COUNCIL PLAN
2020-23
THIS DOCUMENT IS ALSO AVAILABLE IN WELSH THE COUNCIL PLAN 2020-2023
CONTENTS
THIS IS WREXHAM COUNTY BOROUGH...... 5 OUR VISION FOR THE COUNTY BOROUGH AND OUR FUTURE GENERATIONS...... 6
DEVELOPING OUR COUNCIL PLAN...... 8 IMPACT OF COVID-19 PANDEMIC...... 9
OUR FINANCES...... 10
OUR SIX WELL-BEING OBJECTIVES AND IMPROVEMENT PRIORITIES...... 11 DEVELOPING THE ECONOMY...... 12
ENSURING EVERYONE IS SAFE...... 16
ENSURING A MODERN AND RESILIENT COUNCIL...... 19
IMPROVING THE ENVIRONMENT...... 22
IMPROVING SECONDARY EDUCATION...... 24
PROMOTING GOOD HEALTH AND WELL-BEING(WITH A FOCUS ON IMPROVING CHILDREN’S SERVICES)...... 26
MEASURING HOW WELL WE ARE DOING ...... 28
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WALES’ WELL-BEING GOALS...... 29 WORKING TOWARDS THE WELL-BEING GOALS WITH OUR PUBLIC SERVICE PARTNERS...... 30
HOW OUR WELL-BEING OBJECTIVES CONTRIBUTE...... 31
SUSTAINABLE DEVELOPMENT - OUR PLANNING PRINCIPLES...... 32
RECOVERING FROM A GLOBAL PANDEMIC...... 35 LOCAL RECOVERY PLANNING...... 35
REGIONAL AND SUB-REGIONAL RECOVERY PLANNING...... 37
APPENDIX 1 – MILESTONES AND MEASURES...... 39 DEVELOPING THE ECONOMY...... 39
ENSURING EVERYONE IS SAFE...... 43
ENSURING A MODERN & RESILIENT COUNCIL...... 50
IMPROVING THE ENVIRONMENT...... 55
IMPROVING SECONDARY EDUCATION ...... 57
PROMOTING GOOD HEALTH & WELL-BEING(WITH A FOCUS ON IMPROVING CHILDREN’ SERVICES)...... 65
This Council Plan is the means by which Wrexham County Borough Council has published its Well-being Statement and has defined its Well-being Objectives as required by the Well-being of Future Generations (Wales) Act 2015. It is also the means by which the council sets its Improvement Objectives and meets the requirement of the Local Government (Wales) Measure 2009 for the council to put an ‘improvement plan’ in place as son as practicable after the start of the financial year.
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THIS IS WREXHAM COUNTY BOROUGH
There are around 136,000 people living in Wrexham Our County Borough has 68 schools and over a third County Borough. This includes Wrexham town, of people working here do so in the public sector (for some areas in the countryside and other smaller example in local government, schools, hospitals or communities. In some of these areas the Welsh doctors’ surgeries). Manufacturing is also important, language and culture is very important to people. 20% of jobs in our county are in this category and Wrexham Industrial Estate is one of the largest in The average age of someone living here is 42 years Europe. and over a quarter of us are in the 45 to 64 years age group. There are slightly more men than women In Wrexham town centre, a range of regeneration overall. work is going on to repurpose the town in response to changing trends in shopping and living, and our arts and markets centre ‘Tŷ Pawb’ continues to develop. However, some of our urban areas are still amongst the most deprived in Wales.
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OUR VISION FOR THE COUNTY BOROUGH AND OUR FUTURE GENERATIONS We provide many services to you, whether you live Wales. It requires public bodies (such as the council, here, work here or are just visiting, such as: schools, police, health services, fire and the voluntary sector) waste collection, social care, council housing, to work together as a Public Services Board (PSB) to planning services, roads, museums, country parks agree objectives for improving the well-being of the and trading standards. local area. The things we do as a council must also Our vision for the future is that all the people that live help to achieve these well-being goals for Wales and here are supported to fulfil their potential, prosper those set by the Wrexham PSB. and achieve a high standard of well-being. We will Our Council Plan is where we present our well-being be a strong and inclusive community leader to help objectives and improvement priorities as required make this happen. by legislation and explain how our activities and The Well-being of Future Generations (Wales) programmes will help us to achieve our vision for Act 2015 is a law that seeks to improve the social, Wrexham County Borough and Wales’ Well-being economic, environmental and cultural well-being of Goals. More information about this can be found Wales and it sets out seven well-being goals for within each of our objectives in pages 11-27 and in the section on ‘Wales’ Well-being Goals’ on page 29.
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IN 2019 WE AGREED OUR VISION: • Be made up of resilient individuals living in strong and resilient communities where no one IN 10-15 YEARS, THE COUNTY feels, or is, isolated or lonely where people take BOROUGH’S ECONOMY WILL… responsibility for themselves and their areas; and • Be thriving and resilient – with a good mix of • Feel safe, regardless of their background or life new and existing businesses, local enterprises, choices. national and international companies; IN 10-15 YEARS, THE COUNTY • Reflect the position of Wrexham town as the BOROUGH WILL BE A PLACE WITH… major urban area of North Wales; • Unique and beautiful countryside and heritage • Offer a range of employment opportunities, with that is seen as the gateway to North Wales higher salaries and better job satisfaction; where people want to be and are proud to say • Be a good mix of traditional industry with the they come from; skills and knowledge economy; • A vibrant, accessible and welcoming town and • Value older people through continuing to use surrounding areas which offers a range of retail, their skills and expertise in work places or leisure and accommodation options – where through volunteering opportunities; and our historic landmarks and new developments enhance each other; Be well-connected regionally, nationally and internationally – both in terms of travel and • Good public transport links and infrastructure communications. so people can easily access the services and facilities they want and need to, as well as being able to travel to major cities; IN 10-15 YEARS, THE PEOPLE OF THE COUNTY BOROUGH WILL… • Good quality housing for all, irrespective of • Live here because they choose to – and are whether it is social housing or privately rented/ proud of their culture and identity; owned; • Have high aspirations for education and for life, • Thriving resilient communities with play, cultural with the skills, opportunities and tools to achieve and leisure activities for all ages; and them; • Actual and perceived low levels of crime and • Support children and young people to have the anti-social behaviour. space and opportunity to play • Have equality of opportunity regardless of their personal circumstances; • Have the tools to make good life choices that keep them healthy and happy and less reliant on public services;
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DEVELOPING OUR COUNCIL PLAN
Our vision for the County Borough is as valid today present are met without compromising the ability of as when we first agreed it, however we must now future generations to meet their own needs. More consider it within the context of an international information on how we have assessed our objectives pandemic, which has affected every aspect of all our using these sustainable development principles lives. can be found in ‘Sustainable Development – Our Planning Principles’ at page 32. We normally agree and publish our Council Plan in May each year. Although the Plan was in its Engagement with representative groups of those final stage of production in late spring 2020, the with protected characteristics (as defined under the pandemic and subsequent national ‘lockdown’ Equality Act) also took place to develop our equality meant that not only was the approval process objectives. Representatives of 25 groups replied to delayed, but we also knew that we needed to revisit this consultation and the results were used to shape it and take the opportunity to begin to reflect on the the objectives. As well as publishing these in our impact of Covid-19 within it. Strategic Equality Plan (as required by legislation) we have fully embedded these objectives into this Work on this Plan began back in 2018, when we Council Plan. reviewed the existing Plan and carried out a lot of research to identify which were the most important All this work helped us to develop the six objectives, things we should focus on improving in the current that even within the context of Covid-19, we still financial climate. This led us to six in-year priorities, believe are the right things to focus on and prioritise which were included in our Council Plan 2019-22 in this Council Plan which will take us through to 2023, helping us towards achieving our vision for Public consultation on these six priority areas was the County Borough and contributing to Wales’ carried out during June and July 2019. There were a Well-being Goals. These are the services we will be number of blog posts about the consultation, as well focussing most on improving and which we believe as publicising it through social media. ‘Wrexham. will have the most benefit to you. com’ promoted the consultation through a story on their website. There were 244 responses in total, which were analysed and have been taken into account when further developing the objectives included in this new plan. Workshops with officers and Elected Members were carried out to consider the objectives using the consultation findings and other research. To help us, we have focused on reviewing the objectives through the lens of the Wellbeing of Future Generations Act: in particular the sustainable development principle, which requires us to act in a way which seeks to ensure that the needs of the
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IMPACT OF COVID-19 PANDEMIC Responding to this unprecedented emergency has As we move out of the initial response phase, we affected all aspects of council policy and practice, are planning for the next phase – recovery. This is including the objectives and priorities contained complex. The unique circumstances of Covid-19 in the Council Plan and all other partnership and – the rise in the infection rate and the tightening service plans. of restrictions to control the spread of the virus in the autumn - mean that the recovery phase is There are potentially very severe social and taking shape whilst we are still responding to the economic risks associated with Covid-19 and the immediate impact of the pandemic. The shape core purpose of managing the emergency has been of the recovery plan must take account of this to minimise and/or mitigate those risks. During this situation, recognising the enormous impact that period we have been fulfilling a local and regional this emergency has had on everyone and on all role, planning for and responding to impacts on aspects of life. The recovery plan must be realistic service provision, governance, staff welfare, the in terms of the length of time it will take to achieve economy and the wider community. a ‘new normality’ in terms of personal, social and Our duties under Civil Contingencies legislation professional life within our community. include undertaking Emergency Planning, as well as As well as working regionally with our neighbouring being responsible for providing and disseminating local authorities and partners within national and accurate, consistent and supportive sources of regional recovery frameworks, our Executive Board information and advice to stakeholders, partners, supported and challenged by the scrutiny function businesses and the wider public. We also have will lead on our local response which will focus on: direct responsibility for the welfare of approximately 6000 employees (this figure includes schools) and • Service continuity; for supporting local residents, particularly the most • Enabling workforce and buildings; vulnerable. • Governance and finance; and The virus has impacted on the provision of council • Community resilience. services – both in terms of what we have been able to provide, and how we have been able to provide it. Plans are being developed for each of these areas Decisions about our services have been taken in line and in the medium and longer term our plans with national legislation and restrictions, which have for delivering our council objectives will need to meant that we have had to prioritise the provision of take account of the impacts of Covid-19, including critical functions, with some other functions being financial impacts. performed on a more limited basis or not at all for We have already undertaken work in relation to the duration of the emergency. community resilience to help us identify local The potential differential impact of council decisions recovery themes, which we will ensure are reflected on the most vulnerable in our communities and in the actions we undertake within each of our on those with protected characteristics under the objectives. More information on this work and how Equality Act has been uppermost in our minds it is progressing can be found in our section on throughout the crisis and will be going forward. ‘Recovering from a global pandemic’ [page 35.
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OUR FINANCES The council’s Medium Term Financial Plan sets The qualifying expenditure includes: out our approach to how we manage our finances • General costs such as supplying food to as well as the broad issues that will impact on vulnerable individuals, personal protective and our financial position over the medium term. The sanitation equipment, additional staffing costs council’s Medium Term Financial Plan approved and ICT costs to enable staff to work from home; by Council on 26th February 2020 highlighted a potential revenue shortfall of approximately £6m for • Housing/Homelessness - provision of facilities to the period 2021/22 to 2022/23. enable homeless individuals to self isolate; It is clear that the financial outlook for the council, in • Education - direct payments to families of terms of Welsh Government funding and support for children eligible for free school meals; and both Revenue and Capital expenditure is uncertain • Adult social care – new care needs and in the medium term. The council expects to see additional care commissioning costs. increasing demand for social care services and the anticipated changes in Universal Credit will also However, the council will have other pressures affect the council’s finances together with more such as costs that are currently not eligible for general economic changes following the Covid-19 Covid-19 hardship funding and loss of income as a pandemic. consequence of temporary suspension of services. These pressures will impact on services going The WLGA and local authorities in Wales have forward. worked closely with the Welsh Government (WG) during the current situation. To date the council The ongoing impact of austerity is likely to continue has processed just over £24m of Covid-19 business for the next few years, which means we need to support grants to 2,088 businesses on behalf of WG. prioritise carefully how we spend our money. We WG has also made additional funding available for have already made major savings and implemented social care and to give special financial assistance to cuts over many years. The Medium Term Financial local authorities that would otherwise be faced with Plan will be further updated as we go through the undue financial burden. The scheme provides for year and more is agreed by Central Government in additional expenditure incurred by the local authority response to the ongoing pandemic. as a result of Covid-19.
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OUR SIX WELL-BEING OBJECTIVES AND IMPROVEMENT PRIORITIES
The next section outlines each of our six objectives, why they are important to us, what areas of work we will prioritise to deliver them, and how they will contribute to Wales’ Well-being Goals. It also explains what success will look like and how we will measure our progress. As we ‘unlock’ our other important services, these will still be delivered but details about those will be included within our internal service plans. We will also be continuing to work on key areas that underpin all of our work across the council – areas such as anti-poverty, equality and the Welsh language.
DEVELOPING THE ECONOMY
ENSURING EVERYONE IS SAFE
ENSURING A MODERN AND RESILIENT COUNCIL
IMPROVING THE ENVIRONMENT
IMPROVING SECONDARY EDUCATION
PROMOTING GOOD HEALTH AND WELL-BEING (WITH A FOCUS ON IMPROVING CHILDREN’S SERVICES)
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DEVELOPING THE ECONOMY
The economy is a major driver for improving the and where possible, consideration will be given to community of Wrexham and closely aligned with those settlements included at Tier 2 within the Local Wales’ Well-being Goals. Development Plan. The Covid-19 pandemic has seen unprecedented We are ambitious – we aspire to be recognised as a impacts on public health and the economy and its hub of industry and commerce in North Wales and effects will be felt for some time. The UK economy a world leader in advance manufacturing, energy and most aspects of public life have been in and digital sectors. We want to attract better paid lockdown since March 2020, which has affected all jobs to the area, but we need to prioritise support for sectors. Nationally, the lockdown has resulted in people who will have lost their employment through higher levels of unemployment, business failure and a multi-agency, rapid response to redundancy. In financial loss. addition we are seeking to address inequalities in employment, making vital contributions to The council has developed a Wrexham Town Centre people and communities’ cohesion, well-being and Recovery Plan to outline its planned activity over contributing to a resilient, prosperous, healthy and three themes: Safety, Promotion and Regeneration. more equal Wales. The Plan will be implemented to support the creation of a set of conditions that will facilitate the At a regional level, we will work collaboratively as the re-opening of the Wrexham town centre economy North Wales Economic Ambition Board to maximise and take the first steps in re-establishing Wrexham’s the Growth Deal. We will partner with the Welsh profile, post-Covid-19 as a strategically significant Government to secure investment in Wrexham and Welsh town with a unique offer for consumers and with our neighbouring local authorities and partners visitors. in the Mersey Dee region to secure an economic stimulus package to support the Mersey Dee region Whilst it is prudent to review the Developing through the impact of Covid-19 and Brexit. We will the Economy objective in light of Covid-19, it is also continue to work across the region to influence currently thought that its general intent remains and create the conditions for business growth; valid as a core strategic framework to deliver long- locally we will promote local entrepreneurship to term improvements to Wrexham town centre and create employment and wealth. the wider County Borough. The Developing the Key to this is improving our infrastructure and Economy work-stream was developed before the support systems around our economy – ensuring impact of Covid-19 was felt and constitutes an the road, active travel, rail and digital communication investment strategy for short, medium and long infrastructure meet the needs of our economy. term. Covid-19 will obviously affect immediate activities and plans may need to be adapted should Wrexham is in a unique position and we want the virus and its impacts persist for some time to build upon our success in raising its profile as but the longer term course of action remains the a destination location. We will masterplan the focus of the Developing the Economy Programme regeneration of a smaller, more focused town- Board. We acknowledge that economic impact centre, modernising and diversifying to create has been felt across the entire County Borough a more appropriate mix of retail, residential and
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entertainment, as well as seeing community benefits • Work with partners to deliver the approved from our sporting, cultural and leisure facilities projects/programmes for digital infrastructure and events programmes. This is key to raising our build, land and premises, energy improvements profile as a place to live, visit, work and invest and and research and development facilities across supporting the Well-being Goal of being a Wales of North Wales. vibrant culture and a thriving Welsh language MASTER PLAN A SMALLER WREXHAM OUR FOCUS FOR 2020-23 TOWN CENTRE WITH A MIX OF RETAIL, RESIDENTIAL AND ENTERTAINMENT WREXHAM TOWN CENTRE RECOVERY • Target empty and problematic buildings in the PLAN (INCLUDING A NEW MARKETING Wrexham town centre and other key settlements CAMPAIGN FOR 2020) to improve occupancy and repurpose to meet changing needs of the economy; • Create additional floor space (internal & external) to accommodate social distancing requirements • Implement a Wrexham Town Centre Renewal (consider acquisition of land / repurposing and Initiative in support of a new ‘Common Purpose’ also permissions for existing uses) and allow around the creation of a high quality core of the where possible, businesses to access areas town centre, including delivery of the Townscape outside their premises for trading; Heritage Scheme, Targeted Regeneration Investment Programme, Business Improvement • Consolidate and relaunch the Property District, Transforming Towns and ‘Homes Above Investment Grant, Townscape Heritage Scheme Retail Premises’ project; and and loan products to assist businesses post- Covid-19; • Develop a Green Infrastructure Project to improve the physical environment in the core • Install road markings and signage in the town of Wrexham town centre, complementing the centre to mark out one way systems where pedestrian walkways are too narrow to allow for emergence of a Market Quarter. social distancing with two-way pedestrian traffic; and CAPITALISE ON THE ECONOMIC IMPACT OF FOOTBALL ON THE COUNTY • Secure and implement Local Sustainable BOROUGH Transport Covid Response Fund 2020-21 • Consult and commence delivery of the Wrexham projects, following assessment by Welsh Gateway Masterplan in partnership with Government. Wrexham Football Club, Wrexham Glyndŵr University and the Welsh Government together NORTH WALES GROWTH DEAL with Transport for Wales, to deliver a major mixed • As a member of the North Wales Economic use regeneration scheme centred around the Ambition Board, work with partners to complete Racecourse Ground and the General Station; and detailed business cases for each individual • Work with Welsh Government to take forward project/programme approved as part of the the development of a National Football Museum Growth Deal in order to secure funding; and in Wrexham.
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PROMOTE LOCAL ENTREPRENEURSHIP WORK TO PROMOTE EQUALITIES IN ACCORDANCE WITH OUR STRATEGIC • Develop an Innovation & Entrepreneurial Loan EQUALITY PLAN Fund; • Engage with those seeking and providing • Deliver the new Digital Access Project and employment in the County Borough to help support the new Universal Service Obligation to increase the number of disabled people provide new digital infrastructure in communities accessing employment opportunities and raise that will improve opportunities for entrepreneurial awareness of the pay gaps for this group. activity; and
• Publish a new Destination Management Plan to WHAT SUCCESS LOOKS LIKE promote opportunities for tourism development in Wrexham including the opportunities radiating • There will be improved travel mode options for outward from the Trevor Basin Technical Master travel into Wrexham (particularly via Mold Road) Plan as part of the Pontcysyllte Aqueduct & and the Wrexham Industrial Estate including Canal World Heritage Site and complete the improved active travel routes, public transport by relocation of the Visitor Information Centre to road and rail; Chester Street. • We will have achieved growth in employment with an increase in the supply of better paid jobs; ENSURE THE ROAD AND RAIL INFRASTRUCTURE MEETS THE NEEDS • Wrexham has the capacity and resilience to hold OF OUR ECONOMY more large capacity events at the Racecourse complex, with the ability to transport significantly • Work in partnership with Welsh Government to higher numbers of people in and out of Wrexham secure improvements to A483 trunk road; more easily/quickly; • Ensure that supporting infrastructure including • An increase in recognition for Wrexham as a road, rail, public transport modes and active significant visitor destination in North Wales and travel solutions is developed to interface with the wider Mersey Dee region for our football improved A483, which will improve routes to the heritage; town centre, and contribute to decarbonisation; • Noticeably higher numbers of visitors to the • Secure improvements in facilities and services County Borough; through Wrexham’s railway stations – including improving disabled access; and • A growth in small businesses in the food production/ new product development and low • Complete the Wrexham Industrial Estate carbon economy sector; Transport Study in line with the Welsh Transport Approval Guidance (WelTAG) process. • Growth in entrepreneurial activity and small businesses operating out of Wrexham town centre; • A reduction in the number of empty properties in Wrexham town centre and key settlements;
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• Areas of Wrexham Industrial Estate and Western Gateway redeveloped post Local Development Plan finalisation; • An increase in the number of job outcomes from the Communities for Work Plus programme for individuals with a disability or work limiting health condition; • Improved awareness from employers about the needs of job seekers who have a disability or work limiting health condition; • In the longer term a decrease in the unemployment rate of disabled people; and • An increase in the amount of organisations signing up to the Employers’ Pledge.
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ENSURING EVERYONE IS SAFE
Being and feeling safe in Wrexham County Borough programme, facilitating the process of contact is vital to our residents and visitors and is a key tracing with local teams of tracers working in factor which impacts on people’s’ quality of life and Wrexham. This work is vital in ensuring that the virus their ability to engage in community life. is kept under control, and to protect everyone as lockdown restrictions are removed. Whilst we know that the vast majority of people in Wrexham are safe from harm and feel safe, it is one This priority contributes directly to Wales’ Well-being of our most important duties to safeguard those who Goals, in particular a resilient Wales and a Wales of may be vulnerable, to prevent harm and to create an cohesive communities, where creating the conditions environment where all people feel safe. which support the ability of people to thrive and fully realise their potential regardless of their background Much of this work will be focused on our Corporate or circumstances will help create a more equal Wales. Safeguarding Strategy, which sets out how we will meet our duties to protect vulnerable adults and OUR FOCUS FOR 2020-23 children from harm. Emphasis will be placed on our responsibility to tackle equality issues and we will IMPROVING COMMUNITY SAFETY promote and celebrate the ethnic diversity of our communities to ensure that they are inclusive and • Working with partners to implement the welcoming. Community Safety Plan, focusing on reducing harm caused by alcohol, protecting the most We will also work to ensure that people, particularly vulnerable and making people feel safer; the most vulnerable, have access to the right • Supporting vulnerable people to prevent them from housing, whether that is council, social or private becoming victims, and repeat victims, of crime; rented sector housing. We will work to ensure that we are able to effectively respond to any new • Developing our safeguarding practice to respond demands and challenges which arise as a result to new national policies and procedures; of people’s changing circumstances and new • Implementing our Corporate Safeguarding Welsh Government legislation and guidance during Strategy and action plan to improve awareness Covid-19. about and help victims of exploitation, such as those affected by County Lines, Modern Slavery We will continue to work in collaboration with and domestic abuse; our partners, particularly the Community Safety Partnership, to tackle crime and disorder and • Work with partners and communities to to ensure that local community safety issues promote and celebrate the ethnic diversity of are addressed, identifying any changes in our our communities ensuring they are inclusive and communities which require additional attention welcoming; and following Covid-19. • Identifying new and emerging evidence which may highlight additional areas of concern as a As the world recovers from the Covid-19 pandemic, consequence of Covid-19. we will continue to work with partners regionally and nationally to deliver the ‘Test, Trace and Protect’
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REDUCING HOMELESSNESS IMPROVING PRIVATE SECTOR HOUSING STANDARDS • Delivering our Homelessness and our Rough Sleeper strategies to support people who have • Supporting private landlords to improve the lost their accommodation and who are currently quality and sustainability of accommodation not engaging with support services, as part by taking planning and licencing enforcement of wider actions to reduce the prevalence of action against poorly managed, maintained or homelessness, including the implementation empty residential properties in the town centre; of the recommendations of the Homelessness Action Group report; • Continue to promote and enforce the Additional HMO Licensing scheme in Wrexham; • Supporting the sustainability of tenancies and reducing the risk of eviction by launching a • Initiate and deliver a new Property Enforcement new Financial Inclusion Service, developing Project under the Welsh Government ‘pre-tenancy support, and expanding the Local Transforming Towns programme; Lettings Agency to increase housing options for • Working in partnership with Rent Smart Wales to those at risk of homelessness; and ensure that landlords and letting agents comply • Implementing the new Housing Support Grant with their Code of Practice; and which combines grants previously provided • Subject to appropriate resources, develop and under Supporting People, Homelessness implement new local standards for private rented Prevention and Rent Smart Wales. sector housing that improves quality of life for tenants and adjacent communities. INVESTING IN HOUSING STANDARDS AND SERVICES WHAT SUCCESS LOOKS LIKE • Increasing our housing stock with our new-build • Fewer people will be harmed by or will be victims schemes in Plas Madoc and Nant Silyn and of crime; acquisition of suitable properties; • People will feel and will be safer; • Improving the standard of our housing stock by completing the Welsh Housing Quality Standard, • A reduction in the number of hate crimes and an implementing the Local Lettable Standard and increase in victim confidence/satisfaction; defining the council’s specification for zero/low carbon housing types for retro-fit and future • Adoption and implementation of the Modern schemes; Slavery Transparency Statement, have worked with partners to deliver actions from the • Improving the efficiency and responsiveness of Home office PREVENT self-assessment and our Estate Offices, ensuring that we make best delivered Tier 2 training in Modern Slavery to all use of technology and modern ways of working; appropriate staff; and • Refugees on the resettlement scheme will be • Developing the supply and quality of our able to build new lives and secure a sustainable sheltered housing, and progressing with future in Wrexham County Borough; investment through our Sheltered Housing Refurbishment Programme.
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• There will be good community relations and • New build schemes in Nant Silyn and Plas integration between groups; Madoc and more of our housing stock meeting the requirements of the Welsh Housing Quality • Better understanding of where EU national and Standard; other BAME (Black Asian and Minority Ethnic) communities are living in order to support and • New Estate Office IT and agile working to deliver engage with them; a more responsive and efficient service; • Brexit related community tensions are identified • Completion of Stage 2 (Mobilisation) of the and actions put in place to minimise these; Sheltered Housing Refurbishment Programme; • Implementation of ‘Operation Repeat’ to • More private landlords/letting agents complying safeguard older people and vulnerable residents with Rent Smart Wales Code of Practice; and from financial abuse and doorstep crime; • More people living in better quality private rented • Fewer people rough sleeping and experiencing sector accommodation. homelessness and more people supported to sustain their tenancies;
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ENSURING A MODERN AND RESILIENT COUNCIL
The council faces the issue of doing more with less. strategy to support us in developing a culture where To help address this issue, the council needs to employees and elected members feel involved, become a more modern and resilient council. We valued and empowered and have the right skills to will achieve this by delivering the ‘Modern Ways enable them to deliver efficient services. In doing so of Working’ programme which will transform our we will also focus in improving and supporting the working practices by providing improved working diversity of our workforce and addressing any pay environments, adopting new technology and digital gaps we identify. solutions, making our work more sustainable in To ensure the Welsh language continues to thrive the long term and challenging the culture issues within Wrexham, it is vital that the council continues around the way the council works. This is particularly to ensure it is adhering to the Welsh Language pertinent in light of the unprecedented challenges Standards. presented by the Covid-19 pandemic This objective is cross-cutting and in helping the In moving forward, we need to ensure we council deliver improvements across all of its meet our responsibilities around equality. Our objectives and services will contribute to all seven of Strategic Equality Plan sets out the work we will Wales’ Well-being Goals – but in particular directly be undertaking to ensure that our services are supporting a resilient Wales, which is globally accessible - both in meeting the accessibility responsible and has a vibrant culture and thriving standards for public sector bodies and ensuring Welsh language. people can access the services they need, in a way that is right for them. It also has a focus on making OUR FOCUS FOR 2020-23 sure that we involve those who use our services to help us make good decisions about our services, • Deliver on the aims of our modern ways of and how we will seek to improve diversity in local working programme, ensuring that these aims democracy so that there are opportunities for under- support the resilience of council services in our represented groups to play a full role in supporting response to the Covid-19 pandemic; and representing their communities • Review our office accommodation requirements, ensuring that our assets are fit for purpose The development and delivery of a new ICT & and provide modern and flexible office Digital strategy will set out how we will use the accommodation which meets the requirements power of digital technology to transform the way of a modern organisation; the council works and how we engage and support our communities and deliver our services. Work will • Develop a new ICT & Digital strategy which will continue on ensuring our ICT infrastructure is secure, enable us to modernise the way we work and engage with our customers; resilient and has the capacity to support the delivery of the council’s critical services and priorities during • In light of the Covid-19 emergency, ensure key the Covid-19 pandemic and going forward. services are sustainable and our resources are aligned to our priorities and operate in a modern We will deliver on the priorities set out within way; our organisational development and workforce
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• Deliver on the organisational development and WHAT SUCCESS LOOKS LIKE workforce strategy priorities; • The council has adopted modern ways of • Lead on, and ensure the development of Welsh working, with improved working environments, a language in our organisation; better use of technology and digital solutions and made our work more sustainable by reducing our • Invest in our ICT infrastructure and complete carbon footprint; the delivery of the new data centre and disaster recovery sites; • The council has a flexible workforce with the ability to work from home, on site or from a • Improve the accessibility of the council; designated workspace; • Involve all and ensure that we use information • The council’s democratic arrangements are able about those who use our services, including to operate with use of digital technologies to those with protected characteristics, to make facilitate remote attendance; good decisions; • The council has reduced its town centre office • Support diversity in local democracy; and accommodation assets and transformed • Improve the diversity of, and address any pay remaining assets into modern and flexible gaps in the council’s workforce. working environment;
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• The council has successfully adopted a new ICT • Our Elected Members will have a better & Digital strategy and delivered on the objectives understanding of equality data and how to take of the strategy; account of it when taking decisions about our services; • The council is fully compliant with the Welsh Language Standards; • There will be an increased number of candidates, • The council has moved out of the crisis phase of with an increased diversity of characteristics, for managing its budget and refocused it to ensure the local government election in 2022, which will services are delivered resiliently in a new way increase the diversity of elected members for the given the impact of Covid-19; and 2022-27 term of office; • The council will have the ICT infrastructure and • We will have improved information about the capacity to support innovation and change. characteristics of those who stand as candidates for local government in 2022, as well as those who choose not to, in order to refine our focus for increasing the diversity in democracy in the 2027 IN RELATION TO OUR STRATEGIC election; EQUALITY PLAN OBJECTIVES: • Council employees are better supported in • There are services available to support those terms of any specific needs they have (relating who are digitally disadvantaged and they are to protected characteristics) as there is better able to access the services they need, in a way awareness and understanding of the workforce; that is right for them; • The council’s workforce better reflects the • More of our electronic information is fully demographic profile of the county borough and accessible; is reflective of the people living here; • There is greater satisfaction for customers in • We continue to strive to be an organisation that terms of accessing council services; provides employees with equality of opportunity, • Respondents to corporate consultations will be recognising and valuing that everyone makes a more closely aligned with the demographic and different but important contribution; equality profile of the County Borough; • We maintain a framework of modern workforce • Services will be supported to have a better policies, procedures and initiatives to ensure understanding of the people who use their fairness, consistency and equality of opportunity services, including those with protected for our employees and potential employees; characteristics; • We ensure that equality and valuing diversity is • Services will be able to engage with groups and at the heart of our policies, working practices and individuals with protected characteristics to help employee development; and them provide services which consider equality; • Any gender based pay gap will be reviewed • The quality of our Equality Impact Assessments and better understood. Appropriate work will will continue to improve; commence to address this gap and other pay gaps where relevant.
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IMPROVING THE ENVIRONMENT
The Climate Emergency is one of the most important We need to ensure that we manage our waste and topics of our time and one which we must address we will continue to involve households in working quickly. The Welsh Government has declared a with us to meet our statutory recycling target of 70% Climate Emergency in Wales and has set ambitious by 2025 and will continue to invest in our renewable plans for the public sector to be carbon neutral by schemes to reduce our energy demands. 2030. Due to the Covid-19 pandemic there are factors Wrexham County Borough Council must play impacting on our intended outcomes. Consequently, its part in being a globally responsible Wales. there will be a need to review and amend the We have already worked on a wealth of carbon success criteria, outcomes and milestones proposed reduction initiatives over the last decade, which have for autumn 2020, around climate change. Climate established our reputation as a leader in delivering change and decarbonisation outcomes will clearly carbon saving initiatives. In 2019 we declared a be affected as a result of the reduction in traffic Climate and Ecological Emergency and established and public transport operating at reduced capacity a Carbon Project Board – the Board has been tasked during the pandemic. We will work to support with developing a Decarbonisation Plan to target the new ways of travel across the County and we will decarbonisation of council operations and promote progress our ambitious Active Travel initiative that the protection and enhancement of our natural will help us to deliver against Wales’ Wellbeing environment. Goals. The connections between communities will remain We face the ongoing issue of doing more with less – our focus with opportunities that are maximised, we will need to improve the resilience and efficiency balancing looking after our green spaces, habitats of our workforce and our services by ensuring we and natural environment. In particular we will work realise the potential offered by modern technology, with rural communities to ensure post pandemic we digital services and the council’s programme maintain strong rural communities. We will continue of ‘modern ways of working’. This will help us to work in collaboration with partners other local improve our planning for the future, move from authorities across the region and Welsh Government reactive to planned investment and ensure that our to ensure that our environment is well supported. environmental services are resilient and sustainable in the long term. Our work will directly contribute to a more equal and prosperous Wales and a Wales of cohesive communities – ensuring our town and villages are clean and attractive, with highways that are in good condition and a transport infrastructure that supports connections between communities and developing our economy.
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OUR FOCUS FOR 2020-23 WHAT SUCCESS LOOKS LIKE • Work with the council’s ‘Modern Ways • Technology, digital services and modern ways of Working’ programmes to adopt new of working are embedded in our services and technology and digital solutions to improve the supporting us to meet our service standards; responsiveness, efficiency and resilience of our environmental services; • Resilient, efficient and sustainable services, with more planned work, sustainable ways of working, • Our Carbon Project Board will develop a with services that make good use of technology Decarbonisation Plan addressing issues around and offer digital services, and are prepared for our buildings, land use, procurement and future challenges; mobility, waste and transport that meets the requirements of Welsh Government Guidance; • A County Borough that is becoming more resilient in planning for the effects of climate • Work with partners to consider how we tackle change; global issues such as climate change, pollution, flooding and biodiversity issues to improve our • Our Decarbonisation Plan will be being resilience and the long term sustainability of our delivered and will ensure the council and County services; Borough is making a positive contribution to environmental and global well-being; • Be proactive in reducing and removing litter and fly tipping across the County Borough; • A clean County Borough with less litter and fly tipping; • Maintain and develop our focus on the recycling awareness and education programmes with • The condition of our roads will be improving; households and schools across the County • A modern and environmentally responsible fleet Borough to ensure we continue to meet our which positions us as leaders in low carbon statutory recycling and waste minimisation emissions vehicles; targets; • Waste collection frequencies that promote more • Review and invest in our waste collection efficient and effective waste collection using a services to ensure we deliver an efficient service modern fleet with in cab technologies; and to meet current and future demand; • Households engaged with our recycling and • Develop a revised Highways Safety Inspection waste reduction aims ensuring we are on track to Policy and improve our planned maintenance to meet our 2025 statutory recycling targets. improve the condition of our roads; and • Develop and deliver our Active Travel Plan - walking and cycling routes linking communities to key employment and education facilities.
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IMPROVING SECONDARY EDUCATION
Over a number of years, in a majority of secondary impacted on the work of the Education and Early schools, pupils’ education outcomes have been Intervention department and officers of GwE (the below those of their counterparts nationally. In regional school improvement service) to support addition over a period of time, inspection judgements and challenge schools particularly in respect of in secondary schools in Wrexham do not compare recommendations 1 and 2 detailed below; well with those of secondary schools across Wales 3. The decision by Welsh Government to cancel the and there have been too many secondary schools GSCE examinations scheduled for the summer placed in an Estyn “follow up” category including of 2020 and for grades to be awarded through “Significant Improvement” and “Special Measures”. a school submitting expected grades and a national standardisation exercise; Local Government Education Services in Wrexham were inspected by Estyn in October 2019 with the 4. The announcement that there will be no outcome that; performance measures published at a school, local or national level for the academic year “The implications of weak outcomes in 2019-20. secondary schools in Wrexham are significant for young people’s wellbeing and their future Consequently, whereas many of the actions education, training and employment. The contained within the Post Inspection Action Plan legacy of ineffective intervention and support remain relevant, in the light of the pandemic and over many years has resulted in only limited issues cited above, the success criteria, outcomes improvement in many secondary schools. The and milestones were reviewed in November 2020. scale of the challenge to improve outcomes in Educational outcomes have clearly been affected secondary schools means that Wrexham is an as a result of the closure of schools and the authority that is causing significant concern.” cancellation of examinations / assessments during Over the period 2020-23, the priority will be to the pandemic. The safety and mental, emotional improve secondary school outcomes and to address and physical wellbeing of all learners, particularly the recommendations of the Estyn inspection. There vulnerable learners, and staff continues to be our will also be a focus on closing attainment gaps priority. We will continue to work in collaboration in education, which is a Strategic Equality Plan with schools, other local authorities across the objective. region and GwE to ensure that our schools are well supported and our education services are delivered Due to the Covid-19 Pandemic there are factors resiliently. which are impacting on full implementation of the Post Inspection Action Plan. These are: This priority directly supports many of Wales’ Well- being Goals – supporting our learners and creating 1. The suspension of all inspection activity by Estyn the right conditions for a skilled and well-educated until further notice; workforce, able to fulfil their potential no matter what 2. The Welsh Government’s decision to close all their background or circumstances, and directly schools for ‘education purposes’ with effect supports a more equal, prosperous, resilient and from 20th March 2020. This has significantly healthier Wales, with a vibrant culture and thriving Welsh language.
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OUR FOCUS FOR 2020-23 WHAT SUCCESS LOOKS LIKE Draft and implement a Post Inspection Action Through implementation of the Post Inspection Plan which will address the following four Action Plan we would expect that: recommendations of the Estyn inspection report: • Outcomes in individual secondary schools R1 Urgently improve outcomes for learners, are significantly improved against modelled particularly at key stage 4 expectations as measured by the Capped 9 Indicator (or any modified indicator prescribed by R2 Improve attendance, wellbeing and Welsh Government); behaviour of secondary school pupils • Attendance in individual secondary schools will R3 Strengthen joint working across service be improved to compare well against similar areas relating to all aspects of wellbeing schools across Wales; and R4 Improve the quality of self-evaluation and • There will be a reduction in permanent and fixed improvement planning across all education term exclusions. services We will deliver our Strategic Equality Plan objective THROUGH OUR FOCUS ON THE to close attainment gaps in schools: STRATEGIC EQUALITY PLAN OBJECTIVE WE WOULD EXPECT THAT: • We will support schools to increase the performance of boys in all key stages; • There is improved attainment of boys at all key stages therefore reducing the variation between • We will undertake upgrades to schools to ensure boys and girls; accessibility for all; and • An improved and accessible learning • We will support Gypsy, Roma and Traveller pupils environment is contributing to improved to access the curriculum. outcomes for all learners; and • There will be increased attendance and lower exclusions of Gypsy, Roma and Traveller pupils.
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PROMOTING GOOD HEALTH AND WELL-BEING (WITH A FOCUS ON IMPROVING CHILDREN’S SERVICES) Good health (both physical and mental health) partners to inform, develop and deliver the Covid-19 and well-being is one of the most important recovery plan developed by Wrexham and Flintshire things a person can have and impacts on so many Public Services Boards. other areas of their life. Supporting and enabling individuals, families and communities to be resilient OUR FOCUS FOR 2020-23 and have good physical and mental health and well- • Work closely with communities, stakeholders being are therefore vital. and partners to inform, develop and deliver the Focusing on prevention and early intervention Covid-19 recovery plan developed by Wrexham and Flintshire Public Services Boards; services helps to ensure people get the right help and support as early as possible, and also lessens • Achieve improvements in children’s social care the demand on more costly services later on, to realise our vision by delivering the Accelerated ensuring these are protected for those who need Improvement Board’s action plan; them. • Achieve a reduction in the number of looked after children by focussing on prevention and early Prioritising children’s social care services is essential help services maximising community resources to ensure we maintain our improvement journey, and our links with the third sector; with the vision to provide the right level of care and support, where all children feel, and are, safe, and • Increase the numbers of in-house foster carers have the opportunity to reach their potential. through improved recruitment and retention; Promoting good health and well-being contributes • Remodel the regional adoption service utilising increased investment from the six North Wales strongly to three of Wales’ Well-being Goals: a Local Authorities and the Welsh Government; healthier Wales which is a society in which people’s physical and mental well-being is maximised and • Work with third sector and other partners to in which choices and behaviours that benefit future develop community support capacity; health are understood; a more equal Wales which is • Improve domiciliary care capacity and re- a society that enables people to fulfil their potential ablement capacity by increasing in-house no matter what their background or circumstances capacity and building on collaboration (including their socio economic background between the council’s in-house service and and circumstances); a resilient Wales where our independent sector providers. In addition, work workforce and services have the capacity and with independent sector providers to support adaptability to meet people’s needs and a Wales of improved recruitment and retention of employees across the sector; cohesive communities which are attractive, viable, safe and well-connected. • Work with health partners to improve collaboration in the community and pathways for At this time of national challenge from the Covid-19 hospital discharge to home and independence; outbreak, support for vulnerable adults, families and communities to promote resilience and return to • Identify, review and improve current council independence is of even more importance. We will activities in relation to good health and well- work closely with communities, stakeholders and being prevention and early help services;
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• Work with partners to transform community WHAT SUCCESS LOOKS LIKE services to deliver the ambition of ‘A Healthier Wales’ with a greater focus on prevention and CHILDREN WILL BE SAFE – THERE WILL seamless access to care and support; BE: • Develop a well-being hub within the town centre • The right level of care and support provided, (though this may be affected in its timescale by where all children feel, and are, safe, and have the impact of Covid-19 restrictions on building the opportunity to reach their potential; projects); • Fewer children that need to be looked after by • Management of anticipated increase in demand the council; and in referrals as individuals and families come out of lockdown; • More in-house foster carers and an improved regional adoption service. • Build on the experience of ‘remote working’ by employees during the Covid-19 outbreak to make A HEALTHY, SKILLED, MOTIVATED AND agile working a normal working pattern where ENGAGED WORKFORCE – THERE WILL appropriate; and BE: • Support schools to implement a whole school • More domiciliary care capacity; approach to mental health and well-being. • Greater retention of employees; and • More flexible working arrangements.
SERVICES SUPPORT GOOD HEALTH AND WELL-BEING FOR ALL – THERE WILL BE: • Improvements in cross-council prevention and early-intervention services; • Community services focused on prevention; • Seamless access to care and support; • A town-centre well-being hub; and • Collaboration between statutory partners, third sector partners and communities.
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MEASURING HOW WELL WE ARE DOING
To check we are on track to achieve our objectives As well as this, we also have to report on national we measure how well we are doing against key performance indicators – these are indicators milestones and progress indicators that we have which the Welsh Government and other regulators set for each of our objectives. We have categorised think are important and that we should report how these as either an area where we will either ‘sustain’ well we are performing on them. It also gives us our current performance or ‘improve’ upon it. It the opportunity to see how well we are doing in should be noted that targets to sustain our current comparison with other local authorities in Wales. performance can still represent challenging and Some of these are included in our objectives and ambitious targets when considered within the some cover the other important work of the council. context of available resources. However due to the pandemic, arrangements for the collection of 2019-20 data have been suspended It’s important that our Plan is responsive and and the most up to date comparative data we remains current: although the Plan is for the period would normally include in our reporting will not be 2020-23, the council will review it annually and look available. Arrangements for 2020 onwards remain again at the targets. unclear at the time of writing. Our six Council Plan Priority Boards will check our The milestones and measures we will be using to progress quarterly and report on progress twice check our progress make sure we successfully a year to the council’s Executive Board. We also delivering improvement are set out in Appendix 1. publish an annual performance report. We will judge our performance against the following ‘traffic light’ indicators:
A GREEN status means that our progress is on track A YELLOW status means our progress is slightly off track at the time of reporting but we do not believe this will impair the overall outcome An AMBER status means our progress is slightly off track at the time of reporting and there is a risk that this may impair the outcome A RED status means that our progress is off track and there is a risk that the outcome will not be achieved.
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WALES’ WELL-BEING GOALS
The Well-being of Future Generations Act (Wales) It sets out seven interdependent Well-being Goals 2015 seeks to improve the social, economic, for Wales; together they provide a shared vision for environmental and cultural well-being of Wales by the public bodies listed in the Act to work towards. requiring public bodies to work together to create As such, all public bodies must work towards all of a sustainable Wales. It is intended to help to create these goals. a Wales that we all want to live in, now and in the future.
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WORKING TOWARDS THE WELL-BEING GOALS WITH OUR PUBLIC SERVICE PARTNERS
The Act requires public services to work together In 2018, Wrexham PSB published its five year Well- through Public Services Boards to improve the well- being Plan (2018-23), which focuses on those areas being of each Local Authority area and contribute to of public service delivery which require partnership Wales’ Well-being Goals. Wrexham’s Public Services and collaborative working between the County Board (PSB) was established in April 2016 and Borough’s public sector organisations. The plan brings together the County Borough’s public service was based on a Well-being Assessment which leadership and decision-makers, to improve the looked at the social, economic, environmental economic, social, environmental and cultural well- and cultural well-being of Wrexham, together with being of Wrexham by strengthening joint working community consultation feedback, resulting in across the County Borough’s public services: fifteen interconnecting wellbeing objectives and a plan which informs the strategic plans of each PSB www.wrexhampsb.org member.
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HOW OUR WELL-BEING OBJECTIVES CONTRIBUTE
Our six well-being objectives have been developed The table below shows a summary of how each of to reflect evidenced local needs and the views our well-being objectives contributes to Wales’ Well- of local people. Within these objectives we have being Goals. identified areas of focus for 2020-23 which will help us deliver maximum impact across all our wellbeing objectives in an integrated way as well as contributing towards the Wellbeing Goals for Wales.
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SUSTAINABLE DEVELOPMENT - OUR PLANNING PRINCIPLES
The Well-being of Future Generations Act (Wales) 2015 also introduced the ‘sustainable development principle’ – which requires us to act in a way which seeks to ensure that the needs of the present are met without compromising the ability of future generations to meet their own needs. Long term: Our Plan takes a long term view – using the We are committed to the sustainable development prevention principle to build sustainability and principle and the ‘five ways of working’ which resilience into our services and plans. ‘Developing the Welsh Government introduced to help public the Economy’ focuses on the recovery of our town bodies shape their decisions to help them meet the centre and creating the conditions for long term sustainable development principle. business growth locally and across the region in This means: order to secure prosperity, health and well-being for our residents; ‘Ensuring a Modern and Resilient • Looking to the long term so we do not Council’ focuses on ensuring our council support compromise the ability of future generations to meet their needs; services are sustainable and resilient; ‘Ensuring Everyone is Safe’ is focused on supporting safe, • Taking an integrated approach so we look at cohesive and resilient communities, investing in how our priorities impact on our other wellbeing housing standards and services to support people’s goals and objectives and those of other public health and well-being; ‘Improving the Environment’ bodies; is leading our efforts to contribute to the reduction • Involving people with an interest in achieving in carbon to protect our environment for our future the well-being goals, and ensuring that those generations; ‘Improving Secondary Education’ is people reflect the diversity of the area which the an investment in our young people to help them body serves; secure future benefits; ‘Promoting Good Health & • Working with others (including others within the Well-being’ (with a focus on improving Children’s council) in a collaborative way to find shared Services) focusses on providing care and support solutions to the well-being objectives; and so that all children feel, and are, safe and have the opportunity to reach their potential. • Understanding the root causes of issues to prevent them from occurring or getting worse.
These ways of working, along with two additional ones we have identified (Welsh language and prioritising the vulnerable) are our planning principles which are central to our decision-making, service planning and delivery. We used these principles to shape our objectives and a summary of how our Plan responds to them is below:
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Integrated: Involvement: Our objectives cut across all our departments, In 2018, the council adopted its Involvement focusing on what all council services can do to Strategy’; the vision of which is that all people have improve the well-being of the people of Wrexham and the information they need to influence the planning contribute to the seven national Well-being Goals. We and delivery of services. They are engaged and have also integrated our Strategic Equality Objectives consulted with on decisions which affect them, and into the Plan to ensure that the strategic actions for where possible we work together to design and creating a more equal Wales are embedded in the deliver services (co-production). delivery and planning of our services. We worked with Elected Members on the new We have six objectives but we know that they are objectives in 2019, undertaking public consultation interlinked on many levels: improvements we make in on them in 2019 and again as part of the draft one area will have consequences elsewhere, even if Plan in 2020. We consulted on our strategic these are not immediately recognisable. For example, equality objectives with representatives and we know that improving secondary education impacts groups representing the protected characteristics on our young people’s health and well-being and in in 2020. We have also established links with a their ability to access quality well paid employment variety of stakeholders and communities who are throughout their lives; we know that we need to a part of an ongoing and active dialogue about the support local entrepreneurs and businesses, attract development of our services and our vision for the well paid jobs to the area and promote Wrexham future – for example Senedd yr Ifanc (the County as a place to live, work, visit, and invest in, in Borough’s youth parliament), School Improvement order to provide those employment opportunities; and Inclusion Steering Group, Town Centre Forum, we know that poverty, unemployment and poor Tenants’ and Residents’ Association, Carers’ Forum, housing impacts negatively on people’s health and and many more. well-being, which has implications for our local In addition, our ‘Ensuring a Modern and Resilient health services; low levels of crime and anti-social Council’ objective outlines how we will work to behaviour, good transport links and well maintained improve the diversity of those who are involved in public spaces mean people can access and enjoy or have an interest in helping us achieve our goals – the outdoors which improves health and well-being improving the representation of those who respond and supports the local economies in our town and to our consultations, improving the opportunities villages. Modernising our own ways of working and for a more diverse and representative elected ensuring that the services we provide are sustainable body, improving the diversity of our workforce and and resilient underpins our ability to deliver all of the improving our understanding of the people who use priorities. our services.
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Collaboration: Prioritising the vulnerable: Many of our services In recognition of the close links across our are delivered in order to protect the most vulnerable objectives, we work collaboratively within the within our society and this is the focus of our council. Each objective is led by a Priority Board ‘Ensuring Everyone is Safe’ objective - supporting which connects the range of council services homeless people, people who may be at risk of involved in delivering those improvements and helps losing their tenancies, victims of exploitation, older us identify opportunities to make connections and people who may have increased vulnerability to work more closely. crime, and supporting communities to be safe and welcoming. Our’ Developing the Economy’ objective We also work in collaboration across public, private will be prioritising support for people who have and voluntary sectors to help us deliver our services lost employment as a result of the pandemic and and priorities. We work as members of regional engaging with disabled people to help them access and local partnerships such as the North Wales employment. Economic Ambition Board, Mersey Dee Alliance, the Community Safety Partnership, Public Services We have embedded our strategic equality objectives Board; North Wales Safeguarding Children’s Board, within this Plan to ensure that actions relating to GwE; other public bodies such as Coleg Cambria those with protected characteristics who may also and Glyndŵr University, Betsi Cadwaladr University be vulnerable are at the forefront of the delivery and Health Board; private and third sector partners planning of our services. such as private and registered social landlords, Association of Voluntary Organisations in Wrexham (AVOW) and many more.
Prevention: Drawing on the evidence, our well- Welsh language: The council’s internal business being objectives and steps are designed to tackle language is English, but all employees are supported both the immediate demand pressures on public and encouraged to develop their Welsh language services and the root causes of these pressures, skills. Services and information that the council most importantly through improving education, provides are available bilingually in either English tackling poverty and inequality. Our commitment or Welsh. Our’ Ensuring a Modern and Resilient to the global climate change agenda is part of our Council’ objective reiterates our commitment to ‘Improving the Environment’ objective. the Welsh Language Standards and ensuring we continue to adhere to its requirements.
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RECOVERING FROM A GLOBAL PANDEMIC
Since March 2020, public services have been inform a Recovery Action Plan. involved in the emergency response to the Covid-19 Our recovery planning work has four work streams: pandemic. The crisis is ongoing given the resurgence in infections and rising hospital admissions and the • Service Continuity – This is about providing need for preparations to take immediate action to assurance that service continuity arrangements reintroduce control measures should the need arise. are developed and reviewed and are fit for Given these unique circumstances, the recovery purpose ready for any second wave of Covid-19. phase of the emergency is therefore taking shape It will review critical service areas and plan for when other services resume. whilst we are still responding to the immediate impact of the pandemic. The shape of the recovery plan • Enabling (workforce and buildings) – This work must take account of this situation, recognise the is about providing the guidance to support the enormous impact that this emergency has had on proposals to unlock services and functions. It everyone and on all aspects of life and be realistic includes risk assessments, the provision of health in terms of the length of time it will take to achieve and safety and workforce advice. It will ensure a ‘new normality’ in terms of personal, social and that proposals are well planned, legal duties and personal responsibilities are adhered to and that professional life within our community. the principles of our modern ways of working are Recovery planning is taking place at national, regional applied. and local levels. The information below provides an • Governance and Finance – This work is about account of how this work is being carried out and this ensuring that our decision making is robust and is also represented in the diagram at page 28. compliant with the Council’s Constitution and Governance Code and Framework. It is also LOCAL RECOVERY concerned with ensuring all relevant factors are considered throughout the recovery period: PLANNING that decisions are captured and recorded The initial recovery phase is expected to last appropriately; financial implications are for at least 18 months, with a medium term 3-5 considered and recorded; opportunities to adopt different ways of working are not missed; and year recovery to the ‘new normal’, and so the there is opportunity for robust challenge. implementation of our objectives during the lifetime of this Plan will need to take account of the impacts • Community Resilience – This is about the of Covid-19, including financial impacts. Council’s approach to recovery within the wider community and the recognition that this must At the local level, the Council’s recovery planning is address the aspirations of the community as a overseen by the Executive Board and this in turn is whole. The starting point for this work has been challenged and supported by the scrutiny function. the development of a local situational analysis The recovery phases will be guided by local report for Wrexham, based on sound data and knowledge and published data, and this is being local knowledge, to inform the development of a used to inform our ‘situational analysis’ which is a community recovery plan at the Wrexham level, description of the current and possible future issues feed into the sub-regional plan and help inform which we need to deal with, which in turn will help the regional action plans for recovery.
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Of the five themes identified in Wrexham’s local situational analysis, two are local and three will need to be addressed sub-regionally (see ‘Regional and Sub-Regional Recovery Planning’ below). These five themes and how they align with the Council Priorities are set out below:
Wrexham’s Community Local / Sub-regional Council Priority Resilience Recovery Theme
Ensuring key support networks Local Developing the Economy for local communities can be Promoting Good Health and sustained. Well-being (with a focus on improving Children’s Services)
The long-term sustainability of Local Developing the Economy Wrexham town centre.
The increased pressures faced Sub-regional Improving Secondary by vulnerable children and Education young people at key Promoting Good Health and transition stages of their life. Well-being (with a focus on improving Children’s Services)
The growth in inequality asso- Sub-regional Developing the Economy ciated with those people who Ensuring Everyone is Safe are most vulnerable having been most impacted by Covid-19. Promoting Good Health & Well-being (with a focus on improving Children’s Services)
The drive to sustain a Sub-regional Improving the Environment reduction in our carbon footprint.
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REGIONAL AND SUB-REGIONAL RECOVERY PLANNING
At a regional level the Regional Coordinating Group Community resilience is often defined as the ability is focusing on four strategic recovery themes of communities to ‘bounce back’ from issues they – Health; Health & Social Care; Economy; and face such as economic or environmental issues. Community Resilience. Likewise, the three other strategic recovery themes if considered solely at a regional level will potentially Of these four themes, the theme of Community miss community intelligence and ideas that can be Resilience (or Community Recovery) is the most used to inform and develop these themes. Therefore difficult to consider at a regional level. This is the Community Resilience theme work needs to be because by definition community based issues framed in a way that supports the development of need to be designed, developed and led at a local these themes as well. community level: this is also one of our four local recovery work streams. However, if the link between In recognition of the ‘local emphasis’ the approach to community and regional work is made effectively regional community recovery has been to sub-divide then it will give a greater emphasis to community North Wales into three sub-regional groupings, and information, issues and ideas within regional this means a new role for Wrexham and Flintshire’s recovery planning overall. Public Services Boards: the two PSBs will work in partnership to address the unique cross-border issues that face both communities.
37 WREXHAM LOCAL AND REGIONAL RECOVERY MODEL – WORKSTREAMS AND LINES OF REPORTING
LOCAL RECOVERY TEAM SERVICE CONTINUITY ENABLING: BUILDINGS GOVERNANCE AND COMMUNITY AND PEOPLE FINANCIAL RECOVERY RESILIENCE LEAD: Chief Officer LEAD: Chief Officer Housing and Economy Finance and ICT LEAD: Head of Service Human LEAD: Chief Officer LEAD: Chief Officer Resources & Workforce Development Governance and Customer Housing and DEPUTY LEAD: Chief Lead Members for Service Economy Officer Environment and areas as appropriate Cllr Mark Pritchard Cllr Mark Pritchard
Technical Cllr Hugh Jones Cllr David Kelly EMERGENCY MANAGEMENT EXECUTIVE BOARD SCRUTINY FUNCTION RESPONSE TEAM PROVIDES GOVERNANCE AND OVERSIGHT Provides challenge and support LEAD: Chief Officer Planning and Regulatory
38 DEPUTY LEAD: Head of Service Public HEALTH (TRACE, HEALTH AND ECONOMY COMMUNITY TRACK, PROTECT) SOCIAL CARE RESILIENCE Protection LEAD: North Wales LEAD: Betsi Cadwaladr LEAD: Public Health Economic Ambition LEAD: Public Services REGIONAL REGIONAL University Health Board Wales Board (NWEAB) Boards (Wrexham/ (BCUHB) Flintshire) LEADERSHIP RECOVERY
BOARD CO-ORDINATION WCBC REP: WCBC REP: WCBC REP: GROUP WCBC REP: WCBC REP: Cllr Joan Lowe Cllr Mark Pritchard Cllr Hugh Jones WCBC REP: Cllr Mark Pritchard Cllr Mark Pritchard Chief Officer Social Cllr Terry Evans Chief Officer Planning Chief Executive Chief Executive Care Cllr Hugh Jones and Regulatory Chief Executive Chief Executive Chief Officer Housing NORTH WALES ECONOMIC AMBITION BOARD (NWEAB) and Economy Chief Officer Housing TRANSPORT ADVISORY GROUP and Economy WCBC REP: Cllr David Bithell Chief Officer Environment and Technical 2020-2023 THE COUNCILPLAN
APPENDIX 1 – MILESTONES AND MEASURES DEVELOPING THE ECONOMY
*indicates that a milestone or measure is taken from the Strategic Equality Plan.
Baseline information / Target Target Target OUTCOME MEASURE / MILESTONE Comparative data 2020-21 2021-22 2022-23
1 Improve: £m investment into Wrexham NEW Growth Deal ‘Heads of by North Wales Economic Ambition Terms’ agreement worth £240m. 0 £1m £12m Board from the North Wales Growth Fund by 2023.
2 Improve: Re-purpose or bring back NEW baseline (based on loan
39 into use 23 of empty properties in town products & new 5 8 10 centre by 2023. enforcement project commencing 2020)
3 Sustain (Recover): Percentage 2018 - 1.92m visitors (+1.6% Recover at Measure and Increase increase in visitors to Wrexham County increase on 2017) or Above establish new Borough year on year. National baseline 2019 – 1.96m visitors (+2.1% Average increase on 2018) 2020 - data available May 2021 (STEAM data – Tourism Economic Modelling Process)
4 Sustain (Recover): Wrexham town- Counter Data Recover at Measure and Increase centre footfall. or Above establish new 6,393,118 (2019/20) National baseline Average 2020-2023 THE COUNCILPLAN
Baseline information / Target Target Target OUTCOME MEASURE / MILESTONE Comparative data 2020-21 2021-22 2022-23
5 Sustain (Recover): The percentage All retail properties Recover at Measure and Reduce vacancy rate of retail properties 11.2% (2019/20) or Below establish new within Wrexham town-centre: National baseline Average
Council owned retail properties Recover at Measure and Reduce 22% (5 out of 22 properties) or Below establish new (2019/20) National baseline Average
6 Sustain: Percentage of commercial 80% (2019/20) Recover at Measure and Increase property occupied. or Above establish new b National aseline Average 40 7 Improve: £ public and private sector NEW Project Not Not reporting £34m funding committed to the delivery of the reporting Wrexham Gateway Masterplan by 2023.
8 Improve: £ investment in developing a NEW Project Not £445,000 £4m Football Museum reporting (Development in Wrexham. Phase)
9 Improve: Number of qualified 275 (19/20) 200 225 250 investment enquiries.
10 Number of recorded businesses 12,450 (2019/20) Recover at Measure and Increase (Indicative measure from Welsh or Above establish new Government). National baseline Average 2020-2023 THE COUNCILPLAN
Baseline information / Target Target Target OUTCOME MEASURE / MILESTONE Comparative data 2020-21 2021-22 2022-23
11 Sustain (Recover): Value of visitor £125m (2019/20) Recover at Measure and Increase spend in Wrexham County Borough. or Above establish new National baseline Average
12 Sustain: Gross jobs created where the 383 (2019/20) Sustain at 300 Sustain at 300 Sustain at 300 council was directly involved. per year per year per year
13 Improve: Increased area of housing land 67.42(ha) identified in Local Reporting Reporting Reporting released for development (ha). Development Plan post-A483 post-A483 post-A483 junction junction junction completion completion completion
41 14 Improve: Increased area of economic 4.7(ha) identified in Local Reporting Reporting Reporting land released for development (ha). Development Plan post-A483 post-A483 post-A483 junction junction junction completion completion completion
15 New: Number of people / percentage NEW baseline required Recover at Measure and Increase securing a successful outcome following or Above establish new Welsh Government Data redundancy. National baseline Average
16* Improve: 20% of Communities for 16% (March 2020) 20% 20% 20% Work Plus job entries being individuals with a disability or work limiting health condition (Welsh Government guidance). 2020-2023 THE COUNCILPLAN
Baseline information / Target Target Target OUTCOME MEASURE / MILESTONE Comparative data 2020-21 2021-22 2022-23
17* Improve: Number of organisations on 120 (2019/20) Increase Increase Increase the Employers’ Pledge.
18* Improve: Number / value of Establish baseline Increase Increase Increase Community Benefits secured through the council’s procurement process relating to reducing inequality.
KEY PLANS AND STRATEGIES LINKED WITH THIS PRIORITY:
Town Centre Masterplan 2016 42
Wrexham Town Centre Recovery Plan 2020
Regional Regeneration Plan (Transforming Towns 2018-2021)
WCBC Destination Management Plan 2018-2020
Local Development Plan (deposit)
Tackling Poverty Strategy 2018-2023
Strategic Equality Plan 2020-2024 2020-2023 THE COUNCILPLAN ENSURING EVERYONE IS SAFE
*indicates that a milestone or measure is taken from the Strategic Equality Plan.
OUTCOME MEASURE / Baseline information Target Target Target MILESTONE / Comparative data 2020-21 2021-22 2022-23
1 Publish and implement the Community Milestone Publish Implementation of Implementation of Safety Plan (2020-23) - working with Community plan plan partners to reduce harm caused by Safety Plan alcohol and other substances, protect the most vulnerable and make people feel safer.
2 Deliver and evaluate Operation Repeat Milestone Deliver Operation Evaluate To be determined training (support for vulnerable people Repeat training effectiveness of
43 to prevent them from becoming victims, Operation Repeat and repeat victims of door-step crime).
3 Developing our safeguarding practice Milestone Review and Implementation of Implementation of to respond to new national policies update of Plan Plan and procedures, and implement our Corporate corporate safeguarding action-plan Safeguarding to improve awareness of victims of plan exploitation (such as County Lines and Modern Slavery).
4 Deliver our Rough Sleeper Strategy Milestone Formal adoption Implementation Implementation and implement the recommendations of strategy of recommen- of recommen- of the Housing Action Group (HAG) dations dations report, and any subsequent guidance issued by WG for rough sleepers due to Covid-19. 2020-2023 THE COUNCILPLAN
OUTCOME MEASURE / Baseline information Target Target Target MILESTONE / Comparative data 2020-21 2021-22 2022-23
5 Launch new Financial Inclusion Milestone Develop and Increase property Not reporting Service to support the sustainability deliver ‘Renting portfolio for the of tenancies and reduce the risk of Ready’ training Local Lettings eviction; develop ‘pre-tenancy support’ package Agency through ‘Renting Ready’ training; Launch Financial expand the Local Lettings Agency to Inclusion Service increase housing options for those at risk of homelessness
6 Implement the new Housing Support Milestone Review and Implementation Implementation Grant, which combines grants implement new previously provided under Supporting Commissioning People, Homelessness Prevention and Framework Rent Smart Wales.
44 7 Increasing our housing stock with our Milestone Develop Implement new Continue new build schemes and acquisitions, specification programme of implementation and an ongoing programme of for future house building. development. house building Review Buy-Back programmes. Scheme in relation Continue Buy- to decarbonisation Back scheme performance. and acquisition off plan where possible.
8 Conclude Welsh Housing Quality Milestone Conclude WHQS Complete Complete Standard (WHQS) programme to programme improve the standard of our housing stock and refurbishing void properties to Wrexham’s Lettable Standard, ensuring that we maintain these standards. 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information Target Target Target MILESTONE / Comparative data 2020-21 2021-22 2022-23
9 Improve the efficiency and Milestone Full review of Procurement of Improvements responsiveness of our Estate Offices, current provision digital solution/s complete ensuring that we make best use of and required to improve technology and modern ways of improvements services working identified
10 Develop the quality and supply of our Milestone Complete initial Implement new Continue delivery sheltered housing, applying learning design phase for programme of of programme from the Plas Madoc Remodelling refurbishment of refurbishment and programme to other housing areas two schemes. remodelling. and progressing our sheltered housing refurbishment programme.
11 Complete the annual Planned Milestone Submit & Deliver agreed Activity ongoing Development Programme (PDP) monitor 20/21 activity
45 to allocate WG Funding to support PDP to Welsh Submit & delivery of affordable housing and Government to Monitor 21/22 complete annual monitoring of access funding PDP to Welsh affordable housing contributions and deliver Government to secured through Section 106 agreed schemes access funding agreements. and deliver agreed schemes.
12* Establish new, and enhance existing, Milestone Reporting Reporting Reporting reporting processes (informal and formal) to identify emerging Brexit related tensions (Share this information at regional Tactical Hate Crime and Community Tension Monitoring group). 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information Target Target Target MILESTONE / Comparative data 2020-21 2021-22 2022-23
13* Map out where EU national and other Milestone Reporting Reporting Subject to BAME (Black Asian and Minority additional funding Ethnic) communities are living and which grass roots organisations support them (engage with third sector and partners to do this).
14* Work with key partners to look at how Milestone Reporting Reporting Reporting existing and new programmes become more inclusive to all.
15* Hate Crime Awareness Training Milestone Reporting Reporting Reporting delivered in schools for management, workforce and pupils. 46
16* Contribute to a public engagement plan Milestone Reporting Reporting Reporting and develop meaningful consultation with our communities on their feelings of safety in the County Borough.
17 Improve the percentage of people In Wrexham town centre Increase Increase Increase reporting that they feel safe during the 34.61% (2019/20) day:
In their local area Increase Sustain Sustain 71.42% (2019/20)
18 Improve the number of professionals 56 (2019/20) 240 Training evaluation TBC receiving Operation Repeat training. 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information Target Target Target MILESTONE / Comparative data 2020-21 2021-22 2022-23
19 Improve: Number of cases referred to Community Safety Plan Increase Increase Increase Vulnerable At Risk Management Group 21 cases (2019/20) (VARM).
20 Improve: Number of successful Community Safety Plan Increase Increase Increase resolutions of VARM cases 13 out of 21 in year (2019/20) (complex as yet unresolved referrals remain open)
21 Improve: Increased reporting of 34 referrals 2019/20 Increase Increase Increase concerns about Modern Day Slavery. (10 from WCBC)
47 22 Improve: Decreased levels of anti- 919 Tbc Tbc Tbc social behaviour in Wrexham Town (2019/20) (Community (Community (Community Centre. Safety Plan) Safety Plan) Safety Plan)
23 Sustain (Recover): Increased footfall in Counter Data Recover at or Measure and Increase the town centre. Above National establish new 6,393,118 (2019/20) Average baseline
24 Improve: Reduce the number of people 21 Reduce Reduce Reduce rough-sleeping in Wrexham.
25 Improve: Reduce the number of 36 Reduce Reduce Reduce tenants evicted from council properties. (2019/20)
26 Improve: Number of properties added 15 20 19 Tbc to council-housing stock through the (2019/20) build and buy programme. 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information Target Target Target MILESTONE / Comparative data 2020-21 2021-22 2022-23
27 Improve: Reduce the number of 22,629 Decrease Decrease Decrease reactive repairs on council housing.
28 Improve: Increase new affordable 14 Increase Increase Increase housing units created through the Planned Development Programme and Section 106 completions.
29 Improve: Increase the number of None delivered in Increase Increase Increase refurbished sheltered housing schemes 2019/20 delivered.
30 Improve: Reduce the percentage of New measure Reduce Reduce Reduce new children’s social care assessments completed that were a re-assessment 48 within 12 months. (New Welsh Government measure)
31 Improve: Reduction in the number of 5.6% (this equates to 10 Below the Welsh Below the Welsh Below the Welsh children placed on the child protection re-registrations out of a average (5.1% average average register that have previously been total 179) - 2018/19 latest registered under any category, at any available figure) (2019/20) time during the previous 12 months,
32* Number of events / activities organised 1 Reporting Reporting Reporting across North East Wales to promote Hate Crime Awareness integration between groups and help Event develop and maintain good community relations.
33* Sustain: Number of Vulnerable Person 35 Sustain Sustain Sustain Resettlement Scheme (VPRS) refugees (100% of adults) 100% 100% 100% attending English for speakers of other languages (ESOL) classes. 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information Target Target Target MILESTONE / Comparative data 2020-21 2021-22 2022-23
34* Sustain: Percentage of Vulnerable 100% 100% 100% 100% Person Resettlement Scheme (VPRS) children of school age attending appropriate full-time education.
35* Improve: Numbers of Vulnerable 12 Improve Improve Improve Person Resettlement Scheme (VPRS) refugees (adults) accessing employment, training or education (other than English for speakers of other languages).
36* Improve: Reduce the number of 180 Reduce Reduce Reduce recorded hate crimes. North Wales Police (2019/2020) 49
37* New: Victim (of hate crimes) New measure – Reporting Reporting Reporting confidence and satisfaction currently establishing baseline
KEY PLANS AND STRATEGIES LINKED WITH THIS PRIORITY:
Community Safety Plan Wrexham Housing Strategy 2018 – 2023 Strategic Equality Plan 2020-2024 • Theme 1, More housing choice Wrexham Homelessness Strategy 2018-2022 • Theme 2. Better quality homes and communities Wrexham Rough Sleeper Strategy 2018-2022 • Theme 3, Better services to improve people’s lives North Wales Regional Homelessness Strategy 2018-2022 Housing Revenue Account Business Plan 20/21
Build and Buy Programme 2015 2020-2023 THE COUNCILPLAN ENSURING A MODERN & RESILIENT COUNCIL
*indicates that a milestone or measure is taken from the Strategic Equality Plan.
OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
1 Digital and ICT Strategy approved at Milestone Reporting - - Executive Board.
2 Key actions from the new Digital and Milestone Not reporting Reporting Reporting ICT Strategy implemented.
3 New ICT data centre operational. Milestone Reporting - -
4 New ICT disaster recovery site Milestone Not reporting Reporting operational. 50 5* Mapping of people who may be Milestone Reporting Reporting - digitally disadvantaged (including groups / individuals with protected characteristics).
6* Identify staff who prepare information Milestone Reporting - - for electronic publication and deliver appropriate training.
7* Review our website portals and Milestone Reporting Reporting Reporting prioritise for accessibility compliance.
8* Involvement Strategy and Action Plan Milestone Not reporting Reporting - Reviewed.
9* Review respondents to corporate Milestone Establish Reporting Reporting consultations in 2019/20 and baseline 2020/21 to identify areas of under- representation. 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
10* Establish directory of contacts for Milestone Reporting Maintain Maintain groups or individuals with protected characteristics for use with consultation and Equality Impact Assessments.
11* Equalities training available for elected Milestone Reporting Reporting Reporting members.
12* Survey of current elected members for Milestone Survey current Not reporting Survey protected characteristics. membership (following 2022 local government election) 13* Deliver pre-election programmes to Milestone Not reporting Reporting Not reporting increase the diversity of candidates for 51 the 2022 election. 14* Survey candidates for 2022 local Milestone Not reporting Not reporting Reporting government election for protected (May 2022) characteristics. This will provide the baseline for the 2027 local government election. 15* Improve data in relation to the protected Milestone Reporting Reporting Reporting characteristics of our workforce 2018/19 workforce data - Undertake regular and differentiated (published March 2020) communication with workforce to encourage submission of equality data. 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23 16* Develop web recruitment reporting Milestone Not reporting Reporting Reporting for job applicants by protected characteristic for the year 2021/22.
17* Establish actions in relation to any Milestone Not reporting Not reporting Reporting identified underrepresentation in job applications by those with protected characteristics.
18* Undertake an annual review of actions Milestone Reporting Reporting Reporting to address gender pay gap and other Gender Pay Gap 2017/18 – protected group pay gaps in response Median pay gap = 14.7 to the annually available workforce data.
52 2018/19 – Mean (average) pay gap = 5.1 19* Publish an action plan in respect of Milestone Reporting Reporting Reporting gender pay as required by the public sector equality duty.
20 Sustain the percentage of complaints 100% 100% 100% 100% and investigations in relation to Welsh (2019/20) Language service provision that are fully resolved.
21 Improve the level of employee 63% 64% 64.5% 65% engagement (amalgamation of (2019/20) employee engagement measures taken from the employee survey). 2020-2023 THE COUNCILPLAN
OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
22 Improve the percentage of employees 52% 53% 53% 53% responding positively that ‘I have the opportunity to develop and improve my potential’.
23 Sustain the percentage of staff 55% 55% 55% 55% agreeing with the statement - ‘communications are good in my department’.
24 Sustain the percentage of customers 97% Sustain above Sustain above Sustain above who feel it is easy to access council 90% 90% 90% (2018/19) services.
53 25 Improve the number of services 76 85 100 120 available to customers through the on- (2019/20) line digital platform.
26 Improve the number of service 40,883 42,500 46750 51425 requests received from customers (2019/20) through the on-line digital platform by 10% each year.
27 Improve the percentage of service 66% 70% 75% 80% requests through self-service rather (2019/20) than mediated telephony. 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
28* Improve: timeliness of data in relation 31 March 2019 data published 31 March 2020 31 March 2021 31 March 2022 to the protected characteristics of our March 2020 data published data published data published workforce. by September by September by September 2020 2021 2022 Welsh Government requires that data is published within 12 months. Our latest published data is therefore 31 March 2019 (published March 2020). Publish required workforce data within 6 months.
29* Improve: Increase number of N/A Establish Increase Increase consultation and engagement activities baseline undertaken through Your Voice Wrexham. 54 30* Improve: Reduce the variance in N/A Establish Reduce Reduce representation of groups / individuals baseline with protected characteristics in comparison with the demography of the county borough.
31* Improve: Increase (a) number, and (b) Establish baseline – compile Establish Not reporting Reporting (May diversity of candidates for 2022 local information about 2017 baseline 2022) election. candidates (gender/age)
32* Improve: Profile of Wrexham County Profile of current council Not reporting Not reporting Reporting (May Borough councillors more closely 2022) aligned with the demographic profile of the County Borough. 2020-2023 THE COUNCILPLAN IMPROVING THE ENVIRONMENT
OUTCOME MEASURE / Baseline information / Com- Target Target Target MILESTONE parative data 2020-21 2021-22 2022-23
1 Develop a Decarbonisation Plan Milestone Not reporting Develop Plan Implement Plan addressing issues around our buildings, by end Q1 land use, procurement and mobility, waste and transport that meets the requirements of Welsh Government Guidance.
2 Develop a revised Highways Safety Milestone Not reporting Develop Policy Monitor Policy Inspection Policy and improve our by end Q2 planned maintenance to improve the condition of our roads.
3 Develop and deliver our Active Travel Milestone Not reporting Develop Plan Implement Plan 55 Plan - walking and cycling routes by end Q2
linking communities to key employment and education facilities.
4 Improve: % of reported fly tipping 2019/20 = 91.4% 92 % removed 93% removed 94% removed incidents cleared within 5 working days within 5 within 5 within 5 working days working days working days
5 Sustain the percentage of municipal 64% Statutory Target 65% (statutory 66% (statutory 67% (statutory waste reused, recycling or composted target) target) target)
Wrexham performance 2019/20 = 69.66 %
6 Sustain the percentage of highways 2019/20 = 92.59% 91% 92% 93% inspected of a high or acceptable standard of cleanliness 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Com- Target Target Target MILESTONE parative data 2020-21 2021-22 2022-23
7 Improve: Reduce carbon emissions Not available. Awaiting further Develop To be To be confirmed from our buildings by 4% year on year Welsh Government guidance Baseline confirmed
8 Improve: Increase our generation of Milestone Carbon plan Develop To be To be confirmed energy from renewable sources from Baseline confirmed our Assets by 5% each year
9 Improve: Increase the number of 10 vehicles from our total fleet 15 additional 15 additional 15 additional Electric vehicles within our fleet of 350 are electric replacement replacement replacement vehicles per vehicles per vehicles per (March 2020) year year year 56 2020-2023 THE COUNCILPLAN IMPROVING SECONDARY EDUCATION
*indicates that a milestone or measure is taken from the Strategic Equality Plan.
Notes:
(1) For measures relating to pupil progress (measures 3 & 7) reporting against these targets will be suspended in 2020-21 following the cancellation of assessments and examinations at all key stages during the Covid-19 pandemic, meaning that we are currently unable to measure against these in a meaningful way.
(2) For measures relating to inspection judgements (measure 4) reporting against these targets will be suspended in 2020-21 following the decision by Estyn to put all inspections on hold during the Covid-19 pandemic. Reporting will resume when the cycle of inspections resumes
(3) For measures relating to school attendance (measures 5 & 11) reporting against these targets was suspended for part of the school year (19/20) due to the Covid-19 pandemic. Reporting will be Sept 2019 – March 2020 only.
(4) For measures relating to school exclusions (measures 6 & 12) reporting against these targets was suspended for part of the school year
57 (19/20) due to the Covid-19 pandemic. Reporting will be Sept 2019- March 2020 only.
OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
1* Establish Outreach service for Gypsy, Milestone Not reporting Reporting on Service Roma and Traveller pupils focused on progress established early years provision
2* Establish Outreach service for Gypsy, Milestone Not reporting Reporting on Service Roma and Traveller pupils focused on progress established secondary provision 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
3 Improve: By the time they leave September 2019 All secondary 7/9 schools Nearly all secondary school, the majority of schools where performing secondary pupils, including the more able, make C9 performance within a 5% schools the expected progress. 5/9 schools performing within a was outside the statistical performing 5% statistical confidence of their 5% statistical confidence. within a 5% modelled outcome in the C9 confidence statistical interval in confidence. 2019 to have improved their score. (Will not be reporting due to Covid-19)
Nearly all 6/9 schools performing within a 3/9 schools to Nearly all schools 5% statistical confidence of their have im-proved schools 58 performing modelled outcome in the upper the performance performing within a 5% third of their upper within a 5% statistical third and moved statistical confidence in closer to the confidence in the upper third 5% statistical the upper third indicator. confidence indicator. interval. (Will not be reporting due to Covid-19) 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
4 Sustain: Inspection judgements December 2019 No further Two schools Two out of the in secondary schools in Wrexham 2 Schools in the “Estyn Review” schools to removed from three schools compare well with those of secondary Category be placed in Estyn Review currently in schools across Wales. Estyn statutory category. a statutory 1 school in significant category. category to improvement” category (Will not be have been reporting as One out of the removed. 2 schools in “special measures” inspection three schools category cycle currently currently in suspended) a statutory category to have been removed. 5 Improve: By September 2022, 2018/19 No. of No. of No. of 59 most secondary schools’ attendance Secondary Secondary Secondary No. of Secondary Schools with levels are at or above the modelled Schools with Schools with Schools with Absence Rates Above Modelled expectations and no school has Absence Rates Absence Absence Expectations – 4/9 persistent absenteeism levels above the Above Modelled Rates Above Rates Above national rate we will ensure that: Expectations – Modelled Modelled 5/9 (Sept 2019 Expectations – Expectations - March 2020 6/9 – 7/9 only) 2018/19 Overall Overall By Sept Attendance - Attendance - 2022 Overall Secondary attendance: Secondary Secondary Attendance - Wrexham: 93.5% Secondary Wrexham – Wrexham – 93.8% 94% Wrexham – 94.2% 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
2018/19 To be in-line To be above To maintain with Wales Wales Average performance Secondary attendance: Average 2019 above Wales Wales: 93.8% Average (Sept 2019 - March 2020 only)
2018/19 Secondary Secondary Secondary % of pupils who are persistent Persistent Persistent Persistent absentees: Absentees Absentees Absentees Wrexham: 5.4% Wrexham – Wrexham – Wrexham – 5.0% 4.6% 4.4% To narrow the To perform To perform Wales: 4.6% 60 gap between in-line with better than the County and the Wales the Wales Wales Average Average. Average. (Sept 2019 - March 2020 only)
6 Improve: By September 2022, the rate 2017/18 Rate per 1000 Rate per 1000 Rate per 1000 of permanent exclusions have halved Rate per 1000 below 5 days – below 5 days below 5 days below 5 days compared to present levels and that 41.8 -less than 40 -less than 40 -less than 38 the rate of fixed term exclusions over (Sept 2019 - five days is below the Wales average March 2020 we will ensure that: Wales - 36.7 only) 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
Rate per 1000 Rate per 1000 Rate per 1000 Rate per 1000 above 5 days – 5.5 above 5 days above 5 days above 5 days less than 4.5 less than 4.5 less than 3.0 (Sept 2019 - Wales - 2.2 March 2020 only)
Permanent – Permanent – Permanent – Permanent – 0.5 0.5 0.5 0.4 (Sept 2019 - Wales - 0.4 March 2020 only)
7* Improve: Support schools to increase Capped 9 score Reducing Reducing Reducing the performance of boys in all key variance variance variance
61 stages by reducing variance between through through through boys’ and girls’ 2018-19 improvement of improvement improvement performance of of performance of performance LA (Boys) = 312.6 boys of boys of boys LA(Girls) = 358.2 (Will not be Variance = 45.6 reporting due to Covid-19)
Core subject indicator at Key Reducing Reducing Reducing Stage 3 variance variance variance through through through improvement of improvement improvement 2018-19 performance of of performance of boys of boys performance LA (Boys) =82.9 (Will not be of boys LA(Girls) =90.6 reporting due Variance = -7.7 to Covid-19) 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
Core subject indicator at Key Reducing Reducing Reducing Stage 2 variance variance variance through through through improvement of improvement improvement 2018-19 performance of of performance of boys of boys performance LA (Boys) = 85.7 (Will not be of boys LA(Girls) =93.4 reporting due Variance =-7.7 to Covid-19)
Foundation Phase Indicator at Reducing Reducing Reducing Foundation Stage variance variance variance through through through improvement of improvement improvement 2018-19 performance of of of 62 boys performance performance LA (Boys) =76.2 (Will not be of boys of boys LA(Girls) =89.3 reporting due Variance =-13.1 to Covid-19)
8* Improve: Increase the number of Primary (58) Not reporting Improve Improve school buildings which are fully 1 Partially 1 Partially Compliant = 32 Equality Act 2010 compliant. compliant Compliant Non-compliant = 11 school to be school to be Partially compliant =15 Compliant Compliant
Secondary (9) Improve 1 Not reporting Not reporting Non-compliant Compliant = 5 school to Non-compliant = 1 be Partially Partially compliant = 3 compliant Special (1) Not reporting Not reporting Not reporting Partially compliant = 1 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
9* Sustain: Ensuring that all schools have 100% 100% 100% 100% current accessibility plans in place – reviewed annually.
10* Improve: Increase the number of Primary (58) Not reporting Increase Increase school buildings with a condition Category A +1 Category A category of A or B. school +1 school Category A = 7 Increase Category B = 30 category B +2 schools Category C = 21
Secondary (9) Increase Not reporting Not reporting category B Category A = 4
63 +1 school Category B = 0 Category C = 1 Category C+ = 4
Special (1) Not reporting Not reporting Not reporting Category C =1
11* Improve: Attendance of Gypsy, Roma 2018/19 Improve Improve Improve and Traveller Pupils (Sept 2019 - 67.7% March 2020 only)
12* Improve: Reduce exclusions of Gypsy, 2018/19 Improve Improve Improve Roma and Traveller Pupils (Sept 2019 - Fixed term exclusions = 5 March 2020 Number of days = 11 only) Permanent exclusions = 1 2020-2023 THE COUNCILPLAN KEY PLANS AND STRATEGIES LINKED WITH THIS PRIORITY:
21st Century Schools – Band B Programme ( Welsh Government & Education & Early Intervention)
Post Inspection Action Plan
Minor Capital Works Annual Programme ( Education & Early Intervention)
Schools Capital Works Programme (Housing & Economy)
Schools Capital Maintenance Grant (Welsh Government Funded 100%, Housing & Economy)
Secondary School Improvement Grant (Welsh Government & Education & Early Intervention) Final Balance being used to fund Maelor School, Penley.
School Organisation Framework (Education & Early Intervention)
Welsh In Education Strategic Plan (WESP)
Welsh medium Capital Grant (Welsh Government Funded 100%, Education & Early Intervention) Linked directly with WESP 64 Section 106 Developments (ad hoc)
2020-2023 THE COUNCILPLAN PROMOTING GOOD HEALTH & WELL-BEING (WITH A FOCUS ON IMPROVING CHILDREN’ SERVICES)
OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
1 Delivery of the Accelerated Milestone Delivery in Not reporting Not reporting Improvement Board Action plan for 20/21 Children’s Social Care.
2 Development and Implementation of Milestone Empty Complete build Implementation the Well-being hub. building and and implement refurbish
3 Deliver the transformation project for Milestone Funded Delivery Delivery Social Care. Delivery
4 Map current prevention and early Milestone Map activity Deliver actions Not reporting 65 intervention activity and produce an and plan improvement plan. actions
5 Maintain the Gold Corporate Health Milestone Delivery Reassessment Delivery Standard to drive workplace health and ongoing July 2021 ongoing well-being.
6 Work closely with communities, Milestone Develop Delivery Review stakeholders and partners to inform, partnership develop and deliver the COVID action plan recovery plan developed by Wrexham and Flintshire Public Services Boards.
7 Improve: Decreasing numbers of 341 Decreasing Decreasing Decreasing looked after children. (31 March 2020) 2020-2023 THE COUNCILPLAN OUTCOME MEASURE / Baseline information / Target Target Target MILESTONE Comparative data 2020-21 2021-22 2022-23
8 Improve: Increasing numbers of local 113 To increase To increase To increase authority foster carers. generic foster generic foster generic foster (March 2020) carers to 73 carers to 93 carers to 113 (Connected foster carers have a Comprising: connection to the child prior to fostering, generic do not have a 60 connected; connection to the child prior to fostering). 53 generic
9 Improve: Reduction in the number of 5.6% (this equates to 10 re- Below the Below the Below the children placed on the child protection registrations out of a total 179) Welsh average Welsh average Welsh average register that have previously been (5.1% 2018/19 (2019/20) registered under any category, at any latest figure time during the previous 12 months. available)
66 10 Improve: The percentage of 73.3% Above the Above the Above the assessments completed for children Welsh Average Welsh Average Welsh Average (2019/20) within statutory timescale (88.9% 2018/19 latest figure available)
11 Improve: Percentage of children that 98.7% 100% 100% 100% were seen as part of their assessment. (2019/20)
12 Improve: Percentage of all statutory 90.2% 95% Above the Above the reviews held within timescale Welsh Average Welsh Average (2019/20) (Welsh average for 2020/21 will be available from August 2021). 13 Improve: Decrease in Numbers 26 people Decreasing Decreasing Decreasing waiting for domiciliary care. (March 2020) THE COUNCIL PLAN 2020-2023
67