Wpublic Document Pack

wPublic Document Pack

To: Members of the County Council Date: 1 October 2012

Direct Dial: 01824712589

Dear Councillor

You are invited to attend a meeting of the COUNTY COUNCIL to be held at 10.00 am on TUESDAY, 9 OCTOBER 2012 in the COUNCIL CHAMBER, COUNTY HALL, RUTHIN LL15 1YN .

Yours sincerely

G Williams Head of Legal and Democratic Services

AGENDA

PART 1 - THE PRESS AND PUBLIC ARE INVITED TO ATTEND THIS PART OF THE MEETING

1 APOLOGIES To receive apologies for absence.

2 DECLARATIONS OF INTEREST Members to declare any personal or prejudicial interests in any business identified to be considered at this meeting.

Prif Weithredwr / Chief Executive Mohammed Mehmet PhD BSc Prif Swyddfeydd Y Cyngor/Council Offices, Rhuthun/Ruthin, Sir Ddinbych/Denbighshire LL15 1YN. Ffôn/Tel (01824) 706234 Ffacs/Fax (01824) 707446 3 URGENT MATTERS AS AGREED BY THE CHAIR Notice of items which, in the opinion of the Chair, should be considered at the meeting as a matter of urgency pursuant to Section 100B(4) of the Local Government Act, 1972.

4 CHAIRMAN'S DIARY (Pages 5 - 6) To note the civic engagements undertaken by the Chairman of the Council (copy attached).

5 MINUTES (Pages 7 - 18) To receive minutes of the meeting of County Council held on 11 th September, 2012 (copy enclosed).

6 ANNUAL PERFORMANCE REVIEW 2011/2012 (Pages 19 - 76) To consider a report by the Corporate Improvement Team Manager (copy enclosed) which sought approval of the Council’s draft Annual Performance Report for 2011-12.

7 CORPORATE PLAN 2012-2017 (Pages 77 - 126) To consider a report by the Corporate Improvement Team Manager (copy enclosed) which sought approval of the final draft version of the Corporate Plan 2012/17

8 REPORT ON THE CONSULTATION OF THE WORLD HERITAGE SITE SUPPLEMENTARY PLANNING GUIDANCE DOCUMENT (Pages 127 - 162) To consider a report by the Planning Policy Officer (copy enclosed) on the Consultation of the World Heritage Site Supplementary Planning Guidance document.

9 COUNCIL RESPONSE TO BETSI CADWALADR UHB SERVICE REVIEWS (Pages 163 - 178) To consider a report by the Corporate Director: Modernising and Wellbeing (copy enclosed) which recommended a final Council response to the public consultation “Healthcare in North Wales is Changing”.

10 COUNTY COUNCIL FORWARD WORK PROGRAMME (Pages 179 - 182) To consider the Council’s forward work programme (copy enclosed).

Councillors

Ian Armstrong Gwyneth Kensler Raymond Bartley Geraint Lloyd-Williams Brian Blakeley Margaret McCarroll Joan Butterfield Jason McLellan Jeanette Chamberlain-Jones Barry Mellor Bill Cowie Win Mullen-James Ann Davies Bob Murray James Davies Peter Owen Meirick Davies Dewi Owens Richard Davies Merfyn Parry Stuart Davies Allan Pennington Peter Duffy Arwel Roberts Hugh Evans Gareth Sandilands Peter Evans David Simmons Bobby Feeley Barbara Smith Carys Guy-Davies David Smith Huw Hilditch-Roberts Bill Tasker Martyn Holland Julian Thompson-Hill Colin Hughes Joe Welch Rhys Hughes Cefyn Williams Hugh Irving Cheryl Williams Alice Jones Eryl Williams Huw Jones Huw Williams Pat Jones

COPIES TO:

Press and Libraries Town and Community Councils

Digwyddiadau wedi eu mynychu gan y Cadeirydd / Events attended by Chairman 03.08.12 – 20.09.12

Dyddiad / Date Digwyddiad / Event Lleoliad / Location

03.08 Eisteddfod Gerddorol Ryngwladol Llangollen International Music Festival

4,5,6,7.08 Eisteddfod Gerddorol Ryngwladol Llangollen International Music Festival (Is Gadeirydd wedi mynychu / Vice Chair attended)

04.08 Eisteddfod Genedlaethol Llandow, Caerdydd National Eisteddfod Llandow, Cardiff (Is Gadeirydd wedi mynychu / Vice Chair attended)

05.09 Agoriad estyniad Clwb Bowlio Bryn Newydd, Prestatyn Official re-opening Bowling Club

11.09 Cyfarfod blynyddol Siop Gyngor Budd-daliadau Rhyl AGM Benefit Advice Shop

13.09 Dathliad ail-agor Castell Dinbych Dinbych Celebrating re-opening Denbigh Castle Denbigh

16.09 Gwasanaeth Dinesig Maer Rhuddlan Rhuddlan Mayor of Rhuddlan’s Civic Service (Is Gadeirydd wedi mynychu / Vice Chair attended)

16.09 Gwasanaeth Dinesig Cadeirydd Ynys Môn Caergybi Chairman of Anglesey Civic Service Holyhead (Cynghorydd Meirick Lloyd Davies wedi mynychu / Councillor Meirick Lloyd Davies attended)

16.09 Gwasanaeth & Gorymdaith Brwydr Prydeinig Rhyl Battle of Britain Service & Parade (Cynghorydd Joan Butterfield wedi mynychu / Councillor Joan Butterfield attended)

20.09 Ymweliad a Harbwr y Foryd Rhyl Visit to Foryd Harbour

20.09 Seremoni Dinasyddiaeth Rhuthun Citizenship Ceremony Ruthin (Is Gadeirydd wedi mynychu / Vice Chair attended)

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Page 6 Agenda Item 5

COUNTY COUNCIL

Minutes of a meeting of the County Council held in The Council Chamber, County Hall, Ruthin LL15 1YN on Tuesday, 11 September 2012 at 9.30 am.

PRESENT

Councillors Ian Armstrong, Raymond Bartley, Brian Blakeley, Jeanette Chamberlain- Jones, Bill Cowie, Ann Davies, James Davies, Meirick Davies, Richard Davies, Stuart Davies, Hugh Evans, Peter Evans, Bobby Feeley, Carys Guy-Davies, Huw Hilditch-Roberts, Martyn Holland, Colin Hughes, Rhys Hughes, Hugh Irving, Alice Jones, Huw Jones, Pat Jones, Gwyneth Kensler, Jason McLellan, Win Mullen- James, Bob Murray, Peter Owen, Dewi Owens, Merfyn Parry, Allan Pennington, Arwel Roberts, Gareth Sandilands, David Simmons, Barbara Smith, David Smith, Julian Thompson-Hill, Joe Welch, Cefyn Williams, Cheryl Williams, Eryl Williams and Huw Williams.

ALSO PRESENT

Chief Executive (MM), Head of Legal & Democratic Services (GW), Corporate Director, Demographics, Wellbeing and Planning (SE), Head of Strategic HR (LA), Rhyl Going Forward Manager (TB), Head of Housing and Community Development (PMc), Community Engagement Manager (DD), and Committee Administrator (SLW).

BCUHB representatives – Geoff Lang, Dr. Chris Stockport, Grace Lewis Parry and Sally Baxter.

1 APOLOGIES

Apologies for absence were received from Councillors Joan Butterfield, Peter Duffy, Margaret McCarroll, Barry Mellor and Bill Tasker

2 DECLARATIONS OF INTEREST

Councillors Raymond Bartley, Brian Blakeley, Jeanette Chamberlain Jones, Janet Ann Davies and Geraint Lloyd-Williams all declared a personal interest in agenda item 6 – NHS Reviews. Councillor Win Mullen-James declared a personal and prejudicial interest in agenda item 10 – Standards Committee – Independent Members Terms of Office

3 URGENT MATTERS AS AGREED BY THE CHAIR

There were no urgent matters.

4 CHAIRMAN'S DIARY

The Chair referred to the civic engagements both she and the Vice-Chair had undertaken for the Council for the period 10/07/2012 – 10/09/2012 (diary previously circulated).

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The Pimms and Pictures evening held on 27/07/2012 had raised £1500 for St. Kentigerns Hospice.

5 MINUTES

The minutes of the Council meeting held on 10 th July 2012 were submitted.

Accuracy:- Item No. 6, Page 9 – Councillor Alice Jones requested an amendment be made to the section “Update of Denbighshire Local Development Plan”. Councillor Jones had stated that Councillor Joan Butterfield had referred to a letter circulated to Councillors by Bodelwyddan Town Council in which Councillor Butterfield felt it suggested that “”some wrong doing” was being done by Denbighshire County Council. Councillor Butterfield did not refer to “incorrect processes” as was recorded in the minutes. Councillor Jones clarified that in response to Councillor Butterfield, she had stated she had no input into the letter and had not therefore stated that Council had done anything wrong. This was in the context of commenting on the letter. Councillor Jones stated she was not putting forward her personal views or opinion and the interpretation of “wrong doing” as “incorrect processes” in the minutes did not accord with the statement she made. Councillor Jones also stated if Councillor Butterfield had mentioned “incorrect processes” it would have prompted her to give an alternative response.

Councillor Jones requested that due to her statement being misinterpreted, the Council accept her version and explanation and correct the inaccuracy by amending the minutes accordingly.

RESOLVED that subject to the above, the minutes of Council meeting held on 10 th July 2012 were confirmed as a correct record.

6 NHS SERVICE REVIEWS

The Corporate Director: Demographics, Wellbeing and Planning (CD:DWP) presented a report (previously circulated) that sought Council’s input to the draft response to Betsi Cadwaladr UHB Service Reviews consultation process.

CD:DWP gave a brief introduction to the representatives from Betsi Cadwaldr UHB (BCUHB) and welcomed them to the meeting. The consultation period was to run for 10 weeks from 20 th August, 2012 until 28 th October, 2012.

Councillor Bobby Feeley, Lead Member for Social Care and Children’s Services, referred to the fact that changes to the Health Service were inevitable but the reasoning behind some measures were difficult to understand. Councillor Feeley informed the BCUHB representatives of the Partnership Scrutiny Committee Working Group which had been set up and together with officers had been working through the measures. The working group were to meet at the end of September to finalise the response which would be brought to the next Council meeting on 9 October, 2012.

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Geoff Lang, BCUHB, presented “Healthcare in North Wales is changing”. Copies of the presentation were made available to all attending the meeting together with the consultation document for information.

Following the presentation, pre-planned questions were asked of the BCUHB representatives. All members had received a copy of the question sheet and the CD:DWP had also previously sent a copy of the question sheet to the representatives from BCUHB.

Question 1 – submitted by Councillor Brian Blakeley. Issues with Ambulance queues outside Glan Clwyd, beds blocked, operations cancelled, staff being sent home and waiting time targets missed. How will the changes proposed, solve these problems? Geoff Lang responded that work was taking place around A & E regarding recruitment of staff. Ysbyty Glan Clwyd was to have a new A & E Unit. BCUHB were working with the ambulance service to ease the problem of ambulance queues. Home enhanced care would contribute to easing the pressure of beds as the need to admit some patients would be avoided and therefore easing the pressure on ambulances.

Work was taking place with the Welsh Ambulance Trust to avoid use of ambulances for non emergency cases. Currently there are no options other than to take people to the emergency unit. Following the review of services, in the future, non emergency cases would be taken to a minor injuries unit.

Question 2 – submitted by Councillor Julian Thompson-Hill. How does BCUHB propose to manage and deliver the huge investment required to bring these plans into fruition considering the large budget deficit it already has (circa £65m)?. Geoff Lang responded that generally there was a pressure upon budgets. BCUHB had been assessing areas to save resources and resources deployed in front line services, and procurement etc. This plan was to change the way services were delivered. Important to recognise if BCUHB do not make these changes the financial situation would get worse and not better. This was not the answer to all health care financial issues.

Question 3 – submitted by Councillor Wyn Mullen-James. How confident is BCU of securing the required capital and revenue investment to open the new community based facility to serve Rhyl and Prestatyn and the new facility in Llangollen? Have assurances been received that the business cases are sound? How likely are they to be completed and opened by 2015. What assurances will be given that existing services will remain functioning until the new facilities and services are open? Geoff Lang responded that funding would not be released until final consultation had been carried out. BCUHB were confident funds would be made available. Some changes would be able to happen rapidly but some were more connected to facilities which would depend on the final plan produced in December. There would be no gaps in services. For example, Llangollen closure, home care would be in place prior to the closure. BCUHB representatives gave assurances new facilities would be open in 2015.

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Question 4 – submitted by Councillor Martyn Holland. Why was Denbigh Infirmary chosen as a hospital hub rather than Ruthin as we feel a case could also be made for Ruthin? Geoff Lang responded regarding Ruthin Hospital and Denbigh Infirmary. The size and range of facilities offered were looked into, as were extended hours and where most activity and potential of site to develop over time. In BCUHB’s judgement, Denbigh Infirmary was best positioned to offer these facilities as a hub.

Question 5 – submitted by Councillor Cefyn Williams. With the minor injuries unit at Bala closing, in addition to the proposals for Llangollen Community Hospital, are you confident that residents in the upper parts of the Dee Valley will have adequate minor health provision which is easily accessible to them? Geoff Lang responded there had not been a minor injuries unit in Bala. GP’s provided a minor injuries service and that would continue. In terms of Llangollen, GP’s had been consulted to enquire if they would provide a minor injuries service but this would be in place of a minor injuries unit.

Councillor Cefyn Williams asked for a more definitive response.

Grace Lewis Parry responded that proposals at the moment were for Llangollen Community Hospital to close. A new facility to be built. There would be a minor injuries service provided by GP’s and no reason that service would not continue. The minor injury service would link in with Wrexham Maelor Hospital.

Question 6 – submitted by The Leader, Councillor Hugh Evans. We understand the Health Board in July agreed to retaining a range of services on all 3 acute hospital sites (e.g. maternity, paediatric in-patient services, routine vascular services, routine general surgery, trauma and orthopaedic services) – but a lot of doubts have been expressed about whether that is viable long-term. We wish to be assured that if this decision was reversed there would be a full public consultation about changes to services and no downgrading of Ysbyty Glan Clwyd. How will those decisions be taken and how would the public know what was happening? Geoff Lang responded the Board had held a public meeting in July and received feedback. The view of the clinicians was that they wished to retain core services on three sites. The Board were to monitor safety very closely. If the long term plan were to change, it would be a matter for public consultation at a later date.

Question 7 – submitted by Councillor Raymond Bartley. We would like some of the proposals to extend services for older people with mental health needs. However, we are doubtful that the plans you have set out mean there will be enough resources to provide in-patient and community health services for these people and their carers. Can you explain why you think there will be enough? Grace Lewis Parry responded. In terms of older persons, beds were regularly unoccupied and the evidence clinicians brought, was that if services were delivered to own homes, bed demands would decrease. Both clinicians and BCUHB believe this would deliver more care and would meet the needs of the population.

Question 8 - submitted by Councillor Bobby Feeley. We are concerned the plans would mean increased pressure on local authority social care budgets, especially

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as there doesn’t seem to be clear financial plans for investing in community services. What reassurances can you give us about that? Dr Chris Stockport responded. Discussions had taken place as to how to deal with the issue of possible increased pressure on local authority social care budgets. This was a service which specifically looked at providing care at home where otherwise hospital admission would be required or the patient would require a longer hospital stay. Careful work had been carried out with officers in Local Authorities as to how resources could be used in the correct way. It was a health initiative and would be delivered by health. By working as one team, a more efficient and improved working service would be delivered. There was no doubt a health intervention funded by health would be delivered. Once discharged home, through enhanced care, health do not disable them as much as when in hospital. This was the national experience.

Question 9 – submitted by Councillor Ann Davies. The proposals would have a lot of impact on both carers and the services for carers provided for local authorities. Would you commit to developing a comprehensive plan for carers showing how you will finance more services and especially through providing respite care? Grace Lewis Parry responded, people were living longer and wanted to remain in their own homes but without care provided by carers the whole public sector would implode. A Carers Measure would be available in October. Carers can get very distressed when they do not get support. Extra support would be provided to all carers.

Question 10 – submitted by Councillor David Smith. The proposals are inevitably going to rely heavily on good transport being available, both people needing ambulances in an emergency, and patients and families travelling further for community hospital beds or specialist services. Can you tell us what consultation has taken place with the Welsh Ambulance Service Trust? What assurance can you give us that they will be able to meet the new challenges? Can you give a guarantee that before the changes happen, a fully comprehensive and funded Travel Plan will be drawn up to help patients and carers get to and from the new services? Sally Baxter responded. Starting with the Welsh Ambulance Trust, BCUHB have been involved with all work streams. Work had taken place with the Board through developing an emergency medical retrieval system and also a co-ordination centre for various services which may be needed. BCUHB were working with community transport providers as to how they could provide additional transport. There had been a nominal investment of £80,000 for a pilot scheme regarding additional transport. BCUHB were aware not everyone had use of a car and, therefore, used alternative forms of transport. BCUHB are to monitor the situation and had contacted the Community Council Manager. If proposals were accepted, would look at detailed changes. A detailed plan was not in place at this stage as it is only the consultation process but this would be put in place once consultation had been finalised.

Question 11 – submitted by Councillor Alice Jones. We would prefer intensive care for very sick newborn babies to be available in North Wales at Ysbyty Glan Clwyd. Why is Arrowe Park being considered? What are the comparative costs of this compared with a unit in North Wales? What reassurances can you give about

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provision for parents and Welsh language services if this service is provided outside North Wales? Can you explain exactly what group of babies we are talking about? What services would stay in North Wales if Arrowe Park is chosen? Grace Lewis Parry responded. There were no issues regarding the standard of services and safety. BCUHB’s proposal response is standards require BCUHB to move on. It would cost approximately £1million to bring the neonatal unit up to national standard. It would cost £1million less for Arrowe Park. Grace Lewis Parry to supply papers to the Members for information. The Welsh language issue was set out in the contract. As very young babies needed to be cared for, for several weeks, the feedback received regarding the family unit and access at Arrowe Park, was excellent.

Question 12 - submitted by Councillor Gwyneth Kensler. Will these health changes improve services and guarantee dignity and care for those needing palliative care and for those at the end of their lives? Dr Chris Stockport responded. A majority of people die in hospital but most people would prefer to die in their own home. The fact remains that because services were not configured correctly, dying people are being admitted into an environment which was very medical and did not allow them to have the natural death they requested. The enhanced care plan was a concept used in other countries and allowed people to work out what were very important values and how BCUHB could deal with this. A pilot was to commence in North Denbighshire in a couple of weeks whereby home was the preferred place and not hospital.

At this point the Chair declared there was time for 4 further questions.

Councillor Stuart Davies asked the BCU representatives if there was to be a minor injuries unit in Llangollen. Geoff Lang responded. There would not be a minor injury unit in Llangollen but would be a minor injuries service delivered by GP’s.

Councillor Arwel Roberts expressed concern regarding the Rhuddlan surgery and the fact that there appeared to be inadequate funding to support the surgery. Grace Lewis Parry responded she did not have any details regarding Rhuddlan Surgery with her at the present time.

Councillor Rhys Hughes raised the question regarding Llangollen Community Hospital outpatients and day care departments. Would these departments be relocated into the new extended primary care resource centre? Would they continue at present site until new facility had been built? CD:DWP confirmed both outpatients and day care departments would be transferred to the new facility. Grace Lewis Parry stated that providing services was important. BCUHB could not give a guarantee the hospital would be kept open but a range of services would be provided in the local area.

Further questions were raised by Members and the BCU representatives responded as follows:

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Glan Traeth beds would be provided within Ysbyty Glan Clwyd until the new facility was built on the Royal Alexandra Hospital site. Lawnside will be relocated as an outreach centre. The Deanery set standards as to the number of Doctors take up training places. Special care baby units and intensive care could be maintained by Paediatricians and arrangements were currently being put into place.

BCUHB were aware of concerns regarding added pressure on GP’s due to enhanced care at home. The Medical Committee were currently looking at GP numbers. One mechanism is funding following on to increased capacity.

The opposite of job losses would occur as BCUHB were converting money from beds and buildings to staff.

Consultation questionnaires were available to all Members if they wished to complete same as an individual.

The Chair offered her thanks to Health Colleagues for their attendance at the Council meeting.

Resolved that subject to the above the Council finalise the draft response to BCUHB to the consultation process and the final response to be brought back to Full Council at the next meeting in October 2012.

A break was taken at this juncture (11.15a.m.)

Meeting convened at 11.35a.m.

PRESENTATIONS

The Chair presented a certificate to the Chief Executive for attaining the WJEC Entry Certificate in Welsh Second Language. He had been attending weekly Llanllawen Welsh classes in Denbigh since February 2010 and attained the qualification in June this year. He would now be advancing to the next stage.

Councillor Raymond Bartley displayed a trophy to Members which had been originally presented to the Eisteddfod by Italian Prisoners of War to thank the people of Wales for the kindness shown to them during their captivity.

The Chair welcomed the new Corporate Director: Economic and Community Ambition to her first County Council meeting.

7 PAY POLICY STATEMENT

The Lead Member for Modernising and Performance (LM:M&P) introduced a report (previously circulated) to obtain Council’s approval to the Pay Policy Statement to ensure the Council complies with its legal obligations under the Localism Act 2011.

Resolved that the Council approve the Pay Policy Statement.

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8 COMMUNITY COVENANT WITH THE ARMED FORCES

The Lead Member for Customers & Communities (LM:C&C) introduced a report (previously circulated) to obtain the Council’s endorsement to the covenant and agree for arrangements to be made to formally launch the covenant at a future Council meeting with representatives of the Armed Forces and interested representatives of the community present.

The Community Engagement Manager (CEM) explained the covenant to the Committee. The council did not wish to discriminate against the armed services and were not giving them any priority regarding services. The suggestion of discount membership fees for the use of leisure services would be considered.

The question was raised how men and women suffering from Post Traumatic Stress Disorder were dealt with by social services. The Corporate Director for Demographics, Wellbeing and Planning clarified that social services work together with BCU but there was no specific provision for people suffering from the disorder. Referrals were made from GP’s.

The Chief Executive stressed this was an important and serious matter. Members could receive arguments from other groups if thought to be actively discriminating in favour of ex armed services personnel. If not careful a message would be sent out that some people were more important than others. Denbighshire might have to make decisions so ex-servicemen and women did not suffer any disadvantage but could not actively discriminate in their favour. The Chief Executive recommended no decision be made at Council today about specific policy issues

It was requested that a report go to the Communities Scrutiny Committee as the nature of the debate around specific policy issues required further discussion.

Resolved that the Council endorse the Covenant and agree for arrangements to be made to formally launch the Covenant at a future Council meeting with representatives of the Armed Forces and interested representatives of the community present.

9 WEST RHYL HOUSING IMPROVEMENT PROJECT

Councillor Hugh Evans (Leader) introduced a report (previously circulated) to obtain Council’s approval to the West Rhyl Housing Improvement Project and delegation of powers to the Project Board.

Councillor Hugh Evans gave a resume of the report and wished to emphasise it was a working partnership including Pennaf/Clwyd Alyn Housing Association and the Welsh Government. The Welsh Government were leading on the project and providing the funding.

The project had been divided into blocks:-

Block 1 – properties to be demolished to create the green space.

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Block 2 – the council had acquired all but one or two of the properties which would be refurbished by Pennaf/Clwyd Alyn Housing Association and marketed as “Homebuy” properties, whereby residents will own majority of equity in the home. Block 3 – 6 as in report.

Further discussion took place and the officers responded as follows:-

Previous public sector programmes and grant schemes had failed to regenerate the area, and west Rhyl still have two of the most deprived areas. The project would achieve a balance of housing as there were too many one bedroom residents in one area. The project was working to create an improved balance by creation of a green space, remodelling of houses and making them attractive to families. Addressing the longstanding issues would also assist to create a more positive impression of the town overall and thereby have more far-reaching regeneration benefits. Many properties had been acquired as part of the North Wales Coast Regeneration Area and work was ongoing to continue this acquisition. Denbighshire would seek to acquire properties by agreement but anticipate the use of compulsory purchase powers to obtain a minority of the properties required for the project. A Resettlement Officer would be appointed whose role would be to assist residents identify and relocate to new accommodation, whether it be within Denbighshire or even to another county. Of the residents who had been relocated, a majority wished to continue residing in Rhyl. There had been 23 relocations to date – 20 within Rhyl and 3 within Prestatyn. No designs have been approved for green space to date. Looking to minimise the cost of maintaining the green space by the possibility of creating a social enterprise who could maintain the space. New builds and refurbished properties would be at a very high standard of energy efficiencies. Possible financial risk to the council in the third year of this project. This is a Welsh Government project, funded by the Welsh Government, so responsibilities of financial risk lies with the Welsh Government and not Denbighshire County Council. The West Rhyl Housing Improvement Project is being run as a Prince 2 Methodology Project. A senior officer had been appointed to act as Project Manager who was a Prince 2 Practitioner. Suggested by Members that Internal Audit become involved at an early stage. The Rhyl Going Forward Manager will look into this. The Head of Housing and Community Development stated he would be meeting with Internal Audit in a couple of weeks whereby he would discuss the project with them. The Rhyl Going Forward Manager stated that a report had recently been presented at Cabinet and the map attached to the documents had changed slightly. The CPO was to now include Gronant Street and other property but would not change the scope of the project in any way. A Project Board had been established but due to the Leader being named twice on the Board it was agreed by the WG and County Council that Councillor Hugh Irving become a member of the Board. The amount of single bedroom accommodation to be reduced in Rhyl .

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The Head of Housing and Community Development (HHCD) explained it was important for the future to regenerate the social structure by working with communities to assist them with offering more training and employment. It was not the spending of money but how resources were used.

Resolved that the Council approve the project and delegate the following powers to the Project Board:-

(a) provide the strategic guidance and direction for the action-focused delivery of the overall project. (b) Oversee the running and monitoring of the project to ensure that it is delivered to time and to budget. (c) Allocate funding as necessary for each of the work teams within the parameters of the budget delegated on an annual basis from the Minister for Housing, Regeneration and Heritage. (d) Monitor the project risk register.

10 STANDARDS COMMITTEE - INDEPENDENT MEMBERS TERMS OF OFFICE

The Monitoring Officer introduced a report (previously circulated) for Council to agree arrangements for the recruitment of independent members of the Standards Committee. He advised that Rhyl Town Council had nominated a member since the publication of the report as a Town & Community Council member.

Councillor Win Mullen James declared a personal and prejudicial interest in this item as it was her husband who had been nominated by Rhyl Town Council. Councillor Mullen James left the Chamber for this item.

Councillor Martyn Holland proposed that the existing Town & Community Council representative, David Jones, be re-elected and this was seconded by Councillor Raymond Bartley.

Councillor Colin Hughes proposed a motion that rather than re-elect David Jones, it went to a selection process. Councillor Gareth Sandilands seconded the motion. On being put to the vote, this motion fell.

Nominations were requested for three County Councillors to sit on the Standards Committee Special Appointments Panel. The Standards Committee Regulations establish a Special Appointments Panel whose function is to consider applications for any vacancies for the independent (ie: non council) members and to make recommendations to full Council. The Panel shall consist of not more than 5 Panel members. One Panel member must be a lay person, one member a Community Council member and up to 3 must be County Councillors. The Panel meets only very occasionally when such a vacancy arises. Councillors Colin Hughes and Bill Cowie were currently members of both the Standards Committee. It was proposed by Councillor David Simmons and seconded by Councillor David Smith that both Councillors Colin Hughes and Bill Cowie be appointed to the Panel.

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Councillor Julian Thompson-Hill proposed Councillor Martyn Holland as the third County Councillor and this was seconded by Councillor Huw Jones.

Resolved that:- (a) David Jones be re-appointed for a further term of office (b) Paula White be re-appointed for a final term of four years. (c) Councillors Colin Hughes, Bill Cowie and Martyn Holland be appointed to sit on the Standards Committee Special Appointment Panel.

11 COUNTY COUNCIL FORWARD WORK PROGRAMME

The Head of Legal and Democratic Services introduced the Council’s Forward Work Programme (previously circulated) and reported NHS Service Reviews be included in October, 2012.

The meeting concluded at 1.25 p.m.

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Page 18 Agenda Item 6

Report To: County Council

Date of Meeting: 9th October 2012

Lead Member / Officer: Cllr Barbara Smith, Lead Member for Modernisation and Performance / Alan Smith, Head of Business Planning and Performance

Report Author: Tony Ward, Corporate Improvement Team Manager

Title: Denbighshire County Council Annual Performance Review: 2011-12

1. What is the report about?

The council is required to publish an annual report of its performance by 31 st October each year. This report is about the council’s draft Annual Performance Report for 2011-12.

2. What is the reason for making this report?

A decision is required to approve the draft Annual Performance Review 2011-12, attached at Appendix I to this report.

3. What are the Recommendations?

It is recommended that, subject to any agreed changes, Members approve the draft Annual Performance Report 2011-12 to enable translation and publication before 31 st October 2012.

4. Report details.

The council’s Corporate Plan 2009-12 set the strategic direction for the authority, and was agreed in July 2009. The council also published an annual Corporate Plan Delivery Document for 2011-12 to outline how it intended to contribute to the delivery of its Corporate Plan during that financial year. In addition, each council service produced a service plan for 2011-12 to describe how it intended to contribute to the delivery of agree outcomes for the communities of Denbighshire. The annual performance report provides a retrospective evaluation of the council’s success in delivering against these plans during 2011-12, and therefore of whether the council has successfully fulfilled its obligation to make arrangements to secure continuous improvement.

5. How does the decision contribute to the Corporate Priorities?

The Annual Performance Review includes a specific evaluation of our success in delivering our corporate priorities. It not only evaluates our performance in relation to the council’s key indicators and performance measures, but it also shows how the corporate priorities have had an impact locally within the six areas of Denbighshire.

Page 19 6. What will it cost and how will it affect other services?

The only costs associated with this report are those related to printing the report to make it available in council reception areas, libraries, one stop shops, etc. This will be done in-house, with the costs being absorbed by Business Planning and Performance.

7. What consultations have been carried out and has an Equality Impact Assessment Screening been undertaken?

The Annual Performance Review 2011-12 has been developed by the Corporate Improvement Team, in consultation with other council services. The performance information contained within the document has been provided by services, and has been drawn from the Ffynnon performance management system. The draft document has been discussed by CET and circulated to SLT for comment. Consultation has also taken place with the Wales Audit Office, who provided initial feedback on whether the report was likely to enable the council to meet the statutory requirements of the Local Government (Wales) Measure 2009.

An Equality Impact Assessment has not been undertaken on this report, as it is a retrospective evaluation of performance, and therefore the decision to approve the report has no potential impact on people sharing protected characteristics.

8. Chief Finance Officer Statement

There are no significant financial implications arising from the report.

9. What risks are there and is there anything we can do to reduce them?

Failure to produce the Annual Review by the 31 st October deadline would be likely to result in statutory recommendations from the Wales Audit Office, with significant implications for the reputation of the Council.

10. Power to make the Decision

The Corporate Plan is a key element of the Wales Programme for Improvement (2010), which is underpinned by the statutory requirements of the Local Government Act 1999 and Local Government (Wales) Measure 2009.

Page 20

DENBIGHSHIRE COUNTY COUNCIL Annual Performance Report

2011/12 Page 21

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Contents

Page No.

CHAPTER 1 Introduction 1 Our Finances 2 High Performing Council, Close to the Community 4

CHAPTER 2 Improvement Objectives 8 Demographic Change 9 Regeneration 14 Modernising Education 19 Roads and Flood Defences 21 Page 23 Improving the way the Council works 25

CHAPTER 3 Corporate Performance Summary 27 Outcome Agreements 35

CHAPTER 4 The Corporate Plan in your Area 36 Rhyl Area 37 Denbigh Area 39 Prestatyn Area 41 Ruthin Area 43 Elwy Area 45 Dee Valley Area 47

CHAPTER 5 2012 Indicators 49 Performance Management Framework 51

CHAPTER 1 Introduction

Our Corporate Plan 2009-12 has now ended, and this document now a high performing council, but we are one of the highest evaluates the progress made during 2011/12 and throughout the performing councils in Wales. duration of the plan. In 2009, we published an ambitious Corporate Plan, which contained a number of goals for 2009-12, Despite the clear progress we have made as a council during the including that we would be a ‘high performing council, close to its past three years, we were not able to achieve all of the goals we communities ’. We also identified four main priorities for the set ourselves in our Corporate Plan 2009-12. This report will council, as well an ambition to improve the way the council works. highlight those areas, and outline the reasons why we were unable to meet all of our ambitions. Our extensive consultation I am pleased to say that we have made significant progress with and engagement work has highlighted that some of these issues all of these goals during the last three years and that overall we are still extremely important to our communities. These important

Page 24 have been successful in delivering our Corporate Plan 2009-12. issues are identified as priorities for the council in our new Corporate Plan 2012-17. Again, this report will indicate the areas I am particularly proud to say that we are now a high performing of work we will continue as priorities in our new Corporate Plan. council, which shows that we are consistently delivering high quality services to our residents. The information supporting this Annual Performance Review is generated by applying our comprehensive Performance Back in 2009, we said that we w ould use a set of ‘2012 Management Framework. This framework enables us to assess Indicators’ to compare our performance with other councils in where we are in terms of delivering our priorities. Details of our Wales and to assess whether we were high performing. We are Performance Management Framework are included in Chapter 5. now in the top quarter of councils in Wales for fifteen of the nineteen indicators. This is a significant achievement and a considerable improvement from our position in 2009. Last year, we also performed in the top quarter of councils in Wales for sixteen of the twenty-four National Strategic Indicators used by Dr Mohammed Mehmet, Chief Executive the Welsh Government to assess local authority performance across Wales. This was again more than any other council in Wales. I am therefore confident in saying that, not only are we

1 CHAPTER 1 Our Finances

The council sets a revenue budget each year. This revenue All services underwent a Service Challenge to identify areas for budget covers the costs of the services the council provides, and savings and to explain how we could achieve these while is paid for by service users, Welsh Government Grants, Council protecting frontline services. We used this information as the Tax and Business Rate payers. For 2011/12, the revenue budget basis to develop a Medium Term Financial Plan, which sets out was £258m. how the council will make these savings over the next four years.

In 2010/11, in order to meet the reduced budget settlements As part of its revenue budget setting process for 2011/12 the forecast as part of the UK Government spending cuts to address Council allocated £1.5 million for investment in its priorities, the national debt, we began the process of identifying where we allocated as follows: could make financial savings. The council set a four-year savings programme to deliver approximately £18m by the end of 2014/15. Priority Area £ The initial saving target was to reduce the revenue budget by £6.3m in 2011/12. The target saving was delivered. School Improvement & Modernising Education £250k Page 25 We made a pledge to meet the required savings whilst protecting Adults Social Care £250k frontline services, through a combination of reviewing Highways £650k management structures; developing new ways of working; and supporting early retirement and voluntary redundancy from Regeneration £175k council employees. Member Area Support & Town Plans £175k 2012/13 2013/14 2014/15 Total £1,500k Forecast Net Expenditure (£ ‘000) 180,480 183,070 185,432 Forecast Income (£ ‘000) 177,037 179,871 181,821 In 2012/13 the amount allocated to these priorities was reduced to £1.0m. Savings Required (£ ‘000) 3,443 3,199 3,611 By the end of the year, the council had spent £1.6m less than it Savings Identified (£ ‘000) -3,443 -2,700 -2,111 budgeted for on services and corporate budgets, including Further Savings Required (£ ‘000) 0 499 1,500 making a budgeted contribution to balances of £300k.

2 CHAPTER 1 Our Finances

Revenue Budget Outturn 2011/12 Capital Expenditure by Service Area 2011/12 70000 ('000) 60000 £322 50000 Finance & Assets 40000 £3,882 30000 Schools £ '000 £ '000 20000 £2,908 10000 Budget Environment 0 £1,556 Outturn £669 £17,927 Leisure, Libraries & Community Devt Page 26 Schools £6,661 Planning,… Planning, Regeneration Highways &… Highways

Environment & Regulatory Adult Social Care Adult Social Care Adult Social Finance & Finance Assets Children & Family… Children Customer Services Customer Leisure, Libraries &… Leisure, Libraries Corporate & Capital… Corporate School Improvement… School £122 Modernising Education Modernising Other Support Services Other

The final revenue position meant that it has been possible to other council services as illustrated below. The Highways and make a net contribution to reserves and balances of £4.5m. Infrastructure service achieved the greatest capital spend in the The council will have to take care and manage demands for council, which is part of an on-going programme to improve and services while the amount of money available to pay for them is maintain the road network and other infrastructure. This is reduced. Reductions in the amount the council spends each year followed by significant investment in Regeneration projects and will continue to be required, and some very tough decisions will investment in maintaining schools and other council buildings. have to be taken to ensure the council continues to operate within its means. Capital investment in council assets amounted to over £40m in 2011/12, which included £6m spent on improvements to the council’s housing stock. The remaining £34m was invested in

3 CHAPTER 1 High Performing Council, Close to its Communities

In the Corporate Plan 2009-12, the council made a pledge to to being in the top quarter for 15 Indicators in 2011/12. We become a ‘ High Performing Counc il, Close to its Communities’. believe that this shows that we have succeeded in becoming a The council committed to measuring the successful delivery of high performing council during the period of this Corporate Plan. this pledge in the following ways: A detailed breakdown of performance against each of the 2012 indicators is included in Chapter 5. A HIGH PERFORMING COUNCIL 2012 Indicators To measur e the successful delivery of a ‘High Performing Council’ we chose a set of national indicators to help evaluate 2011/12 15 1 3 whether we were on track. These were identified as the ‘2012 Indicators’, and we used this set to compare performance against 2010/11 13 3 3

Page 27 other local authorities in Wales. 2009/10 12 2 5

The council had the ambition to perform within the top half of 2008/09 9 1 9

authorities in Wales for all of the 2012 Indicators by 2012. 0% 20% 40% 60% 80% 100% However, for those indicators where the council was already in 2008/09 2009/10 2010/11 2011/12 the top half at the start of the Corporate Plan, the aim was to Upper Quartile 9 12 13 15 improve this position to be in the top quarter of authorities in 2nd Quartile 1 2 3 1 Wales. Where the council was in the top quarter at the start of the Below Median 9 5 3 3 Corporate Plan, the aim was to maintain that position. These targets were aspirational, and we made it clear that it may be poss ible to demonstrate becoming a ‘high performing council’ Despite the overall improvement shown by the 2012 Indictors, we even if we did not manage to achieve all of these ambitious were unable to achieve the ambition of being within the top half of targets. As can be seen from the chart below, we managed to councils in Wales for three of the 19 Indicators. It is important to make significant progress with the 2012 Indicators during the understand the reasons why we were not able to meet our period of the Corporate Plan, moving from being in the top ambition for these three indicators, and a brief explanation follows quarter of councils in Wales for 9 of the 19 Indicators in 2008/09 on Page 5.

4 CHAPTER 1 High Performing Council, Close to its Communities

The three ‘2012 Indictors’ for which we were unable to achieve fallen into the bottom half of councils in Wales for this indicator performance within the top half of councils in Wales for 2011/12 following a decline on 2010/11 performance. However, it should were: be noted that the majority of councils in Wales have very similar performance in this area, with only a six per cent difference EDU002i: The percentage of all pupils who leave compulsory between the upper and lower quartile boundaries in Wales. education, training, or work-based learning without an approved external qualification Again, further improvement in this area continues to be a priority for the council because this is an important indicator for the We have managed to reduce the percentage of pupils who left protection of vulnerable adults. This indicator therefore forms part without an approved qualification from 1.8% in 2008/09 to 0.82% of our Corporate Plan 2012-17 and our Adult & Business Service in 2011/12. Although this is a significant improvement, the current

Page 28 Plan. position remains relatively high in percentage terms and leaves us in the bottom quarter of councils in Wales. This indicator does SCC/033b: The percentage of former Looked After Children also tend to fluctuate from year to year due to the aptitude and with whom the authority is in contact, who are known to be potential of individual cohorts. The greatest proportion of pupils in suitable, non-emergency accommodation at the age of 19 who left without a qualification in 2011/12 were from the Rhyl area. As always with this indicator, we are dealing with small numbers of people, and one or two people who are not known to be in Further improvement in this area continues to be a priority for the suitable, non-emergency accommodation can make a big council, and it therefore forms part of our Corporate Plan 2012-17 difference to the overall percentage. The cohort for 2011/12 and our Education Service Plan. contained fourteen people, and two of these were known to be serving custodial sentences. According to the definition of the SCA/019: The percentage of adult protection referrals indicator, custody does not qualify as suitable, non-emergency completed where the risk has been managed accommodation. Apart from the two people in custody, the remaining twelve were in suitable accommodation. Although our performance for the risk management of adult protection referrals during 2011/12 has improved when compared to the baseline in 2008/09 (87.4% compared to 81.9%), we have

5 CHAPTER 1 High Performing Council, Close to its Communities

CLOSE TO THE COMMUNITY we had become closer to the community. We are pleased to see that residents were more positive in their responses to both of We identified two methods for measuring our success in bringing those questions in the 2011 survey. The table below summarises the council ‘Close to the Community’. The first was by delivering the progress we have made with our ‘Close to the Community’ the outcomes of our corporate priorities, which have been indicators. developed to address community needs. The second was by considering the results of our Residents’ Survey. Description 2009/10 2010/11 2011/12 2011/12 Actual Actual Target Actual Overall, we achieved a higher percentage of our outcome measure targets during 2011/12 (61%) when compared to % of priority outcome 66 55 >66 61 2010/11 (55%), although this is lower than the percentage measures on target 1 Page 29 achieved in 2009/10 (66%). Each year, we have tried to set % of residents responding 46 n/a >46 54 targets that are challenging and require demonstrable positively to the statement: improvement, and this means that we are unlikely to achieve all “My Council Acts on the our targets in any one year. A detailed evaluation of our success Concerns of Residents” in delivering the outcomes of our Corporate Priorities is including % of residents 1 responding 64 n/a >64 68 later in the report, but overall we are satisfied that we have made positively to the statement: good progress in delivering improvements for our communities “My Council Treats All through our priorities. People Fairly” The Resident's Survey, which was conducted for the first time in 2009 and then again in 2011, went out to a random selection of During 2011/12, the council’s Corporate Director for Learning and 6,000 households in Denbighshire. The results help us to plan Communities has led on the development of a new programme of our activity based on community needs and perceptions, and in work to ensure that the c ouncil continues to become ‘closer to the turn allow the community to judge our performance. We identified community’ . We have implemented a number of initiatives during two particular questions where we hoped to see improvements in the 2011 survey, because they would provide an indication that 1 Excluding don't knows

6 CHAPTER 1 High Performing Council, Close to its Communities

2011/12, which will help to ensure that the council understands, successful transfer took place earlier this year. It allows the Town and responds to the needs of our communities. These initiatives Council the opportunity to develop the property as a community are discussed in Improvement Objec tive 5, ‘ Improving the way asset. As a result, Llangollen Town Council has been able to the c ouncil works’ , and include: secure both capital and revenue funding, for which the County Council was ineligible. This project supports our vision to devolve Our Town and Community Council Charter. more responsibility and empower our communities and A Devolution and Empowerment Project. associated Town and Community Councils, which supports our Our Town Plans. overall aim of bringing the council closer to its communities. Member Area Groups. Town Plans Town and Community Council Charter Page 30 The Town Plans will play a key role in revitalising local The Charter represents a mutual agreement between the two communities during the period of new Corporate Plan 2012-17. tiers of local government. It sets out how we aim to work together The council has actively engaged with local communities in the to develop and promote local needs and aspirations for the development of, and signing-up to the Town Plans, which are benefit of local communities, whilst recognising our respective aimed at enabling local communities to take a more active role in responsibilities as autonomous, democratically elected statutory the planning and delivery of activity in their local areas. bodies. This document builds on existing good practice and embraces the shared principles of openness, respect, and our Member Area Groups common priority of putting residents at the centre of service delivery. The Charter is endorsed by 32 of the 37 Town and Our Member Area Groups (MAGs) were strengthened by an Community Councils and was ratified in November 2011. allocation of £50,000 to support projects designed for the benefit of the communities within each area. The MAGs have become Devolution and Empowerment Project an important tool for consulting with local members (for example, regarding the Highways Maintenance Programme), and also for As part of the devolution and empowerment project, Llangollen raising local issues in need of scrutiny. Town Council decided that in the interests of the community, they would like to take on the freehold title of the Town Hall and the

7 CHAPTER 2 Improvement Objectives

The council’s Improvement Objectives for 2011/12 reflected the four Indicators: ‘indicate’ whether we have been successful in corporate priorities identified in the original Corporate Plan 2009-12. delivering an outcome. The council is often not in complete However, also contained within the original Corporate Plan were control of Indicators, but they are important as they tell us Improvement Themes, designed to address perceived weaknesses about the delivery of outcomes for our communities. within the council and reflect a political will for organisational change. Our fifth Improv ement Objective, ‘ Improving the way the council Performance Measures: ‘measure’ the success of the works’ , was developed to incorporate those Improvement Themes. council’s efforts to support the delivery of outcomes for our communities. IMPROVEMENT OBJECTIVES FOR 2011/12 Within this report, we have provided an overall assessment of each Adapting services to address demographic changes. of the outcomes within our Corporate Plan. We have given each Page 31 Reducing deprivation, and growing Denbighshire’s economy outcome a colour to reflect the progress made during the period of sustainably, by strategically targeting resources. the Corporate Plan. The colours represent the following: Modernising the education service to achieve a high level of performance across the county. STATUS PROGRESS EVALUATED AS …

Securing a sustainable road network and flood defences. GREEN EXCELLENT Improving the way the council works. YELLOW GOOD

ORANGE ACCEPTABLE This chapter of the report provides an evaluation of our success in RED IMPROVEMENT REQUIRED delivering those Improvement Objectives. The structure of the Improvement Objectives, as defined in the council's Performance Management Framework, allows the evaluation of outcomes by indicators and performance measures to determine if the council was successful:

8 CHAPTER 2 Demographic Change

Adapting service delivery to address OUTCOME: OLDER PEOPLE ARE ABLE TO LIVE INDEPENDENTLY FOR LONGER demographic changes This outcome is about enabling older people to live safely and The council identified the need to focus on two key challenges independently in their community, without the need for long-term arising from population changes in Denbighshire. The first challenge care packages. To do this the focus was on services that promote was to provide opportunities for older and disabled people to lead independence (i.e. intermediate care). Revisions to this outcome in healthy, active, and independent lives. The second challenge was to 2010/11 saw the removal of two redundant indicators, and they plan for the needs of those who become frail and dependent, and in therefore do not form part of the overall evaluation of this outcome. need of care.

Page 32 OVERALL EVALUATION PROGRESS EVALUATED AS… The council aimed to deliver three outcomes for our communities as part of the demographic change priority. This section of the report GREEN EXCELLENT provides a balanced evaluation of our success. The council can demonstrate excellent progress in promoting Outcomes from our ‘Demographic Change’ Priority: independence since the baseline year (2008/09). Our strategy to reduce dependency on care homes and help more people to live Older people are able to live independently for longer. independently within their community appears to be having an People with learning disabilities are able to live independently impact. However, our focus on supporting independence has not for longer. ended, and we know that more work is needed in the coming years to continue this work. This is why this area will continue as a priority Community initiatives meet the needs of an increasing in our Corporate Plan 2012-17. population of older and disabled people.

9 CHAPTER 2 Demographic Change

INDICATORS Baseline 2011/12 2011/12 Progress PERFORMANCE Baseline 2011/12 2011/12 Progress Data Target MEASURES Data Target Council helped me to live 62.9 70.8 Increase Green Additional Extra Care Flats 0 139 139 Green independently (%) (number) Council will help when I need 63.1 70.1 Increase Green Older people receiving 387 425 400 Green social care support (%) ‘Telecare’ (number) Clients supported in the 84.6 84.2 87 Yellow People receiving n/a 2549 500 Green community (aged 65+) (%) ‘Reablement and Intake’ (number) The % of Extra Care flats n/a 100 100 Green occupiedPage 33 (%) Carers of adult offered an 70.5 75.6 85 Red assessment (%) People who no longer need a n/a 69 55 Green social care service (%) Clients with a care plan 65.0 80.5 85 Red reviewed during the year (%) Clients supported in care 26.0 22.7 25.75 Green homes (aged 65+) (rate) Clients with their needs and n/a 85.6 90 Yellow care plan reviewed (%) There has been a reduction in the number and rate of clients supported in care homes, an increase in the number of clients no This remains an area for improvement, which we aim to rectify longer in need of social care support, and continued support to those through an examination of processes and procedures in 2012/13. clients who do still need social care support within the community. However, it should be noted that the percentage of carers who Feedback from our Resident's Survey was positive, revealing an receive support following assessment continues to increase, with improved perception of social care and independent living support. 97.5% of those assessed in 2011/12 receiving appropriate support. Another area where we were unable to meet our target last year was Despite the progress made since 2008/09, we did not meet all our reviewing care plans. We reviewe d 80.5% of our clients’ care plans targets for 2011/12. The percentage of carers of adult service users during the 2011/12, which is a substantial improvement from 65% in who were offered an assessment has increased from 70.5% in 2008/09, but below our target of 85%. 2008/09 to 75.6% 2011/12, but fell short of our target of 85%. 10 CHAPTER 2 Demographic Change

OUTCOME: PEOPLE WITH LEARNING DISABILITIES INDICATORS Baseline 2011/12 2011/12 Progress ARE ABLE TO LIVE INDEPENDENTLY FOR LONGER Data Target The rate of adults (learning 0.70 0.54 0.55 Green This outcome aims to enable people with learning disabilities to live disability) supported in Care safely and independently in their community. To do this the council Homes aims to shift the balance from those requiring support in care homes, by offering the necessary support to those individuals who can The rate of adults (learning 3.82 4.47 4.20 Green benefit from independent living in their own home. disability) supported to live at home OVERALL EVALUATION PROGRESS EVALUATED AS… Page 34 GREEN EXCELLENT PERFORMANCE Baseline 2011/12 2011/12 Progress MEASURES Data Target The council can demonstrate excellent progress with helping people The number of adults 40 30 32 Green with learning disabilities live independently for longer. The council (learning disability) has been successful in shifting the balance by increasing the number supported in Care Homes and rate of people supported at home and reducing the number and rate of people living in care homes. The number of adults 217 250 240 Green (learning disability) A key area of work has been the Intensive Supported Independent supported to live at home Living arrangements to build housing facilities for people with learning disabilities. Following a delayed start due to planning complications, the project was completed as per the revised schedule. In March 2012, the contract for support was awarded, and tenants moved into the accommodation in July 2012.

11 CHAPTER 2 Demographic Change

OUTCOME: COMMUNITY INITIATIVES MEET THE INDICATORS Baseline 2011/12 2011/12 Progress NEEDS OF AN INCREASING POPULATION OF OLDER Data Target AND DISABLED PEOPLE Council helped me to live 62.9 70.3 Increase Green independently (%) (%) This outcome is about the council delivering community initiatives where the aim is to meet the needs of an increasing population of Council helped vulnerable 71.5 77.2 Increase Green older and disabled people with the aim of improving the health and people live independently (%) (%) wellbeing. Council will help me when I 63.1 70.1 Increase Green need social care support (%) (%) OVERALL EVALUATION PROGRESS EVALUATED AS… NWC: The number of people n/a 95 279 Red 2 YELLOWPage 35 GOOD supported out of NEET

The council can demonstrate good progress with ensuring that The New Work Connections targets reflect the original proposals in community initiatives meet the need of an increasing population of the project. Discussions are underway with the Wales European older and disabled people. Funding Office to re-profile the targets, which are likely to be significantly lower. However, we expect further improvements in The key indicators from the Resident's Survey present a positive terms of the number of people supported by the project during 2012- picture of peoples' perception of social care support. However, the 13 now that training services and a full staffing complement are in key indicator from the New Work Connections (NWC) project shows place. that we supported fewer people into education, employment, or training than we had hoped. The New Work Connections project The figures for disabled people participating in disability sport works with those furthest removed from the labour market, and the sessions show a decrease in 2011/12 as they represent swimming support is often long term. Although we did not meet our target figures only. Unfortunately, there was no Disability Sport Officer in during 2011/12, the support provided is extremely valuable and any post from June 2011 until April 2012, which severely limited the variety of disability sport sessions. move into education, employment, or training represents a significant step forward for those individuals.

2 Not in Education, Employment, or Training

12 CHAPTER 2 Demographic Change

PERFORMANCE Baseline 2011/12 2011/12 Progress PERFORMANCE Baseline 2011/12 2011/12 Progress MEASURES Data Target MEASURES Data Target NWC: The number of people n/a 8 131 Red % completion rate of National n/a 51 41 Green gaining qualifications Exercise Referral Scheme NWC: The number of people n/a 25 37 Red % of adult protection referrals 81.9 87.3 95 Red helped into employment with risk managed NWC: The number of people n/a 536 350 Green participating The risk management of adult protection referrals has improved from

NumberPage 36 of people supported 850 1138 1000 Green the baseline; however, performance across Wales is improving at an below 60% poverty lines accelerated rate, which is why we set a target of 95% to improve our Benefit and tax credit gains 7.0 8.2 7.0 Green relative position with other councils. Unfortunately, we were unable confirmed (£m) to achieve that target in 2011-12. This was one of our ‘2012 Indicators’ , and was discussed in more detail on page 5. The total value of debts 15.0 17.2 15.0 Green resolved (£m) Disabled people participate in 8504 3012 8500 Red disability sport sessions Older people enrolled on the 215 823 400 Green ‘First Click’ programme Older people participating in n/a 130 200 Orange physical activity People involved in the ‘tele - 20 62 40 Green buddies’ scheme

13 CHAPTER 2 Regeneration

Reducing deprivation, and growing Outcomes from our ‘ Regenerating our Communities' Priority: Denbighshire’s economy sustainably, by Pockets of high socio-economic deprivation in the northern coastal strip, particularly those in Rhyl, will be tackled to allow strategically targeting resources them to catch up with other parts of Wales.

Our ‘Regeneration’ priority identified the need for the council to focus We will support sustainable economic growth by: increasing on the pockets of severe deprivation in Denbighshire. The council the number and quality of job opportunities; improving aimed to draw external funding to regenerate the areas of significant opportunities for business growth and start-ups; and ensuring deprivation in the north of the county. In addition, the council aimed that housing of the required quality and quantity is available. to coordinate a rural development plan to diversify rural economies The rate of decline in the rural economy will be reduced. and support rural communities. Page 37

This priority was comprised of three outcomes, designed to have a positive impact on the challenges faced by the council to improve the rural economy and draw in funding to regenerate the north of the county.

14 CHAPTER 2 Regeneration

OUTCOME: POCKETS OF HIGH SOCIO-ECONOMIC INDICATORS Baseline 2011/ 12 2011/12 Progress DEPRIVATION IN THE NORTHERN COASTAL STRIP, Data Target PARTICULARLY THOSE IN RHYL, WILL BE TACKLED Satisfaction with local area 76.6 74.2 Increase Red TO ALLOW THEM TO CATCH UP WITH OTHER PARTS as a place to live (Rhyl) OF WALES % or residents (Rhyl) saying 69.3 65.6 Increase Red local area was better This outcome aims to bridge the gap between the most deprived communities in Rhyl and the rest of Wales by focusing on three Average Capped Points 245 264 314 Red areas: economy, education, and environment. Score in Rhyl

Page 38 Incidence of criminal damage 74.0 29.0 56.5 Green OVERALL EVALUATION PROGRESS EVALUATED AS… in Rhyl ORANGE ACCEPTABLE Relative reduction JSA 3.86 3.98 3.30 Red claimants in Rhyl LSOAs The council is not yet able to demonstrate that it has successfully bridged the gap between the most deprived communities in Rhyl and the rest of Wales. However, according to the Welsh Index of Multiple Deprivation (WIMD), which uses key indicator data to assess levels PERFORMANCE Baseline 2011/12 2011/12 Progress of deprivation in Wales, there has been a relative improvement in the MEASURES Data Target most deprived areas of Rhyl. In the 2008 WIMD, Rhyl had three Lower Super Output Areas (LSOAs) in the top five most deprived People supported below 60% 181 266 732 Red areas of Wales. In the 2011, WIMD, only one of these LSOAs (Rhyl poverty lines by WRU West 2) remained in the top five most deprived in Wales. HMO taken through licensing 0.00 41.0 30.0 Green scheme

% of year 11 pupils in Rhyl 77.8 78.4 80.0 Orange continuing in education

15 CHAPTER 2 Regeneration

Despite the improvements shown by the WIMD, our Resident's work on. The measure within our Outcome Agreement with the Survey shows a worsening perception of Rhyl by those who reside Welsh Government is the same measure, but it also includes the there. However, the majority of planned activity in Rhyl has collaborative work. The collaborative measure in the Outcome progressed well, and it is hoped that this will have a positive impact Agreement indicates excellent performance for this area of work. on the overall outcome as measured by the Indicators in future years. Reducing deprivation remains a key focus for the council; and We were successful in taking more Houses in Multiple Occupation it is clear that more work is required in order to tackle these issues. (HMOs) through the licensing scheme than anticipated during This is why the council has decided to include this within the 2011/12, and we did see an increase in the proportion of pupils in ‘Developing the Local Economy’ P riority in our Corporate Plan 2012- Rhyl continuing in education after Year 11. 17.

WePage 39 had hoped to see a reduction in Jobseeker’s Allowance (JSA) claimants in each LSOA in Rhyl and reduce the difference between the Rhyl LSOAs and the Denbighshire figure. However, the Rhyl area continues to have a significantly higher proportion of the population claiming JSA, and the gap was larger in March 2012 compared to the baseline in March 2009. Although there was an improvement in education attainment in Rhyl, the area remains significantly below the Denbighshire and Wales average. The one area where we did see a positive improvement was the significant reduction in criminal damage in Rhyl.

Although showing as Red, the figure for the number of people supported below the 60% poverty lines by the Welfare Rights Unit (WRU) does not tell the whole picture. The performance measure in this outcome only counts people supported by the WRU, but there has been a conscious shift towards collaborative working, meaning that Denbighshire's Citizens Advice Bureau, Rhyl Benefits Advice Shop, and the councils’ Welfare Rights Team now take more of this 16 CHAPTER 2 Regeneration

OUTCOME: WE WILL SUPPORT SUSTAINABLE INDICATORS Baseline 2011/12 2011/12 Progress ECONOMIC GROWTH BY INCREASING THE NUMBER Data Target AND QUALITY OF JOB OPPORTUNITIES, IMPROVING Ratio of average house 6.81 5.11 6.84 Green OPPORTUNITIES FOR BUSINESS GROWTH AND prices to median earnings START-UPS, AND ENSURING THAT HOUSING OF THE Relative reduction in 26.7 25.0 27.5 Green REQUIRED QUALITY AND QUANTITY IS AVAILABLE economic inactivity

This outcome is all about what the council can do to support Relative reduction in JSA 0.00 0.20 0.21 Orange sustainable economic growth in a wider economic climate through Claimants in Denbighshire

targetedPage 40 activity.

OVERALL EVALUATION PROGRESS EVALUATED AS… PERFORMANCE Baseline 2011/12 2011/12 Progress ORANGE ACCEPTABLE MEASURES Data Target

Based on progress achieved from the baseline year, the council is Supporting people below 161 266 732 Red not yet able to demonstrate excellence in supporting sustainable 60% poverty line economic growth, although this has been hampered by the general Number of social enterprises 2.00 10.0 18.0 Red condition of the national economy. assisted

The Denbighshire population is more economically active when Number of businesses 53.0 - n/a n/a compared to Wales, with the recent reduction in economic inactivity receiving council assistance putting Denbighshire in better position than we were at the start of the Corporate Plan. The JSA claimant rate in Denbighshire has also As noted earlier, the figure for the number of people supported below fallen since a high in January 2012, however, the difference between the 60% poverty line does not reflect the recent shift towards Denbighshire and Wales remains unchanged at 0.20%. collaborative working. The measure within our Outcome Agreement with the Welsh Government, which includes the work now undertaken by Denbighshire's Citizens Advice Bureau, Rhyl Benefits 17 CHAPTER 2 Regeneration

Advice Shop, and the councils’ Welfare Rights Team, indicates INDICATORS Baseline 2011/12 2011/12 Progress excellent performance for this area of work. Data Target The assistance for social enterprises is a collaborative effort with Total number of micro 0.00 7.00 7.00 Green Irish partners, and the outputs from this project did not meet the enterprises receiving original expectation. assistance The gross number of 0.00 4518 3000 Green OUTCOME: THE RATE OF DECLINE IN THE RURAL additional visitors ECONOMY WILL BE REDUCED

This outcome focuses on what the council is doing to improve the Page 41 condition of the rural economy through the delivery of specific PERFORMANCE Baseline 2011/12 2011/12 Progress improvement activity. MEASURES Data Target Gross number of jobs 0.00 21.0 13.0 Green OVERALL EVALUATION PROGRESS EVALUATED AS… created in rural micro GREEN EXCELLENT business Financial assistance to micro 0.00 34.0 29.0 Green Based on progress achieved from the baseline year, the council can rural enterprises demonstrate excellence in terms of its aim to reduce the decline in The number of village 0.00 21.0 12.0 Green the rural economy. The successful completion of activity associated facilities improved with the Rural Development Plan (RDP), Business Plan One, in early 2011/12 contributed significantly to the overall success of this outcome.

18 CHAPTER 2 Modernising Education

Modernising the education service to achieve OUTCOME: DENBIGHSHIRE WILL BE WITHIN THE TOP a high level of performance across the county 10 PERFORMING AUTHORITIES IN WALES FOR EDUCATIONAL ATTAINMENT The Modernising Education priority encompasses three work This outcome focuses on what the council is doing to improve the streams: improving standards in schools and promoting inclusion; condition of the rural economy through the delivery of specific modernising schools; and supporting services to schools. These improvement activity. three areas of work aimed to contribute to the council's overall ambition for Denbighshire to perform within the top 10 councils in OVERALL EVALUATION PROGRESS EVALUATED AS… Wales for key stage attainment. GREEN EXCELLENT Page 42 This priority is comprised of one outcome, designed to have a positive impact on the challenges faced by the council to improve Based on progress achieved since the baseline year, the council can education standards in the county following an Estyn Inspection of demonstrate excellent performance, having successfully improved Denbighshire County Council in 2007. educational attainment across all indicators except attainment at Key Stage 1. In addition, the council is a top ten performing authority for all indicators except those at Key Stages 1 and 3. The improvements at Key Stages 2 and 4 are particularly significant as these stages Outcome from our ‘Modernising Education’ Priority reflect the ages when pupils leave primary and secondary education. Denbighshire will be within the top 10 performing authorities in Wales for educational attainment.

19 CHAPTER 2 Modernising Education

INDICATORS Baseline 2011/12 2011/12 Progress PERFORMANCE MEASURES Baseline 2011/12 2011/12 Progress Data Target Data Target The average point score by 326 450 440 Green Satisfaction with primary 91.2 93.2 Increase Green pupils aged 15 education (5 -11) % achieving the level 2 threshold 40.4 52.5 52.5 Green Satisfaction with secondary 78.9 81.6 Increase Green including English / Welsh & education (11 -16) Maths Days lost fixed -term 126 53.2 Decrease Green % achieving the level 2 threshold 51.5 71.4 66.0 Green exclusions (<5) (rate ‘000 or vocational equivalents pupils) % achieving Core Subject 80.4 79.8 83.5 Red Days lost fixed -term 3.50 0.90 Decrease Green Indictor at Key Stage 1 exclusions (>5) (rate ‘000

Page 43 pupils) % achieving Core Subject 76.5 82.3 79.5 Green Indictor at Key Stage 2 % attendance by pupils in 91.2 91.7 91.9 Orange secondary & special schools % achieving Core Subject 59.4 65.5 66.5 Red Indictor at Key Stage 3 were unable to improve our relative position to be within the top ten % achieving Core Subject 40.3 51.3 50.0 Green Indictor at Key Stage 4 councils. It should be noted that Denbighshire placed a significant focus on making improvements at Key Stages 2 and 4 during 2011- The lower performance at Key Stage 1 reflects the exclusion of two 12, and this will have contributed to the larger relative improvement large and successful primary schools from our overall results. Their at these crucial stages. exclusion was due to their participation in the foundation phase pilot. All our improvement activities were completed, and this helped us to The inclusion of these two schools would have had a positive impact achieve our performance measure targets by increasing satisfaction on the overall position. with education, reducing exclusions from school, and increasing pupil attendance. All of these were essential to support the overall Performance at Key Stage 3 has improved since the baseline in aim of improving academic achievement. Some of these activities 2008-09, but significant improvements across Wales meant that we will continue within our Education Service in order to maintain the improvements achieved.

20 CHAPTER 2 Roads and Flood Defences

Securing a sustainable road network and OUTCOME: RESIDENTS AND VISITORS TO flood defences DENBIGHSHIRE HAVE ACCESS TO A SAFE AND WELL- MANAGED ROAD NETWORK The road network in Denbighshire, including the infrastructure This outcome reflected the council's ambition to provide residents supporting this network, is one of the county's major assets. It is a and visitors with a safe and well-managed road network. The complex and evolving asset that underpins almost all activity in the outcome included improvements in road safety and management as area. Historic underinvestment created a significant backlog of well as improving the overall quality of our road network. maintenance, which this priority sought to address. In addition, Denbighshire suffered from a number of flood events and the council OVERALL EVALUATION PROGRESS EVALUATED AS…

hasPage 44 a key role to play in defending our communities. ORANGE ACCEPTABLE This priority is comprised of two outcomes, designed to have a positive impact on the challenges faced by the council to improve the Overall, the council is not yet able to demonstrate excellence in the condition of our road network and protect vulnerable communities condition of our road network. However, recent improvements in the from the risk of severe flood events. condition of our roads since 2010/11 suggest that the council is making progress towards the achievement of this outcome due to the Outcomes from our ‘Roads and Flood Defences’ Priority significant additional investments made over the past two years. It has taken some time for that investment to have an impact because Residents and visitors to Denbighshire have access to a safe Denbighshire started from a low base, where our roads were and well managed road network. significantly worse than many other parts of Wales.

Properties have a reduced risk of flooding.

21 CHAPTER 2 Roads and Flood Defences

INDICATORS Baseline 2011/12 2011/12 Progress PERFORMANCE MEASURES Baseline 2011/12 2011/12 Progress Data Target Data Target Satisfaction ‘maintaining main 63.8 60.8 Increase Red Number of days taken to repair 2.04 1.20 1.00 Orange roads in good condition’ street lamp failures Satisfaction ‘maintaining streets 64.8 62.8 Increase Red Number of participants in cycle 763 711 700 Green in good condition’ training (aged 9 -11) Satisfaction ‘maintaining 68.1 63.9 Increase Red The number of council 112 97.0 110 Red footpaths in good condition’ subsidised participants in Pass Plus Category C (Street works) n/a n/a n/a n/a inspected within timescales % of highway in red/yellow 7.31 9.07 1.16 Red bands of SCRIM measure A, B & C roads that are in overall 8.48 11.2 n/a n/a poorPage 45 condition (%) (%) % of roads with an overall poor n/a 2.64 n/a n/a Road Condition Index % of PCN notices that relate to 55.4 72.6 70.0 Green on street infringements % take up of children’s Traffic 31.0 31.0 35.0 Orange Club Accidents involving Injury (per 3.10 2.36 4.00 Green 100 km) 2010/12 is only now becoming clear, and we expect a more positive Accidents involving Serious or 0.67 0.47 0.65 Green Fatal Injury (per 100km) response in our next Resident’s Survey.

Our safety indicators show an excellent level of performance and an There have been recent improvements (from 2010/11 to 2011/12) in improving trend, although poor performance in relation to the SCRIM our road condition indicators for class B and class C roads, and a measure of skid resistance could represent a risk to the safety slower rate of deterioration than is the case in other authorities in elements of the outcome. Wales for our class A roads. This has been possible due to the additional investment in our road network because of being a The Road Condition Index is a significant innovation, and the corporate priority. It is unfortunate that the results of the Resident’s collection of the first year’s data during 2011/12 will help to provide Survey were slightly worse in 2011 than in 2009. However, the the con text to future year’s targets. There is some variation across impact of the additional investment in our road network during the county in relation to the percentage of roads in Group 1 (the

22 CHAPTER 2 Roads and Flood Defences poorest condition). The Dee Valley in particular has a higher OUTCOME: PROPERTIES HAVE A REDUCED RISK OF percentage of roads in Group 1. FLOODING

The ORANGE rating applied to the streetlamp repair measure is This outcome entirely relates to the council's flood defence works, slightly misleading, as performance is outstanding compared to other where we seek to protect an increased number of properties from the authorities in Wales despite being slightly worse than our risk of frequent flood events. achievement in previous years. OVERALL EVALUATION PROGRESS EVALUATED AS… The Pass Plus indicator reports a fall in numbers compared with previous years, however, a more sophisticated approach to YELLOW GOOD benchmarking may give us a clearer understanding of whether this is Page 46 genuinely RED performance or simply a variation with acceptable Based on progress achieved since the baseline year, the council can levels. demonstrate good performance, having successfully delivered flood defence schemes in Llangollen and Denbigh. These schemes have reduced the flood risk for a significant number of properties in these areas.

INDICATORS Baseline 2011/12 2011/12 Progress Data Target % of high risk properties with a 0.00 3.92 4.49 Red lower flood risk Number of high risk properties 0.00 580 665 Red with a lower flood risk

23 CHAPTER 2 Roads and Flood Defences

PERFORMANCE MEASURES Baseline 2011/12 2011/12 Progress Phase 3 in 2012/13. However, discussions are on-going and we Data Target remain positive about the potential for funding in 2013/14. The number of people n/a 1372 1200 Green accessing information via website The number of people engaged n/a 1587 1000 Green in public events The number of pupils n/a 619 500 Green participating in flood awareness

We were unable to deliver protection to the number of properties originallyPage 47 targeted during 2011/12 because the necessary Welsh Government funding was not available to deliver the Corwen Flood Defence Scheme. This meant that we were unable to meet the targets for the overall indicators, despite all our approved improvement activity progressing on track.

In February 2012, the council approved a bid for £100,000 to carry out initial design work for the Corwen scheme. Subsequently, the Welsh Government awarded a grant of £309,000 to enable the scheme to be progressed to the pre-construction stage, i.e. design completed and contract documents prepared. However, the Welsh Government then indicated that funding for the construction phase of the scheme would not be available during the financial year.

The West Rhyl flood defence scheme was planned in three stages, and match funding from Welsh Government has had to be applied for in each phase. Phases 1 and 2 have been completed, but the Welsh Government was unable to guarantee match funding for 24 CHAPTER 2 Improving the way the Council works

Each year the Wales Audit Office (WAO) undertakes two 3. The council’s current arrangements for developing, using, assessments of the council. These reviews evaluate our and supporting technology are likely to support continuous performance as a council, and assess our prospects for further improvement once the council further strengthens its ICT improvement. governance arrangements and successfully completes Phase 1 of its ICT strategy. There is a close relationship between our ‘prospects for improvement’ and the Improvement Objective: Improv ing the way There were no new recommendations of proposals made in the the council works. The evidence from the WAO assessments letter from the Auditor General for Wales. provide useful context to our performance analysis. An internal analysis of progress looks to our Business In the latest Improvement Assessment letter of Denbighshire Transformation Programme. This programme provided the Page 48 County Council, in September 2012, the Auditor General for management of this Improvement Objective, with the Programme Wales published the following conclusions, based on work carried Board providing the leadership to ensure transformation into a out by the WAO and other relevant regulators: high performing council, which provides relevant and cost- 1. I believe that the council is likely to comply with the effective services that meet the needs of its communities and requirement to make arrangements to secure continuous residents. improvement during this financial year. Unlike our other Improvement Objectives, the detail for this did 2. The council is making reasonable progress in both areas for not feature in our Corporate Plan because its management was improvement identified in my last Annual Improvement by a separate process, through the Business Transformation Report, which were: Programme Board. a. The council should use its annual review of its Although the Business Transformation Programme was governance arrangements to provide a more robust self- successful and ensured that many improvement projects were assessment of their effectiveness. completed, a review of our corporate programmes resulted in a b. By September 2012, the council should establish in more decision to terminate our existing programme boards in spring detail how it will support the Rhyl Going Forward delivery 2012, in order to establish new boards aligned to the 2012-2017 plan. Corporate Plan.

25 CHAPTER 2 Improving the way the Council works

The outcomes from ‘ Impr oving the way the council works’ : The Business Transformation Board delivered improvements Customer Service Excellence: We will have a customer- across a range of areas in 2011/12. The review of assets; focussed culture. development of new working models; and a move to an outcome focused business planning process contributed to the councils’ Efficiencies: We will be a smaller organisation and have ability to deliver the savings required by the efficiency agenda in reduced our expenditure by at least £25 million by March 2011/12. The improved performance of the council was 2015. demonstrated by national and local statistics, and was also Progress through People: We will have a well-motivated reflected in the 2011 Resident's Survey which found that the workforce that will consistently deliver high quality services. percentage of those who were fairly satisfied or very satisfied with Capital Strategy & Assets: We will have a smaller property the way the council was performing had increased by 7%, from portfolio that will be appropriate for the services we deliver. 44% (2009) to 51% (2011). Page 49 Business Tools & Processes: Business tools and processes However, 21% fewer reside nts were satisfied with ‘ how to get will be consistent and complied with across the organisation. in volved in local decision making’ in 2011 compared to 2009. In Progress through Technology: Where appropriate, we will response to this, additional work was carried out in 2011/12 to conduct our business electronically. Business mileage will promote the role and responsibilities of the Councillor in reduce, and we will use less paper and require less storage preparation for the 2012 local elections, and to increase the space. diversity of people standing in the elections. The success of this campaign was demonstrated by 540 people standing in the Preparation for the 2012 Council: There will be an increased elections in 2012, which is a 7% increase from 2004, and a diversity of election candidates. Members will receive turnover of just below 50% of new County Councillors in 2012. relevant and timely training and they will work electronically to reduce costs and improve efficiency. People also did not feel well informed about what the council Constitution Review: Officers will have access to a user- spends its money o n, with only 41% in 2011 being ‘very’ or ‘fairly’ friendly accessible reference, enabling lawful, efficient, and satisfied compared to 51% in 2009. This has been addressed effective decision making. through the new Corporate Plan, which includes information Information Management: The council will have robust about the additional money required to deliver our priorities. governance in place for information management.

26 CHAPTER 3 Corporate Performance Summary

This section provides an insight of council performance in a useful thematic structure covering safeguarding, environment and transport, housing, education, and leisure and culture. Performance analysis will source evidence from the National Performance Measurement Framework, Self-Assessment Reports, and recent Regulatory Inspection Reports.

To help provide an insight into public perception we perform a Resident's Survey. Our most recent Resident's Survey reflects this public perception during 2011 and highlights excellent public

Page 50 perception by a range of services within the council. There are high levels of satisfaction with Leisure (85%), Libraries (94%), waste collection (90%), recycling (90%), primary education (93%), secondary education (81%), children's social services (75%), and adult's social services (81%). Satisfaction had increased or stayed the same for all these services compared to 2009.

The Welsh Government uses the National Strategic Indicators (NSI) to assess the performance of local authorities at a national level. In 2011/12, Denbighshire performed in the top quarter of councils in Wales for 16 of the 24 Indicators (66.7%). This makes Denbighshire the highest performing council in Wales when judged against the National Strategic Indicators. It is clear that there has been a general trend of improving performance in the National Strategic Indicators by Denbighshire County Council during the period of our Corporate Plan 2009-12.

27 CHAPTER 3 Corporate Performance Summary

SAFEGUARDING INDICATORS Baseline 2011/12 2011/12 Progress Data Target As a local authority, we provide support to some of the most Sickness Absence in Children 15.4 17.0 10.9 Red vulnerable people in our communities. Safeguarding covers both and Family Services adults and children, and although not a specific Improvement % adult protection referrals 92.7 87.4 95.0 Red Objective in the Corporate Plan, an outcome on safeguarding complete with risk managed was included in the Corporate Plan Quarterly Performance Report in order to maintain a focus on children and vulnerable Our performance for the risk management of adult protection adults to ensure they remain safe and protected from harm. referrals during 2011/12 (87.4%) improved compared to 2008/09 (81.9%). Although we are in the bottom half of councils in Wales This is important as we provide a range of support to ensure that for this indicator, the majority of councils have very similar Page 51 adults and children remain safe and have the support they need performance in this area, with only a six per cent difference in order to achieve the best they can in life. It is also important to between the upper and lower quartile boundaries in Wales. account for their views when planning their care. Improvement in this area continues to be a priority for the council.

OVERALL EVALUATION PROGRESS EVALUATED AS… In 2011/12, sickness absence in Children's and Family Service ORANGE ACCEPTABLE increased, and the Service has relatively high levels of sickness absence when compared to other services within the council. Based on an analysis of the indicators and performance However, the Service has done a lot of work recently to review measures, the council can demonstrate acceptable progress in this situation and has introduced procedures aimed at improving this area since 2010/11, although there are a number of their position. This has already started to have an impact, and indicators and performance measures that remain significantly we expect the sickness absence figures to be much lower in below target. Improvements in this area remain a high priority for 2012/13. Although we understand that the levels of sickness the council, which is why it forms an important part of our absence need to improve, we do not believe that there is a direct Corporate Plan 2012-17. link between levels of sickness absence and safeguarding.

28 CHAPTER 3 Corporate Performance Summary

PERFORMANCE Baseline 2011/12 2011/12 Progress The percentage of reviews of child in need plans carried MEASURES Data Target out in accordance with the statutory timetable has % of referrals that were re - 38.8 19.6 30.0 Green improved since 2010/11. We acknowledge that the current referrals position is still not where we want it to be. The Service has % of Child Protection 73.2 98.1 95.0 Green established a task and finish group to resolve the practice, Conferences held (timeliness) process, and recording issues that are contributing to the % of Core Group meetings 86.2 89.1 85.0 Green current levels of performance. held (timeliness) The percentage of statutory visits to looked after children % of (statutory) Child 100 100 100 Green Protection Reviews due in the year that took place in accordance with

Page 52 (timeliness) regulations has improved significantly since 2010/11. % of (statutory) Child In Need 50.9 55.2 78.5 Red Again, this is not yet where we expect performance to be. plan reviews (timeliness) The Service continues to focus on improving our % of visits (statutory) LAC 72.9 83.7 90.0 Red performance against these measures via the Children and within regulations Family Services Plan. % of Core Assessments 74.6 72.7 75.0 Yellow completed (<35 days) The Annual Council Reporting Framework 2011/12 highlights key strengths and areas for improvement for social services (Adults Average time of Core 84.6 67.4 n/a n/a Assessments (over 35 days) and Children). The main findings demonstrate good practice in responding promptly to referrals of children, the timeliness of Denbighshire performs well (top quartile) for initial assessments, initial assessments, child protection conferences, and the where there is evidence that the child has been seen by the provision of holistic early intervention support for families Social Worker. experiencing difficulty. We have good placement stability for children in foster care, although prolonged care proceedings are Although the majority of the service performance measures have increasing the duration of time children spend in foster care shown improvement and have met our targets, two remain below compared to other areas. The current challenges include target. ensuring reviews of looked after children and children in need are

29 CHAPTER 3 Corporate Performance Summary

carried out in accordance with statutory timescales, and plans for Code Description 2008/09 2010/11 2011/12 2011/12 Trend permanence are in place at the second review of a looked after Baseline Outturn Outturn Rank child. SCA001 Delayed 0.51 0.71 0.50 2 transfers of ↑ Adults' social services have been effective in managing and care removing the risk to vulnerable adults, increasing the rate of older SCA002a Older people in 89.1 65.9 67.21 16 people supported in the community, ensuring prompt transfers of community ↑ care between hospital and community / residential settings and providing support services to carers. However, there continues to SCA002b Older people in 26.0 26.0 22.72 16 care homes ↑ be challenges in ensuring that all carers are offered a review of

their needs, ensuring people only go into residential care once all

Page 53 alternative services have been investigated, and ensuring any barriers to people having greater autonomy in their choice of Code Description 2008/09 2010/11 2011/12 2011/12 Trend Baseline Outturn Outturn Rank care, by taking up direct payments, are removed. SCC002 LAC school 18.7 12.3 8.51 6 The tables below provide details of the National Strategic changes ↑ Indicators and our performance, where the trend column SCC033a Former LAC in 100 100 100 1 represents the comparison for 2011/12 with 2010/11. contact ↔ SCC033b Former LAC in 92.9 91.7 85.71 19 suitable ↓ accommodation SCC033c Former LAC 50.0 91.7 64.29 5 not NEET ↓ SCC037 LAC average 191 193 197.5 11 point score ↑

30 CHAPTER 3 Corporate Performance Summary

ENVIRONMENT AND TRANSPORT risk. Following an incident report of small-scale fly tipping on public land the local authority is required to clean this up within As a local authority, we ensure that our communities where we five days. We recognise our performance has declined in recent live and work are clean and safe environment. Our Environmental years; however, we continue to remove over 90% of incidents service has maintained a good public realm service, whilst within five days of report and are among the best authorities in reducing costs. The Environmental service ranks fifth in Wales Wales (top quartile) where reported fly tipping incidents lead to (top quartile) for the Keep Wales Tidy independent street enforcement activity. cleanliness inspections, gaining our highest ever score, coupled with eighth in Wales (above median) for highways and relevant The table below provides details of the National Strategic land inspected, of a high or acceptable quality. Indicators and our performance, where the trend column represents the comparison for 2011/12 with 2010/11. Page 54 The council also has a significant role to help secure the future for the next generation to ensure that resources are reduced, Code Description 2008/09 2010/11 2011/12 2011/12 Trend Baseline Outturn Outturn Wales reused, and recycled. Our Environmental service has made Rank significant progress in waste management having some of the highest recycling rates and lowest landfill rates in Wales (top STS006 Fly Tipping 100 97.0 90.66 15 quartile). ↓ As part of our Improvement Objective, Denbighshire has delivered their largest Highways Capital Maintenance programme THS007 Concessionary 76.1 76.8 80.17 13 Bus Pass ↑ and successfully reversed the trend of decline for our A, B and C roads in combination, that are in overall poor condition. The WMT004 Waste to Landfill 64.0 42.9 40.79 5 challenge remains for the service to continue with this focused ↑ maintenance and improvement work and improve our overall rank position for road quality. WMT009 Waste for 31.7 55.1 40 .79 5 Recycling ↓ Fly tipping is a serious environmental crime, which can cause long lasting contamination, pollution, and put human health at

31 CHAPTER 3 Corporate Performance Summary

HOUSING Denbighshire performs well (top quartile) returning long-term vacant private sector dwellings to occupation. As a local authority, we have a key role to play to ensure that there is a sufficient supply of affordable and appropriate housing In addition, the council has a key role to play reducing to meet the needs of our communities. In Denbighshire, the greenhouse gas emissions within our locality in terms of the way supply of affordable housing is greater than Welsh average we manage our buildings, where Denbighshire shows the (above median) for the provision of additional affordable housing greatest carbon reduction in Wales (top quartile) of all local units as a percentage of all new housing units. authorities.

For disabled people of all ages, housing is a key enabler of The table below provides details of the National Strategic independent living. Adapted housing enables people to maintain Indicators and our performance, where the trend column represents the comparison for 2011/12 with 2010/11. Page 55 their independence, remain in their communities, and exercise choice in the way they live their lives. Disabled Facilities Grants can help towards the cost of adapting a disabled person’s home. Code Description 2008/09 2010/11 2011/12 2011/12 Trend The council is successful in providing some of the fastest Baseline Outturn Outturn Rank response times (upper quartile) to housing adaptations to ensure EEF002 Carbon Emissions -9.18 -2.03 16.10 1 ↑ appropriate housing for those who require disability adaptations. HHA013 Homelessness 97.8 98.1 97.69 1 ↓ Prevention In addition to housing, homelessness is an extreme form of social exclusion and one that the council is committed to tackling. PLA006 Affordable Housing 37.2 54.0 31.03 7 ↓ Denbighshire has been consistently the best performing authority PSR002 Disabled Facilities 322 283 219 3 ↑ in Wales for homelessness prevention, ranking first in Wales for Grants five years in succession. PSR004 Vacant Houses 8.25 16. 9 18.54 3 ↑ returned to Empty homes represent a potentially underutilised housing occupation resource. They can also become a focus for increased levels of

crime, vandalism, anti-social behaviour, and drug-abuse.

32 CHAPTER 3 Corporate Performance Summary

EDUCATION The table below provides details of the National Strategic Indicators and our performance, where the trend column As a local authority, we currently maintain eight secondary represents the comparison for 2011/12 with 2010/11. schools, two special schools, and forty-nine primary schools, to educate over 14,000 pupils. The recent Estyn Inspection Code Description 2008/09 2010/11 2011/12 2011/12 Trend reinforces the good progress made improving education as part Baseline Outturn Outturn Wales of our Improvement Objective, where Estyn 2012 has judged Rank standards in Denbighshire to be ‘Good’ and cited the leadership EDU002i All children 1.80 0.74 0.82 18 ↓ management processes as ‘ Excellent ’. The Estyn Inspection also without qualification identified the new scrutiny structure and the level of performance

Page 56 challenge within the authority as appropriate to enable benefits to EDU002ii LAC without 0.00 6.67 0.00 1 ↑ education service performance. Praise was given to the authority qualification for the culture of openness between officers, members, external EDU011 Average point 326 402 450 4 ↑ departments, and our excellent relationships with schools. This score external inspection provides a record of accomplishment and we EDU015a SEN, including 100 100 100 1 ↔ feel that this has put the council on a firm footing for future exceptions improvements. EDU015b SEN, excluding 100 100 100 1 ↔ exceptions

33 CHAPTER 3 Corporate Performance Summary

LEISURE AND CULTURE

As a local authority, we attract nearly 3 million customer visits per year to our leisure centres, youth centres, and libraries. This represents the author ity's largest ‘customer facing’ services and one where Denbighshire has some of the highest rates for participation in Wales. In particular the level of user participation in sports and leisure activities in our leisure centres is among the highest in Wales (upper quartile), as is the level of use of our public libraries (upper quartile).

Page 57 The table below provides details of the National Strategic Indicators and our performance, where the trend column represents the comparison for 2011/12 with 2010/11.

Code Description 2008/09 2010/11 2011/12 2011/12 Trend Baseline Outturn Outturn Wales Rank LCL001 Library visits 8221 7289 7424 2 ↑ LCS002 Sport and leisure 8730 11500 10449 5 ↓ centre visits

34 CHAPTER 3 Outcome Agreements

The council, like all councils in Wales, has developed a set of ten TITLE DELIVERY SCORE outcome agreements with the Welsh Government. The outcome CONFIDENCE EXPECTATION agreements set out how we will work towards improving outcomes 1 Quality of Life GREEN 3 for local people within the context of the Welsh Government's 2 Good Social Care GREEN 3 national priorities. By their nature, the delivery of most citizen 3 Reduce Poverty GREEN 3 centred outcomes requires the involvement of multiple organisations for successful delivery. As a result, outcome agreements must have 4 Children's Well-Being AMBE R 2 a strong collaborative element, as well as evidence of partnership 5 Education and Skills AMBER/GREEN 2 working in order to have the greatest impact. 6 Community Safety AMBER/GREEN 3 7 Low Waste Society GREEN 3

SCOREPage 58 EXPECTATION PROGRESS EVALUATED AS… 8 Environmental Protection GREEN 3 28 of 30 EXCELLENT 9 Culture and Heritage GREEN 3 Our self-assessment suggests the potential for the maximum loss of 10 Value for Money GREEN 3 3 points due to some missed targets. We expect to receive confirmation shortly of the assessment from the Welsh Government, but we remain confident of satisfying the requirement for the full Outcome Agreement Grant in 2011/12, as any score between 25 and 30 will result in the full payment of the grant.

35 CHAPTER 4 The Corporate Plan in your Area

The council agreed the formation of six community areas in March 2009 as part of its commitment to bringing the council closer to the community.

Whilst the majority of the Corporate Plan aims to bring about improvements across the county, a number of schemes within each priority focus to deliver specific improvement in each community area.

The following sections contain a summary of what the council delivered during 2011/12 in each community area in relation to our corporate priorities. Page 59

The six community areas are:

Rhyl Area Denbigh Area Prestatyn Area Ruthin Area Elwy Area Dee Valley Area

36 CHAPTER 4 Rhyl Area

The Rhyl Area includes the five wards of the town of Rhyl itself. What we said we would do … What we did during 2011/12 … The area has an approximate population of 25,569 people, who are represented by eleven County Councillors. West Rhyl coastal flood defence The West Rhyl flood defence scheme. scheme was planned in three What we said we would do … What we did during 2011/12 … stages, and match funding from Welsh Government has had to be A new Regeneration Strategic We published the new Rhyl Going applied for in each phase. Phases Framework for Rhyl . Forward strategy in November 1 and 2 have been completed but 2011 the Welsh Government was unable Construct an extension of the quay During 2011/12, we: to guarant ee match f unding for Phase 3 in 2012/13. However, wall, new quayside commercial Agreed the concept for the discussions are on -going and we units, a new square, and state of design of the facilities. remain positive about the potential Page 60 the art cycle and pedestrian Undertook consultation with the for funding in 2013/14. bridge. These will provide harbour users. signif icant improvements to the Rhyl Harbour area. Undertook detailed design of The NEET (Not in Employment, The ‘Potensial’ project is the the new facilities. Education or Training) Rhyl extension of the original Project Gained the additional funding Project, targeted at Rhyl High NEET: Rhyl. The ‘Potensial’ project required for the project. School. To change the fut ures of a expanded engagement with those Undertaken p ublic consultation group of vulnerable learners and pupils in Rhyl who are NEET, or in and gained planning help them achieve and attain in an danger of becoming NEET, to permission. imaginative learning pathway. cover all of Denbighshire. The project provided alternative Gained the majority of the learning settings for about 100 necessary consents to carry out pupils, with around 85% gaining the work. some form of qualification following Placed advanced orders for engagement. construction materials in readiness for the start on site. Construction began on 30 July 2012.

37 CHAPTER 4 Rhyl Area

What we said we would do … What we did during 2011/12 … What we said we would do … What we did during 2011/12 … Potential new build replacement The council secured approval from Carry out maintenance work on the We deferred work on the Foryd for Rhyl High School is a priority in the Welsh Government in Foryd bridge, Bryn Hedydd road Bridge until 2012, which is now the council bid for 21st Century December 2011 for its overall culvert and Redwood Drive culvert . underway. Work recently started Schools funding. programme for the 21st Century on the Redwood Drive Culvert. Schools Programme for There is a delay to the work on the Denb ighshire. Following this, the Bryn Hedydd Culvert while further council has been in discussions design work is complet ed. regarding the phasing of the Programme, which is scheduled to run from 2014 to 2021. Community grant funding for a The Oak Tree Centre grant has not

Page 61 computer suite in the Oak Tree been claimed yet. They are Centre for young people, and for awaiting match funding and hope refurbishment of the Wellington to progress the project soon. The Community Centre to make the Wellington Community Centre facilities fully accessible. refurbishment was completed on schedule in June 2011.

Carry out resurfacing work on These projects were completed Warren Road, Prince Edward during the year. Avenue, and Ernest Street (improvements to this road a nd safe access to the school). The A548 coast road and Grosvenor Avenue will be a feature of the maintenance work.

Synchronise traffic signals to Signals have now been reduce delays and congestion in synchronised to the optimum the town centre . possible for preventing delays.

38 CHAPTER 4 Denbigh Area

The Denbigh Area includes the three wards of Denbigh town What we said we would do … What we did during 2011/12 … (including Upper Denbigh and Henllan) and the wards of The Denbigh Phase II THI is now Llandyrnog and Llanrhaeadr-yng-Nghinmeirch. The area has an running down, and will finish towards approximate population of 14,051 people, who are represented the end of 2012, with an anticipated by seven County Councillors. total spend of £5.75m. Community grant funding for a The Cae Dai Trust project has been What we said we would do … What we did during 2011/12 … Woodland Centre developed by completed , with match funding the Cae Dai Trust, and for the provided by the Denbighshire Rural The Intensively Supported The ISIL is now complete, a nd has Br o Cinmeirch Community Hall. Development Plan Key Fund. Independent Living (ISIL) been occupied since July 2012. Part of the grant has been claimed by development for people with Bro Cinmeirch, and we are currently Learning Disabilities at Henllan.

Page 62 waiting to see whether the remainder Renovating some of Denbigh’s Grants of £520,000 have been paid of the grant is required. historic buildings as part of in the 2011 -2012 financial year We have facilitated a shared We have facilitated a shared phase two of the Denbigh towards 10 building projects , and a headship between Ysgol Bryn headship for Ysgol Bryn Clwyd with a Townscape Heritage Initiative second phase of the Railings and Clwyd and Ysgol Gellifor, and neighbouring school, which will (THI) . Gates scheme, which was funded by are working with both schools to enable both schools to move towards Housing Renewals and managed by move towards a formal a formal federation agreement THI. Projects completed this year federation agreement between between the two governing bodies. include Ty Thomas Gee (19 Vale the two governing bodies. The Federated arrangements Street), 2 Crown Square, 28 High between the two schools were Street (former Crown Carpets), approved during the summ er of Coronation Buildings, 15/17 Bridge 2011 , and as of September 2011, the Street , and 90/92 Vale Street - schools now operate via single carried out in conjunction with Empty Governing Body and a single Head Homes. The Open Doors teacher. Denbighshire event in September was one of the most successful to New gymnasium at Denbigh Funding was secured in 2011 to date, with several of the recent and High School and new Denbigh develop a new activity studio in on -going projects being open to the Youth Centre. Denbigh. The council has now public for free during the Denbigh developed plans that involve the weekend.

39 CHAPTER 4 Denbigh Area

What we said we would do … What we did during 2011/12 … What we said we would do … What we did during 2011/12 … demolition of the existing gymnasium The Denbigh Area is covered by Many Rural Development Plan structure to be replaced by a new the Rural Development Plan, projects benefited the whole of the build activity studio. Work will begin which enter s its second phase in rural area and, i n some cases, the on this development in October 2012. 2011 -12. Support will be whole county. Specific projects Denbigh Youth Club is currently available for rural transport, supported within the Denbigh area located in a temporary b ui lding in tourism, energy generation, local during 2011 -12 included: Middle Lane, Denbigh. Tai Clwyd, a businesses, and to encourage interpretation board s at the Llyn Charitable Housing Association, have entrepreneurs. Brenig Visitor Centre; rebuilding and secured funding for a development remodelling of Cae Dai Museum, that will see Youth Services relocate Denbigh; and redevelopment and to this new venue in partnership with upgrade of Rhewl Pavilion. a number of other services and

Page 63 organisat ions. The site is curre ntly being cleared in preparation for construction.

Bridge maintenance work at The Pont Llyn Pandy work has been Pont Llyn Pandy and Candy Mill completed during the year. Railway Bridge. However, the Candy Mill Railway bridge maintenance has been delayed due to on-going third party negotiations.

Resurfacing at Llangwyfan These projects were completed Crossroads and sev eral roads in during the year. the Henllan area. Work will also begin on the A543 near Llyn Brenig to improve the surface condition on this popular route. Denbigh bypass also features in the maintenance programme.

40 CHAPTER 4 Prestatyn Area

The Prestatyn Area includes the four wards of the town of What we said we would do: What we did during 2011 /12: Prestatyn and the Meliden ward. The area has an approximate population of 19,622 people, who are represented by ten County Refurbishment of Prestatyn Youth The council carried out some Councillors. Centre. improvements to Prestatyn Youth Centre, improving access and t he overa ll aesthetics of the building. What we said we would do: What we did during 2011 /12: This work included refurbishment of toilet areas, external and internal Community grant funding for £12,200 was awarded and the redecoration, a new glazing system, enhancements to the Scala enhancement works have been and an upgrade of the old heating Cinema and A rts Centre. completed. system. Alternative premises for Prestatyn Funding applications w ere Page 64 Community grant funding for This project was completed on time. heating improvements at Nant Hall Library. completed in early 2012 and Road Presbyterian Church. submitted to CYMAL (Welsh Government’s Museums, Archives, Begin an extension to Ysgol y Llys The funding contracts were agreed & Libraries Section). Confirmation Welsh medium primary school. with the Wels h Government in was received in March 2012 that the December 2011. This has enabled authority had been awarded an overall investment between the £300,000 towards the proposal to council and the Welsh Government relocate the existing library from of £3m to be secured. Design work Nant Hall Road to King Avenue. started on the project in December Works are on-going to deliver this 2011 and it is hoped that proposal. construction work will commence on site by April 2013 for completion by Refurbishment of the sports hall The outside tar mac tennis courts the summer of 2014. and outdoor facilities at Prestatyn were replaced in 2011 w ith a High School . synthetic all -weather pitch surface Complete the amalgamation of The new Bodnant Community with new associated high -level Bodnant Infants an d Junior School came into being as of the 1st fencing and floodlights suitable for a schools, with the new ‘Bodnant January 2012. ran ge of recreational activities. This School’ being operational by 1st was a £320,000 project with benefits January 2012. to both community users and pupils

41 CHAPTER 4 Prestatyn Area

What we said we would do: What we did during 2011 /12:

of Prestatyn High School. The sports hall refurbishment was completed in February 2012 at a cost of approximately £182,000. This work included a Granwood sprung flooring system, new fixed sports equipment, a rebound sports wall , and full redecoration.

Micro -asphalt treatment at Bastion These projects were completed Road, the main road down to the during the year.

Page 65 beach, and at the top of Fforddlas. This will link to a scheme to provide a footway as part of the Offa ’s Dyke Path.

Re -surfacing work on Kings Re -surfacing work on Kings Avenue Avenue will link into the junction is now due in October 2012 improvements being undertaken because of delays to o ther related as par t of the stadium works. Other work relating to the development in the town. Other stadium d evelopment was works relating to the stadium substantially complete but on going development on High Street at the time of writing. Substantial include a shopping park progress had been made with the development and bus station bus station development in redevelopment. particular.

42 CHAPTER 4 Ruthin Area

The Ruthin Area includes the five wards of Ruthin, Efenechtyd, What we said we would do: What we did during 2011/ 12: Llanarmon-yn-Ial / Llandegla, Llanbedr Dyffryn Clwyd / Llangynhafal, and Llanfair Dyffryn Clwyd / Gwyddelwern. The single Governing Body and a single Head teacher. area has an approximate population of 13,130 people, who are represented by seven County Councillors. Work with the governing body of The federated arrangements Ysgol Gellifor to enable their head between the two schools were teacher to become a shared head wi th approved during the summer of What we said we would do: What we did during 2011/ 12: Ysgol Bryn Clwyd, Llandyrnog. Also 2011 and , as of September work towards a fo rmal federation 2011, the schools now operate The opening of the Awelon Extra Care The Awelon Extra Care Housing agreement between the two governing via a single Governing Body and Housing development in Ruthin. was opened in December 2011, bodies of the schools. a single Head Teacher. and is now fully occupied.

Page 66 Tender for a development partner to Alliance Leisure Services Ltd Community grant funding for The Cae Ddol project is invest in the new physical education were appointed in March 2012 improvement to Cae Ddol lake, and complete. facilities for Ysgol Brynhyfryd and the on a five year framework for the refurbishment of Neuadd The Neuadd Pwllglas project has community. agreement for the development Pwllglas. been completed, with match of new and the refurbishment of fun ding by the Rural existing leisure f acilities within Development Plan Key Fund. Denbighshire. The first project is the development of facilities at Work with the governing body of Work with the governing body of Ysgol Brynh yfryd / Ruthin Ysgol Gellifor to enable their Ysgol Dyffryn Ial to progress a project Leisure Centre. The propose d head teacher to become a to move towards improved facilities on work includes a full size all - shared head with a neighbouring a single site in Llandegla, with the weather pitch , a new build school and work towards a intended closure of the Bryneglwys reception , and fitness suite formal federation agreement site. facility. The business case for between the two governing funding was approved in July bodies of the schools. 2012 , and the scheme design The Federated arrangements details are now being finalised. between the two schools were approved during the summer of 2011 and as of September 2011, the schools now operate via

43 CHAPTER 4 Ruthin Area

What we said we would do: What we did during 2011/ 12: What we said we would do: What we did during 2011/ 12:

Resurfacing work between Llanferres These projects were completed Public Rights of Way footbridges and Maeshafn, and in the during the year , with the in the area have b een built or Clawddnewydd and Llandegla area. exception of the A5104 works in replaced. In response to r esidents' calls for their Llandegla. The A5104 project village through route to be improved, did not start until September work will begin in Bryneglwys. 2012 due to delayed Improvements to link roads into many negotiations with landowners. other villages, including Eryrys and Llanelidan, will form an important part of the programme.

Page 67 The Ruthin Area is covered by the Many Rural Development Plan Rural Development Plan, which enters projects benefited the whole of its second pha se in 2011-12. Support the rural area and, in some will be available for rural transport, cases, the whole county. tourism, energy generation, local Sp ecific projects supported businesses, and to encourage within the Ruthin area during entrepreneurs. 2011 -12 included: redevelopment of the Old Schoolroom, Llanarmon yn Ial; development and upgrading of Neuadd Pwllglas; and the enhance ment of facilities at Canolfan C ae Cymro, Clawddnewydd.

Bridge maintenance work at Pont Work on Pont Eyarth Uchaf was Eyarth Uchaf, and improvements to completed in Summer 2012 , walking and cycle routes. having been delayed due to local agricultural activities. Eight

44 CHAPTER 4 Elwy Area

The Elwy Area includes the seven wards of St Asaph East, St What we said we would do: What we did during 2011 -12: Asaph West, Rhuddlan, Bodelwyddan, Dyserth, Tremeirchion, Refurbishment of St Asaph Youth St. Asaph Youth Centre underwent and Trefnant. The area has an approximate population of 16,883 Club. an extensive refurbishment in 2011, people, who are represented by eight County Councillors. which included the construction of a new mezzanine floor creating improved capacity on the site for What we said we would do: What we did during 2011 -12: youth work sessions and additional Community grant funding for This project, match funded by the meeting space. The development modernising facilities at Rhuddlan Denbighshire Rural Development also rectified issues with disabled Community Centre. Plan Key Fund Scheme, has been access on the site. completed. Community grant funding for This project has not yet been

Page 68 Community grant funding for a This project has been delivered. improved drainage and computer delivered, but an extension to t he covered seating area at Admirals facilities for Waen Parish Hall. funding has been granted to enable playing fields. the project to be delivered during 2012. Community grant funding for CCTV Project claims recently processed, on St Asaph High Street. not all of the allocation granted . Resurfacing Pont y Cambwll and These projects were completed surface dressing B5381, Eryl Hall. during the year. Progress plans for an extension The council secured approval from Roads in the Glascoed area will and refurbishment for Ysgol Glan the Welsh Government in also benefit from the surface Clwyd. December 2011 for its overall dressing programme around the programme for the 21st Century village. Schools Programme for Denb ighshi re. Following this, the A number of roads in the Cwm / These projects were completed council has been in discussions Rhuallt / Bodfari area will also be during the year. regarding the phasing of the targeted for much needed Programme, which is scheduled to resurfacing, along with High Street run from 2014 to 2021. and Waterfall Road. Review and amendment of parking Formal Consultation on Phase 1 restrictions in St Asaph town (t he top section) is complete , with centre. follow on discussions now taking place with stakeholders.

45 CHAPTER 4 Elwy Area

What we said we would do: What we did during 2011 -12: Much of the Elwy a rea is covered Many Rural Development Plan by the Rural Development Plan, projects benefited the whole of the which enters its second phase in rural area and, in some cases, the 2011 -12. Support will be available whole county (e.g. KickStart, which for rural transport, tourism, energy provided a bus route from Rhyl to generation, local businesses, and Wrexham, taki ng in rural areas to encourage entrepreneurs. too). Specific projects supported within the Elwy area during 2011- 12 included: redevelopment of Neuadd Owen, Cefn Meiriadog; enhancing and expanding the facilities available for the Page 69 Bodelwyddan Green Space Community Project; and the installation of solar panels at the Derwen Cornel Site to generate electricity to be sold to the National Grid.

46 CHAPTER 4 Dee Valley Area

The Dee Valley Area includes the three wards of Llandrillo, Corwen, What we said we would do: What we did during 2011 -12: and Llangollen. The area has an approximate population of 7,754 people, who are represented by four County Councillors. A review of primary provision in the Extensive consultation was Edeyrnion area, and continuing to completed , which led to two work with the community to statutory proposals being published What we said we would do: What we did during 2011 -12: develop options for future provision in October 2011 . Objections were in the area. collated and submitted to the Corwen flood alleviation scheme. In February 2012, Council Minister for Education for approved a bid for £100,000 to determination. The proposal to carry out initial des ign work for the close Ysgol Glyndyfrdwy was scheme. Subsequently, Welsh approved by the Minister in March Government has awarded a grant 2012. The proposal for an Area of £309,000 to enable the scheme Page 70 School at Cynwyd (to replace Ysgol to be progressed to the pre - Llandrillo and Ysgol Maes Hyfryd) construction stage, i.e. design was approved by the Minister in completed and contract documents May 2012. The c ouncil also prepared. Welsh Government has worked with the governing bodies indicated that fundin g for the of Ysgol Caer Drewyn and Ysgol construction phase of the scheme Carrog to secure a federation is unlikely to be available this agreement for the joint leadership financial year. and management of the two schools from September 2012.

Community grant funding for: The Royal Air Force Association A building project to increase the The work was completed in refurbishment of the kitchen at the kitchen refurbishment project was size of Ysgol Bryn Collen / Ysgol September, which has enabled Royal Air Force Association Hall; completed on schedule. Gwernant in Llangollen. The three new classrooms and support for plumbing and access facilities at Match -funding for the St John’s investment of nearly £800k is areas to be provided for Ysgol St John’s Church in Llangollen; and Church project is not yet in place. scheduled to be completed in time Gwernant . Minor improvement for environmental improvements at The Uwch y Dre project is bei ng for September 2011. works have taken place in Ysgol Uwch y Dre , Corwen. carried out by Public Realm – Bryn Collen. internal transfer imminent.

47 CHAPTER 4 Dee Valley Area

What we said we would do: What we did during 2011 -12: What we said we would do: What we did during 2011 -12:

Bridge maintenance work at Pont Work on Pont Dyffrdwy has been trail; installations of energy efficient Cilan, Pont Dyffrdwy Cynwyd, and completed during the year. At the equipment into Neuadd Carrog; Pont Llwyn Onn. time of writing the Pont Cilan work and renovation and reconfiguration was on-going, although substantial of St Collens Community Hall in improvements have been made. Llangollen. The Pont Llwyn work has been delayed until March 2013 , to allow for additional design requirements.

Resurfacing Station Road, The resurfacing of Station Road, Glyndyfrydwy; surfacing works in Glyndyfrydwy; surfacing works in

LlangollenPage 71 (including along Abbey Llangollen (including along Abbey Road; and a surface dressing Road; and the surface dressing programme in the Pentredwr area. programme in the Pentredwr area), Many minor but strategically have all been completed during the important roads to the south of year . The minor routes south of Llangollen will also se e Llangollen have all been completed improvements . Following requ ests during the year with the exception from the Community Council roads of the Carrog village scheme. This in the Carrog area - linking the ran into difficulties relating to the village to the A5 and Corwen - narrowness of the road and weak have been included on the bridge close by. This will be programme. reviewed shortly and new options delivered.

The Dee Valley Area is covered by Many Rural Development Plan the Rural Development Plan, which projects benefited the whole of the enters its second phase in 2011 - rural area and, in some cases, the 12. Support will be available for whole county. Specific projects rural transport, tourism, energy supported within the Dee Valley generation, local businesses, and area during 2011 -12 included: to encourage entrepreneurs. developing the Brenig Way walking

48 CHAPTER 5 2012 Indicators

We established our ‘ 2012 Indicators’ back in 2009 as a way of ass essing whether we had become a ‘high performing council’ by 2012. It is a set of nineteen national indicators for which we would be able to compare our performance against that of other local authorities in Wales. In 2011/12, Denbighshire performed in the top quarter of councils in Wales for fifteen of the nineteen Indicators (84.2%). This makes Denbighshire the highest performing council in Wales when judged against our 2012 Indicators.

Page 72 We improved our performance for eight of the nineteen indicators in 2011/12 when compared to 2010/11; maintained perfect (i.e. 100%) performance for three indicators; and performed lower for eight indicators. When comparing our 2011/12 performance with the baseline year in 2008/09, we improved in twelve of the nineteen indicators; maintained perfect performance for four indicators; and only performed lower for two indicators.

It is clear that there has been a general trend of improving performance in the 2012 Indicators by Denbighshire County Council during the period of our Corporate Plan 2009-12.

The following table provides details of the 2012 Indicators and our performance. The trend column represents the trend when comparing our performance for 2011/12 with 2010/11.

49 CHAPTER 5 2012 Indicators

Code Description 2008/09 2009/10 2010/11 2011/12 Trend Code Description 2008/09 2009/10 2010/11 2011/12 Trend Baseline Outturn Outturn Outturn Baseline Outturn Outturn Outturn CHR002 Sickness Absence 12.9 10.9 9.20 9.45 SCA019 Adult protection 81.9 82.2 92.7 87.4 (BM) (BM) (Q1) (Q1) ↓ referrals (Q1) (Q1) (Q1) (Q1) ↓ EDU002i All children without 1.80 0.87 0.74 0.82 SCC002 LAC school 19.1 6.00 12.3 8.51 qualification (BM) (BM) (BM) (BM) ↓ changes (BM) (Q1) (Q2) (Q1) ↑ EDU002ii LAC without 0.00 0.00 6.70 0.00 SCC033a Former LAC in 100 100 100 100 qualification (Q1) (Q1) (BM) (Q1) ↑ contact (Q1) (Q1) (Q1) (Q1) ↔ EDU011 Average point 326 396 402 450 SCC033b Former LAC in 92.9 62.5 91.7 85.7 score (BM) (Q2) (Q2) (Q1) ↑ suitable (Q2) (BM ) (Q2) (BM) ↓ accommodation EDU015a SEN, including 100 100 100 100

Page 73 exceptions (Q1) (Q1) (Q1) (Q1) ↔ SCC033c Former LAC not 50.0 62.5 91.7 64.3 NEET (BM) (Q2) (Q1) (Q1) ↓ EDU015b SEN, excluding 100 100 100 100 exceptions (Q1) (Q1) (Q1) (Q1) ↔ WMT004 Waste to Landfill 69.1 42.6 42.9 40.8 (BM) (Q1) (Q1) (Q1) ↑ EEF002 Carbon Emissions -9.18 7.71 -2.03 16.1 (BM) (Q1) (BM) (Q1) ↑ WMT009 Waste for 30.7 51.0 55.1 57.2 Recycling (BM) (Q1) (Q1) (Q1) ↑ HHA013 Homelessness 97.8 99.0 98.1 97.7 Prevention (Q1) (Q1) (Q1) (Q1) ↓ PLA006 Affordable Housing 37.2 9.16 54.0 31.0 (Q1) (BM) (Q1) (Q2) ↓ PSR002 Disabled Facilities 471 381 283 219 Grants (BM) (BM) (Q1) (Q1) ↑ PSR004 Vacant Houses 8.25 23.5 16.9 18.5 returned to (Q1) (Q1) (Q1) (Q1) ↑ occupation SCA001 Delayed transfers 0.51 1.21 0.71 0.50 of care (Q1) (Q1) (Q1) (Q1) ↓

50 CHAPTER 5 Performance Management Framework

The council has a comprehensive performance management Self-Assessment framework in place to support its aim of continuous improvement. This is a continuous process, which takes place throughout the year, The council produces an annual corporate self-assessment, which with the conclusions brought together to create this annual highlights the strengths and weaknesses of the organisation and performance review. Some of the key features of our Performance enables the development of actions to address those issues. The Management Framework include: council also produces an annual social services report, which provides a comprehensive evaluation of the provision of social Cabinet services and the organisational support required to deliver these services successfully. Each financial year, the council also submits a Our Cabinet discuss performance reports against our Corporate Plan self-assessment of performance in relation to our Outcome four times per year, with the relevant Lead Cabinet Members

Page 74 Agreement, which precedes an evaluation and assessment of our addressing any areas of underperformance. success by the Welsh Government.

Performance Scrutiny Committee We produce an Annual Governance Statement, which evaluates the effectiveness of our governance framework. The purpose of our Our Performance Scrutiny Committee has responsibility for governance framework it to ensure that the council is doing the right scrutinising performance across the council, including performance things, in the right way, for the right people, in a timely, inclusive, against our Corporate Plan, our thirteen Service Plans, and our open, honest and accountable way. In our Annual Governance Outcome Agreement with the Welsh Government. Statement 2011/12, we identified two issues around information Service Performance Challenge governance that we will address during 2012/13.

Each service has a twice-yearly Service Performance Challenge, The two issues in the Annual Governance Statement were: where relevant Elected Members and senior officers provide a We have not made sufficient progress in developing policies challenge to service performance and discuss issues relating to and processes to govern the management and secure strategic direction, risks, and resources. A requirement of this handling, storage, disposal and sharing of information assets. process is for each service to submit a Service Position Statement, We need to develop a more consistent approach to the use of which includes a self-assessment of performance. information to support strategic planning and decision-making.

51 CHAPTER 5 Performance Management Framework

We are satisfied that the steps we plan to take during 2012/13 will This report contains the main conclusions from all our external audit address the identified issues, and we will report on this as part of our and inspection work during 2011/12. Annual Governance Statement 2012/13. Continual Strategic Review External Audit and Inspection This on-going process of self-assessment and external regulation The work of external regulators is another way for the council to feeds into the council's planning cycle to ensure that we develop understand its performance. The Wales Audit Office (WAO) appropriate responses to any issues found. Each year the council undertakes two assessments of the council each year. These produces and publishes a Corporate Plan Annual Delivery reviews evaluate our performance as a council and assess our Document. This document provides an update of the council's plans prospects for further improvement. to support the delivery of the Improvement Objectives. The document contains the details of the activities designed to have a Page 75 The WAO assessments of the council are available to download on positive impact on the outcomes in our Corporate Plan. the WAO website. The publication of the national performance data in August allows Her Majesty’s Inspectorate for Educatio n and Training in Wales the council to review its plans and consider whether any specific (Estyn) undertakes inspections of individual schools, as well as work is required to address particular areas of performance. In periodic assessments of the quality of Denbighshire as a local addition, the council reviews existing indicators and performance authority. measures to ensure they remain appropriate in terms of measuring the outcomes in our Corporate Plan. The Estyn inspection of Denbighshire in 2011/12 is available for download on the Estyn website. Each of the council’s thirteen servi ces produces a Service Plan every year. Looking at the service from a community perspective, each The Care and Social Services Inspectorate Wales (CSSIW) also service identifies the outcomes or benefits it aims to deliver for the undertakes an annual review of the council's performance in relation communities of Denbighshire. Services consider feedback received to the provision of social services. from the community as part of this process. The Service Plans The CCSIW review for 2011/12 is available for download on the contain key service indicators and performance measures, as well as CSSIW website. the activities designed to have a positive impact on the outcomes.

52 CHAPTER 5 Performance Management Framework

From a financial perspective, the assessment of our performance also influences the budget setting process. The autumn round of Service Challenge meetings enable the council to discuss areas where further efficiency savings can be made, and the potential impact that may have on council performance in terms of service delivery. The aim is to make the necessary financial savings without a negative impact on front-line service delivery. The assessment of council performance also enables the council to decide the extent to which it needs to provide additional funding for corporate priorities in future years. Page 76 For further detail on any of the information contained within this report, please contact the Corporate Improvement Team using the contact details on Page 2.

53 Agenda Item 7

Report To: County Council

Date of Meeting: 9 October 2012

Lead Member / Officer: Cllr Barbara Smith, Lead Member for Modernisation and Performance / Alan Smith, Head of Business Planning and Performance

Report Author: Tony Ward, Corporate Improvement Team Manager

Title: Denbighshire County Council’s Corporate Plan 2012-17

1. What is the report about?

This report presents the council’s draft Corporate Plan 2012-17.

2. What is the reason for making this report?

A decision is required to approve the final draft version of the Corporate Plan 2012- 17, attached at Appendix I to this report.

3. What are the Recommendations?

It is recommended that, subject to any agreed changes, Members approve the final draft of the Corporate Plan 2012-17 to enable the document to be translated and published.

4. Report details.

The Corporate Plan 2012-17 is intended as a high level strategic document to guide the direction of the council for the next 5 years. It has therefore been developed with that in mind and does not contain details of everything the council will do during the next 5 years to support the corporate priorities. Furthermore, because the Corporate Plan is intended to be an accessible document, we have not included details of all the indicators and performance measures we will use to evaluate our success. We will therefore produce a separate document which will define the tools we will use to monitor the Plan. We will also publish a Corporate Plan Delivery Document every year to provide specific details of what we expect to deliver in that particular financial year to support our priorities.

The Corporate Improvement Team is currently working with services to follow-up on the other priorities identified by individual Members during the Corporate Plan event on 31 st July. A document demonstrating how services are currently responding to those priorities will be circulated to Members in due course.

Page 77

5. How does the decision contribute to the Corporate Priorities?

Approval of the Corporate Plan 2012-17 will establish the priorities for the council for the period of this council term.

6. What will it cost and how will it affect other services?

The Corporate Plan 2012-17 includes a 5-year financial strategy which outlines the anticipated capital investment required to deliver the priorities. This strategy was developed following a Members workshop on 11 th September led by the Head of Finance and Assets.

7. What consultations have been carried out and has an Equality Impact Assessment been undertaken?

A draft set of corporate priorities was published for public consultation during August 2012. The consultation period ended on 11 th September, and all the comments received are included at Appendix II to this report. However, Town and Community Councils were given until October 5 th to respond, due to the fact that they did not meet during August. Therefore a complete list of feedback from the consultation, including those from Town and Community Councils, will be circulated at the Council meeting on 9 th October.

Members have been consulted in a number of ways during the development of the Corporate Plan since the draft set of corporate priorities were agreed by Members on 31 st July: • Quality Control Group, 22 nd August (volunteers from event on 31 st July session). • Cabinet Briefing, 10 th September. • Informal Council Session: Financing the Corporate Plan, on 11th September. • Performance Scrutiny Committee, on 20th September 2012.

The Corporate Improvement Team has, in consultation with services, undertaken an Equality Impact Assessment on the draft Corporate Plan 2012-17. This assessment provides context to the Corporate Plan and helps Members to understand the potential impact of the plan on people who share protected characteristics. The conclusions from this assessment are included at Appendix III to this report.

8. Chief Finance Officer Statement

The plan contains high level spending plans covering the next five years and will set the context for the Medium Term Financial Plan that will be presented to members. The investment outlined is ambitious but necessary if the Council is to continue to improve key services. The Council faces a difficult few years with a challenging financial environment and should the need arise, plans are flexible enough to be changed if the financial situation changes.

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9. What risks are there and is there anything we can do to reduce them?

The Corporate Risk Register is currently being reviewed, and this will include any risks associated with delivering the new Corporate Plan, once this has been agreed. The revised Risk Register will be presented to the Performance Scrutiny Committee on 29 th November 2012.

10. Power to make the Decision

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Corporate Plan 2012-17

An excellent council, close to the community

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By POST: Corporate Improvement Team Denbighshire County Council,

County Hall, Wynnstay Road, Ruthin, LL15 1YN

Page 82

CONTENTS

FOREWORD 3

INTRODUCTION 4

THE FINANCIAL STRATEGY TO SUPPORT OUR CORPORATE PLAN 5

PRIORITY: DEVELOPING THE LOCAL ECONOMY 8

PRIORITY: IMPROVING PERFORMANCE IN EDUCATION AND THE 10 QUALITY OF OUR SCHOOL BUILDINGS

PRIORITY: IMPROVING OUR ROADS 11

PRIORITY: VULNERABLE PEOPLE ARE PROTECTED AND ARE ABLE TO 12 LIVE AS INDEPENDENTLY AS POSSIBLE

PRIORITY: CLEAN AND TIDY STREETS 13

PRIORITY: ENSURING ACCESS TO GOOD QUALITY HOUSING 14

PRIORITY: MODERNISING THE COUNCIL TO DELIVER EFFICIENCIES 15 AND IMPROVE SERVICES FOR OUR CUSTOMERS

HOW OUR CORPORATE PLAN WAS DEVELOPED 17

MONITORING OUR SUCCESS IN DELIVERING THE CORPORATE PLAN 19

OUR COMMITMENT TO SUPPORTING WELSH LANGUAGE AND 20 CULTURE

Page 83 1

Denbighshire County Council’s priorities for 2012-17 are:

Developing the local economy

Improving performance in education and the quality of our school buildings

Improving our roads

Vulnerable People are protected and are able to live as independently as possible

Clean and tidy streets

Ensuring access to good quality housing

Modernising the council to deliver efficiencies and improve services for our customers

Page 84 2

FOREWORD

I am pleased to present this Corporate Plan, which sets out the priorities for our council during the next five years. The plan is the result of more than a years’ work, including extensive consultation and engagement, and I am therefore confident that our priorities reflect the needs of our communities.

It is well known that local authorities are facing difficult times. We have got less money to invest in council services, and we must also manage issues that are outside of our control, such as the global economy, welfare rights reform and the restructure of the health service. During these difficult times, it is important that we play our part by providing the best services possible for residents, and by focussing on priorities that will make a difference to people’s lives. Our Corporate Plan has a clear focus on improving services for our customers. We are also committed to becoming more responsive to the needs of customers, and to being clearer about what standards of service our customers should expect from the council.

I want our residents to have pride in their communities, and also to have confidence that the council is doing everything possible to develop this. Having recently seen the commitment and sense of pride displayed by volunteers at the London 2012 Olympic Games, I want the council to work closely with local communities during the lifetime of this Corporate Plan to encourage the development of volunteering and community activities throughout Denbighshire. Only by working together will we be able to make our communities more vibrant and instil a sense of pride in our towns and villages.

I would also like the council to become more accountable to the public, and to achieve that we must reduce bureaucracy and make information easier to understand. The information on page 15 describes how we will monitor the delivery of the Corporate Plan, and I hope to see some of you at future meetings of our Cabinet when we will be discussing our progress.

The priorities we have set are very ambitious and will move Denbighshire, and the council, forward. The plan is supported by all our Councillors, regardless of political allegiance, and we are very clear that these priorities should direct our financial decisions over the next five years. We believe that, by delivering this Corporate Plan, we can transform the lives of many people in Denbighshire, and that we can create a legacy for the future.

Councillor Hugh H Evans, Leader of Council

Page 85 3

INTRODUCTION

I am proud to say that Denbighshire is now one of the highest performing councils in Wales. Over the lifetime of this Corporate Plan, I want the council to maintain this status and deliver further improvements. I want Denbighshire to become an excellent council and to compare favourably with the best authorities outside of Wales. To do this, we must continue to provide consistently good services and strive for excellence, despite having less money to spend.

The financial environment means that money is tight at the current time, and that is as true for the council as it is for households and individuals. We have less money to invest in services than we have had in the past, and that means we need to be clear about where our priorities lie. This Corporate Plan not only sets out what our priorities are for 2012-17, but it also says how much additional funding we think is needed to deliver those priorities.

In order to identify the priorities for our Corporate Plan, we undertook a significant amount of research, analysis, and engagement work, which highlighted a number of themes that are important to our communities. The themes emerging from our research and engagement work then underwent significant consultation to refine and develop them into what are now the priorities within our Corporate Plan.

Each of our priorities will have to be approached in a different way. Some are about changing the way the whole council works, whilst others will be delivered by a small number of council services working together. Some will take several years to deliver and will require a significant amount of financial investment, whilst others may be achievable relatively quickly and may require additional effort and human resources, rather than substantial amounts of new money. The priorities focussing on the economy and education, in particular, have a timescale beyond the five years of this plan. Although we expect to see real progress in these priority areas, we believe that the full benefits will be realised beyond 2017.

In order to continue to provide high quality services to our residents, it is essential that we modernise the council and exploit technology to become more efficient and cost-effective. Changing the way we work will enable us to divert valuable resources to support services to the public. Delivering our modernisation agenda will be the key to protecting frontline services and protecting jobs during the next five years, which is why this is one of the priorities within our Corporate Plan. It is not only important in its own right, but it also underpins our other priorities.

This is, without question, the most ambitious Corporate Plan the council has ever had, but it is also achievable. I believe that, by delivering this plan, we can make a significant and lasting difference to the people and communities of Denbighshire.

Dr Mohammed Mehmet, Chief Executive Page 86 4

THE FINANCIAL STRATEGY TO SUPPORT OUR CORPORATE PLAN

BACKGROUND

The financial position faced by local authorities is currently very tough. Funding cuts by the UK Government in recent years mean that we have a lot less money to invest in services that we used to. So far, we have been able to manage this situation by reducing our spending without any noticeable impact on the frontline services valued by our communities. However, we don’t expect the financial position to get any better over the next five years, and we think that we will need to continue to make savings of at least £3.5 million each year for the foreseeable future. This is obviously going to limit what the council is able to do, and some very difficult decisions will need to be made about how we are going to make those savings.

Further financial pressures are likely to arise from such things as rising energy costs; offices and school buildings that are in poor condition and require significant investment just to keep them open; an increasing number of older people needing services from us; and a global economy that is struggling to achieve growth.

OUR AMBITION

Despite the difficult situation we are faced with, this council has a very clear ambition not only to maintain the quality of its services, but also to improve. We are already one of the best councils in Wales, but we want to improve from being a “good” council to become an “excellent” council. We also want to create a legacy for Denbighshire by transforming the quality of our schools, and housing for our older people who are unable to remain living in their own homes.

We think that we are leading the way in the UK by having a Corporate Plan that sets out how much additional money we hope to invest in our priorities over the next five years in order to achieve our ambitions. Our Councillors have shown a desire to match their ambitions with the additional investment needed to deliver real change for the communities of Denbighshire.

HOW MUCH MIGHT THIS COST?

This Corporate Plan sets out our ambitious, but deliverable priorities for the next five years. Some of these priorities will require significant capital investment in order to achieve our ambitions. We think that we will need to invest somewhere in the region of an additional £134 million pounds of capital funding in our priorities over the next five years. That is a big number, and it is in addition to any money we have already committed to those priority areas.

The £134 million is also aspirational, and based on current assumptions about our financial position over the next five years. Should our situation change, we have the controls and processes in place to enable us to review our financial strategy during the lifetime of the Corporate Plan. Page 87 5

Our current thoughts about what we might spend the additional money on are set out within the sections on each priority. Not all of our priorities will require additional capital funding, but some - particularly the priorities about improving education, roads and independent living - would not be possible without it. Other priorities, such as providing a clean environment, may just involve doing things differently, or they may require additional revenue funding.

In addition to the capital investment, we will continue to move more of our revenue budget to priority areas over the next five years. During 2010-12 we moved £2.5 million of our revenue budget to support corporate priorities, and we expect to move an additional £5 million of revenue funding to priority areas by 2017. This will mean that we will have less money available for areas that are not identified as a priority.

HOW CAN WE AFFORD THIS?

Although £134 million is a large sum of money, the council would not have to provide all of this money itself. We expect that grants from the Welsh Government will be available to help fund the planned work to improve our schools and roads, and that other partners would be likely to contribute to our planned extra care housing projects. In reality, we think that the council may have to contribute around £78 million of the £134 million. Some of this £78 million would be found from reserves, balances and by selling assets, with the rest being generated through prudential borrowing.

Of course this money will have to be repaid. However, we have experience of using prudential borrowing, and we have used it successfully in the past to invest significant additional funding in our roads, and to invest in our housing stock, which enabled us to reach the Welsh Housing Quality Standard on time and ahead of most other councils.

WHAT ARE THE RISKS?

There are always risks attached to any significant level of capital spending, but we understand those risks and we are confident that the proposals are achievable. Furthermore, we believe that the risks of not investing in our priorities are even greater.

If we choose not to invest in our priorities over the next five years, then our assets will continue to deteriorate; services may not be able to improve; and we would need to spend more and more money just to be able to maintain existing standards. For example, we currently spend approximately £1.5 million per year just to keep our school buildings open by undertaking urgent repairs. Without the additional investment, we would also have to accept that the condition of our roads would deteriorate, and that we would n’t be able to provide the extra care housing that is needed to support people to live independently.

Page 88 6

If we do not invest in our priorities we will not realise our ambitions. Some of our ambitions require a lot of investment, but they will lead to radical improvements. For example, we believe that the investment in schools and education in Rhyl will dramatically improve the life chances of many children from some of the most deprived areas in Wales.

We also believe that our ambition to invest an additional £134 million of capital funding in Denbighshire over the next 5 years will have a significant knock-on effect on the local economy. We will adapt our procurement strategy to ensure that Denbighshire gets the maximum possible benefit from this additional spending, for example, by working with those undertaking big construction projects so that they use local people to deliver the work.

DOES EVERYONE SUPPORT THIS APPROACH?

The financial strategy outlined above has been developed with our Councillors, and they all support this approach. Should circumstances change, and these plans become unaffordable, we have the flexibility to change our levels of spending accordingly.

As we implement these radical changes, the next five years will be an exciting and challenging time for the council. With these levels of additional investment, we must deliver drastic improvements. If we are successful, and we believe we will be, Denbighshire will be one of the best places in the UK to live, learn, work and visit by 2017.

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Priority: Developing the local economy

Denbighshire residents, in common with communities across Wales, have stressed the importance of reviving the local economy to provide a sound base for all other development. By and large, it is businesses that deliver economic growth. As a local authority, however, together with other local and regional partners, we can help by creating and supporting the conditions that allow those businesses to be successful and flourish. The establishment of the North Wales Economic Ambition Board offers opportunities for the county that we will enable local businesses to take advantage of. We will focus on ensuring the right infrastructure is in place, that Denbighshire’s workforce has the right skills and that our businesses are aware of current and future opportunities for growth. We will also promote Denbighshire as a great place to live, work, visit and do business in. We will make it easier for businesses to operate, wherever possible reducing bureaucracy, streamlining processes and providing high quality advice and support. As an employer and purchaser of goods and services, we will also play our part in supporting the local economy. A healthy economy also depends on vibrant economically active communities. Therefore, we will also focus on realising local ambition in our towns and rural communities, and on improving outcomes for individuals by tackling the persistent deprivation concentrated in parts of Rhyl & upper Denbigh. In realising this priority, we hope to achieve the following outcomes: The infrastructure that connects the county, internally and to the wider region and beyond, will enable individuals and businesses based in Denbighshire to compete effectively in wider markets for jobs and trade Z The council will play a leadership role in campaigning for investment in infrastructure to improve travel and communication, such as roads, rail transport and broadband. To do this we will work closely with regional partners through the North Wales Economic Ambition Board. Denbighshire will have a workforce with the skills required for business growth Z The council will work with local and regional partners to understand the skills demands from business in Denbighshire and in the wider market, including in the Enterprise Zones at Deeside and Anglesey. We will ensure the delivery of a high class and relevant school curriculum and provide support to partners in creating demand and opportunities for training, apprenticeships, further and higher education. Businesses will develop and grow in Denbighshire Z The council will provide easily accessible, high quality business advice and support. We will focus particularly on encouraging new start-ups and growing small and medium enterprises, and will work to attract inward investment. Z We will put in place planning policies to encourage the development of employment land and facilitate the provision of buildings to meet the needs of modern businesses.

Page 90 8

Denbighshire’s existing economic strengths and new potential will be maximised If we are successful Z The council will work with partners to support and grow the we will expect to tourism industry locally. Working together, we will encourage see: more overnight visitors, and increase the volume of high

spend activity by raising the profile and quality of our tourist Fewer people being destinations and expanding the range of activities available across the county. unemployed

Z We will research new and emerging opportunities in economic Improvements in sectors that may be appropriate for Denbighshire and support people’s incomes businesses to position themselves to benefit from them.

Towns and rural communities will be revitalised An increase in the Z The council will deliver support for local economies and number of healthy communities and encourage the development of volunteering private and third and community activities in your area through; Town Plans, sector enterprises the Rural Development Plan, participatory budgeting and the transfer, where appropriate, of council assets to Town and An increase in Community Council’s or other local groups. confidence levels of Deprivation in parts of Rhyl and upper Denbigh will be local businesses reduced Z The council will lead and support community regeneration An increase in the ensuring better co-ordination and alignment of programmes, revenue from tourism including the Rhyl Going Forward programme, and the North in Denbighshire Denbighshire Communities First programme. An increase in How much might this cost? residents’ satisfaction with their local area It’s difficult to estimate the level of additional investment we will

secure for economy-related projects by 2017, as a wide range of A reduction in levels grants are likely be available from the Welsh Government and other partners. These may amount to many millions of pounds, but of deprivation in Rhyl we don’t yet know what all of these projects will be. and Upper Denbigh and a narrowing of Right now, we predict that the council will invest an additional £2 the gap between the million in this priority over next 5 years. This will be a mixture of most deprived areas capital and revenue funding. This is in addition to the £3.5 million we have already put aside to help support the Town Plans and and other parts of the community projects during the period of the Corporate Plan. county As mentioned earlier, we also believe that our plans to invest an additional £134 million of capital funding in Denbighshire over the next 5 years will have a significant positive impact on the local economy.

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Priority: Improving performance in education and the quality If we are of our school buildings successful we will

expect to see:

The educational performance of pupils in Denbighshire has continued to improve in recent years. However, we believe there remains room to improve and provide the best possible education provision for pupils so they can achieve their very best potential. Excellent educational We aim to deliver an education service that narrows the gap between Denbighshire and the top performing authorities in the UK. performance at the We also want to reduce the gap in performance between different end of primary and groups of learners, such as those from less well-off backgrounds. secondary school stages, with a We believe that the school environment can affect pupil attendance particular emphasis and performance, and many schools in Denbighshire are in need of on English, Welsh, improvement and modernisation. We intend to deliver significant Maths and Science improvements to our schools and school facilities so that we can transform the learning environment to support education. Improved pupil attendance and In delivering this priority, we hope to achieve the following outcome: fewer exclusions Students achieve their potential from schools Z We will support and challenge schools in order to raise standards and improve educational experiences for all. All pupils leaving school with Z We will ensure that the learning offer and opportunities approved presented enable all students, in all phases of education, to do qualifications the very best they can. Z We will invest significantly to improve school buildings and Significant facilities and provide improved learning environments for pupils. improvements in the quality of school Z We will continue to review school provision across the county to buildings and ensure that we provide the right number of school places, of the right type, in the right location. Specifically, we aim to deliver: facilities • A brand new high school for Rhyl A significant • Extension and remodelling of Ysgol Glan Clwyd reduction in the • Bodnant Community School extension as a single site school number of mobile • A new area school in Cynwyd classrooms used • A new faith based school in the north of the county A reduction in the How much might this cost ? number of empty spaces in schools, We already have an agreed 21 st Century Schools Programme that and fewer will cost £74 million to deliver, of which we expect £37 million to oversubscribed come from the Welsh Government. In addition to the £74 million, we schools aim to invest a further £23 million on implementing our area reviews, refurbishments and other improvementsPage to 92 our schools. 10

If we are successful

Priority: we will expect to Improving our see: roads

An overall

Access to employment, services, leisure, family and friends improvement in the are all facilitated by a quality road network. Poor roads condition of our hamper access, reduce safety and can damage vehicles, roads trade and even social contact and wellbeing. For these reasons residents stress the importance of roads maintenance. In response, we will continue our commitment A reduction in the to improving the network through resurfacing, surface percentage of roads dressing, and other infrastructure investments. By realising classed as being in this priority we hope to achieve the following outcome: poor condition Residents and visitors to Denbighshire have access to a safe and well-managed road network An improvement in Z We will maintain our current levels of additional residents’ satisfaction investment for road maintenance and improvements over the next 5 years. with the quality of our roads Z We will work with our Councillors, through Member Area Groups, to develop our road capital maintenance programme.

Z We will review preparations for Highways Winter Maintenance and our contingency plans to respond to unexpected events.

Z We will develop and implement policy regarding the delivery of increased dropped kerbs at strategic locations.

How much might this cost?

The Welsh Government has pledged to provide an additional £2.2 million per year in 2013-14 and 2014-15 for road improvements. This is in addition to the £2.2 million already provided in 2012-13. The council has already agreed an additional sum of £1.5 million for roads in 2012-13, and we anticipate continuing this level of additional funding for the remaining 4 years of the Corporate Plan. This would equate to a further investment totalling £10.4 million over the period of this Corporate Plan. This is in addition to the additional investment already agreed for 2012-13.Page 93 11

Priority: Vulnerable p eople are protected and are able to live as If we are independently as possible successful we will We are changing the way we deliver Social Services to promote expect to see: people ’s health and well-being, and encourage more involvement in decisions about personal care. Our focus on early intervention, prevention, and reabling approaches will support people to maintain their independence. At the same time, we will ensure vulnerable More Extra Care people are protected, and minimise the risk of them experiencing Housing across abuse or exploitation. In order to realise this priority, we hope to Denbighshire achieve the following outcomes:

Vulnerable People can live as independently as possible Z We will develop 2 or 3 additional Extra Care Housing schemes Fewer people in across the county. residential care Z We will continue to develop our reablement service which homes supports people to accommodate their illness by learning, or re- learning, daily living skills. Z We will develop our programme of providing Assistive More people living in Technology to support adults to remain safe and independent. their own homes, for Z We will work with local organisations to develop community- longer based activities that help people to remain active and independent.

Z We will adapt homes to meet the needs of disabled residents, Fewer repeat and reduce the time it takes to deliver disability facility grants referrals to adult or Vulnerable children and adults are protected child protection Z We will work with health, the police and the voluntary sector to services further develop early intervention approaches to protecting vulnerable adults, children and families. Z We will ensure that vulnerable people at risk of becoming homeless have access to suitable and appropriate accommodation 1.

How much might this cost?

We estimate a need for three extra care facilities, which will cost approximately £7 million each. We expect a significant proportion of this cost to be shared with private sector partners and Registered Social Landlords. We also expect to invest an additional £500k into Cefndy Enterprises, which provides work opportunities for disabled people. This equates to an additional investment of £21.5 million in this priority over the next 5 years. We expect the investment in extra care housing to generate revenue savings, as it will enable us to change the way we provide care.

1 There are links here to our Housing priorityPage on Page 94 15 12

If we are

Priority: successful we will expect to see: Clean and tidy streets

Less dog fouling and Denbighshire has an attractive and inviting landscape, and a litter in our towns spread of historic and cultural towns and villages. The quality of and villages this public space is key to encouraging people to move into the county, as well as attracting tourists that help to support the local

economy. Maintaining this appeal requires investment in keeping Less environmental towns neat and tidy, including deterring littering and dog fouling. In order to realise this priority we hope to achieve the following anti-social behaviour outcome:

To produce an attractive environment for residents and Clean and tidy towns visitors alike and villages Z We will use a range of mechanisms such as fixed penalty notices to deter dog fouling, littering and other environmentally anti-social behaviour. High levels of public satisfaction with the Z We will use education and preventative activity to develop a appearance of public culture of ‘local pride’ withi n people of all ages. spaces

Z We will encourage community involvement in sustaining our public spaces.

Z We will ensure that our grounds maintenance and street cleansing services are run in a cost effective and efficient manner.

How much might this cost?

This priority can be addressed without the need for large, additional capital investment. We will mainly focus on achieving this by changing the way that services are provided, and this can largely be contained within existing budgets. However, as described earlier, we plan to continue moving additional revenue funding into our budget for corporate priorities over the next five years, and we expect that some of this money could be used to support this area of work.

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Priority: Ensuring access to good If we are quality housing successful we will expect to see: The real test of ‘quality’ housing is housing that meets people’s needs. We recognise that this means a mix of council, social Homeless people landlord, private rented and owner-occupied housing, and have and those therefore developed a Housing Strategy to reflect this. All threatened with Denbighshire housing will be brought up to a good standard. We will homelessness build, demolish, and renovate where necessary, as we understand assisted to find a that quality neighbourhoods need quality housing. In delivering this home priority we hope to achieve the following outcome:

The housing market in Denbighshire will offer a range of types and forms of housing in sufficient quantity to meet the needs Improved living of individuals and families conditions in private Z We will introduce planning policies that ensure a suitable mix of sector housing housing throughout the county Z We will ensure that more empty homes are brought back into use Welsh Government Z We will focus on derelict and eyesore sites in our communities to ensure they are redeveloped to meet the housing needs of the Affordable Housing community targets delivered Z We will ensure that our council housing meets the Welsh Housing Quality Standard and is sustained to that standard over the course of the Housing Stock Business Plan. More empty dwellings returned to Z We will explore options with social landlords and the private occupation sector for investment in new housing provision Z We will develop a range of housing opportunities for young people across the county Fewer people on the Z We will develop a range of low cost affordable housing options Housing Waiting List for rent and sale for local people

Z We will adapt the level of support we offer our customers in light of the UK Government’s welfare refo rms Denbighshire County Council Housing How much might this cost? Services recognised for excellence Much of the investment needed to deliver this priority will come from the existing housing budgets. The Housing Revenue Account is already kept separate from other council money, and cannot be used for other purposes anyway. There will be a need for capital investment, but this is already accounted for by existing funding allocated for our Housing Stock Business Plan and the West Rhyl Housing Project. Page 96 14

Priority: Modernising the council to deliver efficiencies and improve services for our customers

Denbighshire has done well to manage budgets cuts in recent years without major impacts on the frontline services that residents value. This is getting harder, but it is still our aim. We think we can achieve this in the next five years by improving significantly the way we exploit technology. Exploiting the right technology will mean we can reduce the cost and speed up some of our processes. Technology can also help make customer access to services better, and make our workforce less tied to buildings. If our workforce is less tied to buildings, we can sell some property. We will also focus on getting best value for money by ensuring that all our services are working to best practice, including delivering against clear customer service standards.

Modernising the way we work will require some investment, but it should reduce costs and improve our use of resources in the long-term, making this a wise investment.

In delivering this priority we hope to achieve the following outcomes:

Services will continue to improve and develop Z We will streamline our processes and make better use of information to improve service delivery. Z We will get better at comparing our performance against that of others to ensure we are delivering the best possible services. Z We will use technology to reduce the time frontline staff spend on administration. Z We will develop and publish Customer Service Standards to enable customers to know what to expect from the council. Z We will enable customers to carry out more council transactions, such as making Council Tax payments, through the council website.

More flexible and effective workforce supported by cost efficient infrastructure Z We will have the technology and building infrastructure to enable more flexible working by our staff. This will improve service to customers, reduce costs and support a positive work-life balance for our staff. Z We will reduce the cost of services by reducing the amount of office buildings, business travel and other costs such as printing.

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How much might this cost? If we are

successful we Over the next 5 years, we expect to invest approximately £4 million of additional capital funding to deliver this priority. This will mainly be expect to see: invested in our Information & Communications Technology (ICT) and in our office buildings assets. However, this spending should generate Increased public significant revenue savings as we will have to spend less on running satisfaction with the and maintaining our old and inefficient office buildings. The simplicity and ease investment in ICT will also generate savings as it will enable us to of their interaction work more effectively and efficiently. with the council

More cost effective services

Fewer complaints by

the public

More transactions carried out through the council website

High levels of staff satisfaction

Reduced impact on our environment as a result of less business travel, paper waste and carbon emissions from our office buildings

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HOW OUR CORPORATE PLAN WAS DEVELOPED

What is the Corporate Plan?

The purpose of our Corporate Plan is to describe the main priorities for the council during the next five years, and to explain what that will mean in terms of benefits to our communities. It is important to note that our Corporate Plan does not cover everything that the council will do. We provide a wide range of services for our communities, and each of our 13 council services has a separate plan which says what it aims to deliver, and how it will be done. The Corporate Plan identifies the main priorities for the council as a whole during the next 5 years. This means that these areas will receive additional focus and resources in order to ensure they are delivered successfully. They have been identified as priorities for the council because our research and engagement work tells us that they are important to our communities, and that we need to do more in these areas to meet the needs and expectations of those communities.

Consultation and Engagement

Whilst developing our new Corporate Plan for 2012-2017, we undertook a considerable amount of consultation and engagement work, focusing on residents, staff, and Councillors. The aim of this work was to help identify priorities to address the needs and concerns of our communities. Some of the key activities undertaken as part of our consultation and engagement work included:

A residents’ survey: of 6,000 households during the summer of 2011, that included questions about the biggest issues facing our communities.

A public survey: through our website and by posting leaflets in our leisure centres, libraries, One-Stop-Shops and council reception areas. This took place between October and December 2011, and generated 1,228 responses.

Workshops with young people: through the Denbighshire Youth Council and Student Councils in some of our high schools.

Staff workshops: with different levels of staff throughout the council.

Workshops with Councillors: to consider the conclusions from our research and engagement work; agree draft priorities for our new Corporate Plan; and agree how much additional funding we aim to invest in those priorities.

Public consultation on draft Corporate Plan priorities: inviting comments from residents, staff, Town & Community Councils and other stakeholders during August and September 2012.

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Links to other strategic documents Our Corporate Plan also supports, and is supported by, a number of other key strategic documents. One such document being The BIG Plan, which is a 15 year strategy (2011-26) developed by the council and its partners to improve the quality of life of our local communities by enhancing our economic, social and environmental wellbeing. Our Corporate Plan 2012-17 has been developed to ensure that the council is able to make a meaningful contribution to the outcomes of the BIG Plan, which are:

Older people lead independent and fulfilled lives

People and places in Rhyl benefit from regeneration activity

Children and young people in Denbighshire achieve and have skills for life

Vulnerable families in Denbighshire are supported to live a life free from poverty, where they can be independent and flourish

Needs of our rural communities are recognised and met

People in Denbighshire have healthy lifestyles

Children, young people and vulnerable adults in Denbighshire are safe

Denbighshire has a thriving and sustainable economy and a skilled workforce

Denbighshire’s Local Development Plan (LDP) sets out what can be built and where, throughout Denbighshire up to 2021. New building developments will be one of the things needed to support the priorities in our Corporate Plan, so it has been important to ensure that the LDP and our Corporate Plan complement each other to help deliver benefits to our communities.

Our Corporate Plan has also been designed to support the objectives within our Strategic Equality Plan, and we have also undertaken a comprehensive Equality Impact Assessment to help us understand how our Corporate Plan can contribute to positive outcomes for all the peoples of Denbighshire. It has also been drafted to carefully complement the individual plans of each council service, such as education; social care and environmental services.

Further Consultation The council will review its corporate priorities every year to ensure they remain relevant, and we will publish an annual Corporate Plan Delivery Document to explain what we expect to deliver during that year to support our priorities. In order to contribute to the debate, make comments or suggestions, or to request further information, please contact the Corporate Improvement Team using the contact details on Page 1.

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MONITORING OUR SUCCESS IN DELIVERING THE CORPORATE PLAN

It is essential that we are able to monitor whether we are delivering the expected benefits for our communities. We have a range of mechanisms in place to ensure that Councillors and members of the public are able to track our progress throughout the lifetime of this Corporate Plan.

Striving for excellence

This Corporate Plan will be supported by technical guidance which will define all the indicators and performance measures we will use to evaluate the success of this Corporate Plan. For each indicator and performance measure, we will establish an “excellence threshold” which will enable us to understand our current position in relation to what we consider to be “excellent”. Some of the outcomes we aim to deliver for our communities are extremely challenging and will take a long time to achieve. For example, we expect that achieving genuine excellence for our local economy, educational performance and the condition of our roads will take longer than the duration of this Corporate Plan. However, we will expect to see genuine progress in all of our priority areas during the next five years, even if the full impact of some of our work may be seen beyond 2017.

Quarterly Performance Reports

Every three months, we will produce a report examining our progress in delivering work designed to support the delivery of the outcomes attached to our priorities. These Quarterly Performance Reports are considered by both our Cabinet (which is accountable for delivering the Corporate Plan) and by our Performance Scrutiny Committee (which provides a challenge to senior officers and Cabinet) to help ensure that we stay on track. All of our Quarterly Performance Reports are published on our website, and members of the public are welcome to attend sessions of Cabinet or Performance Scrutiny Committee to hear how things are progressing. To find details of when these meetings take place, and to access agendas; reports; and future items for discussion, please visit our website .

Annual Performance Review

We will publish an Annual Performance review each October to analyse our progress in delivering the outcomes attached to our priorities during the previous financial year. This report will be discussed at a meeting of the Council and, again, members of the public are welcome to attend these sessions to hear what our Councillors think about our progress. Details of these meetings will also be available through the website link above.

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Service Performance Challenge Meetings The activity required to successfully deliver our Corporate Plan will be undertaken by individual council services, or groups of services working together to deliver shared outcomes. We hold a Service Performance Challenge meeting for each council service twice a year to examine their progress and identify specific areas that are not going according to plan. These meetings provide the opportunity for our Councillors and senior officers to explore ways to improve performance in these areas. These meetings are attended by representatives of our Scrutiny Committees and relevant Cabinet Members.

OUR COMMITMENT TO SUPPORTING WELSH LANGUAGE AND CULTURE

Denbighshire County Council aims to safeguard and promote the use of the Welsh language throughout Denbighshire in the conduct of its business with the public, the services it provides, the partners it works with, and its role as a major employer and contractor within the county. The council has responsibility for providing schools and ensuring sufficient school places, and, through regulation of the curriculum and the character of schools, for the strategic direction of Welsh language and Welsh medium education.

The Welsh Language Scheme outlines the council’s commitment to provide an inclusive and relevant Welsh language service that meets the needs of our residents, whether they are fluent Welsh speakers or are learning the language. It describes how we will give effect, so far as is both appropriate in the circumstances and reasonably practicable, to the principle established by the Welsh Language Act 1993 that, in the conduct of public business and the administration of justice in Wales, the Welsh and English languages should be treated on a basis of equality. The council also endorses the Welsh Government’s strategic policy document ‘Iaith Pawb’, which is a national action plan for a bilingual Wales, and the Welsh Language Scheme endeavours to reflect the national strategy on a county level. The scheme covers the services that Denbighshire County Council provides to the public, partnerships which the council is a member of, and third parties who provide services on behalf of the council.

Further information about Denbighshire’s Welsh Language Scheme can be found on our website , or by contacting the Corporate Communications and Marketing Team on 01824 706222, or by email at [email protected]

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Public Consultation Responses Corporate Plan

August - September, 2012

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No.1 Medium: Email Date Received: 21.08.12 Comments: Following your article today in the daily post, my views on Denbighshire Priority 6 county council on what they should consider as priority over the county are affordable homes for the younger generation and I’m not talking about in towns as such as we already have Glasdir in Ruthin, I was brought up in Graigfechan and feel not everybody wants to live in a town , my father has been trying for planning permission for over 4 years now to build 5 affordable homes in Graigfechan, he has spent a fortune on fees and still has had no joy, Tai Clwyd have already said they would take them over once planning had gone through but Denbighshire county council wont entertain it! As a mother of two young children an affordable home is vital, a start and a chance to get on the housing market, more should be done on this subject and taken into action.

No. 2 Medium: Telephone Date Received: 22.08.12 Comments: Concerning Priority 2, ‘Improving School Buildings and Standards for Priority 2 all’, the wording is the wrong way round, standards being the more desirable outcome. To achieve good standards, there are three necessary strands of ‘input’ – buildings, finance, and staff in equal measure, but ultimately standards should come first, followed by buildings. Don’t mind there being a high number of mobile classrooms. To focus on buildings is nonsense. I speak as an experienced governor of thirty years in both primary and secondary education. Would be happy to accept a broader point on improving school buildings under an overarching focus on improving standards.

No. 3 Medium: Telephone Date Received: 22.08.12 Comments: Concerning Priority 5, ‘Providing a Clean Environment’, there needs to Priority 5 be a focus on street cleansing to improve the reputation of an area and entice visitors. I am speaking as a resident of Rhyl where this is a particular concern, and on my road dog fouling a significant problem. I have been told by a Denbighshire Officer that bins for dog waste can only be sited near schools or shops, where there is more populous. Why is this? It doesn’t make sense, as more bins are needed. A dog waste bin is needed on the corner of the Boulevard off Rosehill Road, and by the bus stop on Bryn Cwnin, near Eversley Close.

Also would like to raise an issue of Customer Service, switchboard staff Priority 7 unfamiliar with an area appearing being confused when customers give street names. Not very professional and makes the customer feel like they are wasting their time. They need better technology in front of them to help identify where the problems are.

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No. 4 Medium: Email Date Received: 28.08.12 Comments: I am writing with feedback in relation to proposed priorities for 2012-17. Priority 4 We discussed these in detail in our service meeting in Children and Family Services which includes both strategic and operational teams. We all feel that the priorities are much more meaningful for us as a service than previous years and that we can relate our business and practice to almost all of the priorities.

No. 5 Medium: Email Date Received: 01.09.12 Comments: Following a meeting of the Community Council, Llandrillo, Corwen Priority 3 Friday night, August 31 st , 2012 we advise that our priority as a community is main roads.

No. 6 Medium: Email Date Received: 05.09.12 Comments: Regarding your suggestions for your priorities from now until 2017, may I also suggest:

Ensuring the grass verges on country lanes are cut as soon as possible Priority 5 in the season and that whoever the Council employs for the forthcoming years does a better job than those contractors used over the past 2 years in the Cyffylliog area – their standard of work has been appalling. Why is this not done ‘in house’?

I thoroughly agree with carrying out improvement to the County’s roads but would suggest that this must include improvements the resurfacing Priority 3 of country lanes and not just the main roads within the County.

I support helping elderly people living in their own homes as much as possible – however, there comes a time when this is not possible (I Priority 4 know this through experience). May I suggest that every effort be made to ensure that the County’s own residential homes for the elderly are never closed down and that any necessary improvements to those homes are afforded out of budgets – the elderly are just as important as education for the children of the County. Many of these people, like children, are unable to speak for themselves. I note that in the last couple of years over 20 beds have been closed at the County’s residential homes and this is unacceptable.

I consider having cemeteries close to or in the main towns essential – for example in Ruthin there are very few burial plots left. Elderly people No cannot travel across the County to visit their loved ones – the Council Priority must address this situation and lack of funding cannot be used as an excuse for not purchasing land.

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Improving services for our customers – it would be much appreciated by many of your ‘customers’ that they could speak to an officer rather than someone at a customer call centre. I appreciate that you have spent a great deal of time and money building up the call centre and that those staff are well able to take messages for the relevant officer/department Priority 7 and they also answer many queries but there are many occasions when the customer service centre staff are unable to answer queries, particularly when the customer is telephoning 3 or 4 times about the same issue which has not been resolved. It is infuriating not to be able to speak to the relevant person and this is not providing the level of service expected by your customers. Officers should be busy people but must realise that they are public servants and as such must be available on occasions to speak to customers and be accountable for their actions or lack thereof.

No. 7 Medium: Email Date Received: 06.09.12 Comments: DCC top priority and for its local elected members, especially the CEO Priority 1 and staff is to safe guard local businesses and protect local jobs instead of hiding behind the EU directive and placing vast amount of contracts outside of the area. Until you address this unfair tendering process you will drive many SME's out of business and assign thousands of able and willing local residents out of the area.

No. 8 Medium: Email Date Received: 06.09.12 Comments: I am the development officer for self-advocacy working with adults with a learning disability in Denbighshire. Last Thursday evening we held a meeting in Prestatyn & we discussed the draft priorities of the draft Plan 2012 -2017. In total the priorities were agreed with but the disagreement was the order of priorities. These being the order the group felt should be :-

1. Developing the local economy & our communities (was essential for Priority 1 jobs & sustainability & growth).

2. Protecting vulnerable people & ensuring they are able to live as independently as possible, quality appropriate support being key linked Priority 4 with the next priority.

3. Ensuring access to good quality housing. (Appropriate to individual’s needs). Priority 6

4. Improve school buildings & standards for all. (It was felt that if the buildings were allowed to fall into a state of disrepair the cost is far Priority 2 greater in the long run which fall son tax payers.)

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5. Providing a clean environment is essential to keep good standards & help attract tourism. Priority 5 6. Improving our roads.

7. It was felt that if buildings were generally well maintained then there would not be the need for costly "modernisation". If the services were Priority 3 not so top heavy then the man resources could be used most effectively by delivering a good quality service where it is needed & counts, not in Priority 7 paper shuffling. In other words "cut the waste".

If you have any questions about what the group have said & proposed do not hesitate to contact me.

No. 9 Medium: Email Date Received: 07.09.12 Comments: I am Chair of Keep Llangollen Special a local Community Organisation Priority 1 (www.keepllangollenspecial.org.uk) we feel DCC's Corporate Plan should give a positive undertaking:

1. To protect the viability, vitality and vibrancy of town centres against the continual threat from out-of-town developments (PPW 4);

2. To assist local independent businesses and traders to effectively trade & market themselves in a competitive modern and difficult economy and to encourage residents wherever possible to Buy Local;

3. To encourage sustainable projects and reduce vehicle journeys and promote safe walking and cycling in sympathy with Welsh Government Policy;

4. To implement initiatives to bring vacant/unused and under used properties back into beneficial use and encourage residential and workspace users in town centres:

Hope you consider these are positive and constructive comments.

No. 10 Medium: Email Date Received: 10.09.12 Comments: The corporate plan gives very little detail, as is to be expected, as it is Priority 5 trying to be an overall document so that adding detail can be done without going against the draft. However I think there is one extra heading that should be included and is especially important with a rural County like Denbighshire as follows.

Maintain and improve the Natural Environment.

Possibly another aspect to be considered and others would need to select the correct wording

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To provide sufficient facilities to improve the health and well-being of all age groups and to spread these throughout the County, not just in the Priority 4 high population levels north of the A55.

No. 11 Medium: Email Date Received: 11.09.12 Comments: We acknowledge the proposals put forward by the Council and would Priority 7 respectfully suggest that the Council reconsider the suggestions submitted by DVSC in 2010 for active discussion. In that regard we would draw the Councils attention to a paper dated 5th July 2010 prepared by Ms Sally Ellis, Director of Social Services and submitted to the Voluntary Sector Liaison Group in which it outlined the thinking of the Council regarding budget cuts and whilst the Third Sector responded to that paper in producing suggested solutions to, for example, the dog fouling issue it would appear that those recommendations were not taken forward. Therefore it would be helpful if discussions could be re-opened, on a range of services currently delivered by the Council, between the County Council and the Third Sector utilising the services of the Third Sector Liaison group with a view to progressing the paper of the 5th July 2010 as we are convinced that the Third Sector has a significant part to play in supporting the Council's ambitions with regard to efficiencies and improvements to public service delivery.

No. 12 Medium: Email Date Received: 11.09.12 Comments: As previously discussed, with regard to the seven draft priorities listed in Priority 5 the Corporate Plan 2012-2017 the NWWT considers it vital that biodiversity is mentioned under priority No. 5 (Environment). Perhaps to read:

5. Providing a clean and biodiverse environment.

The term ‘wildlife rich’ could perhaps be used instead if the term ‘biodiverse’ is considered too technical.

I feel that this is a particularly important subject to highlight in the list of priorities in light of the NERC Act 2006 (which puts a legal duty on local authorities to have regard to the purpose of conserving biodiversity), and Welsh Government thinking re: the legal duty to Sustainable Development and related programmes such as Living Wales and the development of the Natural Environment Framework)

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I understand that biodiversity may not have been specifically raised as a priority by the public, but I note that not a single question was asked about attitudes to biodiversity in the questionnaire that was sent out to the public, so this result is, therefore, not surprising.

Nonetheless, from my experience and the numbers of emails, letters and phone calls we at the Wildlife Trust, as well as DCC Countryside, Planning and Highways Dept. receive regarding biodiversity issues I think it is safe to conclude that the vast majority of the population of Denbighshire value their local wildlife and its habitats very highly and would certainly wish biodiversity conservation to be considered a priority.

In future I would like to see questions specifically about the council’s role and performance in biodiversity conservation included in the questionnaires sent out to them, as this seems to be a major omission, especially with regard to the NERC Act 2006 as previously mentioned.

If you have any questions please do not hesitate to contact me.

No. 12 Medium: Youth Service: Date Received: 18.09.12 Ruthin locality 1. Developing the local economy and our communities: All Young People felt that some communities were very small, and for this priorities reason to focus on communities’ economy seemed a little pointless. However they do feel that Denbighshire's economy is important and it may be worth focusing the main towns and the surrounding communities as a whole. 2. Improving school buildings and standards for all: The young people felt that this should be extended to resources also. They felt that there was not an issue with their school (Ysgol Brynhyfryd) but equipment needed updating. 3. Improving our roads: General comment was that the roads were fine, if any improvement was needed the group suggested that minor roads in to rural communities should be focused on. 4. Protecting vulnerable people and ensuring they are able to live as independently as possible: The group agreed that this was an important priority. 5. Providing a clean environment: The group felt that this just needs to be sustained, as it's good enough as it is. 1 YM commented that "Denbighshire's refuge collecting and recycling was one of the best in Wales so we must be getting it right".

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6. Ensuring access to good quality housing: Housing they felt was not too much of an issue in their area. But still felt that it was important as a priority, for areas like Rhyl ect. 7. Modernising the Council to deliver efficiencies and improve services for our customers: They agreed that making cost effective changes, that don't cut jobs and services to the public should be made. This lead to a good discussion around managing sickness, price of the service provided by the council and promotion of advertising of the council.

Additional comments from young people: they felt that there needed to be a community forum, I discussed with them that the Chief Executive has done a series of community forums that had low numbers attending. They felt that it may be useful to promote them more and use social media, post flyers etc to get more people there.

No. 12 Medium: Youth Service: Dee Date Received: 18.09.12 Valley locality • Two groups were consulted – one 12/9/2012 and the other on All priorities 13/9/2012 • First group consulted has the general consensus from young people spoken to in the locality is that the plan does not prioritise anything for young people other than improving school buildings • Second group thought the plans did not reflect their needs or interests • Although improving our roads is on the agenda (which several young people thought was a good idea), the bigger issue of access to transport has been ignored. In Corwen and the surrounding area transport links are poor and young people feel this should have been a priority • Also young people could not see the link between efficiencies (as they saw it cuts) and improved services

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The Corporate Plan Equality Impact Assessment

Background

The Council published its Strategic Equality Plan containing its Equality Objectives by 2 nd April 2012 as required by the Equality Act. The Act covers the following protected characteristics: • Age, • disability, • gender reassignment, • marriage and civil partnership, • pregnancy and maternity, • race, • religion and belief, • sex, • sexual orientation.

The Council now has a General Duty to show due regard to the need:

• To eliminate discrimination, harassment and victimisation and any other conduct that is prohibited by or under the Act

• To advance equality of opportunity between those who share protected characteristics and those who do not

• To foster good relations between those protected groups

Denbighshire’s Strategic Equality Plan and Equality Objectives

Following extensive local engagement in partnership with the North Wales Equality Network, Denbighshire have adopted the seven equality objectives below. More detail on each of these objectives and additional information on our Equalities work can be found in our Strategic Equality Plan. 1. Reducing health inequalities 2. Reducing unequal outcomes in education to maximise individual potential 3. Reducing inequalities in employment and pay 4. Reducing inequalities in personal safety 5. Reducing inequalities in representation and voice 6. Reducing inequalities in access to information, services, buildings and the environment 7. Managing identified equality and fairness issues as part of our Business Planning and Performance Management Framework

1 | P a g e Page 111 In order to achieve these outcomes, relevant improvement activities, indicators and performance measures have been incorporated into our service plans.

The Corporate Plan and Equality

As described above, our Strategic Equality Plan sets out our equality vision and directs the equality improvement work delivered by our services. The Corporate Plan sets out the council’s overall improvement vision and priorities. This impact assessment has ‘tested’ the council’s proposed priorities against the equality issues we have identified. It ensures that links between the Strategic Equality Plan and Corporate Plan are explicit and that our corporate priorities will be progressed in a way that eliminates discrimination, advances equality of opportunity and helps to foster good relations.

Consultation and Engagement

Whilst developing our new Corporate Plan for 2012-2017, we undertook a considerable amount of consultation and engagement work, focusing on residents, staff, and Elected Members. The aim of this work was to help identify priorities to address the needs and concerns of our communities. Some of the key activities undertaken as part of our consultation and engagement work included:

• A residents’ survey: of 6,000 households during the summer of 2011, that included questions about the biggest issues facing our communities.

• A public survey: through our website and by posting leaflets in our leisure centres, libraries, One-Stop-Shops and council reception areas. This took place between October and December 2011, and generated 1,228 responses.

• Workshops with young people: through the Denbighshire Youth Council and Student Councils in some of our high schools.

• Staff workshops: with different levels of staff throughout the council.

• Workshops with Elected Members: to consider the conclusions from our research and engagement work and agree draft priorities for our new Corporate Plan.

• Public consultation on draft Corporate Plan priorities: inviting comments from residents, staff, Town & Community Councils and other stakeholders during August and September 2011.

Equality Impact Assessment Research

In the period since the development of the draft priorities we have been undertaking our Equality Impact Assessment. This has involved incorporating views and issues raised by:

2 | P a g e Page 112 General Younger People Equality and Human Rights Commission Children’s Commissioner for Wales (Wales and UK) NSPCC The Bevan Foundation Living and Working in Denbighshire Welsh Government Research Project (14-19) HM Government Denbighshire Youth Council North Wales Public Sector Equality Network Ysgol Glan Cwyd, Denbigh and Prestatyn High School Student Councils Older People Men Age Cymru and Age UK GEM Project The Older Peoples Commissioner for Wales Women LGB People The Fawcett Society Stonewall Cymru and Stonewall UK Welsh Women’s Aid WENWales Disabled People Race Disability Wales Runnymede Trust Office for Disability Issues Denbighshire Self- Advocacy Trans People Religion and Belief UNIQUE Human Rights and Social Justice Research Institute

In order to support this Equality Impact Assessment, we have complied reports by protected group and cross-cutting reports for a number of key topics:

Protected Group Reports • Older People • Younger People • Disabled People • Trans People • Women • Pregnant Women • Men • LGB People • Marriage and Civil Partnership • Race • Religion and Belief

Topic Reports • Equality and Education in Denbighshire

3 | P a g e Page 113 • Equality and the Economy in Denbighshire • Equality and Social Services in Denbighshire

‘Your Agenda’ - On-going Engagement

Before March 31 2013 we intend to have reviewed each protected group report with further input from local and national representatives of each group.

Throughout the life of the Corporate Plan we will carry out the ‘Your Agenda’ programme, which will provide a backdrop to planning and decision making across the Council. The programme will include the annual review of each protected group report produced with representatives and partners.

Finally we will consult on the design and implementation of individual proposals as part of Equality Impact Assessments of the detailed innovations we implement to deliver the plan.

4 | P a g e Page 114 Developing the local economy and our communities

No. Issue Response Next Steps

1.1 Economic inequality for women 1: The council currently works in partnership to Analyse the results of the Chwarae Teg study Economic inactivity, unemployment provide employment and opportunities for people on available support for women and use this and self-employment rates. with caring responsibilities (in many cases to inform the developing Economic and women) through the Genesis II project Community Development Priority.

1.2 Economic inequality for women 2: As part of our commitments in the SEP we Consider the extent and nature of the role the Pay and Earnings gaps and analyse Local Authority pay to enable the council could play in influencing gender pay Occupational segregation prevention of pay differences and provide a inequality and occupational segregation (including in relation to greater understanding of pay distribution in the across the county apprentices). council. Page 115

1.3 Pay gaps for disabled workers and As part of our commitments in the SEP we also Consider the extent and nature of the role the some ethnic groups. analyse Local Authority pay by race and disability council could play in influencing race and protected characteristics to enable the prevention disability related pay inequality and across the of pay differences and provide a greater county. understanding of pay distribution in the council.

1.4 Barriers to adult learning and The council currently works in partnership to Monitor the success of the Genesis II Project training for disabled people and provide training opportunities for people caring and New Work Connections Programme and people with caring responsibilities. responsibilities through the Genesis II project and consider their impact on wider trends. people with identified social care needs through the New Work Connections Programme

1.5 High levels of men and young Our Education Service currently engages with These issues will be given further people claiming job seekers young people at risk of becoming NEET (see 2.6). consideration in the development of the

allowance. Economic and Community Development Priority. The council engages in work with partners,

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particularly through the Rhyl City Strategy and Denbighshire Communities First, which aims at reducing unemployment and economic inactivity across all protected characteristics

1.6 High levels of economic inactivity in See above This issue will be given further consideration the over 50s. in the development of the Economic and Community Development Priority.

1.7 Community Cohesion The Big Plan (Denbighshire’s Single Integrated The newly appointed regional Community Strategic Partnership Plan) commits a range of Cohesion Co-ordinator will lead discussions public, and third sector partners (including the on priorities, and co-ordinate activity to Council) to Promote social inclusion and promote community cohesion in Page 116 community cohesion, and value diversity and Denbighshire. promote equality. We have recently worked together with neighbouring authorities to recruit a regional Community Cohesion Co-ordinator.

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Improving school buildings and standards for all

No. Issue Response Next Steps

2.1 Differing attendance The national research identifies the differing The Education and Customers & Education records of different attendance records of different protected groups. Support services will consider the benefits protected groups. Denbighshire is yet to develop attendance monitoring and practicality of disaggregating data by protected group, apart from for boys and girls where further and monitoring by more protected there is only a slight difference. groups.

2.2 Different protected The national research identifies that some ethnic The Education and Customers & Education Page 117 groups being more groups and boys are more likely to be excluded than Support services will consider the benefits likely to be excluded other groups. They generally involve small numbers of and practicality of disaggregating data than others. pupils and the data is more robust when aggregated at further and monitoring by more protected national level. The small numbers of pupils from each groups. ethnic group other than white present data disclosure issues for Denbighshire level data.

2.3 Identity based The Education and Customers & Education Support The Education and Customers & Education bullying in schools services have identified this issue in their service plans Support services will examine the results of and its impact on and as part of the SEP. They are in the process of the new monitoring regime and respond to pupils well-being and implementing a new monitoring regime to tackle any significant trends. attainment. identity based bullying in Denbighshire schools.

2.4 Lower attainment The Education and Customers & Education Support The Education and Customers & Education levels among boys. services have identified the issue of lower attainment Support services will continue this work. of boys in their service plans and as part of the SEP. The Education service continues to support and

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challenge schools in order to raise standards for all.

2.5 Need for greater The Education and Customers & Education Support The Education and Customers & Education understanding of the services identify this issue in their service plans and as Support services will examine the results of trends in attainment part of the SEP. They are in the process of the new monitoring regime and respond to of different ethnic implementing a new monitoring regime to identify any significant trends. groups and of pupils attainment trends for these protected groups. with ALN.

2.6 The need to continue The national research identifies a national trend of a The Education service will continue its work to work to reduce the greater proportion of males who are NEET and boys to engage with those pupils who are NEET, number of NEETs who leave without a qualification. The Education or in danger of becoming NEET, to provide Page 118 and pupils leaving service works to the principal that no pupils should all the support possible. The service will without a leave without a qualification and provides support to all also continue its work to support and qualification groups. challenge schools to engage with pupils in danger of leaving without a qualification.

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Improving our roads

No. Issue Response Next Steps

3.1 Quality of pavements, identified as a In many cases work to improve the pavement is The Highways and Infrastructure Service concern by older people as part of undertaken at the same time as capital will consider the extent to which pavement the community calculator report. maintenance is conducted on that part of the quality is already incorporated into our highway. Following the adoption of the physical long-term capital maintenance plans, and access objective in the SEP we have specifically whether these plans are sufficiently flexible concentrated on ‘drop-curbs’ to improve to reasonably address concerns about accessibility of pavements, as part of the Highways particular stretches of pavement. and Infrastructure Service plan. Page 119 3.2 Disabled people’s organisations We currently have plans to increase the number of The Highways and Infrastructure Service demands for ‘a barrier free transport accessible buses and have upgraded bus station will continue to work with local and regional system, including all modes of and rail facilities, at Rhyl and Prestatyn, which have partners to improve accessibility of buses transport’ included accessibility benefits. and rail transport.

Providing a clean environment

No. Issue Response Next Steps

5.1 Older people have identified, through The Council has long recognised the links Our priority includes an increased emphasis the Community Calculator, that a between a good environment and perceptions of on local pride and community involvement cleaner environment improves safety and has engaged in various enforcement that we hope will ensure a cleaner perceptions of safety. activities against environmental crime and anti- environment and a more responsive social behaviour. approach to tackling environmental problems in public spaces.

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Protecting vulnerable people and ensuring they are able to live as independently as possible

No. Issue Response Next Steps

4.1 High levels of Children in Need We have developed a therapeutic team and work This issue has been recognised in the and mothers with mental closely with Health in multiagency arrangements development of the Children and Family Services health Issues identified in such as the Child and Adolescent Mental Health Commissioning Strategy which will be launched in Denbighshire. Service. 2013. It will contain our proposals to extend the support for children and adult family members with Work with parents focuses on encouraging mental health issues. engagement with health and adult services.

4.2 The impact of domestic abuse We work closely with local Women’s We will keep this work under review in light of on families. organisations to deliver the Freedom Programme changes to the legal definitions of domestic abuse Page 120 to victims of domestic abuse. A key role for the currently being enacted by the UK government. council is in helping victims to recognise problems and encouraging them to engage in change. We also carry out work with perpetrators see 4.5 below.

4.3 Early intervention to prevent Our Families First programme is our current focus We are currently investigating early intervention at accumulated harm (older in relation to early intervention in families. further stages on the child protection spectrum children developing more including Children in Need and Looked After complex needs). Children stages. We are shifting resources away from traditional solutions (for example children’s homes) to services aimed at preventing escalation, including Extended Family Support, Support Foster Care and Emergency Foster Care provision.

4.4 Higher levels experiencing Protecting children from sexual exploitation is a We intend to further explore, in partnership with coerced sexual activity among key element of all safeguarding work. the West Rhyl Youth Project, some identified females (identified in national concerns and potential issues. research).

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4.5 Gender Asymmetry in relation We work with partners to provide rehabilitative Our Children and family Services Commissioning to perpetrators of severe programmes for perpetrators of domestic abuse Strategy 2013-16 will explore further options for maltreatment (identified in including both voluntary and compulsory (via work with perpetrators. national research) court order) schemes. We also have a therapeutic service, which in some circumstances brings together both partners in domestic abuse cases, in an effort to change behaviours and reduce harm.

4.7 Differences by ethnic groups in We have not found evidence of particular trends, Where trends are identified we will consider the recorded ‘main reason’ for by ethnic group, locally although we are aware of appropriate responses. children being taken into care the findings of national research. Anecdotal evidence suggests that there may be (identified in national disproportionately few children from Welsh research). speaking families engaged with children and Page 121 families services. We intend to investigate this possibility and potential causes.

4.8 Need for services to examine We participated in the inquiry including giving We will consider any further lessons to be drawn and respond to the evidence on the Christopher Foulkes case. from the inquiry and its recommendations. recommendations of the

disability harassment inquiry. Our evidence included outlining improvements we had made, particularly in information sharing and transition arrangements between Children’s and adults social services.

4.9 Concerns of older people’s We are currently reviewing the management and Implement revised management and processes. organisations about access to processes of our protection of vulnerable adults advocacy and levels of function and will take these concerns into involvement and decision account. making in protection procedures.

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4.10 Need to learn from the The council is aware of this inquiry, and has plans This will be considered by the council during experience and to consider the lessons during the current 2012-13. recommendations of the financial year. inquiry into home care in England.

4.11 Need to ensure that specific We provide a fully updated Equality and Diversity We will continue to develop this training and to care needs of LGB people, Training package covering the protected ensure that it brings positives benefits across the Trans people, Ethnic Minorities characteristics and recent developments since the public sector and independent sector care and people with religion and or introduction of the Equality Act 2010. The training workforce. belief are considered, including aims at enabling staff to take into account the

Page 122 their differing social needs. diverse nature of individuals and ensure that they are treated fairly.

We offer this training to independent sector employees and volunteers as well as our own staff.

4.12 Disabled people’s We have recently reviewed and updated our care We continue to offer the services as outlined. organisations demands for directory which enables our first contact team to ‘Improved access to sign-post people to a range of provisions information, advice, including care providers and also support groups independent advocacy and and representative organisations. peer support services for all’. We provide funding for independent advocacy services and particularly promote this to people with Learning Disabilities. In addition we sign- post people to the advocacy services for older people supplied by Age concern and offer lower

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level support to enable residents within care homes to articulate their concerns.

4.13 Disabled people’s We have already begun work to achieve this. The Develop these further through implementation of organisations demands for ‘A Adult and Business Service Plan contains two the priority. comprehensive range of outcomes relating to personalisation focusing on options and genuine choice ‘Adults having Control and Choice over their Care’ and control in how and that ‘individuals have a reduced reliance on personalised care and support paid services’. is delivered’.

4.14 Disabled people’s Our Community Equipment Service (CESI), which Continue to develop the CESI. organisations demands for is a formal partnership with the Betsi Cadwaladr ‘Improved access to Person University Health Board (BCU), provides and

Page 123 Centred Technology (aids & manages a wide range of equipment from hoists equipment)’. to Telecare to help people live independently within the community.

4.15 Disabled people’s ‘Community initiatives meet the needs of an In the Corporate plan we have pledged to work organisations demands for increasing population of older and disabled with local organisations to develop community ‘Enabling access, involvement people’ has been a key outcome of our Corporate based activities that help people to remain active and social, economic and Plan over the last three years. Associated and independent. cultural inclusion for all activities have included sports, social, computer disabled people.’ literacy and employment and training initiatives.

4.16 Need to ensure that residents Denbighshire’s model for Extra-Care housing We will continue our series of ‘Quality of Life’ of extra-care housing are able places great emphasis on activities for residents newsletters for each of the Extra-Care sites. to access community activities and connectivity between the Extra-Care These detail facilities, opportunities and activities developments and the neighbouring facilities in and around the Extra-Care sites, as well as within the towns. providing an insight into the views of tenants.

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4.17 Perception that ‘independence’ In Denbighshire we have prioritised independence We continue to prioritise independence for all agenda is more advanced for for Older People, as well as for younger disabled service users in our new Corporate Plan from younger disabled people than people, in our Corporate Plan since 2009. 2012-17. for older people.

4.18 Cautionary observations by Choice is at the heart of our approach to care and We are currently revising guidance in relation to Age UK regarding suitability of we offer direct payments as one of several direct payments and are conducting a separate Direct Payments for some options for services users without pressure or Equality Impact Assessment on this guidance as older people. prejudice. part of the review.

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Ensuring access to good quality housing

No. Issue Response Next Steps

6.1 Disabled people’s organisations The Single Access Route to Housing group We will ensure that disabled and older people’s demands for ‘Availability of (SARTH) has already begun work on the housing needs are understood and incorporated accessible and supported housing to access elements of this work including into our strategies for enabling the right mix of meet individual requirements’. development of an adapted housing housing in the county. register.

Page 125 Delivery of disabled facilities grant is also relevant to this area of concern.

6.2 Need to ensure that safety concerns The Housing Allocation policy has been re- We will monitor the implementation of the new of Trans people, LGB people and written in 2011-12 in response to the allocations policy and consult with representatives victims of domestic violence are implementation of the Equality Act 2010. of Trans people, LGB people and victims of recognised in the allocation process. domestic violence about its effectiveness and any remaining issues.

6.3 Need to ensure that hate crime and This year we have introduced monitoring of The Housing and Community Development Service harassment in social housing settings hate crime, harassment and domestic will examine the results of the new monitoring is understood and tackled. abuse reporting among council tenants. regime and respond to any significant trends.

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Modernising the Council to deliver efficiencies and improve services for our customers

No. Issue Response Next Steps

7.1 Changes to transactions that may Some already identified potential positive impacts Potential positive and negative affect protected groups differently. include: consequences of any proposed changes will be discussed as part of separate • Opportunities to increase the amount of equality impact assessments on each of transitions available online. Trans people the detailed proposals. have highlighted that this would benefit them. Page 126

7.2 Changes to working patterns that Some already identified potential positive impacts Potential positive and negative may affect protected groups include: consequences of any proposed changes differently. will be discussed as part of separate • Opportunities for new flexible arrangements equality impact assessments on each of to enable workers to participate more easily the detailed proposals. in religious or belief related activities.

• Opportunities for new flexible arrangements to benefit people with caring responsibilities, particularly benefiting women.

• Opportunities for new flexible arrangements to enable men to increase their involvement in caring activities.

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Agenda Item 8

Report To: County Council

Date of Meeting: 9th October 2012.

Lead Officer: Angela Loftus, Policy Research & Information Manager.

Report Author: Bryn Bowker, Planning Policy Officer.

Title: Report back on the consultation of the World Heritage Site Supplementary Planning Guidance document.

1. What is the report about?

1.1. Denbighshire County Council has published a series of Supplementary Planning Guidance Notes (SPGs), with the aim of further explaining policies in the Unitary Development Plan. The Pontcysyllte Aqueduct & Canal World Heritage Site Supplementary Planning Guidance note (WHS SPG) also seeks to amplify Local Development Plan policies, should the plan be considered 'sound' by the Planning Inspectorate and formally adopted to replace the Unitary Development Plan.

1.2. A decision is required on whether to formally adopt the WHS SPG so that it can be used as a material consideration when determining planning applications.

1.3. This report also intends to inform Members about the consultation responses recieved regarding the WHS SPG, and outline any subsequent changes required to the document. The consultation for the World Heritage Site Supplementary Planning Guidance ran from 26 th September – 16 th December 2011.

1.4. It is intended that the WHS SPG will help the public, developers, Town & Community Councils, Councillors, and Officers understand what the implications are for development undertaken in the World Heritage Site and its surrounding 'Buffer Zone'.

1.5. It is important to note that when considering adoption of the WHS SPG, the Council is not taking a decision on whether the WHS and Buffer Zone should exist; this was decided and subsequently designated back in 2009 and cannot be changed. Since 2009, the impact development would have on the WHS and Buffer Zone has been a material consideration when determining planning applications. It is also important to add that the designation of the WHS and Buffer Zone does not affect what development can be undertaken without planning permission (permitted development rights), nor does it introduce the need for Design and Access Statements (a national requirement introduced in 2009).

2. What is the reason for making this report?

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2.1. A decision is required on whether to formally adopt the WHS SPG so that it can be used as a material consideration when determining planning applications. The WHS SPG has been discussed with Planning Committee Members on September 19th.

3. What are the Recommendations

3.1. That Members formally adopt the World Heritage Site Supplementary Planning Guidance to be used to inform the determination of planning applications.

4. Report details.

Background.

4.1. The Pontcysyllte Aqueduct and Canal achieved World Heritage Site status from the United Nations Educational Scientific and Cultural Organisation (UNESCO) in June 2009. The site received the designation because it is recognised as having 'Outstanding Universal Value' that is significant to the whole of humanity. As part of this designation, a 'Buffer Zone' was established to define which parts of the surrounding area contribute to the ‘Outstanding Universal Value’ of the World Heritage Site.

4.2. The WHS SPG has been jointly prepared by Wrexham County Borough Council, Denbighshire County Council and Shropshire Council. Wrexham formally adopted the WHS SPG in June 2012. The objective of the Local Planning Authorities responsible for protecting the World Heritage Site is to manage development in a positive way that supports the vision outlined in the Management Plan.

4.4. From practical experience, the absence of a guidance document has made it difficult for developers and applicants to establish what is required as a result of the WHS and Buffer Zone designation. As part of the Council ’s duty to protect the WHS, publication of this document is a requirement for all three Councils by UNESCO as part of the designation. Furthermore, as the WHS crosses three authourity areas, it is important to provide consistent advice from a joint document.

4.5. This document attempts to explain in simple terms what developers would have to submit with planning applications, and what the development itself should consider incorporating in order to minimise impact and become a complementary feature in relation to the World Heritage Site. The document also partly looks to emphasise the positive aspects of the WHS designation by highlighting possible local economic benefit through tourism potential.

Consultation.

4.6. The content of the draft Supplementary Planning Guidance, the scope and intention to undertake public consultation was agreed at Planning Committee in August 2011.

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4.7. The public consultation for the World Heritage Site Supplementary Planning Guidance ran from 26 th September – 16 th December 2011. The format for the consultation process in terms of a comments template, and structure of meetings with the public was intentionally open in order obtain a wider range of comments.

4.8. The consultation included public notices in the Denbighshire Free Press, local papers, an advert in the County Voice, use of the council website and a letter to over 200 organisations/individuals, including: Town and Community Councils; Councillors; local agents and farmer unions, informing them of the consultation and telling them how to respond. Copies of the document were made available in Llangollen Library and One Stop Shop.

4.9. Three informal ‘drop in’ sessions were held which provided members of the public opportunities to discuss the content of the SPG with officers. These sessions ran from 3pm-8pm on: 3rd October at Chirk Parish Hall, 24th October at Trevor Community Centre, and 15th November at Llangollen Town Hall. In addition, Denbighshire organised an informal meeting for local planning agents and farmers/landowners to discuss the contents and implications of the document. This meeting involved attendance of a ward member, farmers union representatives and approximately over 70 people. DCC Officers also discussed the document in person with the Member Area Group and both Llangollen Town Council and Llantysilio Community Council.

4.10. The Council received 10 responses to the consultation, which raised the following issues: • Unsure what ‘sense of arrival’ means. • Should be a presumption against wind turbines. • Part of Vale of Pengwern should be included in the buffer zone. • Confusion regarding Table 1- Typical Development Scenarios. • Feel the document needs a simpler layout/led by application type. • A number of detailed comments from the Countryside Council for Wales regarding the AONB extension and clarification regarding SSSIs and SACs. • Concerns the designation will add costs by introducing new requirements and deter development from the area.

4.11. Detailed consultation responses have been summarised and are included in appendix 1 which also contains reference of any subsequent amendments to the WHS SPG. Original comments are avaiable to view on request from the Planning Policy team. In response to a suggestion from Llangollen Town Council, officers have drafted an informal WHS application checklist for applicants which is attached as appendix 2.

4.12. Key changes to the document include inserting a reference to ‘siting’ in table 1, scenario 1, reference to ‘solar parks & panels’ added to table 1, scenario 4, and clarification regarding the River Dee SAC and SSSIs in general at paragraph 8.1. A final copy of the WHS SPG is attached as appendix 3. These annotations will be removed should Members choose to formally adopt

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the WHS SPG. The informal WHS application checklist for applicants should also help to simplify the document in a 1 page leaflet.

5. How does the decision contribute to the Corporate Priorities?

5.1. Formally adopting the WHS SPG would not contribute directly to any of the 2009-2012 Corporate Priorities, or any of the draft Corporate Priorities 2012- 17. However, the document would enhance the customer experience of Denbighshire's planning service whilst simultaneously ensuring that development is positively managed to protect a globally valued asset that the County is fortunate enough to have. It is also worth noting that the publication and adoption of a planning guidance document for the WHS is a responsibility that the Council has to fulfil as a part of the designation.

6. What will it cost and how will it affect other services?

6.1. There are no additional resources required as information will be submitted and assessed as part of a planning application. Paper copies of the WHS SPG can be produced within the existing budget, whilst an electronic copy of the document will be made avaible on the website.

6.3. It is not considered that the document would lead to an unacceptable harm on the natural environment or biodiversity.

7. What consultations have been carried out?

7.1. As outlined in section 4.6 of the report, a full consultation process has been carried out.

7.2. Members of the Planning Committee have been notified about the WHS SPG and provided feedback on the consultation process at the September 19th meeting.

7.3. During Planning Committee, Llangollen ward members registered concerns that the WHS and associated buffer zone would hamper economic development for the local area. However, the WHS SPG does not introduce any new requirements for development in the area, and the document itself does not seek to prevent development.

8. Chief Finance Officer Statement

8.1. There are no obvious financial implications contained in the report

9. What risks are there and is there anything we can do to reduce them?

9.1. The main risk associated with adoption of this SPG is that developers may challenge its use through the appeal process. In order to reduce this risk Officers have thoroughly considered the representations made by developers and sought to provide additional clarification where possible. Once the

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document has been adopted, the WHS SPG will be reviewed annually and any issues arising could be addressed with revisions to the document.

9.2. In the absence of an adopted WHS SPG, officers have noted the potential for developers and applicants to misunderstand what the requirements are for planning applications in the qualifying area. It is intended this document will speed up the application process and therefore reduce costs by providing clear advice upfront to applicants

9.3. Should the WHS SPG not be formally adopted, then the Council will be failing in its responsibility to deliver this UNESCO required document and committments the Council have already signed up to in the WHS Management Plan.

10. Power to make the Decision

10.1 Planning and Compulsory Purchase Act 2004.

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Page 132 -Additional text added to WHS SPG is shown by a highlight. -Text removed from the WHS SPG is shown as a strikethrough.

Representor Summary of comments Council comments

1. Shelagh Roberts, Would like a copy of the This is outside the scope of Cefn-y-Fedw, Penycae, letters sent to interested the document. We will Wrexham, LL14 1UA, parties during the WHS forward this request to the designation consultation. relevant colleague.

Page 11 of the document Extensive consultation took does not state that place including press landowners have been notices, 3 drop-in sessions, consulted. letters to agents and developers and a specially convened meeting with local farmers.

Page 11 of the document It was concluded that a full does not state that the local equality impact assessment access forums of on the guidance note is not Denbighshire or Wrexham required because it is based have not been consulted. on advice from National Policy Wales which has been the subject of impact assessments carried out by the Welsh Government. In addition it amplifies policies contained in the Unitary Development Plan (UDP) which was subject to a full equality impact assessment and extensive public consultation.

Considers the words ‘sense Sense of Arrival is fully of arrival’ are misleading’ defined in Appendix 2 of the and should refer to planning document. policy and not access.

Unclear why the sense of The sense of arrival and

Page 133 arrival and history of the history of the site are WHS are important to the fundamental elements of the integrity of the designation. appreciation of the site as a place of outstanding importance.

Unclear on what types of This document does not development do not require specify when document does the submission of a Design and does not need a DAS, & Access Statement and this is covered in national what analysis is required legislation. Therefore, therein. duplicating national regulation would be necessary. However, a pointer to the relevant part of the planning regulations that specify this requirement could be helpful. The drafted informal guidance checklist should help clarify this query. Table 1 also explains what level of detail is required in a DAS.

2. Phillip Jones, (via Considers that the buffer Comments noted. However, email), zone should be extended to this document/process does include the Pengwern Vale not have the ability to alter and land further to the west the extent of the WHS buffer known as ‘Gwernant’ as this zone. area contributes and has views to and from the WHS.

Considers that there should The WHS and buffer zone be stated presumption area is wide and diverse. As against development within the document notes, the WHS BZ and on sometimes a householder proposals that harm views in application can have a larger and out of the WHS. impact on the WHS than a larger development. It is considered a broad brush presumption against development would be unreasonable, and that a case by case approach to assessing impact on the WHS & BZ would be more

Page 134 appropriate. The Council is confident that this approach, the guidance and policies it endorses will provide sufficient and proportionate protection to the designation.

3. Deborah Hemsworth, ‘We note the contents of the Comments noted. Environment Agency document but, as it deals Wales, with matters outside our remit, have no comment to make’. 4. Paul Mitchell, Welcomes the document Support welcomed. and co-operative working of Countryside Council for the three local authorities. Wales, Unclear about table 1 in the The SPG does not have the SPG; concerned it indicates power to insist on when a that any development within DAS is and is not required. the WHS, or immediately This requirement is outlined adjacent to it, does not in The Town and Country require a DAS. Consider Planning (General that scenario 1 does not Development Procedure) require the appropriate level (Amendment) (Wales) Order of assessment. 2009.

Believe that WHS is classed The WHS status as article 1 as Article 1 (5) land in the (5) land only applies in Town and Country Planning England as outlined in the (General Permitted Town and Country Planning Development) Order 1995 (General Permitted (GPDO). Development) (Amendment) (No. 2) (England) Order 2008.

Table 1, scenario 1, ‘siting’ Agreed. Change proposed should be added to ‘design as below: and materials important’. ‘Design siting and materials important.’ (page 6, table 1)

Scenarios 2 & 3 - regard Comments noted. However, should be made to the this SPG is about the WHS difference in permitted not the AONB. development rights in AONBs under detailed guidance.

Page 135 Table 1, scenario 4 should Agreed. Change proposed refer to solar parks and as below: large scale roof mounted solar panels. - Major tourism development such as Visitor Centre - Solar Parks (page 7, table 1, under ‘development type’)

Suggest that the word ‘may’ Comments noted. However it in bullet point 4 that reads is considered unreasonable ‘detailed landscape to always require this type of assessments and mitigation assessment as it might not plans may be necessary’ always be required. should be changed to ‘will’.

Para 8.1 should provide Agreed. Additional paragraph more detail to the mentioned added: River Dee SAC, and make the clear the general point Designated Ecological Sites bout the requirements to 8.8 The council has a duty to consult with CCW/NE over protect and conserve biodiversity in all of its SSSIs& consider likely functions, these protected effects on SAC. habitats and species are afforded varying levels of protection under Statutory legislation. You are advised to contact your Local Authority and or Countryside Council for Wales as the development may impact on the River Dee SAC or any other designated site e.g. SSSI, SPA.(page 9).

Para 8.5 requires changing Agreed. As a result of formal as the AONB extension was confirmation of the AONB confirmed in November extension, the paragraph has 2011. been amended as below:

8.5 Much of the World Heritage

Site lies within landscape which has been assessed as having natural beauty of national significance. The assessment of pressures which affect the natural beauty of the area and the consideration of

Page 136 mechanisms which enable landscape protection and enhancement, concluded that statutory designation as an Area of Outstanding Natural Beauty was the most

appropriate mechanism. Designation brings with it statutory planning controls, a statutory management plan and community engagement within the landscape management and enhancement of the area. The Countryside Council for Wales approved a Draft Order in February 2011 and the making of the designation is currently under review by the

Welsh Assembly Government, with a decision likely towards the end of 2011 . The primary objective for designating the AONB is the conservation and enhancement of its natural beauty, great weight is given to conserving and enhancing the natural beauty, wildlife and cultural heritage of the area. (page 9). Appendix 2. The second set of bullet points relating to the character of the World Agreed. Change proposed Heritage Site and Buffer as below: Zone appraisals of - establish how the development sites should development proposals sit consider- ‘impacts on within the character of the WHS landscape character and and buffer natural beauty. zone in which it is located. - assess impact on landscape character and natural beauty.(page 15).

5. Peter Longlands, (via Llangollen needs to have an Comments noted. This email) economy not based on document, alongside policies tourism alone. Tourist based at the national level and in jobs are notoriously low paid DCC’s emerging LDP, will and seasonal. Concerned help to ensure the economic about employment base of Llangollen remains opportunities in Llangollen. varied, broad, and therefore more resilient.

The WHS designation could This document does not

Page 137 significantly weaken the have a presumption against future of Llangollen and lead the principle of development to stagnation. outright. It looks to ensure high quality development occurs that is aware of its context and impact in relation to the WHS & BZ 6. Barbara Morgan & No comments to make as Comments noted. Diane Clarke, Network little reference to Rail, transportation issues in the SPG. Forwarded a copy of Network Rail’s Route Utilisation Strategy (November 2008) which sets out the company’s strategic vision for the future of railway in the WHS & BZ area. 7. Cllr Lucy Morris, (via Supports the document. Support welcomed. Considers it is important for email) applicants to have a clear understanding of any requirements and restrictions as a result of the WHS, and appreciates the importance of the WHS for tourism and for future generations. 8. Tony Hughes, AONB Supports the document and Support welcomed. JAC, Loggerheads commends the local Country Park, Mold, authorities in preparing it. CH7 5LH

9. Lorna Rogers, Natural Our address has changed. Noted.

England (via email)

10. Chris Parrot, Has a concern that the The WHS & BZ designation additional bureaucratic has been in place since June (address not provided) procedures and time delays, 2009. The WHS SPG does and therefore cost not introduce any new considerations, may be a requirements and procedure. further disincentive to The purpose of the WHS growth. SPG is to help improve the quality and speed of the planning process.

General Guidance in the SP The requirement for a DAS is

Page 138 (6) states a DAS is required already a standard national for all new build, requirement. Supportive text redevelopment and even with an application that does small residential extensions, not require a DAS is not and if not a supportive mandatory, but will be explanation to accompany a encouraged. planning application.

8.4- Removal of permitted This is not being proposed development rights- need to by the SPG. notify all owners.

8.8- Environmental Impact- This is already an existing Further and substantial cost- planning requirement for viability of development. certain types of planning applications.

Llangollen needs to attract & Agreed. The WHS SPG does encourage development and not rule out the principle of channel it in the right development, rather it looks direction, not give off an to increase the quality of impression of ‘don’t come development. here we don’t want any change’.

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Page 140 Informal guidance for submitting applications in the World Heritage Site and Buffer Zone.

The considerations below are in no way intended to replace the more comprehensive guidance contained in the Supplementary Planning Document. Denbighshire’s Planning Section encourage applicants to consider the advice below in addition to validation requirements outlined in Welsh Government Circular 002/12.

1. Is the proposed site located within the World Heritage Site (WHS) or its surrounding Buffer Zone (BZ)?

a) WHS = If the site is located in the WHS, then prior to making an application, you are advised to contact CADW to establish whether Scheduled Ancient Monument (SAM) consent is required. If SAM consent is required, then this process will be in addition to the need for planning permission. Please contact the CADW Scheduled Ancient Monument section on 01443 33 6000, or visit their website for further info; cadw.wales.gov.uk.

b) WHS = WHS are designated as ‘sensitive areas’ for the purpose of the Environment Impact Assessment (EIA) regulations, so an EIA might be required if the planning authority consider the proposal is likely to have a significant effect on the environment. For further advice, please phone the planning section on 01824 706727.

c) BZ = If the site is within the Buffer Zone, then please advance to Q2.

2. Does the application require an accompanying Design and Access Statement (DAS)?

a) The Town and Country Planning (General Development Procedure) (Amendment) (Wales) 2009 introduced the need for some planning application to be accompanied by a DAS. As outlined in these regulations, the following would not require a DAS:

‘(a) engineering or mining operations; (b) development of an existing dwellinghouse, or development within the curtilage of such a dwellinghouse for any purpose incidental to the enjoyment of the dwellinghouse as such; or (c) a material change in the use of land or buildings, provided that if the new use will necessitate access by an employee or involves the provision of services to the public or to a section of the public, with or without payment, then this article applies to the application as if—‘

b) No = If your application falls into one of the above exceptions that do not require a DAS, then although not compulsory, a short statement to demonstrate how your proposal has considered the WHS & BZ would still be encouraged. Please note the impact of your planning application on the WHS & BZ would still be one element assessed by the Council.

c) Yes = Coverage to the WHS and BZ in the DAS will be required. Please see para 6.3 of the SPD document for more guidance.

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Page 142 Supplementary Planning Guidance Note 26

Pontcysyllte Aqueduct & Canal 26 WORLD HERITAGE SITE This leaflet is available in alternative formats

Supplementary Planning Guidance Note 26

Page 143 Supplementary Planning Guidance Note 26 Pontcysyllte Aqueduct & Canal WORLD HERITAGE SITE

Content Supplementary Planning 1 Introduction 1 2 Planning Policy Context 1 Guidance Note 26 3 World Heritage Site - The Inscribed Site 2 4 Buffer Zone and its Purpose 3 5 Vision for Managing Development 3 6 General Guidance - Planning Applications 4 7 Development Affecting Associated Undesignated Features 8 8 Other Considerations 8 9 Key Background Documents 10 10 WHS Nomination, Management, Characterisation and Features 11

Plan 1 Location Plan 2 Plan 2 Typical Development Scenarios 5

Table 1 Typical Development Scenarios 6

Appendix I Map 1: Pontcysyllte Aqueduct and Canal World Heritage Site 12

Appendix II Additional Clarification 14

- PONTCYSYLLTE AQUEDUCT & CANAL

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l Wrexham Unitary Development Plan 1996- 2011 (Policies EC7 Conservation Areas and EC11 Archaeology) l Denbighshire UDP 1996-2011: Policy CON5 Development Within Conservation Areas and Policy CON10 Scheduled Ancient Monuments

2.2 English Planning Guidance l Circular 07/09 Protection of World Heritage 1. Introduction Sites (2009) l National Planning Policy Framework 1.1 This guidance note has been jointly produced l Shropshire Council Core Strategy: CS6 by the three Local Authorities of Wrexham County Sustainable Design and Development Borough Council, Denbighshire County Council Principles and Shropshire Council in relation to the 2.3 Due to the difference in the Welsh and Pontcysyllte Aqueduct and Canal World Heritage English planning systems, this document will be Site. This guidance note amplifies development adopted as a Supplementary Planning Document plan policies of the three respective Councils and for Wrexham and Denbighshire. However for is a material consideration in the determination of Shropshire Council this document will be used to planning applications that affect the World inform the development of a Supplementary Heritage Site and its setting. It is intended to Planning Document regarding the historic provide guidance to developers, members of the environment. public, Officers and Members of the Council. 2.4 This guidance note will be reviewed when the 1.2 The aim is to ensure the integrity of the respective Local Planning Authorities adopt their Pontcysyllte Aqueduct and Canal World Heritage respective Local Development Plans/Frameworks. Site, its buildings, structures and landscape are Please seek advice of the relevant Local Planning maintained. New development should ensure no Authority regarding the most recently adopted plan. adverse impact. It is recommended that dependent on the type and complexity of development that applicants discuss their proposals with the relevant Council prior to submitting any application to ensure there are no specific requirements arising from the World Heritage Site Inscription.

2. Planning Policy Context 2.1 Welsh Planning Guidance l Chapter 6 Planning Policy Wales (2011) l Welsh Office Circular 60/96: Planning and the Historic Environment: Archaeology l Welsh Office Circular 61/96: Planning and the Historic Environment: Historic Buildings and Conservation Areas

WORLD HERITAGE SITE 1

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3. World Heritage Site – The incorporates the Pontcysyllte Aqueduct and associated engineering features Horseshoe Falls, Inscribed Site Chirk Aqueduct, the Llangollen feeder canal, cuttings, embankments and tunnels. The 3.1 World Heritage Sites are places of immediate visual setting of the Horseshoe Falls, Outstanding Universal Value to the whole of Pontcysyllte Aqueduct and Chirk Aqueduct are humanity. The Pontcysyllte Aqueduct and Canal also included. achieved World Heritage Site status in June 2009 because its value and significance is clearly expressed within the integrity and authenticity of its features and its landscape and cultural setting.

3.2 The World Heritage Site inscription site forms a linear corridor which extends from the Horseshoe Falls west of Llangollen (Denbighshire) to Gledrid Bridge to the east of Chirk Bank (Shropshire) (see Map 1 in Appendix 1). The area inscribed within the World Heritage Site

Plan 1: Location Plan

2 PONTCYSYLLTE AQUEDUCT & CANAL

Page 146 Supplementary Planning Guidance Note 26

4. Buffer Zone and its Purpose

4.1 The Outstanding Universal Value of the World Heritage Site is not contained purely within the inscribed area. The cultural, settled and aesthetic landscape which contribute to the presentation, setting, sense of arrival and history of the World Heritage Site are all important to the integrity of the designation. Buildings, archaeology, views and landscape features combine in places to form distinctive character and sense of place which 5. Vision for Managing complement the experience and understanding of Development the World Heritage Site. A Buffer Zone has therefore been drawn around the World Heritage 5.1 The objective of the Local Planning Site to allow historic, cultural and landscape Authorities responsible for protecting the World elements which contribute to the authenticity and Heritage Site is to manage development in a integrity of the Site and therefore to its positive way that supports the vision for the Outstanding Universal Value to be conserved. Management of the World Heritage Site.

4.2 The boundary follows the principal ridgelines 5.2 The following objectives are taken from page of the Dee, Chirk and Ceiriog valleys to include 79 of the Pontcysyllte World Heritage Site the Site’s broad landscape and visual context Management Plan (2007 - 2012): (see Map 1 in Appendix 1). l To manage the World Heritage Site and Buffer 4.3 The Buffer Zone itself is not of Outstanding Zone in a sustainable manner to conserve, Universal Value, it simply defines the outer limits enhance and present the Outstanding of a zone containing areas which by association Universal Value of the Site locally and with the World Heritage Site are important to the internationally. Site’s Outstanding Universal Value. It is not the l To balance the needs of protection, purpose of the Buffer Zone to impose a blanket conservation and access, the interests of the conservation approach to the entire area, but to local community and the achievement of encourage sustainable development which sustainable growth. through contextual awareness conserves and l To engage with and deliver benefits to the enhances the World Heritage Site. local communities around the Site. 4.4 The ICOMOS Xian Declaration of 2005 is the l To attract visitors to the area; and reference point for understanding setting in the l To generate income that adds value to the context of a World Heritage Site. local economy or is reinvested in the running http://www.international.icomos.org/xian2005/xian of the Site. -declaration.htm

4.5 The full statement of Outstanding Universal Value for the Pontcysyllte Aqueduct and Canal and the criteria the Site meets can be found at http://whc.unesco.org/en/list/1303 . Further explanation can be seen in Appendix 2.

WORLD HERITAGE SITE 3

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6. General Guidance - Planning Applications

6.1 All development proposals must demonstrate how they have considered the impact on the World Heritage Site, of particular importance will be: l a character appraisal of the site within its context of the World Heritage Site and Buffer l An understanding of the character of the area Zone and how the proposal impacts on the in which the development is located and how World Heritage Site’s Outstanding Universal development effects the setting of the World Value both aesthetically and culturally; Heritage Site and Buffer Zone; l the design of the development and how it fits l How the development impacts on views in into the immediate area and wider landscape and out of the World Heritage Site; setting; l How the development contributes or l setting and views of key buildings, features, minimises the impacts on the integrity and landscape, archaeology and key views within, authenticity of the World Heritage Site; to and from the development site; l How the development contributes to the l where appropriate, the use of locally visitors ”sense of arrival” to the World distinctive building elements, built form and Heritage Site. construction techniques, such as scale, siting, 6.2 The contents of Appendix 2 will help address massing, roof shape, roof pitches, frontage, some of these issues. window proportions, parapets and landscaping, shop front design and Design and Access Statement advertisement signs;

6.3 The nature, scale and location of development l where appropriate, the use of locally will be important in determining the range and distinctive facing materials such as natural depth of information that will be required with a slate, building materials, brick quoins or planning application. For the majority of natural stone, rainwater goods, windows, applications the issues raised above can be doors, porches, shop front design and in both addressed in the Design and Access Statement buildings and the public realm; (DAS) see Technical Advice Note 17:Design (2009). l justifying high quality modern design that A typical Design and Access Statement (DAS) respects its location and setting; needs to provide the following information:- l a description of boundary details including means of enclosure of landscape features, open spaces and gardens; and l public realm and how pavements, parking areas, lighting, waste bins etc relate to the design principles of the proposal. l Sense of arrival, consideration of how development would impact on the sense of arriving at the World Heritage Site.

6.4 Each Council welcomes appropriate modern design that contributes positively to the character of the World Heritage Site and its Buffer Zone.

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6.5 Certain types of development do not require 6.7 The type of development, its scale, location, the submission of a Design and Access Statement siting and design can lead to dramatically different (DAS) (refer to Table 1 for more information) but impacts on the World Heritage Site. Small the considerations discussed above will still be development such as an extension to a residential material to planning decisions. It would be property can have a significant impact if it is beneficial to your application to produce a short directly next to the World Heritage Site, while statement stating how your design proposals large developments such as a housing estate may relate to these issues. Major applications in have a very limited impact when far removed from England, including those subject to Environmental the World Heritage Site. Developers will need to Impact Assessment are likely to require a demonstrate why there is no impact in the separate Heritage Statement which considers supporting documentation accompanying the each of the above points in more detail. planning application. 6.6 Some development will not require a planning 6.8 Plan 2 and Table 1 (below) sets out more application, such as work carried out by statutory detailed guidance on the different types of undertakers and development subject to development and the approach required. These agricultural and forestry notifications. In all cases scenarios do not intend to cover all possibilities, it may be required to seek approval for the siting, but do include the main circumstances where design and external appearance of the proposal development could threaten the World Heritage where it is considered that the proposal may be Site and Buffer Zone. harmful to the setting or Outstanding Universal Value of the World Heritage Site.

Plan 2: Typical Development Scenarios (Illustrative guide to typical development scenarios).

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Table 1 – Typical Development Scenarios Development Development Detailed Guidance Scenario Type

1. Any development l Typically small scale l Minor tourist development for essential small scale within the WHS, or l Householder facilities could be appropriate in the open countryside immediately adjacent (residential extensions where the openness of the countryside is maintained. to it. and conservatories) l Design siting and materials important. l Changes of use l Statement required to state how the development l Minor tourist contributes to the WHS’s character. development (toilets, small parking areas, picnic areas).

2. Small scale l Householder l Use the guidance within Section 6 and Appendix 2 to development within developments assess whether the proposal is of local impact or of wider impact on the WHS. the Buffer Zone in l Shop front or small settlement limits. scale retail development l Detail this analysis within a Design and Access in urban areas Statement (DAS). If it can be demonstrated that the proposal is of local impact the DAS should look l Minor development towards local character for design guidance. (less than 10 dwellings). l Any development that impacts on the WHS’s “sense of arrival” or on buildings or landscape features e.g. archaeological features or buildings of historical or cultural association with the WHS that contribute to its Outstanding Universal Value should stipulate how the effects of development will be mitigated.

l Use the guidance within Section 6 and Appendix 2 to 3. Small scale l Rural conversions assess whether the proposal is of local impact or of development within l Small scale agricultural wider impact on the WHS. the Buffer Zone in development. rural areas. l Detail this analysis within a Design and Access Statement (DAS). l If it can be demonstrated that the proposal is of local impact the DAS should look towards local character for design guidance. l Any development that impacts on the WHS’s “sense of arrival” or on buildings or landscape features e.g. archaeological features or buildings of historical or cultural association with the WHS that contribute to its Outstanding Universal Value should identify how the effects of development will be mitigated. l Development subject to agricultural notifications may be required to seek approval for the siting, design and external appearance of the proposal where it is considered that the proposal may be harmful to the setting or Outstanding Universal Value of the WHS. l Development by Statutory Undertakers (Gas and Electricity) may require approval for the design and external appearance of works as detailed in the General Permitted Development Order.

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Development Development Detailed Guidance Scenario Type

4. Major development l Housing (10 or more) l The impact of major development can be much wider within settlement limits l Major agricultural than just on its local setting. It can have a significant or rural areas of the development impact on the Outstanding Universal Value, setting and Buffer Zone. visitor experience of the WHS as well as on the l Major retailing character of the Buffer Zone. development l An application for a major development needs to l Industrial or commercial consider the issues raised in Section 6 and Appendix 2. development l A Design and Access Statement (DAS) is required. l Freestanding wind l turbines The DAS should clearly define and understand the character of the development site and its relationship l Major tourism in the wider context. The DAS needs to identify the development such as design principles used in developing the site Visitor Centre. Masterplan and how the design of the site would make a positive contribution to the WHS. l Solar Parks l Detailed landscape assessments and mitigation plans may be necessary. l Tourism Development significant visitor attraction facilities should be within settlement limits; only in exceptional circumstances would such facilities be allowed in the open countryside or on the edge of existing settlements. Proposals for development outside the settlement limits would need to justify why a location within or on the edge of the settlement would not be appropriate for the facility and demonstrate that the rural character and landscape qualities would not be compromised by development. l Visitor accommodation will only be acceptable within settlement limits or through the conversion of existing rural buildings. l Industrial, retail and commercial development should be located within settlement limits. l Development that is major or significant in scale may require an Environmental Impact Assessment (see Page 9).

5. Major development l Wind turbines l The Buffer Zone has been drawn to follow the ridgeline of the Dee and Ceiriog Valleys to define the broad outside of the Buffer l High rise development Zone with impacts on landscape and visual context to the WHS. the WHS setting. l Infrastructure projects l Developments outside of the Buffer Zone may be (electricity pylons) visible from the WHS and impact upon its setting (e.g. visible above the Buffer wind turbines may be visible above the Buffer Zone Zone ridgeline. ridgeline). l Developers should contact the relevant Council prior to submitting an application to ensure there are no specific requirements arising from the WHS designation. l Development that is major or significant in scale may require an Environmental Impact Assessment (see Page 9).

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7. Development Affecting 8. Other Considerations

Associated Undesignated 8.1 The rich cultural and valued landscape setting Features of the World Heritage Site and the Buffer Zone is apparent within the high number of statutory and 7.1 Several undesignated archaeological features nonstatutory designations within the area within the Buffer Zone are closely associated with (including the European Designation ”Special Area the World Heritage Site and are important for its of Conservation” on the River Dee). World interpretation (e.g. the industries that provided Heritage Site designation does not remove these economic justification for building the site, obligations or diminish their significance within features associated with the construction of the planning decisions. Below is a list of a relevant site e.g. iron works, tramways, settlements and few, and you are advised to contact your Local quarry workings). Planning Authority to check.

7.2 An Archaeological Audit is available which Scheduled Ancient Monument & Listed considers the purpose and function of these Buildings Consent features; their relevance to the World Heritage Site; their significance (whether local, regional, 8.2 The Pontcysyllte Aqueduct and Canal is a national or international). It may be necessary for Scheduled Ancient Monument (SAM). Works to a archaeological surveys to be undertaken and Scheduled Ancient Monument or on land adjoining appropriate mitigation may be required to make a a Scheduled Ancient Monument require separate development acceptable. Advice can be given consent from Cadw in Wales or English Heritage at pre-application stage. in England. Listed Building Consent is also a separate consent from the relevant Council that is required for works to a listed building.

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Conservation Areas

8.3 There are to date 6 Conservation Areas within the World Heritage Site Buffer Zone. These are areas of special architectural or historic interest, the character or appearance of which should be preserved and/or enhanced. To assist development each has their own character appraisal detailing the main features of the area and local guidance to preserve or enhance that character.

Article 4(2) Directions

8.4 Article 4(2) directions remove the permitted Outstanding Natural Beauty share a common development rights to houses within a designated interest in the conservation and enhancement of area, where character of such features are felt to built and natural features of national and be important, for example changes in materials of international significance. The cultural, historic, external walls, windows and boundary walls. landscape character and quality features of the These are in place in Cefn Mawr, Chirk and area are as important to the setting and integrity Pontcysyllte Aqueduct Conservation Areas. It may of the World Heritage Site and they are to the be appropriate to add more directions in the natural beauty of the Area of Outstanding Natural future. This will be undertaken in full consultation Beauty. with the local community. To confirm whether your property has had an Article 4 direction imposed 8.7 It is important to ensure that planning and and the content of the direction please contact the management decisions conserve and enhance the relevant local authority. features important to both designations. To aid planning decisions a supplementary planning Clwydian Range and Dee Valley Area of guidance note will be prepared for the Area of Outstanding Natural Beauty Outstanding Natural Beauty once designated. 8.5 Much of the World Heritage Site lies within Designated Ecological Sites landscape which has been assessed as having natural beauty of national significance. The 8.8 The council has a duty to protect and assessment of pressures which affect the natural conserve biodiversity in all of its functions, these beauty of the area and the consideration of protected habitats and species are afforded mechanisms which enable landscape protection varying levels of protection under Statutory and enhancement, concluded that statutory legislation. You are advised to contact your Local designation as an Area of Outstanding Natural Authority and or Countryside Council for Wales as Beauty was the most appropriate mechanism. the development may impact on the River Dee Designation brings with it statutory planning SAC or any other designated site e.g. SSSI, SPA. controls, a statutory management plan and community engagement within the landscape Environmental Impact Assessment management and enhancement of the area. The primary objective for designating the AONB is the 8.9 Development that is major or significant in conservation and enhancement of it’s natural scale may require an Environmental Impact beauty, great weight is given to conserving and Assessment (EIA). An EIA is required for certain enhancing the natural beauty, wildlife and cultural specified types of development likely to have a heritage of the area. significant affect on the environment by virtue of their nature, size or location. World Heritage Sites 8.6 The World Heritage Site and Area of are ”sensitive areas” for the purposes of the EIA

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Regulations. This means that the Council will require an Environmental Impact Assessment to 9. Key background be carried out for any development proposal in, or documents partly in, a World Heritage Site if they consider it is likely to have a significant effect on the l Planning Policy Wales (2011) and associated environment. Technical Advice Notes. 8.10 When an Environmental Impact Assessment l Welsh Office Circular 61/96: Planning and is required, the developer must prepare and the Historic Environment: Historic Buildings submit an Environmental Impact Assessment to and Conservation Areas (2006) accompany the planning application. An l Communities and Local Government Circular Environmental Impact Assessment in the World 07/2009: Protection of World Heritage Sites Heritage Site should: (July 2009) l Take account of ICOMOS guidance on l Wrexham Unitary Development Plan Heritage Impact Assessments (HIA). A (adopted February 2005) Heritage Impact Assessment undertaken in these circumstances is not additional to a l Denbighshire Unitary Development Plan standard Environmental Impact Assessment (adopted July 2002) but integral to it using methodology to focus l Shropshire Council Core Strategy on Outstanding Universal Value and attributes (adopted March 2011) that contribute to Outstanding Universal Value. l X’ian Declaration on the Conservation of the l Examine alternatives; Setting of Heritage Structures, Sites and l Highlight the environmental effects of Areas, ICOMOS (2005) proposed developments; and l Guidance on Heritage Impact Assessments l Propose appropriate mitigation and monitoring for Cultural World Heritage Properties, measures. ICOMOS (Draft 2010) l The Protection & Management of World 8.11 Applicants are encouraged to contact the Heritage Sites in England, English Heritage relevant Council to confirm if it is likely the (2009) proposal will require an Environmental Impact l Seeing the History in the View: A Method for Assessment. Assessing Heritage Significance Within Views, English Heritage (Draft 2008) l The Setting of Heritage Assets: English Heritage Guidance, English Heritage (Draft 2010) l Technical Advice Note 12: Design

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10. World Heritage Site Nomination, Management, Characterisation and Features l Pontcysyllte Aqueduct and Canal Nomination Wales Part 1: Parks and Gardens as a World Heritage Site - Nomination (CADW/ ICOMOS UK) Document (2009) l Register of landscapes of Special Historic l Pontcysyllte and its canal: World Heritage Interest in Wales (CADW/ ICOMOS UK) Management Plan (2007) l Vale of Llangollen and Eglwyseg Historic l Pontcysyllte Landscape and Visual Landscape Characterisation (Clwyd-Powys Assessment (2007) Archaeological Trust) l Pontcysyllte Archaeological Audit (2007) l LANDMAP – Provides an assessment of 5 aspects which together contribute to the l Pontcysyllte Aqueduct Conservation Area Welsh landscape: geological landscapes; Assessment and Management Plan (2009) visual and sensory landscapes; landscape l Tree and Ecology Management Plan (2010) habitats; cultural landscapes and historic l Llangollen Conservation Area Appraisal landscapes http://test.landmap.ccw.gov.uk (1997-1998) l Llantysilio Conservation Area Appraisal (1997) County Landscape Assessments: l Trevor Mill / Plas yn Pentre (1997-1998) l Denbighshire Landscape Strategy (2003) l Cefn Mawr Conservation Area Character l Wrexham LANDMAP Supplementary Assessment (2005) Planning Guidance l Chirk Conservation Area Character l Shropshire Landscape Typology Assessment (2001) (September 2006) l Clwyd Register of Landscapes, Parks and Gardens of Special Historic Interest in

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Page 155 Supplementary Planning Guidance Note 26 Appendix 1: Pontcysyllte Aqueduct and Canal World Heritage Site s s

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Appendix 2: Additional clarification – Outstanding Universal Value.

OUTSTANDING UNIVERSAL VALUE “World Heritage Sites are places of outstanding universal value to the whole of humanity” ¨ Communities and Local Government Circular 07/2009: Protection of World Heritage Sites (July 2009).

What are we protecting? and the application of iron to structural design; and “Outstanding universal value” means cultural l It is an outstanding example of transport and/or natural significance which is so exceptional improvements in the Industrial Revolution, as to transcend national boundaries. In June 2009 which initiated the process of industrialisation UNESCO inscribed Pontcysyllte Aqueduct and that spread to Europe, North America and the Canal on the World Heritage List because it bears entire globe. witness to very substantial international Some of the key features from the adopted interchanges and influences in the fields of inland statement of Outstanding Universal Value are: waterways, civil engineering, land-use planning, and the application of iron in structural design.The l recognition of the difficult geographical full statement of Outstanding Universal Value for environment and the use of extensive and the Pontcysyllte Aqueduct and Canal and the boldly conceived civil engineering works that criteria the site meets can be found at resulted in monumental architecture; http://whc.unesco.org/en/list/1303 l acknowledgement that the integrity of the landscapes and the Buffer Zone of the In order to be inscribed on the UNESCO World property (World Heritage Site) contribute to the Heritage Site list a site has to demonstrate and expression of the value of the property (World meet one or more of ten criteria to assess Heritage Site); Outstanding Universal Value, satisfy requirements of authenticity and/or integrity and demonstrate l noting the property (World Heritage Site) has the site’s importance. UNESCO considers all the values of integrity as a major historic Pontcysyllte Aqueduct and Canal satisfies three canal of the Industrial Revolution; and Outstanding Universal Value criteria. l noting the good degree of authenticity between the buildings associated with the canal and its These are: immediate environment. l It is a masterpiece of two of the exceptional The content of the following boxes explains the figures in the heroic phase of civil engineering terms referred to in paragraph 6.1 of in the late eighteenth and early nineteenth the Local Guidance Note. centuries; l It exhibits important international interchanges of values in inland navigation, civil engineering

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Outstanding Universal Value, Character .

Character appraisals should identify the local distinctiveness and special interest of the visual and cultural environment.

The principal aims of character appraisals are to:- l identify the factors that create the “quality of place”; l define what built and natural features chiefly reflect this character and what is most worth conserving; l identify what has suffered damage or loss and may need reinstating; l establish how the development proposals sit within the character of the WHS and buffer zone in which it is located. l assess impact on landscape character and natural beauty. A character appraisal should ensure that the quality of townscape / rural scape in its broadest sense is understood as well as protected to ensure that new development is sympathetic to the areas special interest. It is the character of the World Heritage Site of Pontcysyllte Aqueduct and Canal and the parts of the buffer zone affected by development proposals that should be the prime consideration in a character appraisal. Appraisals of development sites should consider: - l architectural character; l the layout and grouping (perhaps historic) of property boundaries and street patterns, lanes or tracks; l the scale of buildings, building block patterns, frontage sizes (vertical, horizontal); fenestration patterns; a building’s relationship to outdoor spaces; l any architectural detailing or rhythm to building frontages; l any particular mix of building or land uses; l characteristic local materials to buildings and other surfaces, such as walls, gates, railings etc; l the mix and importance of focus and background buildings; l the mix and importance of open spaces and hard and soft landscaping; l important views and visual compositions to and from the development site in relation to the WHS (including vistas along streets and between buildings where relevant); l important topographical features l quality of advertisements. The appraisal should form the basis of the design and quality of new development taking all the above factors into consideration. Maps and photographs should also assist in this process.

Further work is being undertaken by Cadw to assist with identification of characterisation.

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Outstanding Universal Value, Views Relating to the World Heritage Site.

All developments need to consider whether they fall within views of the World Heritage Site and/or are viewed from the World Heritage Site. If a proposal falls within such views then the developer needs to consider the impact of development on the setting of the World Heritage Site and the character of the Buffer Zone.

Views of the World Heritage Site are important for appreciating the site and its integrity and authenticity. In some cases it may be required to preserve an existing view, in other cases it may be desirable to leave a view obscured for example where opening up a view would reveal previously hidden insensitive development. Development proposals will be considered for opportunities to enhance views of the site in the design, siting and landscaping of the proposal.

Within the Buffer Zone are significant views which have historic or cultural value. These views may be from historic sites like Castell Dinas Bran, A5 or from tourist attractions and national trails such as Offa’s Dyke, Clwydian Way, Maelor Way, or may provide attractive views of the principal features of the World Heritage Site.

The significant views have been identified in the World Heritage Site nomination document: Pontcysyllte Landscape and Visual Assessment (2007).

Outstanding Universal Value, Authenticity and Integrity.

Integrity means completeness/intactness of the attributes needed to convey Outstanding Universal Value;

The adopted statement of Outstanding Universal Value for Pontcysyllte World Heritage Site notes the high integrity of the site as a major historic canal of the Industrial Revolution. It also notes the integrity of the landscape contributes to the expression of the value of the Pontcysyllte Aqueduct and Canal.

Authenticity means the link between attributes (attributes could take a variety of forms e.g. materials and substance, use and function, form and design or other forms of intangible heritage) and Outstanding Universal Value. How well those links convey Outstanding Universal Value;

The adopted statement of Outstanding Universal Value for Pontcysyllte World Heritage Site notes the good degree of authenticity between buildings associated with the canal and its immediate environment.

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Outstanding Universal Value, Sense of Arrival.

A journey along major road and rail access routes to the World Heritage Site creates a ‘sense of arrival’ for visitors and can help interpret the value of the World Heritage Site and its Outstanding Universal Value. Development proposals along the major tourist access routes will need to consider how the proposal relates to this ‘sense of arrival’ and how it can positively contribute to it.

The Buffer Zone has a value in its own right where it creates a ‘sense of arrival’ to the World Heritage Site. This includes buildings, sites or landscape features that contribute to the Outstanding Universal Value of the World Heritage Site. These features may not be visible to or from the World Heritage Site but may be important to the character of that particular part of the Buffer Zone.

For development with a significant influence on the ‘sense of arrival’ by virtue of its scale, size, location or nature a context appraisal will need to be undertaken as part of the Design and Access Statement. The Design and Access Statement will need to consider the various landscape and urban characters along the route including the character of the World Heritage Site and the Outstanding Universal Value of the site. The development design will need to react positively to this context.

For example with the Outstanding Universal Value in mind, a drive to the World Heritage Site through the rural valley gives views of the difficult geographical environment in which the World Heritage Site was engineered, reveals views of the monumental architecture, passes settlements with historic association to the World Heritage Site and finally a visit to the World Heritage Site reveals the engineering solutions to the difficult terrain. Context appraisal may reveal an opportunity to open up views of the World Heritage Site and the valley, it may provide historic industrial links, buildings or features that could be reflected in the design or it could provide inspiration for materials.

Minor development (householder, change of use) along the main access routes will have more limited impact, in these circumstances a high quality of design and landscaping in keeping with the locality will be required.

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Key Contacts

lDenbighshire County Council Local Development Plan Team Caledfryn Smithfield Road Denbigh LL16 3RJ

Tel: 01824 706916 web: www.denbighshire.gov.uk

lWrexham County Borough Council Community Wellbeing and Development 16 Lord Street Wrexham LL11 1LG

Tel: 01978 292017 web: www.wrexham.gov.uk/planning

lShropshire Council Development Services Shirehall, Abbey Foregate Shrewsbury Shropshire SY2 6ND

Tel: 0345 678 9004 web: www.shropshire.gov.uk

Mae’r ddogfen hon ar gael yn Gymraeg. Ffoniwch 01824 706916 This document is available in alternative formats. am eich copi. Please call 01824 706916 for your copy.

PONTCYSYLLTE AQUEDUCT & CANAL

Page 162 Agenda Item 9

Report To: Council Date of Meeting: 9th October, 2012 Lead Member / Officer: Cllr Bobby Feeley, Lead Member for Social Care and Children’s Services Report Author: Director of Modernisation and Wellbeing Title: Council response to Betsi Cadwaladr UHB Service Reviews

1. What is the report about?

The report recommends a final Council response to the public consultation “Healthcare in North Wales is Changing.”

2. What is the reason for making this report?

“Healthcare in North Wales is Changing” and other Service Reviews considered by the BCU Board in July 2012, contain proposals for significant changes to health services across North Wales. A formal consultation process on the proposals extends from 20 th August to 28 th October and Council needs to agree formally the proposed response at Appendix I.

3. What are the Recommendations? For Council to agree the consultation response, attached at Appendix I, for submission to BCUHB.

4. Report details.

4.1 Over the last 2 years, BCUHB has undertaken reviews of seven key areas of the health service i.e. Localities and Community services Paediatric services Maternity, Gynaecology and Neonatal service Non-elective General surgery Trauma and Orthopaedics Older People’s Mental Health Vascular Services

4.2 The result of these reviews “Healthcare in North Wales is Changing: report on service change proposals” was reported to the BCUHB on 19 th July, 2012.

4.3 Council, on 11 th September, received background information and a summary of the proposals, a copy of the consultation document and a draft response to the proposals prepared by a Working Group of the Partnerships Scrutiny Committee. It also received a presentation by representatives of the Health Board and was able to ask questions on key issues.

Page 163 4.4 Since the Council meeting on 11 th September, members and officers have discussed the issues further in MAGs, Town and Community Council Cluster meetings, in the formal consultation meetings organised by BCU and through consultation activities organised by the Community Health Council. The draft consultation response has been amended, via a further meeting of the Partnerships Scrutiny Committee Working Group, to take these discussions into account.

4.5 Key amendments made include

- the need to have a Strategic Group in place for Denbighshire to enable ongoing discussion about the detailed implementation of the proposals (para 1.4) - stronger wording about the need to have alternative services in place before existing services are closed (paras 1.5, 1.6.4, 1.8.2, 2.3) and for the development of services for carers (1.9.2) - a proposal that the Health Board consider developing Denbigh Infirmary and Ruthin Hospital as a “joint hospital hub” with complementary functions (para 1.7) - specific support for the delivery of a Minor Injuries Service in Llangollen (para 1.8.3)

5. How does the decision contribute to the Corporate Priorities?

Close and integrated working with health services, especially in localities, forms a key part of the Council’s work to respond to demographic change. The BIG Plan also sets out objectives for effective joint working to support families.

6. What will it cost and how will it affect other services?

The potential costs to BCUHB were set out in para 4.7 of the report to Council on 11 th September. Disinvestment from an old pattern of services, reinvestment in new services and dealing with an underlying deficit are major challenges for the Health Board. There is a risk that in the process of change, especially as services transfer to communities, that increased costs will transfer to local authorities, especially in adult social care, though there could also be implications for transport provision.

7. What consultations have been carried out and has an Equality Impact Assessment Screening been undertaken?

BCUHB has carried out equality impact assessment screening on their proposals and will do further work before final proposals are submitted to the Board. The Partnerships Scrutiny Working Group, and officers, have contributed to the draft response. Meetings of MAGs and Town and Community Council clusters also

Page 164 considered the proposals during September and will continue to do so through early October.

8. Chief Finance Officer Statement

The changes that are proposed are not fully costed at this stage so the implication on council services is not clear. Issues such as transport need to be considered and there is the risk that, as services are provided more in the community additional costs will inevitably fall on the Council’s social care teams. BCU began the financial year with a forecast £82m deficit on its budget. Despite a one off contribution of £17m from the Welsh Government and use of contingencies it has not yet been able to achieve its savings targets. These proposals will see short term costs rise by £15m with an assumption that savings will be delivered going forward. Even at the best case scenario contained in the consultation, the organisation will still be left with a significant deficit.

9. What risks are there and is there anything we can do to reduce them?

The key risks are referred to para 8 above and throughout the draft response at Appendix I. Key actions to mitigate the risks identified are for detailed costed implementation plans to be produced for the changes proposed and sicussed via a proposed Strategic Group This would enable the impact to be transparent and enable full discussion and negotiation with the local authority about how, where there is interface with Council responsibilities, the new pattern of services can be organised and funded.

10. Power to make the Decision S111 Local Government Act 1972

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Page 166 Appendix I

Response by Denbighshire County Council to “Healthcare in North Wales is Changing”

1 Localities and Community Services

1.1.The Council agrees that the current pattern of services does need to change. It agrees that we should not just think about buildings when we consider the quality of health services and acknowledges that the quality of some buildings is not good enough. The Council’s experience also is that people usually do want to be cared for at home when at all possible.

1.2 There is general support for the concept of “hospital hubs” and a widened range of services, traditionally only available in acute hospitals, available more locally.

1.3 While there is considerable agreement about the principles for future health provision, there is a lot of anxiety that “the devil is in the detail.” The Council would like to have specific reassurance on some points and to see detailed implementation plans produced in a number of areas with full local authority involvement both in developing and monitoring them.

1.4 To make a reality of this, the Council wants BCU to commit to full engagement with a local authority/BCU Strategic Group to oversee implementation of the changes affecting both organisations- both the proposals out to consultation and the significant changes to service configuration (eg those in Trauma and Orthopaedics) which are not subject to public consultation. Proposed changes to relevant local authority services would also be part of the business of this group.

Members of this group need to have the authority and budget holding responsibility to be able to do business. The Group needs to have appropriate governance arrangements and be accountable to both the local authority and BCU. From the local authority perspective, there would be both elected member and senior officer participation.

This Strategic Group could be a revised Health, Social Care and Wellbeing Partnership and our perspective is that it could potentially cover Denbighshire alone, or be joint across Denbighshire and Conwy, (though we would need to be sure it had appropriate focus if this was the case). It would complement Children and Young People’s Strategic Partnership arrangements.

Our experience is that, especially in relation to adult services, BCU have been reluctant to engage with planning structures at individual local authority level- investing rather in regional and locality based structures. However, we think the

Page 167 importance of the changes set out in all the reviews within the “Healthcare in North Wales is Changing” programme is such that a joint Strategic Group, which would consider the detailed health and social care arrangements for our particular area, is essential. We see this as complementing the focus of the Locality Leadership Teams (which are not accountable to local government).

1.5 The areas on which we want reassurance or to see detailed plans, (some of which ought to be ongoing business for the Joint Strategic Group, described above), include

- commitment that existing services will not be stood down until the planned alternative services are in place

- clarity about how the financial aspects of the proposed changes are going to work in practice including o The detail of how investment in community services in each locality will be achieved in a 3 – 5 year period given the scale of the deficit BCU currently faces.

Our experience of commissioning services following the closure of beds at the Royal Alex shows that transparency with the public and with partners about the money available for reinvestment, and how much alternative service can be bought with the money available is really important to securing buy-in.

BCU is placing a heavy reliance on the roll out of “Enhanced Care Services” (ECS) which will see increased responsibilities held in primary care. Our day to day experience is of long waiting lists for appointments in local GP surgeries and difficulties in recruitment. Consequently, we are sceptical about how primary care and community services will manage this increased workload and would want to see clear investment plans set out. We also want to see clear roll out plans set out. For example, what will happen if not all GPs sign up to deliver ECS in a particular locality? o The Council is worried that BCU’s plans, which will lead to shorter hospital stays and more care in the community, will also lead to greater pressure on social care services where budgets are already under extreme stress for the same reasons identified by BCU. Transparency in implementation planning, and the management and monitoring of change and use of resources will help alleviate this anxiety.

For example, we believe there remains some ambiguity about funding intentions for ECS services between health and social care. It is quite clear to us that ECS services are health services and it is not the local authority’s responsibility to fund any aspect of alternative health services. This is the arrived at for the original

Page 168 HECS service and the principle was reiterated at the Council meeting on 11 th September.

We believe it is essential to be clear up front about arrangements for financing new services like these so there can be no prospect of “arguing over the patient’s head”. o The Council would like to know how confident BCU is of securing the required capital and revenue investment required to open the new North Denbighshire and Llangollen community based facilities and to enable the facilities to be open by 2015 o The Council would like to see the production of detailed plans for investment in health promotion in each locality. Prevention and early intervention are core to the whole strategy in all service areas but there is no mention of investment in exercise referral or other physical activity programmes in Leisure Services, for example. o How investment/disinvestment will be managed across services within BCU. For example, those delivering children’s services worry that the scale and urgency of the changes needed for older people may eclipse the need for investment in children’s community health services, especially as children’s services are not so well represented in Locality Planning.

1.6 Rhyl/Prestatyn

1.6.1From a regeneration perspective, we understand that following extensive site searches, the Royal Alex is the chosen site for the North Denbighshire community facility. This investment could play an important role in the regeneration of Rhyl in the same way as has been proposed for the Council’s own office provision in the area. We would be keen to continue to work with health partners on the development of this facility as substantial changes will be taking place in Rhyl, especially along the promenade, over the next few years and we will be keen to maximise local skills and job opportunities both during the build and afterwards.

1.6.2 There is considerable interest in how it is proposed to develop the site- especially in terms of how it is proposed to conserve the key architectural features of the building- a Grade II listed building- while making it fit for modern healthcare provision. We would want to see early liaison with “built” professionals within the Council including planning, conservation and regeneration colleagues. We believe that, even if the building is no longer suitable for a hospital, it has key elements which will need to be conserved. We believe this will make redevelopment more complex and this could potentially add to the cost and timescale for building and opening a new facility- a critical factor in the overall

Page 169 plan. We believe no pre-application contact has been made so far and that it should be as a matter of urgency to enable any potential applications to be dealt with as efficiently as possible.

1.6.3 We understand the proposed bed numbers for the North Denbighshire facility are 30. We would like to be shown how this has been calculated- both to take into account the needs of the rural hinterland as well as the coastal towns and also the proposed developments in the LDP including that at Bodelwyddan.There are plans to develop further housing over the border in Conwy too and, again, we would like to know that the proposed bed numbers for the North Denbighshire community facility have taken these into account.

1.6.4 We believe, especially given the development considerations referred to in 1.6.1 above, that the statements about the opening timescale for the new facility being 2015 are highly optimistic. This has increased the importance of the Council receiving commitments for existing facilities to remain open and functioning until new facilities and alternative services are in place. This applies to Prestatyn Community Hospital in particular. We do not think it is acceptable for Chatsworth House to close with vague reassurances that other measures would be in place.

1.7 Ruthin and Denbigh- location of Hospital Hub

1.7.1 The Council acknowledges the reassurances it has received about the future of Ruthin Community Hospital and local councillors have seen that local health professionals are positive about the proposals and have been reassured by that. They are especially pleased with the continuing inpatient beds, an expansion of clinic provision and retention of blood testing facilities. Councillors have outstanding issues, however, about why additional available beds in Ruthin are not to be opened and about the re-opening of the day hospital.

1.7.2 We were told at the Council meeting on 11 th September that Denbigh Infirmary has been chosen as the likely base for the Hospital Hub for two main reasons:

- Ruthin hospital is rather isolated. - the size/scale of Denbigh Infirmary site, plus the range of services currently delivered, and the areas where most activity is drawn in from, makes it better option to develop over time. The impact of extending hours had been looked at and it is felt to have greater flexibility to serve a large population

However, we were told it is a judgment call.

1.7.3 We think there are pros/cons to both options and potentially a “third way.”

Page 170 1.7.4 In addition to the positive points raised above in relation to Denbigh, we believe the Infirmary’s location on a bus route is an undoubted advantage. However, parking and highways access have been significant issues on the stretch of road between the bottom of Vale Street and Denbigh High School and would need to be addressed carefully to take into account higher traffic levels. In addition, the signage for the hospital is not adequate and this would need to be addressed.

1.7.5 In terms of Ruthin, it would clearly be better placed to serve the rural hinterland (possibly extending from Bala to Llanarmon and into Flintshire) as well as the large area in the South-West of Denbighshire (the Dee Valley area) which does not have easy access to the level of care administered by Community Hospitals. We also feel it would be better placed to deliver services through the medium of Welsh- a key requirement of the population in rural Denbighshire, especially the older population.

1.7.6 We think BCU should think about developing Ruthin Hospital and Denbigh Infirmary as a “Joint Hub”. Our reasoning is based on the pros/cons above and the potential, as we see it, to develop complementary functions across the sites. For example, we understand that it is planned for Ruthin to be the base for ECS roll out in the south. Potentially, therefore, Ruthin could become the community services hub, with Denbigh Infirmary playing the greater role in urgent and out of hours care.

1.7.7 We have some specific questions about X-ray provision. In particular, we do not understand how, if X-ray services were only provided at Denbigh, how the need arising from the current orthopaedic beds in Ruthin would be met. Also, the plan would seem to mean considerable disruption for older people in hospital in Ruthin and requiring X-rays.

1.8 Llangollen

1.8.1 We understand the proposals relating to Llangollen Community Hospital and are encouraged by the potential for redevelopment of the River Lodge site, though the Council believes that the site is far from ideal as the access for pedestrians and non car owners is not good. The Council will want to continue to work with the Health Board on the detail of the proposals.

1.8.2 We were not satisfied, however, with the answers we received about confirmation of grant funding for the newbuild and how this would dovetail with the potential timescale for closure of Llangollen Hospital. Once again, we want confirmation that existing facilities will not close until alternative services are in place and there is a clear timescale for delivery of the new Primary Care Centre.

1.8.3 We are also concerned about wider public access to facilities with the

Page 171 closure of Llangollen Community Hospital. - particularly for those without a car and especially those living in the Upper Dee Valley. The Council would like to see a detailed Transport Strategy developed to match the new pattern of service provision proposed. (see separate section below) and explanation of how it is proposed to ensure that services are fully available through the medium of Welsh.

1.8.4 In terms of Minor Injuries Services, we were told at the Council meeting on 11 th September that BCU could contract with the local GP practice to provide a minor injuries service, though this would not be the same as a full Minor Injuries Unit. We strongly support BCU pursuing this option.

1.8.5 We note that the Health Board will consider commissioning beds from the independent sector in the Dee Valley to complement Enhanced Care Services (ECS) and in patient beds at Chirk Hospital. Councillors acknowledge the quality of services and facilities at Chirk. We would also accept the need to commission beds from the independent sector to complement this provision, however, we will want to ensure that reablement principles are to the fore of people’s minds so that use of nursing /residential home beds does not lead to enhanced levels of dependency and long term admissions to institutional care which could have been avoided. We also need assurance that there is capacity available in the independent sector locally to meet needs in this way.

1.8.6 We would like clarification about the future of Oakleigh.

1.9 Pressure on carers

1.9.1 One of the implications of delivering more services in people’s own homes is the risk of greater pressure on informal carers. While this point is referred to in the document, we do not believe it is accompanied by sufficient detail to ensure that services will be enhanced to make this realistic, including access to respite services as a right as well as information, advice and signposting.

1.9.2 We raised all these issues at the Council meeting but felt we only received a very limited response . While our experience is that carers do want to support loved ones at home, they need high quality support to be able to manage. We believe BCU should model what additional demands will be placed on carers (numbers and types of care) as the result of all the changes proposed and what services it will provide in response. We have some specific concerns about the health and safety and insurance implications of delivering more care in people’s own homes.

1.9.3 If support services are not planned and provided by BCU as part of the changes across all reviews, we believe we will see increased carer breakdown or additional demands will be made on third sector and local authority carer services and these will not be able to cope.

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1.9.4 Specialist services, located at distance from the home of an older person, will also mean more expense in travelling to visit and more strain in managing the logistics.

1.9.5 Specifically, we would like to know if the provision of respite has been considered as a potential alternative use for Prestatyn Community Hospital.

1.9.6 The Council would like to see costed proposals for enhancing carer support included in the overall proposals. This should have been part of what was consulted on so that the public could see how the new arrangements would work. It should also now be detailed in the implementation plans for each locality, looking across all specialisms to ensure robust joined up services, including for young carers.

1.9.7 These could be developed on the back of the current work to develop a Regional Carers’ Strategy, linked to the new Carers’ Measure, but would need to be much more local and specific. The Council would also like to ensure that measures are taken to guarantee that the quality and safety of care that patients and carers receive on discharge from hospital is suitable, including stronger measures to ensure that carers assessments are undertaken before every discharge.

1.10 Communicating with communities

We believe it will take communities some time to get used to the new patterns of service. We think that considerable effort should be put into communicating with local communities, explaining why the changes are being made, how the new services will work and encouraging feedback. We know on the ground that there are still high levels of misconception about the proposals and this should not be underestimated.

2 Older People’s Mental Health

2.1 The Council is pleased to see the proposals for early intervention and early diagnosis, prevention of crisis and carer breakdown, the improvement of care in care homes, allowing/supporting people to remain in their normal place of residence and the reduction in reliance on acute hospital beds. This is a large demographic and the Council would like to see a more comprehensive account of how the implementation of these changes will affect older people with mental health problems, their family and their carers. It is an area of service that all recognise as needing significant enhancement and where developments in partnership with local authorities and the voluntary sector are welcomed.

2.2 As above, the council would like to see the detailed proposals for community reinvestment in the central area. The potential impact on carers is a particular

Page 173 concern. The Council notes from the Equality Impact Assessment that attendance by service users and carers was low during engagement sessions and will look for evidence that this has been addressed during the formal consultation process.

2. 3 As in other parts of this response, the Council will look for assurance that new services are in place and functioning before further rationalisation of in- patient beds. This particularly applies to the proposals for the beds at Glantraeth.

3 Maternity, gynaecology and neonatal services plus Paediatric Services

3.1 The Council is pleased that there will now be investment in community child health and health promotion services and that most acute services in these specialisms will continue to be available from all 3 District General Hospital sites. The Council would like reassurance that maintaining 3 acute sites will not compromise the intention to invest in community child health services.

3.2 Although these areas are not the subject of formal consultation, “Healthcare in North Wales is Changing” envisages considerable change in these services, and the Council is very keen that implementation of change in community child health and paediatric services takes place in full partnership with local authorities. In particular, the local authority is keen to see the development of multi-disciplinary teams, working across health, social care and education to meet the needs of children with disabilities and their families, and to meet the needs of troubled families. This could build on the work done to develop use of the Hyfrydle site and in the Flying Start and Families First programmes overseen by the Children and Young People’s Strategic Partnership.

3.3 The Council would like to see more detail about how services for adults within BCU will contribute to the changes proposed and a stronger family focus- given that the welfare and health of children relates closely to that of their parents. We believe the contribution of mental health, substance misuse and disability service, and the corporate approach to domestic abuse issues, should be more joined up.

3.4 Though the headline demographic trend referred to in the BCU paper primarily relates to older people, there are substantial changes of need happening also as the result of the changing structures in families, single parents, and the ability to keep low birthweight babies alive with disabling conditions beyond a few days/weeks. The use of resources needs to take these growing pressures into account.

3.5 The Council understands why highly specialised services might be concentrated in fewer sites and thinks this is reasonable- providing that transport issues are fully considered and worked through.

Page 174 3.6 Neonatal Intensive Care Services

3.6.1 The Council would prefer to see neonatal intensive care available in North Wales and feels that, if this were to happen, the obvious option is for this to be provided at YGC.

3.6.2 The Council understands why healthcare for the sickest newborn babies is being considered at Arrowe Park- arising from new national recommendations on critical mass and staffing levels. Providing the care provided there meets required quality standards, and represents good value for money, the Council considers it provides a reasonable solution. However, Denbighshire councillors can see that families will have to travel further to see their sick, newborn infants, and sometimes the parents involved will be highly vulnerable themselves. This will involve both high cost, long journeys, especially on public transport, and trauma.

3.6.3 They would want information showing how the facilities for parents at Arrowe Park would be as good as those currently provided at YGC. They would also like to know how services will be delivered through the medium of Welsh for this group.

3.6.4 In addition, the council would want to see how staff skills in North Wales in Special Care Baby Units and neonatal care will be maintained so that staff will still be attracted to work in this area and care for most babies can continue to be delivered locally.

3.6.5 The Council would like further information on both options ie a North Wales and a service provided from Arrowe Park including

- the planned length of contract with Arrowe Park and whether this is envisaged to be a permanent solution - how the costs of care at Arrowe Park compare with those at YGC currently - the throughput of patients required per annum in a neonatal intensive care unit to ensure adequate expertise among staff - how reliable are the stated costings for provision at Arrowe Park - the contingency arrangements eg if both Arrowe Park and Liverpool were full - how current parking problems at Arrowe Park would be addressed - were a unit developed in North Wales, whether it potentially could offer services to the North West

4 Non-elective general surgery

4.1 The council is pleased that aspects of elective and non-elective general surgery will still be available at each of the 3 District General Hospitals but also understands the evidence for centres of excellence and the impact of increasing specialism. TheCouncil wishes to emphasise the importance of appointing the

Page 175 additional staff required to maintain provision for non-elective general surgery at Glan Clwyd Hospital as soon as possible.

4.2 However, councillors do not understand how the closure of surgical beds that has already happened- which they believe has already caused cancellations in elective general surgery due to bed shortages, and the further closures planned to beds in community hospitals adds up to a sustainable service.

5 Trauma and Orthopaedic Services

5.1 Again, the Council is pleased that services will be retained on each of the 3 DGH sites and that Welsh Government has provided significant financial investment in this aspect of health services. The Council also accepts the need for more specialised services to be organised on a regional and networked basis. This is on the proviso that transport and carer issues are addressed in greater detail- especially because most users of these services are older people.

5.2 The Council is conscious that expansion of these services will lead to greater demands on community services and local authority services- especially for equipment, adaptations and Occupational Therapy services. There are both opportunities and challenges in this and again, detailed, negotiated implementation plans will be needed to ensure that the whole care system – social care and physical activity programmes- as well as acute, and community/primary care - is resourced to cope.

6 Vascular Services

6.1 The council notes that routine vascular services and pre and post operative care will continue to be provided at each of the DGHs, with major arterial surgery now confirmed to be provided at 1 site. The Council woud like to confirm the location of the preferred site, and wishes to express its endorsement for these services to be provided at Glan Clwyd Hospital.

6.2 The Council would like further information about how major arterial surgery will be provided so as to be clear about the potential impact on patients and families- in terms of safety and travel implications. While councillors understand the need to concentrate the expertise of surgeons, they believe this also applies to other clinical specialists in this field eg nurses and are unclear how the 1 site model would be viable with this group of staff.

7 General issues

7.1 Transport

7.1.1.The Council is encouraged that BCU recognises the importance of transport,

Page 176 both to patients and to the way in which patient services will change. It seems to us that the scale of clinical change proposed within BCU is impossible without getting transport right. We have local experience of BCU getting it wrong- eg transport arrangements supporting the relocation of services from HM Stanley to Abergele Hospital. Hence this is a critical issue for our attention.

7.1.2 It certainly is an issue for "older people, people with disabilities, and people from areas of deprivation where car ownership levels are lower. Those who are mobile (have their own car) will find the proposed changes much more manageable than those who don't. Transport is also an issue for families and carers" but it goes deeper than this. We believe BCU should also address the "green" agenda by offering alternatives to the car.

7.1.3 To date, our perception is that the health sector has only an average record in terms of providing transport. Welsh Ambulance Service Trust (WAST) criteria are very strict and seem to take little or no account of rural issues, in particular, with the result that there's already much frustration for those attending hospital appointments as arrangements currently stand.

7.1.4 Too often, our experience is that WAST refers people to the community transport (CT) sector without considering whether that sector is funded or even able to provide the required service. Upon refusal by WAST, when given a CT alternative, patients usually find that CT cannot help and there is nowhere they can easily turn. It is therefore positive that patient transport appears threaded throughout the paper.

7.1.5 Because a more flexible approach to transport may be required, we would immediately flag up that this is likely to be costly (in real terms and as a cost per patient). Low demand means bespoke services for ones and twos rather than bus loads so there is little possibility of any economies of scale. Demand or semi-demand responsive services as provided by the CT sector are no less costly than if operated commercially. The epithet "community transport" does not signal "cheap".

7.1.6 The backdrop to all this is the changes to the funding regime for public transport in Wales. There is to be a reduction of 10% next year in funding from WG, possible increasing by a further 17% in 2014/15. If (and it's by no means certain) Taith and LAs are then expected to refocus transport in terms the key National Transport Plan priorities, it is not clear how this fits in with health provision.

7.1.7 BCU have begun to come to the table to discuss these issues with local authority transport professionals. However, this is clearly a very significant matter and will need very thorough planning and funding. The Council notes that no costs for transport are currently factored into the financial assumptions- whether for WAST or other forms of transport provision. This is clearly a major omission which must be added for the full range of services subject to review, not just those out for public consultation.

Page 177 7.1.8 At the Council meeting in September, a number of initiatives were referred to where BCU were exploring improved transport arrangements. The proposals for enhanced transport provision need to be set out clearly so that the public can see that their legitimate concerns have been responded to .

7.1.9 BCU must draw up detailed transport plans to support the delivery of future health service provision for North Wales residents and ensure that these are costed and realistically funded.

7.2 People with learning disability

7.2.1 While the proposed changes will represent considerable change for all residents, we want to flag up the care we believe will be needed to make things work for people with learning disabilities- who will be affected by all the changes proposed. 7.2.2 At a minimum we seek assurance that the Liaison Nurses, currently in place at each of the DGHs, will be made permanent posts so that people with learning disability will be supported to navigate services, however they may be organised.

7.2.3 also believe that, given the increasing numbers of people with learning disability in the population, including an increasing number of older people with learning disability, that the staff of both acute and community services will need the opportunity to develop skills in providing healthcare for learning disabled people. We are pleased to see this aspect of services specifically recognised in the development of Older People’s Mental Health Services, but it will be an issue for all specialisms hence the importance of the Liaison Nurses.

Page 178 County Council Forward Work Plan

Meeting Item (description / title) Purpose of report Council Author – Lead Decision member and contact required officer (yes / no)? 6 November 1 Policies and Procedures 2 Capital Plan 2012 / 13 to 2015 / Richard Humphreys / 16 Richard Weigh

4 December 1 Policies and Procedures Page 179 2 LDP Update Decision on response to Graham Boase Inspector

8 January 1 Policies and Procedures

5 February 1 SPG West Rhyl Angela Loftus

26 February Agenda Item10

9 A pril

7 May

1 County Council Forward Work Plan

Meeting Item (description / title) Purpose of report Council Author – Lead Decision member and contact required officer (yes / no)?

Council 1 Corporate Parenting To present important No Julie Moss Briefing information on members’ 15 October corporate parenting duties 2 Budget Workshop

Page 180 Future Meeting

Date Item (descriptio n / title) Purpose of report Council Author – Lead decision member and contact required officer (yes / no)? September Annual Performance Review To approve the Council’s Yes Tony Ward / Alan 2012 (tbc) 2010 / 2011 Annual Performance Review Smith document. Council Presentation by the Empty Proposed by the Performance No Tbc Briefing – Homes Officer Scrutiny Committee on 1 Date tbc December 2011 to inform of the post’s roles and objectives Council Possible briefing on Taith’s Requested by Cllr David Smith No Cllr David Smith / Briefing – work at Cabinet Briefing Stuart Davies Date tbc

2 County Council Forward Work Plan

Note for officers – Full Council Report Deadlines

Meeting Deadline Meeting Deadline Meeting Deadline

July 26 June September 28 August November 23 October

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