Why work at Flintshire County Council?

We have a lot to do to improve our housing services. But the good news is we are in a strong position to deliver real outcomes for our Communities here in North Wales.  With a new dynamic senior management team driving major organisational change there is a concerted effort to improve performance and enhance services.  We are expecting nothing less than 100% commitment from all our senior managers, so if you are looking for a demanding but rewarding environment with an opportunity to deliver real benefits we want to hear from you.

To find out more about our plans to develop our housing services look at our service and action plans below.

» Community Housing and Directorate Plan (224kb )
» Community Service Plan (144kb )
» Flintshire Housing Strategy (3.7Mb )
» Local Housing Strategy Action Plan (48kb )
» Housing and Property Management Service Plan (136kb )
» Housing Estate Management Service Plan (136kb )
» Housing Grants Service Plan (112kb )
» Housing Options Service Plan (120kb )
» People Strategy (369kb )
» Strategic Assessment of Risks Challenges (738kb )
» Employee Opinion Survey Corporate Action Plan (44kb )
» Community Strategy (412kb )

The council is streamlining its senior management structure. We now have less directors who, as a team working in partnership with the elected members, are showing professional leadership and taking collective responsibility. We simply aim to be more effective at forward strategy, achieve the highest standards of corporate governance, lead local partnerships, and achieve excellence in local public services. We also aim to represent and protect the interests of the County both regionally and nationally in a devolved Wales.

» Annual Letter (354kb )
» Annual Performance Report (620kb )

We aim to bring the best out of our workforce and inspire and support a culture of innovation and problem-solving. We also aim to be a first rate employer renowned for innovation in employment practices, flexible forms of working, people development and organisational development. The council is in the early stages of developing a medium term and flexible financial strategy, has a progressive approach to ICT strategy and agile working, and is becoming strategic in the management and deployment of its asset base. The Council has recently announced an ambitious programme of secondary organisational change; is working positively with these changes on a sustained approach to change management; has implemented a visionary integrated HR and Payroll system; and is concluding its Single Status Agreement.

Over the past year an energetic and sustained approach to organisational change has been based on the strategems of:-

• developing a compelling business case for major organisational change; defining the type of organisation we aspire to be
• restructuring the organisation and recruiting a new Strategic Management Team
• instilling role, behavioural and performance expectation in senior officers based on values of corporatism, collective responsibility and leadership style
• a people strategy combining modernisation of job design, human resources policies and practices; job evaluation and terms and conditions of employment; introduction of a major new software system for workforce and payroll; people development; organisational development; workforce planning; industrial relations; and recognition of success
• over-hauling key systems and approaches to corporate governance and management e.g. setting priorities, risk assessment, target setting and service planning
• over-hauling outdated methods of budget setting; introducing collective and medium-term financial management
• treating strategies for financial management, people management, asset management and information technology/information management as equally and critically important
• rigorous asset management informing investment plans and service innovation
• building on a successful track record of leading local strategic partnerships to show new leadership of the pivotal partnerships of the Community Strategy Partnership (now the Local Service Board), the Voluntary Sector Compact and the partnership with the business community
• improving the organisation's reputation locally and nationally

The council has developed a direct and dynamic approach to corporate risk assessment and professional priority setting. The recently adopted assessment of strategic risks and challenges sets out the agenda for change and improvement. Big challenges include:-

• maintaining and protecting the highly competitive sub-regional economy;
• brokering a school organisation and asset management plan for a visionary community based education service;
• developing a futuristic leisure services strategy;
• deciding the future of the council housing stock;
• continuing to meet the needs of vulnerable people with innovative care and supportive solutions;
• protecting and re-energising the network of county towns;
• leading a major regional waste treatment procurement consortium;
• seeing through internal cultural change;
• completing single status and other organisational reforms; and
• becoming a leaner and more efficient organisation.

The council has emerged from the recent whole council elections (1 May) as a council in no overall control. The council has passionate members who will not accept failure and excuses.

The renewed Strategic Corporate Management Team is building mutually respectful, effective and long-lasting officer-member relations for the council to meet these risks and challenges and achieve its aims.