce or delay more intensive needs. We want our most vulnerable residents to be supported in a way which maximises their quality of life. What we will be doing We will safeguard children in need and support families on the edge of falling into troubles increase the number of Buckinghamshire foster parents and those willing to adopt so that children remain in care for as short a time as possible safeguard people whose circumstances make them vulnerable and protect them from avoidable harm support the most vulnerable adults through a proactive prevention strategy, by encouraging people to do more for themselves and a greater reliance on the voluntary and community sector enhance the quality of life for people with health and support needs delay and reduce the need for care and support through earlier diagnosis, intervention and reablement How we will know if we are making a difference We will know if we are achieving this priority by an increase in the number of children placed with County Council in-house foster carers. In the long-term we will see a decrease in the number of people needing intensive support and there will be a decrease in the number of people needing residential care. The voluntary and community sector will continue to thrive and more people will have control over their care needs and be able to support they need within their local area. 14
7. To provide high quality services and excellent value for money Buckinghamshire today The current economic climate is challenging for residents, businesses and the public sector. To continue to live within reducing finances, Buckinghamshire County Council and its commercial partners have already delivered substantial savings, where possible by protecting frontline services and work with voluntary and community groups. The Council has and continues to reduce back office costs resulting in Council Tax levels that are lower than many other County Councils and has a good record of containing overall spend within the approved budget. In 2013/14, for the third successive year, the Council has set a zero Council Tax rise. Recognising the impact that the difficult economic climate is having on our residents is committed to keeping Council Tax at the lowest levels. We recognise that one of the best ways to make limited funds go further is by working more efficiently and effectively with others. The Council has already developed some innovative partnerships, such as the Transport for Bucks partnership with Ringway Jacobs to deliver its transport functions. Why this is a priority Our residents quite rightly expect the best possible value for every pound we spend. As times are hard for all our residents, low Council Tax is important and we need to find new ways of generating income and reducing demand for services to ensure we are able to keep Council Tax as low as possible. We will continue to challenge the way we do things to improve and keep costs down, particularly by finding opportunities to work with other councils and organisations. Financially, the County Council is facing a considerable challenge. Like the rest of the local government sector, we have delivered year on year savings as asked by central government. Nationally we expect a reducing financial envelope well into the future, which means that we will need to continue to drive efficiencies and savings. We will continue to focus robustly on finding new, innovative and efficient ways of delivering services with partners, taking full advantage of new powers Councils have been given to trade. We have achieved significant savings in the past and our and programme of internal transformation will deliver savings in response to ongoing budget challenges and reductions in government grant. What we are trying to achieve We want to modernise services and activities in a way which means that they are more efficient. We want to maintain frontline services and form partnerships with other organisations to reduce costs while maintaining quality. What we will be doing We will set the Council Tax at as low a level as possible given the demand for our services and changes in Government funding continue to drive efficiencies in the running of the Council ensure the organisation has the systems and technology necessary to deliver highquality, value for money services to residents, and promotes the health, wellbeing and professional development of our workforce maximise income generation introduce demand management where appropriate find new and innovative ways of delivering services and improving access develop strategic alliances with other upper tier authorities and further integration with Health to improve the quality of services and reduce costs 15
How we will know if we are making a difference We will know if we are achieving this priority by a reduction in the costs of providing services while at the same time maintaining or improving residents satisfaction with the services we provide. Our customers will have found it easier to access services and information as a result of the new ways in which we deliver our value for money services. 16
8. To ensure your local Council and its Councillors protect the interests of Buckinghamshire residents at local, regional and national levels Buckinghamshire today The County Council has 49 elected Members, each of whom represents a local division of Buckinghamshire. As well as ensuring the organisation takes the views of local residents into account, together the Members form full Council and are a powerful voice for Buckinghamshire. The County Council is in the ideal position to ensure that the voice of Buckinghamshire residents is heard by national policy-makers as well as local public service providers. As well as lobbying independently, playing an active part in bodies such as the Buckinghamshire Thames Valley Local Enterprise Partnership enables the Council to strengthen the voice of residents by combining with others on issues of importance. When Central Government is considering new national initiatives and projects, particularly those which could have a significant local impact, the County Council works to ensure that the views of Buckinghamshire s residents and businesses are taken into account. Once changes are agreed by government, the County Council works locally with partners to ensure they are implemented in a way which most benefits local people. Why this is a priority Issues such as the proposed High Speed 2 rail link through Buckinghamshire are of considerable concern to local residents. As the representative body for the county, we have a responsibility to lobby Government on issues that will adversely affect Buckinghamshire s residents and businesses to ensure we get the best deal for the county. In addition, the Council needs to take an overview of national policy activity to ensure that we pick up and lobby on matters which are less obvious but which could have a significant impact on Buckinghamshire. Current examples include financial self-sufficiency for the Council, changes to local accountability for schools as a result of the Academies programme and the future funding of social care needs for the older population, a particular challenge for Buckinghamshire given its ageing demographic. Although crime in Buckinghamshire is relatively low compared with the rest of the country, community safety is high on the public's list of concerns. To address this in light of recent changes to the policing structure, the Council needs to develop effective working relationships with the newly elected Police and Crime Commissioner. This work will build on the successful partnerships already in place to address residents concerns. Significant changes are also happening in the health economy, including the creation of Clinical Commissioning Groups (groups of GPs), the abolition of Primary Care Trusts and Strategic Health Authorities, and the transfer of Public Health responsibilities to local authorities from April 2013. The County Council has a pivotal role in bringing together key partners in the health economy through the statutory Health and Wellbeing Board and will need to use its influence and new responsibilities to improve health and reduce inequalities for all Buckinghamshire residents. What we are trying to achieve We want Buckinghamshire s residents to feel that their County Councillor represents them and their local area. We want the views of Buckinghamshire to be heard at a regional and national level to be taken into account by policy makers. We want police policy in the Thames Valley to reflect the concerns of Buckinghamshire residents and for all our residents to have the knowledge and opportunities to live healthily. 17
What we will be doing We will lobby central government on those things that adversely affect the County s residents hold other public service providers to account for the quality of services and represent the views of residents work with partners, including the Police Commissioner to improve community safety, reduce crime (particularly theft, domestic violence and anti-social behaviour) and the fear of crime which are major concerns for Bucks residents improve the health and wellbeing of our population and address the major health risks by creating the conditions for people to thrive and promoting greater personal responsibility and healthier lifestyles How we will know if we are making a difference We will know if we are achieving this priority by the opportunities we have taken to lobby on issues important to Buckinghamshire. In addition, the needs of Buckinghamshire communities will be taken into account by the Police and Crime Commissioner and there will be an increase in the health and of wellbeing of our residents in the long-term. 18
Making it happen running the business The organisation Politically the County Council runs an executive model, with a small number of Councillors forming the Council s Cabinet. These include the Leader, Deputy Leader and a number of Cabinet Members with a portfolio of services for which they are accountable. These accountabilities ensure the Cabinet is able to deliver the priorities set out in this Strategic Plan. The political leadership is supported through a highly experienced senior management team led by the Chief Executive. Each of the four Strategic Directors in this team is responsible for an area of service provision delivered through the Council s Service Directors, the professional heads of service. Overall the County Council employs approximately 3,800 people (excluding school-based staff) and provides over 100 separate services to local residents. We are committed to ensuring the organisation operates efficiently and have and continue to modernise our working environment to take advantage of technological and other advances. We are maximising the use of our office resources and putting significant effort into innovative business practices that offer benefits to the organisation and its customers. Our values As a Council we have 3 core values which shape all we do: promoting opportunities for all of our residents to live their lives to their full potential encouraging and supporting ambition and self determination for all our residents and local communities providing a safety net for the most vulnerable and for those unable to help themselves Links with other plans The County Council s Strategic Plan sets out the framework for the organisation for the next four years. It is part of a suite of plans with each level providing more detail on how we will be delivering the Council s priorities and services. Each Cabinet Member has a Portfolio Plan which is underpinned by statutory and other service level plans. More information is available on our website. Financial planning The County Council has a medium term financial plan prepared over a four year period aligning with the Strategic Plan. The plan demonstrates strong financial stewardship on behalf of Buckinghamshire residents, keeping Council Tax at as low a level as possible and placing importance on value for money. Where the challenging financial climate means we need to make reductions we seek to increase efficiency, especially for back office services, manage demand and generate more income, rather than reduce public services. This strong financial stewardship is further demonstrated by robust delivery against plans. The Council routinely spends within its budget envelope and maintains a healthy level of reserves and contingencies to deal with specific developments and emergency situations. We recognise the impact we have on other particularly smaller organisations and ensure the prompt payment of invoices to support the local economy. In addition, our returns on investments are above the sector average. The following charts illustrate our budget allocations for revenue and capital spend both for the year ahead and for the four years of this Plan. Full details can be found in the finance section of our website. 19
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Statutory responsibilities The County Council is required by law to provide certain services and functions. Whilst some of these are included in the priorities for the organisation, some are not. Our approach to financial management ensures we allocate sufficient money to deliver all statutory responsibilities. Working with others The financial climate means that the traditional approach to cutting budgets is not a viable longterm option. One way to make public sector monies go further is to be innovative in working with partners. So we will continue to transform the way we work with others across the sector to improve outcomes for local people and to make significant savings. This will enable us to avoid future costs so that public sector monies in Buckinghamshire can go further. The County Council has a long history of working with a wide range of partners to deliver better services. We will continually strive to improve the way we and other organisations work together, using best practice from other areas and all new opportunities open to us to deliver the best results for our residents. Managing risk All large and complex organisations, whether in the private or public sector, have corporate risks - risks which could have a significant impact on the ability of the organisation to deliver its priorities. In an environment of changing climates and complex risks, it is crucial that we take an evolving approach to risk management so that we are able to identify, understand and take action to mitigate each risk. Reviewing our approach will enable us to focus our strategic risk management so that we are in a position to respond to the pace of change and understand the impact of our decisions. Managing performance The County Council recognises the importance of managing and monitoring its activity to ensure that services are delivered efficiently and effectively. To do this we have a robust Performance Management Framework which provides the mechanism for ensuring that all employees have clear objectives and that these link through Team and Portfolio Plans to the Strategic Plan priorities. 21
To monitor progress towards the achievement of this Strategic Plan we will be producing regular performance reports for consideration by Councillors. These reports will contain information on the targets we have set as well as key financial information to provide the leadership with the evidence they need to monitor, manage and if necessary take mitigating action throughout the year. All reports will be published on our website so that residents can see how we are performing against our targets. Consulting and communicating The world of communication is changing rapidly. The advent of social media and mobile technology means a change in the way many people find their information, discuss issues and make their views heard. However, for some the more traditional methods are still important. Responding to this shift in communications, we are continuing to modernise the way in which we communicate and consult with residents. Building on our internal Think Customer campaign, we will be seeking constant improvement in the way in which we use customer intelligence to drive the business. To ensure we reach as many people as we can with information, advice and services, we are tailoring our communications to different audience groups. We will also be moving towards more interactive, accessible web based service delivery where possible and using customer feedback to inform the work we do. We will use the most appropriate communications tools for each group to improve access for everyone. 22