Introduction
We are an ambitious organisation, focused on improving outcomes for residents, strengthening our services and working with partners to build a positive future for Devon. In recent years, we have developed a clearer strategic direction, strengthened our leadership and increased our focus on performance, digital improvement and community engagement. At the same time, we continue to respond to significant challenges, including financial pressures, rising demand for services and inequalities across different communities.
This position statement provides an overview of how we are performing now, where we want to go next and the challenges we are managing along the way. It sets out how we are improving services, working more closely with partners and delivering better outcomes for the people of Devon. At the heart of this is a shared ambition to build a positive future where everyone can thrive. Our approach is grounded in fairness, opportunity and long-term sustainability, with a strong focus on supporting those who need help most.
Our strategic direction
Following the 2025 elections, we agreed a new Strategic Plan for 2025–2029. This plan reflects what we have heard from residents, staff and partners, and provides a clear framework for how we make decisions and drive improvement across the organisation. It focuses on delivering better outcomes while responding to the financial pressures and rising demand faced by local government.
The plan sets out six priorities that guide our work: improving outcomes for young people, supporting independence, continuously improving services, protecting the environment, strengthening the local economy and building safer, stronger communities. These priorities shape how we allocate resources, design services and measure success.
A key feature of our approach is our “one‑council” way of working. This brings together services, leadership and partners around shared goals, helping us improve coordination, respond more effectively to challenges and deliver change at pace.
Devon’s opportunities and challenges
Devon is a large and diverse county, with a strong sense of identity and significant natural and economic strengths. However, its size and rural nature can make it more difficult and costly to deliver services consistently across all communities.
We have an ageing population, with a higher proportion of older residents than the national average, which is increasing demand for adult social care. At the same time, challenges such as housing affordability, infrastructure limitations and workforce shortages are affecting economic growth and access to services.
There are also clear inequalities between different parts of the county. In some rural and coastal areas, people experience higher levels of deprivation, poorer health outcomes and fewer opportunities. Despite these challenges, Devon benefits from a diverse economy supported by sectors such as agriculture, tourism, health and emerging high‑tech industries.
These issues are often interconnected, and we recognise that addressing them requires a coordinated, long-term approach, working closely with partners across the public, private and voluntary sectors.
Progress and foundations for improvement
In recent years, we have made important progress in strengthening how we operate. We have improved our leadership arrangements, modernised our governance processes and developed a stronger focus on outcomes and performance.
We have introduced a new leadership structure and clearer lines of accountability, supported by governance changes that improve decision-making and oversight. Alongside this, we have invested in our workforce through our People First strategy, with a focus on recruitment, wellbeing, learning and staff engagement.
Partnership working has also been a major area of focus. We work closely with organisations such as the NHS, district councils, community groups and businesses to address shared challenges, including housing, health and economic growth.
We are also investing in digital systems and data, recognising their importance in improving efficiency, strengthening insight and delivering more responsive services.
Delivery, strengths and our focus for improvement
We are focusing on improving outcomes in key areas, particularly children’s services and adult social care. Children’s services have been through significant transformation, with improved leadership, greater workforce stability and stronger performance oversight. In adult social care, we are working with partners to support more people to live independently while managing increasing demand from an ageing population.
We are strengthening our approach to performance management, with a new framework that links our strategic priorities more clearly to delivery. This is supported by improved data, clearer accountability and more consistent monitoring across the organisation.
Our governance arrangements continue to be a strength. We have modernised decision-making processes, strengthened scrutiny and supported effective cross-party working, all focused on improving transparency and outcomes. At the same time, we have developed a more disciplined approach to financial management, aligning our medium-term planning to service demand and organisational priorities.
We continue to face significant financial pressures, particularly in demand-led areas such as special educational needs and social care. These remain key risks and require sustained focus and transformation to manage effectively.
Partnership working is central to how we deliver change. We play a leadership role in local and regional partnerships, including the Devon and Torbay Combined County Authority and integrated health and care systems. These partnerships allow us to take a more coordinated approach to major issues such as housing, transport, skills and climate change, and ensure that investment and services are better aligned to local needs.
Continuing to improve
We are clear that there is more to do to achieve our ambitions. Our focus is on strengthening our performance culture, improving consistency across the organisation and making the best use of our resources.
We also recognise the need to accelerate digital and data improvement. This includes modernising our systems, improving the quality and accessibility of data, and supporting staff to use digital tools confidently in their day-to-day work.
Improving how we engage with residents is another key priority. We are working to strengthen how we listen to feedback, involve communities in shaping services and ensure that decisions reflect the needs and experiences of the people we serve.
Overall, we are building on strong foundations, with a clear direction, stronger leadership and a commitment to continuous improvement as we work to deliver better outcomes for Devon.