Flintshire County Council Directorate of Environment and Regeneration

Barry Davies LL.B (Hons) Solicitor/Cyfreithiwr County Legal and Democratic Services Officer Swyddog Gwasanaethaus Cyfreithiol a Democrataidd y Sir

TO: Councillor: Aaron Shotton (Chairman) Your Ref / Eich Cyf Councillors: Bernie Attridge, Chris Bithell, Derek Butler, Our Ref / Ein Cyf TW Glenys Diskin JP, Ros Griffiths, Kevin Jones, Peter Date / Dyddiad 04/02/2008 Macfarlane, David Wilkes, Gareth Williams Ask for / Graham Gofynner am Connah Direct Dial / Rhif 01352 Union 702336 Fax / Ffacs

Dear Sir / Madam,

A meeting of the EXECUTIVE will be held in the CLWYD COMMITTEE ROOM, COUNTY HALL, MOLD on TUESDAY, 07 AUGUST 2007 at 09:30 to consider the undermentioned items.

Yours faithfully

Assistant Director (Democratic Services)

A G E N D A

1. APOLOGIES

2. MINUTES To Confirm As A Correct Record The Minutes Of The Meeting Held On 17/07/2007 (Copy Enclosed).

3. DECLARATIONS OF INTEREST

TO CONSIDER THE FOLLOWING REPORTS

COUNTY FINANCE OFFICER

4. CAPITAL PROGRAMME 2006/07 (OUTTURN)

5. HOUSING REVENUE ACCOUNT FINAL OUTTURN 2006/07

County Hall, Mold. CH7 6NA Tel. 01352 702400 DX 708591 Mold 4 www.flintshire.gov.uk Neuadd y Sir, Yr Wyddgrug. CH7 6NR Ffôn 01352 702400 DX 708591 Mold 4 www.siryfflint.gov.uk

The Council welcomes correspondence in Welsh or English Mae'r Cyngor yn croesawau gohebiaeth yn y Cymraeg neu'r Saesneg

1 Flintshire County Council

6. GENERAL FUND REVENUE BUDGET MONITORING 2006/07 - FINAL OUTTURN

7. PRUDENTIAL INDICATORS - ACTUALS 2006/07

8. GENERAL FUND AND HOUSING REVENUE ACCOUNT - INTERIM REVENUE BUDGET MONITORING 2007/08

DIRECTOR OF CORPORATE STRATEGY

9. RACE EQUALITY SCHEME - ANNUAL REPORT 2006-2007

10. EQUALITIES LEGISLATION AND IMPROVEMENT FRAMEWORK

11. NATIONAL PERFORMANCE MANAGEMENT SYSTEM - FFYNNON

ACTING DIRECTOR OF ENVIRONMENT & REGENERATION

12. FLINTSHIRE TOURISM STRATEGY (2007 - 2013)

13. FOOD SERVICE PLAN 2007/2008

INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

14. LEISURE SERVICES BUDGET DECISION 2007/08; RESPONSE TO COUNCIL DECISION 31 JULY 2007

ACTING DIRECTOR OF ENVIRONMENT & REGENERATION

15. WEPRE GOLF COURSE

INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

16. MUSEUMS SERVICE COLLECTIONS MANAGEMENT PLAN 2007-10

17. COMPREHENSIVE, EFFICIENT AND MODERN PUBLIC LIBRARIES FOR WALES - PROMOTING HIGHER SERVICE STANDARDS 2005-2008

18. LEISURE CENTRES REVIEW

19. APPOINTMENT OF A MANAGEMENT INFORMATION ASSISTANT WITHIN THE CHILDREN’S SERVICES PLANNING AND MANAGEMENT INFORMATION TEAM

2 Date: 04/02/2008 Flintshire County Council

INFORMATION ITEMS

DIRECTOR OF CORPORATE STRATEGY

DISCIPLINARY AND ANTI-BULLYING AND HARASSMENT CASEWORK MONITORING

ATTENDANCE MANAGEMENT – SICKNESS ABSENCE

INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

GREENFIELD VALLEY TRUST LTD. - ACCOUNTS FOR 2006

ACTING CHIEF EXECUTIVE

EXERCISE OF DELEGATED POWERS

3 Date: 04/02/2008 EXECUTIVE 17TH JULY 2007

The minutes of the meeting of the Executive of the Flintshire County Council held at County Hall, Mold on Tuesday, 17th July, 2007.

PRESENT: Councillor A. P. Shotton (Chairman) Councillors J.B. Attridge, R.C. Bithell, D. Butler, Mrs. G.D. Diskin, Mrs. R. Griffiths, R.K. Jones, R.P. MacFarlane, D. R. Wilkes and G.D. Williams.

APOLOGY:

ALSO PRESENT: Councillors P. J. Curtis, R. G. Hampson, J. F. Jones, Nancy Matthews, C. Shone and A. Woolley.

IN ATTENDANCE:

Acting Chief Executive, County Legal and Democratic Services Officer, Director of Corporate Strategy, Director of Adult Social Care, Interim Director of Education Children’s Services and Recreation, Interim Director of Community and Housing, Assistant Director of Finance, Chief Regeneration Officer and Head of Committee and Member and Electoral Services.

57. MINUTES

The minutes of the meeting of the Executive held on 26th June 2007, copies of which have been previously circulated to Members, were confirmed as a correct record.

58. DECLARATIONS OF INTEREST

No declarations of interest were made

59. DISABILITY EQUALITY SCHEME 2006-09

A report on the Director of Corporate Strategy, copies of which have been previously circulated to Members, was submitted. The Executive Member for Corporate Strategy presented the report the purpose of which was to present the Council’s Disability Equality Scheme for 2006-09 and to advise Members on the short term actions necessary to insure compliance with the Disability Discrimination (amendment) Act 2005.

The Executive Member reminded Members that the Executive had approved the draft Disability Equality Scheme in November 2006. The Disability Discrimination (Amendment) Act 2005 had placed a duty on all public authorities to promote disability and equality. Implementing the scheme would require new ways of working, however in the long term, it would provide a mechanism to improve services and increase customer

- 377 - 4 satisfaction for everyone. The scheme would compliment the work that was being developed through the Customer Care Policy and Diversity and Equality Policy.

RESOLVED:

(a) That the Flintshire Disability Equality Scheme be approved;

(b) That the actions contained within the Disability Equality Scheme as referred to in appendix 2 to the report be approved;

(d) Ensure that robust systems were in place within each Directorate to implement and monitor the Disability Equality Scheme.

60. SINGLE STATUS CONSULTATION BUDGET

A report of the Director of Corporate Strategy, copies of which have been previously circulated to Members was submitted. The Executive Member for Corporate Strategy presented the report the purpose of which was to reallocate £29K of the Corporate Single Status Consultation Budget (£72k) as set out in the report.

The Executive Member reported that during the 2007/08 budget round a £72k one off budget bid was allocated to Corporate Finance to reimburse Departments for staff costs of Flintshire employees who would represent Trade Unions throughout the Single Status Project. She explained that the Council was now at a stage of the Project were it could make a more accurate assessment of the requirement and considered that £43k was sufficient. There were, however, other costs that could not have been foreseen at the costing stage of the project. Firstly, the cost of the project in schools which had not been part of the scope of the project at the outset. Secondly was the need to extend the existing contracts of job analysts and administration staff because of the delays in submission of job questionnaires across the authority.

RESOLVED:

(a) That the use of the 2007/08 budget to fund the project costs resulting from the inclusion of schools in the project (but not staff in back filled costs which were being separately funded) be approved;

(b) That the use of 2007/08 budget to temporarily extend the contracts of job analysts and administration staff, be approved and;

- 378 - 5 61. DEVELOPMENT GRANTS 2007/08 – ROUND 2/COMMUNITY CHEST 2007/08 – ROUND 1

A report of the Director of Corporate Strategy, copies of which have been previously circulated to Members, was submitted. The Executive Member for Corporate Strategy presented the report the purpose of which was to obtain the approval of the Executive on the recommendations made by the Members Grant Panel for grants to the voluntary sector in 2007/08 in respect of the Development Grant – Round 2 and the Community Chest – Round 1.

The Executive Member referred to the background to the establishment of both the Development Grants and Community Chest both of which were to support voluntary and community activity in Flintshire. The Members Grant Panel had considered 20 applications for funding from development grants and 8 applications were recommended for approval as set out in Section 3.01 of the report. 21 applications had been received for Community Chest consideration and 11 applications were recommended for approval as set out in Section 3.04 of the report.

RESOLVED:

That the recommendations of the Members Grant Panel be supported and the listed grants in section 3.01 and 3.04 be approved.

62. STALLS ON BRIDGE LINK COUNTY HALL

A report of the Assistant Director (Democratic Services), copies of which have been previously circulated to Members, was submitted. The Executive Member for Corporate Governance, Customer Focus and Making the Connections presented the report the purpose of which was to approve a policy and procedure regulating the holding of stalls at County Hall.

The Executive Member referred to the background to the report and that a small number of stalls were held on the Bridge Link at County Hall between noon and 2pm and for the stall holders to make a donation to the Chairman of the Council’s charities. She explained that on the transfer of the Civic Support function from Chief Executives to Democratic Services, Internal Audit had been asked to investigate and present a report with investigations to formalise the arrangements particularly in relation to the making of cash payments. This report had been concluded in April 2007 and one of the recommendations was that a policy on the arrangements for holding the stall should be approved by the Executive. A draft policy/procedure was circulated as an appendix to the report.

RESOLVED:

That the policy circulated as an appendix to the report be approved.

- 379 - 6

63. LLUESTY DEVELOPMENT AND CONSERVATION BRIEF – RESULTS CONSULTATION ON RETENTION OF 1913 INFIRMARY RANGE.

A report of the Acting Director of Environment and Regeneration, copies of which have been previously circulated to Members, was submitted. The Executive Member for Environment and Regeneration presented the report the purpose of which was to update members on letters of consultation received from CADW and the Victorian Society commenting on the architectural merit of the 1913 Lluesty Infirmary wing and the desire of Local Members to require its demolition.

The Executive Member referred to the report which had been withdrawn from the Executive on 3rd April 2007 and which had been re- circulated as an appendix to this report. The report had been withdrawn because Local Members wished to have more consultation and a site visit had been held involving the 3 Local Members. As a result of the site meeting it had been agreed that CADW would be consulted to give its view on whether or not the 1913 red brick infirmary building on the site should be specified for demolition in the brief and it had also been agreed that the Council would abide by CADW’s comments.

The comments of CADW and the Victorian Society had been received and were appended to the report. It was clear from the consultation that both bodies considered the building to have significant historic and architectural interest. The Executive Member explained that this report was a development brief at this stage and a planning application would be necessary for the development of the site.

RESOLVED:

That the current Lluesty Development and Conservation Brief be approved in an unaltered form.

64. CHIEF HIGHWAYS AND TRANSPORTATION ENGINEER

A report of the Acting Director of Environment and Regeneration, copies of which have been previously circulated to Members, was submitted. The Executive Member for Environment and Regeneration presented the report the purpose of which was to seek approval for the temporary backfilling of the post of Chief Highways and Transportation Engineer following approval of the early retirement of the Acting Chief Executive at the County Council held on 28th June 2007.

The Executive Member referred to the County Council which had approved the early retirement of the Acting Chief Executive in September 2007 and to the continuation of the current temporary management arrangements in the Environment and Regeneration Directorate. The substantive post of the Acting Director of Environment and Regeneration was the Chief Highways and Transportation Engineer. He explained that this post

- 380 - 7 could not be filled whilst the Director arrangements were temporary and that this would give flexibility and assist the new Chief Executive to develop any restructuring proposals.

RESOLVED:

That the proposals to temporarily fill the position of Chief Highways and Transportation Engineer by the arrangements detailed in paragraph 3.01 of the report be approved.

65. COMMUNITY RECREATION OUTREACH PROGRAMME (CROP)

A report of the Head of Overview and Scrutiny, copies of which have been previously circulated to Members, was submitted. The County Legal and Democratic Services Officer presented the report the purpose of which was to advise the Executive of the recommendations of the Lifelong Learning Overview and Scrutiny Committee with regard to the future of the Community Recreation Outreach Programme (CROP).

The County Legal and Democratic Services Officer explained that this had been the subject of a number of reports to Overview and Scrutiny Committee and suggested that the report be considered in conjunction with the next agenda item being a response report from the Interim Director of Education, Children’s Services and Recreation.

RESOLVED:

That the report and recommendations be considered in conjunction with the next agenda item being a report from the Interim Director of Education, Children’s Services and Recreation

66. COMMUNITY RECREATION OUTREACH PROGRAMME

A report of the Interim Director of Education, Children’s Services and Recreation, copies of which have been previously circulated to Members, was submitted. The Executive Member for Education and Children’s Services presented the report the purpose of which was to advise and update Members on progress of securing a programme to replace the current provision provided through CROP; to advise members that it was not possible to continue to provide this type of service at cross neutral to the Local Authority and to advise on the range of opportunities similar to those currently provided by CROP and activities which were currently available within the Local Authority.

The Executive Member referred to the establishment of this programme by the former Delyn Borough Council approximately 20 years ago and had been established to provide a programme of recreational activity sessions delivered directly within rural communities. The programme had substantially reduced over the years due to falling numbers and the new range of other activities being introduced throughout the County at no cost to

- 381 - 8 the County Council or individuals. The CROP programme was provided for mainly rural communities and was not a County wide provision.

The report outlined a number of different programmes which were County wide including statutory nursery provision, opportunities through children and young people partnership play programmes and the provisions of holiday activity clubs. Junior aged children also benefited from the Flintshire Primary Schools Games Association in addition to programmes of opportunity provided by Dragon Sport and governing bodies of sport. The Executive Member reported on his attendance at Deeside College and the Festival of Youth Sport which had been attended by 450 children. This was an excellent event and illustrated the activities that were available. The festivals were sponsored by Airbus UK and sportsmatched by the Sports Council for Wales and £90,000.00 had been secured by Sport Flintshire to run and organise the Youth Sport Festivals over a period of 3 years. In conclusion, the Executive Member referred to the budget decision taken by the County Council and that there was no budget provision for this programme.

The Leader also referred to the budget decision taken by the County Council in March 2006 and that there was no current budget for this service. He referred to the Overview and Scrutiny consideration of this on a number of occasions and referred to the approach to Town and Community Councils to fund the programme which had proved not to be possible as a number of Town and Community Councils provided and funded other activities. As outlined by the Executive Member, new developments were now available on a County wide basis and not restricted to certain areas as was the case with CROP. The Leader referred to a recent consideration by the Executive of a medium term financial strategy and to the challenge that the Council would have to meet to provide a balanced budget in 2008/09. In order to meet the Welsh Assembly Government Efficiency Savings it would be necessary to provide £4m savings and he emphasised the need for Council decisions in relation to the budget to be followed through.

The Executive Member for Finance also referred to the changing nature of service provision since the introduction of CROP by the former Delyn Borough Council. He also referred to the budget decision made by the County Council on this and emphasised the need for budget discipline and having a sound financial base as being essential. Other Members also referred to the budget process and the Deputy Leader emphasised that Overview and Scrutiny had had the opportunity to comment on the draft budget when this matter was first proposed and before the final decision was made.

RESOLVED:

That the decision previously taken by the Executive to discontinue the Community Recreation Outreach Programme be confirmed.

- 382 - 9 67. HOUSING STRATEGY

The Executive Member referred to the background to the report and the obligation of Local Authorities to produce a Housing Strategy each year to be submitted to the Welsh Assembly Government. He referred to the intensive work that had been undertaken in the preparation of the strategy which if adopted by the Executive would be recommended for approval by the County Council at its meeting on 31st July 2007. He referred to the previous approval to the establishment of a Housing Strategy team within the directorate to take forward the comprehensive and detailed work necessary to deliver a fit for purpose strategic housing function. Approval had also been given previously to the appointment of an independent expert to undertake a comprehensive review of the authority’s Housing Strategy and to consult on, prepare and submit a draft Housing Strategy to the Council that was fully compliant with the Welsh Assembly Government guidance and would be accepted as fit for purpose by the Government.

The Executive Member had overseen the intensive work undertaken by the independent expert in the preparation of a set of key priorities for the Housing Strategy in line with the Government’s template. This had also included the bringing together of key stakeholders from both within the Council and from outside organisations and detailed discussions had been held to identify their specific priorities. A summit on the Housing Strategy had been attended by over 80 people representing more than 50 organisations and a Member Seminar had also been held. The comprehensive consultation undertaken on the draft strategy had been very successful with 328 responses. The Housing Strategy would be supported by a robust and comprehensive action plan monitored by the Housing Strategy Steering Group that would ensure that the key objectives of the strategy were delivered and that the strategy itself continued to develop inline with changing housing conditions in the County.

The Leader referred to the high political profile across the United Kingdom which was now being given and he referred to the County Council at its meeting on 31st July which would be recommended to adopt the strategy. He referred specifically to the draft strategy and to the reference made to the low level of unemployment in the County but that this needed to be recognised that there was also an element of unemployed people that did not come within the statistical information behind such a figure. He also referred to an error in the reference to sheltered housing which needed correcting. He expressed his appreciation of the work undertaken by the independent expert on housing Mr. Mushtaq Khan and also it needed to be recognised that the

- 383 - 10 Welsh Assembly Government was likely to amend its date of 2012 for the adoption of a WHQS.

The Leader also referred to the Member workshop in the Council chamber which had been facilitated by Mr. Khan and the general consensus that had been put forward on a number of issues including Right to Buys, landbanking by private developers and the issue of housing affordability. There was a move within Wales to address the problems arising out of Right to Buys and he considered it appropriate for Flintshire to pursue a right to build initiative. He referred to the 9 key priorities in the Housing Strategy document and proposed to add a tenth priority to lobby and influence the UK and Welsh Assembly Government policy particularly with regard to the right to build. In support of this 917 properties had been sold under the Right to Buy scheme and during the same period housing associations had provided 115 new builds which provided clear evidence of the need to address this situation to provide affordable housing. These views were supported by other Members.

RESOLVED:

That the draft Housing Strategy be submitted to the County Council at its meeting on 31st July, 2007 subject to the inclusion of an additional tenth priority to lobby and influence the UK and Welsh Assembly Government policy particularly with regard to the right to build.

68. PUBLIC SECTOR HOUSING ALLOCATIONS POLICY

The Executive Member referred to the background to the report and that all local Authorities that had housing stock that they make available for rent must have an allocation policy for the selection of potential tenants for vacant properties. The current allocations policy was last revisited to comply with the changes in legislation contained in the Housing Act 1996. Subsequent legislation, including the Homelessness Act 2002, introduced a number of significant changes to the way Councils should deal with the selection of prospective tenants for vacant property and how they should manage their waiting and transfer lists. If the recommendations were agreed by the Executive further consultation would be necessary.

RESOLVED:

That the draft allocations policy and supporting procedures be accepted and recommended for adoption.

- 384 - 11 69. PRIVATE SECTOR HOUSING RENEWAL POLICY

A report of the Interim Director of Community and Housing, copies of which have been previously circulated to Members, was submitted. The Executive Member for Housing and Consumer Services presented the report the purpose of which was to consider the adoption of a fully revised Private Sector Housing Renewal Policy in accordance with the Welsh Assembly Government Guidance. The Executive Member referred to the Authorities obligations under the Regulatory Reform (Housing Assistance) (England and Wales) order 2002 to set out what assistance it would give to residents and private sector landlord’s in the County for the renewal or adaptation of property to meet assessed, strategic or individual need. The Welsh Assembly Government Guidance set out in circular 2002 was very specific in what Local Authorities must include in their Housing Renewal Policy and it specifically stated the types and levels of resources that they would make available for the various types of assistance they intended to offer.

The adoption of the Housing Renewal Policy would meet the Council’s statutory duty to adopt a proper and fit for purpose policy. It would confirm that current procedures and practices introduced over the last 7 months and allow the authority to concentrate its limited resources on dealing with vulnerable home owners and private sector tenants, tackling ill health caused or exacerbated by poor housing and meeting current safety standards in peoples homes.

RESOLVED;

That the Private Sector Housing Renewal Policy be adopted.

70. STRATEGY FOR SOCIAL SERVICES IN WALES 2008-2018 – FULFILLED LIVES SUPPORTIVE COMMUNITIES

A joint report of the Director of Social Services and Interim Director of Education Children’s Services and Recreation, copies of which have been previously circulated to Members was submitted. The Director of Adult Social Care presented the report the purpose of which was to inform Members about the Welsh Assembly Government Strategy for services in Wales over the next decade and to agree actions needed to begin to implement the strategy in Flintshire.

The Director referred to the considerations of the report and the increasing demand for services for people with high care needs over long periods of time and that by 2018 social services were expected to have demonstrated year on year improvement in order to be in a better position to respond to this increasing demand and to greater public expectations. The key changes identified in the strategy to meet the challenges were set out in Section 3.02 of the report and were highlighted by the Director. The changes outlined on “Fulfilled Lives, Supportive Communities” would be managed by the Welsh Assembly Government under 5 related programmes. These

- 385 - 12 included leadership and accountability, commissioning, performance management, partnerships and the workforce.

The Director explained that 2007/08 was described in the strategy as a preparatory year and local authorities were charged with 2 actions which were set out in paragraph 3.05. An action plan for 2007/08 had been developed and was incorporated into the Social Services directorate’s plans. Further work would be considered by the Departmental Management Team and by the Corporate Management Team and a report would be made to the Executive in November.

RESOLVED:

(a) That the publication of this major strategy for social services over the next decade and the wide ranging implications for redesigning services and for the management and leadership and social services, be noted;

(b) That the outlined action plan in paragraph 3.04 of the report that will enable an initial assessment of the implications of the strategy for Flintshire County Council, be approved and;

(c) That a further report be received in November with recommendations as to how to take the strategy forward in Flintshire.

71. EXTERNALLY FUNDED POSTS

A report of the County Finance Officer, copies of which have been previously circulated to members, was submitted.

The purpose of the report was to advise members of the budget arrangements in relation to an externally funded post which was to be considered as the following agenda item which was a report of the Interim Director of Education, Children’s Services and Recreation.

RESOLVED:

The report be noted

72. EXERCISE REFERRAL IN WALES – WELSH ASSEMBLY GOVERNMENT GRANT AID

A report of the Interim Director of Education, Children’s Services and Recreation, copies of which have been previously circulated to Members, was submitted. The Executive Member for Economic Development, Tourism and Recreation, presented the report the purpose of which was to advise Members of the Welsh Assembly Government initiative on GP exercise referral in Wales and to authorise recruitment of additional fixed term grant aided posts.

- 386 - 13 The Executive Member explained that the initiative was being led and funded by the WAG in order to implement a National Exercise Referral Scheme and to evaluate its effectiveness as a physical activity intervention. The County Council together with local GP practices had run an exercise referral programme known as “Kick Start” for a number of years. In order to join the All Wales initiative there would be a need for a small number of changes to be made to the scheme mainly in terms of length of the programme, timing of consultations and delivery of activity sessions by exercise professionals. In return for these modifications the Welsh Assembly Government would provide grant aid for a 2 year period and details of this was set out in paragraph 3.02 of the report.

RESOLVED:

(a) That the offer from the Welsh Assembly Government to participate in the National Exercise Referrals Scheme be agreed and;

(b) That the recruitment on a fixed term basis of the Co-ordinator post and the 2 exercise referral posts, be authorised.

73. EXERCISE DELEGATED POWERS

An information report of the Acting Chief Executive, copies of which have been previously circulated to Members, was submitted. The purpose of the report was to inform Members of actions taken of the delegated powers. The actions were as set out below:-

(a) Application under Financial Regulations 9.9 Individual Customers over £5,000.00 – write off – County Finance Officer.

(b) Renewal of lease to Deeside Model Flying Club - Broken Bank, Deeside – Director of Community and Housing.

74. DURATION OF MEETING

The meeting commenced at 9.30 am and ended at 10.40 am

75. MEMBERS OF THE PRESS AND PUBLIC IN ATTENDANCE

There was one member of the public and three members of the press in attendance.

...... Chairman

- 387 - 14

SUMMARY OF DECLARATIONS MADE BY MEMBERS IN ACCORDANCE WITH FLINTSHIRE COUNTY COUNCIL’S CODE OF CONDUCT

EXECUTIVE DATE: 17th July 2007

MIN. NO. MEMBER ITEM REFERS

NO DECLARATIONS WERE MADE

- 388 - 15 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 4

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: COUNTY FINANCE OFFICER

SUBJECT : CAPITAL PROGRAMME 2006/07 (OUTTURN)

1.00 PURPOSE OF REPORT

1.01 To provide Members with capital programme outturn information for 2006/07 (subject to audit).

2.00 BACKGROUND

2.01 The Council approved a capital programme for 2006/07 of £20.252m at its meeting of 28th February 2006.

3.00 CONSIDERATIONS

3.01 Programme - Movements

3.01.1 The table below sets out how the programme has changed during 2006/07.

Date: 04/02/2008 16 Flintshire County Council

General Fund Housing Total Revenue Account (HRA) £m £m £m Council 28.02.06. Original capital programme 11.724 8.528 20.252 Executive 19.09.06. Revised Capital Programme 23.204 10.923 34.127 Executive 12.12.06. Revised Capital Programme 23.536 10.949 34.485 Executive 14.03.07. Revised Capital Programme 25.751 10.949 36.700 Rephasing/rollover to 2007/08 (2.300) (0.760) (3.060) Revised Programme 23.451 10.189 33.640 Outturn As previously reported 25.751 10.949 36.700 Change this quarter 1.460 0.000 1.460 Revised Programme 27.211 10.949 38.160 Rephasing/rollover (slippage) to 2007/08 (3.760) (2.357) (6.117) Revised Programme 23.451 8.592 32.043 Outturn - 2006/07 24.025 7.314 31.339 Over/(Underspend) in Year 0.574 (1.278) (0.704)

3.01.2 From the table it can be seen that the last reported programme total of £36.700m has increased to £38.160m; rephasing/rollover (to 2007/08) of £6.117m produces a revised 2006/07 programme total of £32.043m.

3.01.3 Further details relating to each programme area are provided in Section 3.03 below, and in Appendix A.

3.02 Overspends

3.02.1 The final outturn (actual spend) is less than the revised programme total by a net £0.704m. In summary the position can be analysed as follows -

Date: 04/02/2008 17 Flintshire County Council

OVER/(UNDER)SPENDS Additional Funding - Analysis Over/(U)spends Additional Supported Grants & Residual Funding Borrowing / Contributions / Over/(U)spends General Capital CERA /Reserves/ Grant / Capital Prudential Receipts Borrowing £m £m# £m £m £m# Adult Social Care 0.000 0.000 0.000 0.000 0.000 Community & Housing 0.420 0.420 0.000 0.420 0.000 Education & Children's Services & Recreation 0.154 0.154 0.000 0.154 0.000 Environment & Regeneration 0.000 0.000 0.000 0.000 0.000 Central Directorates 0.000 0.000 0.000 0.000 0.000 0.574 0.574 0.000 0.574 0.000 Housing - General Fund 0.000 0.000 0.000 0.000 0.000 0.574 0.574 0.000 0.574 0.000

Housing Revenue Account (HRA) (1.278) (1.278) (1.278) 0.000 0.000

Total Over/(Under)spends (0.704) (0.704) (1.278) 0.574 0.000

3.02.2 The Community & Housing overspend total (£0.420m) relates in part to the acquisition of three green waste collection vehicles ( £0.342m), and will be covered by way of prudential borrowing in place of leasing for which revenue cover exists; on this occasion operating lease funding was inappropriate for the required purpose. The balance of the overspend (£0.078m) is in respect of various works to Administrative Buildings (£0.052m) and Sustainable Waste Management (£0.026m), which is funded by way of a contribution from revenue (CERA).

3.02.3 Education & Children's Services & Recreation's projected overspend total of £0.154m is accounted for in part by the acquisition of IT equipment (£0.053m) and gymnasium equipment (£0.003m) which will also be met via prudential borrowing in place of leasing for which there is revenue cover. The balance of the overspend (£0.098m) relates to Leisure Centres, Libraries, Education - General, Secondary Schools and Mobile Classrooms, and is again funded by CERA.

3.02.4 The Housing Revenue Account (HRA) underspend (£1.278m) arises from procurement/efficiency gains as previously reported, and serves to mitigate the reduced level of capital receipts from land and dwelling sales.

3.03 Changes During This Quarter

3.03.1 Adult Social Care's programme remains unchanged during the quarter. Programme slippage amounted to £0.422m, in respect of Services to Older People (£0.033m), Learning Disability (£0.382m) and Mental Health (£0.007m).

3.03.2 The Community and Housing programme has changed only to the extent of a transfer of £0.075m from Industrial Units to provide required funding for

Date: 04/02/2008 18 Flintshire County Council

works to Administrative Buildings (£0.026m) and Sustainable Waste Management (£0.049m). The absorption of the previous quarter's identified overspend (£0.149m) is also reflected in the quarterly totals. Slippage across the whole of the programme amounted to £0.987m. a figure which includes Administrative Buildings (£0.354m), Cemeteries (£0.431m) and Industrial Units (£0.157m).

3.03.3 The net increase in the Education and Children's Services and Recreation programme (£1.295m) is accounted for chiefly by grant funded New Opportunities Funding (£0.470m), Recreation Grounds (£0.078m) and School Buildings Improvement (£0.110m), together with Play Areas (£0.479m) which comes with its own funding via developers' contributions. Absorption of the previous quarter's overspend (£0.083m) is also reflected in the programme together with some minor funding movements across the programme. Slippage amounted to a (net) negative total of £0.736m including Recreation Grounds (£0.064m), Education - General (£0.115m), Primary Schools (£0.134m) and New Opportunities Funding (£0.179m), offset by the impact of the acceleration of the remodelling and refurbishment works programme at Ysgol Maes Garmon, Mold (£1.357m), as reported last quarter.

3.03.4 The Environment and Regeneration programme has been adjusted to reflect reduced scheme expenditure of £0.035m (net), which is largely accounted for by an increase in WAG funded Engineering land drainage schemes (£0.476m), Regeneration schemes (£0.171m), and Economic Development schemes (£0.060), offset by a reduction of £0.777m in the WAG transport grant funded schemes total/entitlement. Overall slippage amounted to £2.544m including £0.516m in respect of Engineering schemes, £0.927m for Highways and £0.402m for Transportation schemes.

3.03.5 The increase in the Central Directorates programme (£0.051m net) takes account of WAG funded Policy, Performance and Partnership schemes (£0.115m), and UK Film Council funded works at Clwyd Theatr Cymru (0.036m). The absorption of the previous quarter's identified underspend (£0.100m) is also reflected in the quarterly totals. Significant within the slippage total of £0.536m are IT project expenditure (£0.364m) and Human Resources IT (£0.112m).

3.03.6 The Housing General Fund programme remained unchanged during the quarter, but for a switch of resources between grant categories. Slippage of £0.007m will be carried forward into 2007/08.

3.03.7 The HRA programme also remained unchanged. Substantial slippage of £2.357m feeds through into the 2007/08 Housing Business Plan budget totals.

3.04 Financing

Date: 04/02/2008 19 Flintshire County Council

3.04.1 The capital programme is financed as summarised below; more detailed information is provided in Appendix B.

RESOURCES FINANCING OUTTURN & REPHASING/ROLLOVER Supported Grants & Total Financing Borrowing / Contributions / General Capital CERA /Reserves/ Grant / Capital Prudential Receipts Borrowing

£m £m £m Outturn General Fund 13.592 10.433 24.025 Housing Revenue Account 1.950 5.364 7.314 15.542 15.797 31.339 Rephasing/Rollover General Fund 2.121 1.639 3.760 Housing Revenue Account 2.159 0.198 2.357 4.280 1.837 6.117

Total Financing Resources 19.822 17.634 37.456

3.05 Rephasing/Rollover

3.05.1 Those budgets that have been rephased or are rolling over to 2007/08 are summarised below; more detailed information is included in Appendix A. Slippage into 2007/08 takes its own resources with it as detailed in Appendix B; there is no impact/call on new year programme resources.

REPHASING/ROLLOVER TO 2007/08 Total

£m Adult Social Care 0.422 Community & Housing 0.987 Education & Children's Services & Recreation (0.736) Environment & Regeneration 2.544 Central Directorates 0.536 3.753 Housing - General Fund 0.007

General Fund Total 3.760

Housing Revenue Account 2.357

Grand Total 6.117

Date: 04/02/2008 20 Flintshire County Council

3.05.2 As detailed in Appendix B, the above total is funded by way of a combination of general (non-specific) financing resources, and specific (earmarked) resources. The HRA resources are ring-fenced and may only be used for HRA purposes. However, the general fund total of £3.760m is funded in part by £2.121m of general resources, and as such represents 'tied up' resources which could have, in theory, been allocated for alternative programme schemes. Rephasing/rollover supported by specific funding sources (mainly grants and contributions) does not allow the opportunity to consider alternative usage - grants and contributions are scheme specific.

3.05.3 The level of slippage is kept under constant review and the continued improvement in this respect is clearly shown in table below; the 2006/07 total is influenced by the acceleration of the remodelling and refurbishment works programme at Ysgol Maes Garmon, Mold (£1.357m), as referred to in section 3.03.3.

REPHASING/ROLLOVER Analysis Total General HRA From Into Fund £m £m £m 2002/03 2003/04 12.851 12.049 0.802 2003/04 2004/05 12.580 12.580 0.000 2004/05 2005/06 10.649 10.373 0.276 2005/06 2006/07 9.844 7.676 2.168 2006/07 2007/08 6.117 3.760 2.357

4.00 RECOMMENDATIONS

4.01 The Executive is requested to -

• Approve the transfer of part of the Industrial Units budget to Administrative Buildings and Sustainable Waste Management, as referred to in sections 3.03.2, and the minor funding movements as referred to in section 3.03.3. • Note and approve the report in general.

5.00 FINANCIAL IMPLICATIONS

5.01 As set out in sections 2 and 3 of the report.

6.00 ANTI POVERTY IMPACT

Date: 04/02/2008 21 Flintshire County Council

6.01 None.

7.00 ENVIRONMENTAL IMPACT

7.01 Many of the schemes in the programme are designed to improve the environment, infrastructure and assets of the Authority.

8.00 EQUALITIES IMPACT

8.01 None.

9.00 PERSONNEL IMPLICATIONS

9.01 None.

10.00 CONSULTATION REQUIRED

10.01 None.

11.00 CONSULTATION UNDERTAKEN

11.01 None.

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

Capital Programme Monitoring Papers 2006/07 Final Accounts Working Papers 2006/07

Contact Officer: Ian Ll Jones Telephone: 01352 702207 E-Mail: [email protected]

Date: 04/02/2008 22 APPENDIX A

CAPITAL PROGRAMME - MOVEMENTS

Original Rollover Adjust- Adjust- Revised Rollover Revised Outturn Over/ Budget from ments ments Budget to Budget (Under) 2005/06 (Previous) (Current) 2007/08 spend) £m £m £m £m £m £m £m £m £m

General Fund :

Adult Social Care Services to Older People 0.108 0.498 (0.041) 0 0.565 (0.033) 0.532 0.532 0 Learning Disability 0.176 0.220 0.034 0 0.430 (0.382) 0.048 0.048 0 Mental Health 0 0.002 0.007 0 0.009 (0.007) 0.002 0.002 0 0.284 0.720 0 0 1.004 (0.422) 0.582 0.582 0 Community & Housing Administrative Buildings 0.820 0.998 0.029 0.026 1.873 (0.354) 1.519 1.571 0.052 Agricultural Estates 0 0.258 0 0 0.258 (0.069) 0.189 0.189 0 Cemeteries 0.150 0.281 0.025 0 0.456 (0.431) 0.025 0.025 0 Depots 0.622 0 (0.622) 0 0 0.021 0.021 0.021 0 General 0.054 0 (0.054) 0 0 0 0 0 0 Industrial Units 0 0.238 0 (0.075) 0.163 (0.157) 0.006 0.006 0 Sustainable Waste Management 0 (0.090) 0.347 0.093 0.350 0 0.350 0.376 0.026 Waste Collection 0 0 0 0.105 0.105 0 0.105 0.447 0.342 Other 0.210 0.156 0 0 0.366 0.003 0.369 0.369 0 1.856 1.841 (0.275) 0.149 3.571 (0.987) 2.584 3.004 0.420

Adjustments : Previous = cumulative as at previous quarter. Current = this quarter

23 APPENDIX A (Cont'd.)

CAPITAL PROGRAMME - MOVEMENTS

Education & Children's Services & Recreation Leisure Centres 0 0 0.115 0.050 0.165 0.004 0.169 0.192 0.023 Swimming Pools 0 0.138 0.003 (0.009) 0.132 (0.020) 0.112 0.112 0 Community Centres 0 0.044 0.020 (0.032) 0.032 0 0.032 0.032 0 Recreation - Other 0.216 (0.024) (0.216) 0.032 0.008 0.005 0.013 0.013 0 Recreation Grounds 0.040 (0.006) 0.078 0.078 0.190 (0.064) 0.126 0.126 0 Play Areas 0 0.004 0 0.479 0.483 0 0.483 0.483 0 Libraries 0.050 0 0.020 0.083 0.153 0 0.153 0.166 0.013 Education - General 0.150 0.123 0.187 (0.248) 0.212 (0.115) 0.097 0.180 0.083 Services to Young People 0 (0.050) 0 0.030 (0.020) 0.020 0 0 0 Primary Schools 0 0.139 0 0 0.139 (0.134) 0.005 0.005 0 Community Youth Clubs 0.100 0.113 0 0 0.213 (0.055) 0.158 0.158 0 Secondary Schools 1.500 0.072 0 0.001 1.573 1.341 2.914 2.934 0.020 Special Education 0 0.004 0 0 0.004 (0.004) 0 0 0 New Opportunities Funding 0 0.244 0 0.470 0.714 (0.179) 0.535 0.535 0 Mobile Classrooms 0 (0.002) 0.150 0.004 0.152 0 0.152 0.167 0.015 School Improvement 0 0.032 0.900 0 0.932 (0.052) 0.880 0.880 0 Minor Works, Furniture & Equipment 0.162 0.031 0 0.017 0.210 (0.011) 0.199 0.199 0 School Buildings Improvement 0 (0.006) 0 0.340 0.334 0 0.334 0.334 0 2.218 0.856 1.257 1.295 5.626 0.736 6.362 6.516 0.154

24 APPENDIX A (Cont'd .)

CAPITAL PROGRAMME - MOVEMENTS

Environment & Regeneration Engineering 0.270 0.413 0 0.476 1.159 (0.516) 0.643 0.643 0 General Environmental Enhancement 0 0 0.183 0 0.183 0 0.183 0.183 0 Highways 1.880 1.709 0.058 (0.009) 3.638 (0.927) 2.711 2.711 0 Planning Grant Schemes 0.068 0.054 0 0.029 0.151 (0.096) 0.055 0.055 0 Ranger Services 0 0.390 (0.090) 0.015 0.315 (0.292) 0.023 0.023 (0) Regeneration 0 0.339 0.319 0.171 0.829 (0.303) 0.526 0.526 0 Transportation 0 0.470 4.290 (0.777) 3.983 (0.402) 3.581 3.581 0 Economic Development 0 0.171 (0.140) 0.060 0.091 (0.008) 0.083 0.083 0 2.218 3.546 4.620 (0.035) 10.349 (2.544) 7.805 7.805 (0) Central Directorates Information Technology (Corporate Strategy) 0.625 0.354 0 0 0.979 (0.364) 0.615 0.615 0 CCTV (Corporate Strategy) 0.054 0.025 0 0 0.079 (0.032) 0.047 0.047 0 Human Resources - IT (Corporate Strategy) 0.200 0.150 0 0 0.350 (0.112) 0.238 0.238 0 Policy, Performance & Partnership 0 0 0 0.115 0.115 0 0.115 0.115 0 Clwyd Theatr Cymru 0.054 0.012 0 0.036 0.102 (0.028) 0.074 0.074 0 Programme for Change - Statutory Redundancy 0.793 0.204 (0.283) (0.100) 0.614 0 0.614 0.614 0 1.726 0.745 (0.283) 0.051 2.239 (0.536) 1.703 1.703 0

25 APPENDIX A (Cont'd .)

CAPITAL PROGRAMME - MOVEMENTS

Housing General Fund Renovation Grants 3.422 (0.062) 0.982 (0.239) 4.103 0 4.103 4.103 0 Special Initiatives 0 0.030 0.050 0.239 0.319 (0.007) 0.312 0.312 0 3.422 (0.032) 1.032 0 4.422 (0.007) 4.415 4.415 0 Housing Revenue Account :

Housing Revenue Account Housing Business Plan 8.528 2.168 0.253 0 10.949 (2.357) 8.592 7.314 (1.278) 8.528 2.168 0.253 0 10.949 (2.357) 8.592 7.314 (1.278)

Totals :

General Fund 11.724 7.676 6.351 1.460 27.211 (3.760) 23.451 24.025 0.574 Housing Revenue Account 8.528 2.168 0.253 0 10.949 (2.357) 8.592 7.314 (1.278)

Grand Total 20.252 9.844 6.604 1.460 38.160 (6.117) 32.043 31.339 (0.704)

26 APPENDIX B CAPITAL PROGRAMME - FINANCING

Rephasing Rephasing Total Outturn /Rollover /Rollover Financing to 2007/08 to 2007/08 (General (Specific Financing) Financing)

£m £m £m £m

General Fund 24.025 2.121 1.639 27.785

Financing : General Unhypothecated Supported Borrowing (USB) 7.689 0 0 7.689 General Capital Grant 4.708 0.399 0 5.107 Capital Receipts 1.195 1.722 0 2.917 13.592 2.121 0 15.713 Specific Grants & Contributions 7.936 0 1.607 9.543 Prudential Borrowing 1.238 0 0 1.238 CERA/Reserves 1.259 0 0.032 1.291 10.433 0 1.639 12.072

Total Financing - General Fund 24.025 2.121 1.639 27.785

£m £m £m £m

Housing Revenue Account : 7.314 2.159 0.198 9.671

Financing : General Capital Receipts 1.950 2.159 0 4.109 1.950 2.159 0 4.109 Specific Grants & Contributions 5.364 0 0.198 5.562 CERA/Reserves 0000 5.364 0 0.198 5.562

Total Financing - Housing Revenue Account 7.314 2.159 0.198 9.671

Total Financing - All 31.339 4.280 1.837 37.456

27 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 7

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: COUNTY FINANCE OFFICER

SUBJECT : PRUDENTIAL INDICATORS - ACTUALS 2006/07

1.00 PURPOSE OF REPORT

1.01 To provide Members with 2006/07 (actual) prudential indicator figures as required under the Prudential Code for Capital Finance.

2.00 BACKGROUND

2.01 The background to this item was provided in the report to Executive of 13th February 2007 (subject : Prudential Indicators) which detailed a range of prudential indicators to be used in order to establish that the level of any capital investment is affordable, prudent and sustainable. As in previous years, the latest Capital Programme (2007/08 to 2010/11 as approved by Council on 1st March 2007), was prepared on this basis - affordable in terms of implications for Council Tax and housing rents, prudent and sustainable in terms of implications for external borrowing.

2.02 The previous report included calculated indicators for the financial years 2007/08 to 2009/10, together with an agreed action to produce final 2006/07 figures, as appropriate, once final outturn/final balance sheet figures were available.

3.00 CONSIDERATIONS

3.01 Actual (2006/07) prudential indicators have now been calculated in respect of the following:

• capital expenditure • ratio of financing costs to net revenue stream • capital financing requirement • authorised limit for external debt The prudential indicators for capital expenditure based on the Council's capital programme (that takes into account the Council's asset management and capital investment strategies), are the starting point for the calculation of the prudential indicators. The capital expenditure totals essentially provide the base financial data from which all other indicators follow.

Date: 04/02/2008 28 Flintshire County Council

3.02 Prior year (2005/06) actual totals, and 2006/07 estimate totals are included for information purposes, together with forward totals for 2007/08 (as previously provided in the report of 13th February 2007).

3.03 Actual capital expenditure for the housing revenue account (HRA) and non- HRA 2006/07 is £31.339m :

CAPITAL EXPENDITURE 2005/06 2006/07 2006/07 2007/08 Actual Estimate Actual Estimate £m £m £m £m

Housing Revenue Account (HRA) 6.348 8.528 7.314 7.250 Non-HRA 26.389 11.724 24.025 11.307

Total 32.737 20.252 31.339 18.557

The non-HRA estimate totals for 2006/07 and 2007/08 exclude the value of expenditure supported by way of new grants and contributions, prudential borrowing, unbudgeted CERA (capital expenditure funded from revenue account) and rolled forward capital receipts/general capital grant. The actual 2006/07 non-HRA total of £24.025m is financed in part by such additional resources amounting to £14.559m. Capital expenditure and related funding issues are now part of the agenda for meetings of the Corporate Asset Management Group (CAMG). A detailed analysis and commentary regarding 2006/07 actual expenditure is provided in the capital outturn report which is included elsewhere on the agenda.

3.04 The actual ratio of financing costs to net revenue stream for 2006/07 is 15.38% for the HRA and 5.39% for non-HRA :

RATIO OF FINANCING COSTS TO NET REVENUE STREAM 2005/06 2006/07 2006/07 2007/08 Actual Estimate Actual Estimate %%%%

HRA 17.94 13.02 15.38 12.96 Non-HRA 5.63 5.62 5.39 5.51

The HRA net revenue stream is the amount to be met from Welsh Assembly Government (WAG) grants and from rentpayers, and the non-HRA

Date: 04/02/2008 29 Flintshire County Council

equivalent is the amount to be met from WAG grants and local taxpayers. A reducing ratio indicates a reducing level of capital financing costs attributable to long term debt outstanding in relation to the net revenue stream.

The level of the 2006/07 actual HRA total (15.38%), as compared with the 2006/07 estimate (at 13.02%) is accounted for in part by an understated financing cost figure included within the estimate calculation; the calculated total should have been 14.74%. The difference between the adjusted estimate of 14.74% and the actual (15.38%) is largely explained by an increased burden of the total external interest having been borne by the HRA in 2006/07 due to fewer Right to Buy (RTB) sales than originally budgeted.

3.05 The actual capital financing requirement for 2006/07 is £172.936 :

CAPITAL FINANCING REQUIREMENT 2005/06 2006/07 2006/07 2007/08 Actual Estimate Actual Estimate £m £m £m £m

HRA 36.834 30.220 33.284 32.647 Non-HRA 136.401 140.868 139.652 138.441

Total 173.235 170.384 172.936 171.088

The capital financing requirement (CFR) measures the authority's underlying need to borrow for a capital purpose. There are many component elements which are brought together for CFR calculation purposes; the element which is perhaps the most unpredictable for estimation purposes is capital receipts from asset disposals. The significant reduction in the number of RTB sales in the period 2005/06 to 2006/07 has impacted on the 2006/07 actual HRA capital financing requirement total, which is (resultantly), greater than originally estimated.

3.06 The actual authorised limit for external debt for 2006/07 is £176.900m, in line with estimate :

Date: 04/02/2008 30 Flintshire County Council

AUTHORISED LIMIT FOR EXTERNAL BORROWING 2005/06 2006/07 2006/07 2007/08 Actual Estimate Actual Estimate £m £m £m £m

All Borrowing (Capital/Revenue) 174.900 175.600 175.600 175.600 Other Long Term Liabilities 1.400 1.300 1.300 1.200

Total 176.300 176.900 176.900 176.800

4.00 RECOMMENDATIONS

4.01 The Executive is requested to note and approve the report.

5.00 FINANCIAL IMPLICATIONS

5.01 None; the financial information provided is retrospective.

6.00 ANTI POVERTY IMPACT

6.01 None.

7.00 ENVIRONMENTAL IMPACT

7.01 None.

8.00 EQUALITIES IMPACT

8.01 None.

9.00 PERSONNEL IMPLICATIONS

9.01 None.

10.00 CONSULTATION REQUIRED

10.01 None.

11.00 CONSULTATION UNDERTAKEN

11.01 None.

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

Final accounts working papers 2006/07

Date: 04/02/2008 31 Flintshire County Council

Various WAG and CIPFA papers

Contact Officer: Ian Ll Jones Telephone: 01352 702207 E-Mail: [email protected]

Date: 04/02/2008 32 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 9

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: DIRECTOR OF CORPORATE STRATEGY

SUBJECT : RACE EQUALITY SCHEME - ANNUAL REPORT 2006-2007

1.00 PURPOSE OF REPORT

1.01 To present the Executive with the Race Equality Scheme annual report for 1 April 2006 - 31 March 2007 for their consideration and approval. The annual report is attached as an appendix.

2.00 BACKGROUND

2.01 All public authorities have to produce a Race Equality Scheme to comply with the Race Relations Amendment Act (2000). The aim of the Race Equality Scheme is to ensure race equality becomes central to the work of local government - employment, service delivery, procurement and policy development. Putting the scheme into practice will help the council develop citizen centred services, one of the main principles of Making the Connections agenda.

2.02 The Commission for Racial Equality (CRE) has recently undertaken an audit of the 22 Welsh local authorities' Race Equality Schemes. A report on their findings will be published at a later date. To help monitor how effectively the schemes have been implemented the CRE have requested that public authorities produce and publish an annual report.

2.03 It is also a requirement that an annual workforce information report is published which provides a profile of staff by ethnicity. This report is being produced as a separate report by Human Resources.

3.00 CONSIDERATIONS

3.01 There have been several areas of progress in race equality in the council, these are highlighted in the annual report. These include making links with migrant workers, recording and responding to reports of racial incidents and delivering race equality training in schools. However, there remain 4 key areas where further progress and outcomes are now required:

• Equality impact assessments need to be undertaken and published by Directorates as set out in the Race Equality Scheme. These will help the Council target resources more effectively, reduce discrimination, promote

Date: 04/02/2008 33 Flintshire County Council

equality and develop services that meet the needs of our communities. These will be one of the key methods for mainstreaming equality. These are not being undertaken systematically across services. • Equality monitoring-Directorates need to put in place systems to monitor the profile of customers where required by the CRE. The results from monitoring are an important tool to identifying any barriers to services and help set targets for improvement. The CRE have highlighted that this is an area in which all authorities are weak. • Training-To ensure every employee and elected Member understand their responsibilities, training and awareness programme across the authority is essential. It is a statutory duty that all employees should receive training appropriate to their role. An e-learning initiative covering all equality strands is being cascaded across council Directorates, this is supported by a one day workshop on race equality. The current lack of take-up of both types of training is a cause for concern. This affects awareness and understanding of race equality and ultimately undermines the implementation of the scheme itself. • Involvement and consultation processes with members of the public and employees must include people from different ethnic backgrounds, including Gypsies and Travellers, to ensure that their views are reflected in decision making processes. More robust mechanisms need to be established to engage and involve members of the public employees from Black and minority ethnic backgrounds. Engagement and involvement with all our communities is a basic foundation of delivering customer centred services - a central tenet of Making the Connections agenda. This is a long term process and requires focussed resources to develop and sustain relationships.

3.02 To address these weaknesses the following action is being taken:-

• Equality impact assessments The CRE have recognised that authorities are struggling with the process and their guidance is to be reviewed. The Welsh Assembly Government (WAG) is piloting a new equality impact assessment tool kit which will make the process less cumbersome and easier to achieve. The CRE is recommending this new tool kit is used across Wales. Workshops on using this new tool kit will be rolled out across Directorates when it has been finalised by WAG. Equality impact assessments will be monitored through the Corporate Equalities Review Team and reported to CMT. • Equality monitoring Guidance on equality monitoring has been prepared for service managers, supported by supplementary information for staff and the public. Collating data on the make up customers is a mandatory action with service plans. Human Resources have put in place mechanisms to capture ethnicity and disability status of employees.

Date: 04/02/2008 34 Flintshire County Council

• Training A comprehensive training programme is being developed by Corporate Training in conjunction with the Policy Performance and Partnerships unit. Attendance on training will be monitored by Directorate and report to CMT on a quarterly basis. • Involvement and Consultation Guidance on engaging and consulting with the BME community is included in the Council's draft Consultation and Engagement Framework. However, more robust mechanisms need to be established to engage and involve members of the public employees from Black and minority ethnic backgrounds. The council currently in a variety of ways however unless we reach all our communities it is unlikely we will meet the requirements of legislation.

4.00 RECOMMENDATIONS

4.01 That the Executive approve the annual report before it is published;

4.02 That the Executive note the areas for improvement;

4.03 That the Executive receive a presentation on equality impact assessments when the tool kit is finalised by WAG;

4.04 That the Executive receive quarterly reports on attendance on diversity and equality related training so that progress can be monitored across Directorates.

5.00 FINANCIAL IMPLICATIONS

5.01 There are financial implications for rolling out a training programme to support the scheme. A budget for equalities training is held by the Corporate Training Manager but this will not be adequate for a comprehensive training programme. Long term change needs to be supported by a long term training programme. Detailed costs on a training programme covering all equality strands will be presented in a further report.

6.00 ANTI POVERTY IMPACT

6.01 Placing race equality at the heart of everything that we do will contribute to addressing poverty experienced by people from different ethnic groups.

7.00 ENVIRONMENTAL IMPACT

7.01 None identified in this report

8.00 EQUALITIES IMPACT

8.01 The Race Equality Scheme aims to promote equal opportunities, eliminate discrimination and promote community cohesion to everyone -residents, visitors and employees.

Date: 04/02/2008 35 Flintshire County Council

To make sure report is accessible, it will be published bilingually, in English and Welsh. It will also be available in different formats and languages on request.

9.00 PERSONNEL IMPLICATIONS

9.01 Staff will need to be released to participate in relevant training courses.

10.00 CONSULTATION REQUIRED

10.01 None required

11.00 CONSULTATION UNDERTAKEN

11.01 The Human Resources Senior Policy Officer, the Corporate training Manager and the Personal and Social Health Coordinator (Education) were consulted in the development of the annual report.

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

Report to Director's Group May 2005 Revised Race Equality Scheme

Report to Executive November 2005 Race Equality Scheme up date

Contact Officer: Fiona Mocko Telephone: 01352 702122 E-Mail: [email protected]

Date: 04/02/2008 36

Flintshire County Council

Race Equality Scheme

Annual Report

2006 -2007

1 37

Race Equality Scheme -Annual Report- 2006 -2007

1.0 Introduction 1.01 The Race Relations (Amendment) Act 2000 (RR(A) A) required all public authorities to produce and publish a Race Equality Scheme (RES) by May 2002. Flintshire County Council’s Scheme was reviewed and republished in May 2005. A Race Equality Scheme is a plan to show how the authority will meet the general and specific duties set out in the RR (A) A.

1.02 The purpose of this annual report is to: • outline the progress the council has made in meeting the legislation and achieving the RES action plan; • identify the challenges and issues which the council needs to address to continue to implement and monitor the scheme; and • set out future actions for the next 12 months.

1.03 The strategic aims of the Race Equality Scheme are to:

Meet the three parts of the general duty of the RR (A) A : eliminate unlawful discrimination promote equality of opportunity promote good relations between people from different ethnic groups

And to meet the specific duties of the act:

Provide accessible, appropriate, quality and culturally sensitive services to customers from all ethnic backgrounds through training staff, monitoring service delivery uptake and monitoring complaints and satisfaction surveys.

Become more customer focussed - Increasing involvement and consultation with customers and employees from all ethnic backgrounds.

Contribute to creating safer communities by increasing confidence in the reporting of racial incidents through developing robust

2 38 recording and reporting systems to report, monitor and to respond to racial incidents sensitively, consistently and effectively.

Be a fair and equal opportunities employer, through monitoring our employment functions and policies and by working towards employing a workforce that reflects the local community at all levels of the organisation.

2.0 Background 2.01 Flintshire County Council has taken its duty under the RR(A)A seriously and this has been demonstrated by its commitment to build an infrastructure to proactively meet the equalities agenda.

2.02 A Corporate Equalities Review Team consisting of representatives from each Directorate and the elected member champion for equalities is responsible for driving the equalities agenda throughout the council.

2.03 The council recognised that to be able to meet the spirit of the law, additional capacity needed to be created to meet the equalities agenda. A full time Policy Officer, Equalities supported by a full time Assistant Policy Officer – Equalities and Social Policy. A Community Cohesion Officer was appointed in April 2006. The role of the Community Cohesion Officer is to engage with diverse groups into the community to ensure that they are involved in decision making and consultation processes.

2.04 The Chief Executive and the Leader of the Council have overall responsibility for the implementation of the Race Equality Scheme.

All members have a key role in ensuring equalities is incorporated in to all Council business, promoting equality and good community relations and eliminating unlawful discrimination.

All employees at all levels of the organisation have responsibility for implementing the scheme.

2.05 The demography of Flintshire has changed significantly since the Census 2001. There has been an increase in the number of migrant workers living and/or working in Flintshire. Flintshire County Council is working with partners from the voluntary and statutory sector to monitor the changes in the profile of the

3 39 community and engage more effectively with all groups in order to develop a better understanding of their diverse needs.

3.00 Implementation 3.01 To ensure robust implementation and monitoring of the Race Equality Scheme, specific actions have been included in all service plans these are:

• Programme of equality impact assessments; • Time tables to set up systems to capture, monitor and analyse profile of customers in order to be able to set targets for improvement; and • Target of 95% response rate to the employee diversity audit.

3.02 The inclusion of these into service plans means that the actions are monitored at every Departmental Management Team meeting and annually through the assessment of the Improvement Programme.

4.0 General Duty 4.01 This section sets out the progress made to date under the general duty and that contribute to meeting our strategic aims. Some of the achievements cover all of the three parts of the general duty.

4.1.1 Eliminate racial discrimination Outcomes • The Community Safety Partnership have paid for a graffiti buster for Flintshire to ensure that graffiti can be removed, free of charge, from both public and private property. This is monitored through the Community Safety Partnership.

• A system for recording racial incidents is in place; this has been extended to include the facility to report incidents via the web site. This was re-launched and promoted in September 2006. The North Wales Police, North Wales Race Equality Network and the Flintshire Community Safety Partnership have all contributed to the development of this system. The system for monitoring and following through reports has now been changed so that it is more robust. Reports are collated, monitored and actioned through the Neighbourhood Wardens. Reports are taken to the Community Safety Partnership to monitor any trends or concerns. There were 45 racially motivated incidents reported to Flintshire County

4 40 Council between April 06 and March 2007. Forty of these incidents were related to graffiti. Our Neighbourhood Wardens work with the North Wales Police visiting schools in areas of concern, talking to pupils about the impact of racism.

4.1.2 Further action to be undertaken :-

• continue to monitor the patterns and trends of racial incidents in Flintshire; and • continue to encourage people to report incidents;

4.2.0 Promote equality of opportunity Outcomes • increased use of interpretation /translation facilities from two requests in 2004 -2005 to 19 requests in 2006-2007 ; • undertaking of equality impact assessments; • increased engagement and consultation with people from all racial groups; • undertaken a review of the job advertisement, job application form and the recruitment and selection process; • establishing an “Open Door” project under the Flintshire Community Safety Partnership to provide information and advice to migrant workers. This is supported by a diversity officer from North Wales Police, Flintshire County Council’s Community Cohesion Officer and a Welfare Rights Officer from Flintshire County Council.

4.2.1 Further action to be taken:- • continue undertaking equality impact assessments; • provide English classes at the Open Door project and computer facilities; • promote information to employees about different cultures and religions.

4.3.0 Promote good relations between people from different racial groups Outcomes • research was commissioned through the Community Safety Partnership to look at some of the issues that are creating

5 41 tensions between migrant workers and the community and ways to relieve tensions; and • established multi agency task and finish group to complete a joint protocol on managing unauthorised encampments;

4.3.1 Further action to be taken:- • continue to encourage people to report hate incidents; • supporting multi cultural events; • undertaking a "Celebrating Diversity: the people of Flintshire” project. This is being developed by the Library and Museums Service to collect and exhibit people’s stories of moving to Flintshire.

5.0 Specific Duty -Assessing Likely Impact of Policies 5.01 This section links to the strategic aim:- Provide accessible, appropriate, quality and culturally sensitive services to customers from all ethnic backgrounds through training staff, monitoring service delivery uptake and monitoring complaints and satisfaction surveys. (Corporate aim 1 and corporate improvement priority 1)

5.02 A series of equality impact assessment have been undertaken and feedback has been provided to Directorates to improve the effectiveness of these. Equality impact assessments undertaken include: • Cemeteries • Contract Monitoring • Emergency Planning • Health and Well Being Strategy • Wardens • Welfare Rights • Social Work The outcomes of equality impact assessments highlighted the lack of data available on the ethnic make up of our customers and the lack of robust mechanisms to engage and consult effectively with people from all ethnic backgrounds.

5.05 Future actions:- • revise the equality impact assessment tool kit; • train policy and decision makers on the new tool;

6 42 • develop stronger links with service plans and equality impact assessments; and • develop a more robust system to ensure the tool is used effectively and consistently.

6.0 Specific Duty -Consultation 6.01 This links to the strategic aims to:

Become more customer focussed - Increasing involvement and consultation with customers and employees from all ethnic backgrounds.

6.02 Systems are in place to consult with the local community these have mainly included White British (English/Welsh) members of the community. To develop and maintain links with the Black and ethnic minority community in Flintshire a Social Inclusion Officer worked in the community to engage the Black and Minority ethnic (BME) population. The role of the Social Inclusion Officer has been incorporated into the Community Cohesion Officer’s posts.

6.03The outcomes include:- • establishing an Asian Women’s Group; this group is still in a formative stage. • undertaking a consultation exercise with over 70 people from a BME background to look at o how they access information o types of information they need o preferred format to provide information. • with the support of North Wales Race Equality Network (NWREN) and the local further education college consultation exercises have been undertaken with the Bangladeshi community and students from the English speakers of other languages (ESOL). links have been made with the Irish Traveller community, Romany Gypsy Community, Asian community; Filipino community

7 43

6.04 This is an area that the Council will continue to invest resources to ensure involvement and participation initiatives are inclusive of all communities. The Community Cohesion Officer will continue to make links an engage with people from BME backgrounds.

6.05 The contract for an external organisation to consult with members of the public and employees on our behalf has been awarded. Equality objectives were included in the tendering process.

6.06 Further action:- • continue to develop and sustain links with BME community; • develop a co-ordinated approach with other agencies to engagement and consultation to avoid duplication; and • establish forum/network for employees from BME backgrounds.

7.00 Monitoring 7.01 This section relates to the strategic aim:- Provide accessible, appropriate, quality and culturally sensitive services to customers from all ethnic backgrounds through training staff, monitoring take up of services and monitoring complaints and satisfaction surveys.

7.02 Systems to collate customer ethnicity data based on the Census 2001 categories for Wales have been set up for • Adult Social Care • Benefits • Children’s Services • Housing • Schools (Pupil attainment levels)

7.03 The schools data base is the only system that has been fully populated. The analysis of the results will be included in Education service plans for 2007-2008. The results of monitoring in this service are attached as Appendix 1.

7.04 The data for the other services is being collated over a period of time. For example, in Benefits each claimant is reviewed every three years; the review process will include information about ethnicity. This will ensure that data is collated in a staggered approach to allow capacity for it to be entered on to the system.

8 44

7.05 The corporate complaints procedure is being revised and this will include a mechanism to collate and analyse ethnic make up of complainants.

7.06 Further action: • continue to collate ethnicity of customers • provide more detailed guidance to all employees on why and how to collect ethnic monitoring data • provide information for customers on why this information is being collated.

8.00 Specific Duty- Access to information and services 8.01 To facilitate access to information and services, additional money has been allocated to support interpretation and translation facilities. A contract has been set up with National Interpretation Services to provide interpretation and translation services.

8.02 Information about the facilities has been distributed to employees through • the intranet system; • the staff newsletter; • induction; • customer care training; • race equality training; • Customer Care Handbook; • Head Teachers meetings; • lotus notes messages; and • Directorate representatives

8.03 Information is distributed to members of the public • at reception points • at libraries • advertised on public information • at the mobile office • Community Newsletter • Press release

9 45 8.04 There has been an increase in the take up of interpretation and translation services during the past 12 months.

8.05 As identified in paragraph 6.03 research has been undertaken with people from a BME background to identify their information needs.

8.06 As part of the consultation on the RES, communities were asked how access to information and services could be improved. The use of plain English was identified as one way to increase access to information and services. Flintshire County Council adopted a plain language policy in February 2006.

8.07 Further action:- • the website will be used to promote interpretation/translation facilities; • promote interpretation /translation facilities through leaflets and household news letter; • investigate the use of face to face translators; • analysis of data of customer satisfaction and complaints by ethnic groups; and • continue to seek feedback from all ethnic groups on our services.

9.00 Training 9.01 Training was highlighted as part of the strategic aim in the RES:

Provide accessible, appropriate, quality and culturally sensitive services to customers from all ethnic backgrounds through training staff, monitoring take up of services and monitoring complaints and satisfaction surveys.

9.02 Training on the Race Relations Amendment Act and race equality takes place through traditional courses, e-learning, and information via employee news letter and the intranet. These include:- • diversity and equality is part of the induction programme • customer care training is compulsory for all employees and incorporates equality; • a new programme for recruitment and selection has been developed the RR(A)A is part of this programme; • an e-learning package on race equality is being cascaded systematically to all employees;

10 46 • a race equality and cultural awareness course is available to all employees (this training also covers Gypsies and Travellers and migrant workers); • specific officers have attended a workshop on Islam awareness; • North Wales Race Equality Network have developed a training pack for the Youth Service in Flintshire; • leaflets about the RR(A)A and the Race Equality Scheme have been circulated to employees; • articles have been placed in Flintshire Focus, the employee newsletter; • a diversity and equality workshop is being cascaded to all employees. • information on race equality issues, for examples, different religions, facts and figures about Asylum Seekers and Refugees and Gypsies and Travellers is available on the equality pages on the intranet.

9.03 Further action:- • roll out diversity and equality training for all employees and set attendance targets for each Directorate; • roll out diversity and equality training for managers and set attendance targets for each Directorate; • accelerate the implementation of the e-learning programme; • provide race equality training for elected members; and • evaluate race equality training programme.

10.00 Employment This section relates to our strategic aim: Be a fair and equal opportunities employer, through monitoring our employment functions and policies and by working towards employing a workforce that reflects the local community at all levels of the organisation.

10.01 A target of a 95% response rate to the employee diversity audit has been set for every Directorate. Each Director is responsible for achieving this target and following up those employees who did not return the questionnaire.

The full workforce information report and action plan is available in a separate report.

11 47

10.02 A People Strategy has been developed which sets out the following aims:- • Focusing all on the delivery of “customer- centred” services • Improving employee relations (Developing employment partnership through improved communication, involvement and consultation processes) • Branding Flintshire as an excellent employer • Developing a positive working environment • Mainstreaming equality ((putting equality at the heart of everything we do) • Modernising the HR service This is supported by a detailed action plan.

11.00 Procurement 11.01 The procurement officers and Procurement Board have received a briefing on the race equality duty.

11.02 Specific race equality actions are being included in some contracts.

11.03 Future actions:- • a working group is being established to review contract procedure rules to incorporate all equality strands.

12.00 Partnerships 12.01 Flintshire in Partnership is under review as a result of guidance from WAG for Partnerships to move to Local Service Boards. The Board will be in place by March 2008. A Development Plan is in place with an action to identify the training requirements of Board members ..

13.00 Schools 13.01 North Wales Race Equality Network has delivered race equality workshops to year 7 pupils.

13.02 A system is in place to monitor progress of schools in relation to:- • producing a Race Equality Policy • reviewing the Policy

12 48 • progress to meeting requirements of the legislation This is undertaken by Internal Audit and Estyn.

13.03 The Hate incidents system was re launched to the Head Teachers.

13.04 A workshop was delivered in September 2006 for Education senior managers to: o review priorities for equality impact assessment; and o link the race equality action plan with service plans.

14.00 Conclusion 14.01 We have made progress however there are some challenges. The main challenges are:

• lack of information about the profile of customers applying for and receiving services; this affects the ability to undertake effective equality impact assessments and to be able to monitor services and policies for potential or actual discrimination; • the lack of robust mechanism to engage and consult effectively with all our diverse communities; • ensuring we communicate effectively with all of the workforce, particularly those who are not office based, so that they understand the requirements of the legislation and are equipped with the skills, knowledge and attitudes to meet our statutory obligations.

The priorities for the next 12 months are:- • Continue to develop links with Black and minority ethnic population to increase involvement which will support the council to undertake more effective equality impact assessments. • Collate monitoring data on our customers which will support equality impact assessments and support the council to identify any areas of potential or actual discrimination. • Increase the number of, and effectiveness of equality impact assessments undertaken.

13 49 • Set targets to ensure all employees receive training to increase understanding and awareness of race equality and to improve customer care.

14 50

Appendix 1

Results of monitoring – Education

Table 1: Profile of pupils in primary schools by ethnic background

Primary Schools % of all Ethnicity school pupils African 0.04 Any Other Asian Background 0.09 Any Other Black Background 0.01 Any Other Ethnic Group 0.14 Any Other Mixed Background 0.23 Any other white background 0.69 Bangladeshi 0.09 Caribbean 0.04 Chinese or Chinese British 0.15 Indian 0.09 Information not obtained 0.20 Information refused 0.36 Pakistani 0.04 Traveller of Irish heritage 0.07 White - British 97.23 White and Asian 0.20 White and Black African 0.11 White and Black Caribbean 0.23 All Pupils 100.00

15 51

Table 2: Profile of secondary school pupils by ethnic background

Secondary Schools % of all school Ethnicity pupils African 0.02 Any Other Asian Background 0.05 Any Other Black Background 0.02 Any Other Ethnic Group 0.05 Any Other Mixed Background 0.16 Any other white background 0.48 Bangladeshi 0.08 Caribbean 0.01 Chinese or Chinese British 0.26 Indian 0.04 Information not obtained 0.31 Information refused 0.99 Pakistani 0.02 Traveller of Irish heritage 0.07 White - British 97.11 White and Asian 0.15 White and Black African 0.06 White and Black Caribbean 0.09 All Pupils 100.00

16 52

Table 3: Profile of Special school pupils by ethnic background

Special Schools % of all school Ethnicity pupils Any other white background 0.41 Chinese or Chinese British 0.41 Information refused 0.41 Pakistani 0.41 Traveller of Irish heritage 0.41 White - British 97.53 White and Black Caribbean 0.41 All Pupils 100.00

Table 4: Profile of English as additional language (EAL) pupils

Type of school Number As % of all pupils Primary 113 0.8% Secondary 39 0.41% Total 152 0.65%

17 53 Table 5: Profile of year 11 attainment levels by ethnic background 2006 % 5A*-C Ethnicity <5 5 6 7 8 9 101112 Asian 25% 50% 25% Chinese or Chinese British 25% 25% 25% 25% Mixed Background 75% 25% Information refused 23% 15% 8% 8% 15% 31% White - 6% British 8% 9% 10% 15% 27% 15% 6% 4% Any other white background 17% 17% 33% 33% (blank) 33% 67% % Of all pupils 5.64% 8.36% 9.27% 10.36% 14.73% 27.09% 14.82% 6.18% 3.55%

Detailed figures relating to achievement are available

19 54 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 10

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: DIRECTOR OF CORPORATE STRATEGY

SUBJECT : EQUALITIES LEGISLATION AND IMPROVEMENT FRAMEWORK

1.00 PURPOSE OF REPORT

1.01 To inform the Executive of the role of the Commission for Equality and Human Rights, to be established October 2007, and Government proposals for a Single Equality Bill to streamline discrimination law.

1.02 To inform the Executive of the publication of a draft Equality Improvement Framework for Wales which will replace the current Equality Standard.

2.00 BACKGROUND

2.01 A number of factors have impacted on the diversity agenda in local government. Equality is key tenet to the Governments' and WAGs' modernising local authorities' agenda, Demographic changes, including the increased number of migrant workers, and changing customer expectations have made the "one size fits all" approach unacceptable. This is an underlying principle of Making the Connections agenda- delivering citizen centred services.

2.02 There is an increasingly complex legal framework addressing equalities to which local authorities need to comply; this includes the Human Rights Act. These cover all equality strands age, disability, gender (including transgender), race, religion and belief, sexual orientation and Welsh language.

2.03 The Equality Act 2006 places a general duty on public authorities to promote equality between men and women and eliminate gender related harassment. This brought sex discrimination in line with disability and race legislation. This duty came into force in April 2007. The Equality Act also extended the existing employment legislation relating to Sexual orientation and Religion and Belief to cover service delivery.

3.00 CONSIDERATIONS

3.01 The Equality Act 2006 established the Commission of Equality and Human Rights (CEHR), this will bring together the existing Equality Commissions-

Date: 04/02/2008 55 Flintshire County Council

the Equal Opportunities Commission, the Disability Rights Commission and the Commission for Racial Equality. The new Commission will commence from October 2007 tackling discrimination across age, disability, gender, race, religion and belief and sexual orientation placing expertise on diversity, equality, and human rights together. A decision has not yet been made on the future of the Welsh Language Board.

3.02 The objective of the CEHR is to support the development of a society where: • people's ability to achieve their potential is not limited by prejudice or discrimination; • there is respect for and protection of each individual's human rights; • there is respect for dignity and worth of every individual; • every individual has an equal opportunity to participate in society; and • there is mutual respect between groups based on understanding and valuing diversity and on shared respect for equality and human rights.

3.03 Despite equalities legislation, persistent prejudice and discrimination still exist for some groups of people, resulting in inequalities in health, education, life expectancy and quality of life.

3.04 The Government set up an Equalities Review to look at the underlying societal and cultural causes of disadvantage and inequality. The Review's report, Fairness and Freedom, has been published, this makes 10 recommendations which together will contribute to a systematic overall framework for creating a more equal British Society. These are attached as an Appendix 1.

3.05 There is a public sector duty to promote equality in race, disability and gender- this duty does not extend to age, religion or sexual orientation. Whilst the sexual orientation and religion and belief regulations have now been extended to cover services, the age regulations only apply to employment.

3.06 To simplify and modernise discrimination law making it more effective, the Government committed to introduce a Single Equality Bill. The Government launched the discrimination Law review (DLR) to undertake a fundamental review of discrimination and legislation in Great Britain, and bring forward proposals for a clearer and more streamlined equality legislation framework.

3.07 One outcome from the DLR is the proposal for a single Equality Bill which will simplify and harmonise discrimination law. Some of the proposals contained within the Bill are: • a single duty to promote disability, gender and race equality rather than 3 separate duties; • whether a single equality duty should be extended to cover age, sexual orientation and/or religion and belief; • to extend the duties so that public authorities have to "actively take account of equality" in the procurement process.

Date: 04/02/2008 56 Flintshire County Council

3.08 This could mean that in the future the council will have to produce a single equality scheme covering all strands for everyone. The Welsh Language Scheme will remain a separate scheme.

3.09 The Government are currently consulting on their proposals and have produced a consultation paper "Discrimination Law Review: A Framework for Fairness: Proposals for a Single Equality Bill for Great Britain". The closing date for consultation is 4 September 2007.

3.10 The Welsh Local Government Association (WLGA) are currently co- ordinating a review of the Equality Standard for Local Government in Wales. The Equality Standard provides a framework for meeting discrimination legislation and assessing progress. The Standard will now become the Equality Improvement Framework (EIF) and be updated in line with the changes in discrimination legislation. The aim is to have greater links with the Wales Improvement Programme and put in place consistent and robust assessment processes to be able to measure performance against the framework more effectively.

3.11 A letter was received from the WLGA on 15th June, 2007 inviting comments in relation to the proposed Equality Improvement Framework for Wales by 31st July, 2007. Officers have attended a consultation event and it is proposed that the framework be considered by the Corporate Equality Review team at its meeting on the 17th July, 2007. An officer response will then be produced which due to the timescales will be brought to Executive as an information item at a future meeting.

4.00 RECOMMENDATIONS

4.01 The contents of this report are noted.

4.02 A further report is presented to the Executive when further details of the single Equality Bill are available.

4.03 That Executive agree to an officer response being produced in relation to the consultation on the Equality Improvement Framework for Wales, and that the response be agreed with the Acting Chief Executive, the Leader and the Executive Member for Corporate Strategy.

5.00 FINANCIAL IMPLICATIONS

5.01 There are no financial implications arising from this report

6.00 ANTI POVERTY IMPACT

6.01 The changes to equalities legislation is aimed at improving opportunities and out comes for disadvantaged and marginalised groups in society and for those people who experience poverty.

Date: 04/02/2008 57 Flintshire County Council

7.00 ENVIRONMENTAL IMPACT

7.01 None identified in this report

8.00 EQUALITIES IMPACT

8.01 The aim of the review of equalities legislation is to improve outcomes for people who experience discrimination and disadvantage.

9.00 PERSONNEL IMPLICATIONS

9.01 None identified in this report.

10.00 CONSULTATION REQUIRED

10.01 None required for this report.

11.00 CONSULTATION UNDERTAKEN

11.01 The proposals for a Single Equality Bill and Equality Improvement Framework have been forwarded to the Corporate Equalities Review Team, so that a corporate response to the proposals can be formulated.

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

Fairness And Freedom The Final Report Of The Equalities Review February 2007 Department for Communities and Local Government

A Framework For Fairness: Proposals For A Single Equality Bill In Great Britain June 2006 Department for Communities and Local Government

The Equality Improvement Framework for Wales (Draft) April 2007 Edge Hill University & WLGA

Contact Officer: Fiona Mocko Telephone: 01352 702122 E-Mail: [email protected]

Date: 04/02/2008 58 Appendix 1

Equalities Review - Fairness and Freedom

Recommendations - ten steps to greater equality

Step 1: Defining equality

In order to work towards greater equality, government and others must be clear on the problems that inequality poses and have a clear vision of equality.

Our definition of an equal society An equal society protects and promotes equal, real freedom and substantive opportunity to live in the ways people value and would choose, so that everyone can flourish.

An equal society recognises people’s different needs, situations and goals and removes the barriers that limit what people can do and can be.

We recommend that government, the devolved administrations, the Commission for Equality and Human Rights (CEHR) and other public bodies adopt this vision as a basis for future action on equality.

Step 2: Building a consensus on equality

It is for government and the devolved administrations, supported by the CEHR, to build a consensus on the benefits of equality, at every level from national to local.

Step 3: Measuring progress towards equality

We recommend that the framework of measurement is used:

• by all public bodies, to agree priorities, set targets and evaluate progress towards equality; and • by the CEHR, to inform its triennial State of the Nation report.

59 Appendix 1

Data collection must cover all equalities groups – gender, disability, ethnicity, religion and belief, transgender, sexual orientation, and age – as well as socio-economic status. For Wales, data collection must cover those whose preferred language is Welsh.

Step 4: Transparency about progress

In addition to better collection of data, government, public bodies and the private sector all need to make better use of that data, with appropriate analysis and evaluation used to plan effective action. The public sector as a whole also needs to be more transparent: publishing that data and analysis.

We recommend the CEHR sets out a required standard format for this reporting.

We recommend that the CEHR convenes a working group of benchmarking organisations to develop a performance assessment framework for private and voluntary sector organisations, based on the Equalities Scorecard.

Step 5: Targeted action on persistent inequalities

Taking targeted action will, for government departments, the devolved administrations and public service providers more broadly, involve doing four things:

• adopt specific measures, service by service; • reconsider how services are designed, organised and accessed, to meet the needs of all sections of society – paying particular attention to the needs of the most disadvantaged groups; • empower disadvantaged groups to take action to shape, and to obtain better and fairer, public services; and • implement balancing measures to accelerate progress where, on current projections, the equality gap will either never be closed or is closing at far too slow a rate. We recommend specific effort be made to inhibit the growth of prejudice and to tackle bullying among young people.

60 Appendix 1

Step 6: A simpler legal framework

The Government’s Discrimination Law Review (DLR) provides a once only opportunity to develop a legislative package that promotes equality effectively in the 21st century. It will be essential that the resulting single Equality Act:

• focuses on a simpler, more coherent framework; and • facilitates action to help groups as well as individuals; and • covers equality on the basis of sexual orientation, gender, disability, ethnicity, religion and belief, transgender, and age.

Step 7: More accountability for delivering equality

We recommend the establishment of an Equalities Select Committee which reviews action, across government departments and non- departmental public bodies, to narrow the gap in outcomes between different groups, and to tackle the most persistent inequalities.

One of the best means of ensuring this is by reflecting that priority within the Public Service Agreements (PSAs) which are set by the Government as part of its Spending Reviews. PSAs must reflect the policy priorities we identify in Chapter 3, notably in the fields of education, employment, health and criminal justice. It will also be important to focus PSAs and other public sector targets on narrowing equalities gaps by tackling the most severe disadvantage. Progress in achieving the targets set must be measured and made public. In Wales and Scotland, we would also expect the devolved administrations to set in place appropriate targets.

The best way to extend this new focus on outcomes to the whole public sector and beyond is by making equality part of each organisation’s performance management framework. Accountability should rest at the top of all organisations, and leaders should report on and be given a chance to explain their record on delivering equalities. There must be support for chairs of boards, council leaders, chief executives, executive directors, and other leaders. The relevant leadership development programmes should help them translate these values into strategic planning and action to reduce inequality within, and through the work of, their organisation.

61 Appendix 1

Step 8: Using public procurement and commissioning positively

We propose that the new public sector duty should incorporate a specific requirement for public bodies to use procurement as a tool for achieving greater equality. Ensuring that commissioning frameworks require providers to analyse the needs of different groups, and that they monitor provision using quantitative and qualitative analysis, will also be an important element of the new duty. Implementation should be led by the recently restructured Office of Government Commerce and the Treasury, as part of the ongoing professionalisation of the public sector procurement system.

Step 9: Enabling and supporting organisations in all sectors

More must be done to facilitate employers’ greater engagement and commitment. Government, the devolved administrations, the CEHR, and private sector partners should lead the construction of a stronger business case for equality, highlighting to those employers who are not already convinced the demographic imperative in terms of the changing make-up of the workforce, and the growing need for businesses to look like both their customer base and potential labour pool.

The CEHR and its partners should also provide tailored, targeted support for employers, to help them to improve their performance on equality. This should include:

• providing clear, concise guidance on employer responsibilities (including guidance tailored to small and medium-sized companies); • providing advice on good practice and equality law, for example on recruitment, promotion, offering flexible working patterns, exit interviewing, and tackling harassment and prejudice; • supplying employers with data on local population make-up – ethnicity, gender, age, qualifications and skills, long-term unemployment by group, and so forth – to give them the means of asking and answering questions about their own performance, and deciding to take targeted action accordingly.

62 Appendix 1

We recommend to the Discrimination Law Review that it proposes the repeal of existing legislation that limits positive action (to measures such as targeted advertising of posts, special training and work experience opportunities, and so forth); and that it proposes to include balancing measures in a new single Equality Act, consistent with the wider possibilities under EU law (which would include, for example, the ability to take action in recruitment and progression).

The CEHR will need to put in place statutory guidance, setting out that, before taking such action, organisations should:

• provide clear evidence of need, supported by data on persistent inequality in a specific case and evidence of efforts already made which have not been successful; • ensure, in the sphere of recruitment, that any balancing measures include a requirement that all candidates pass a test of competence; and • set a reasonable time-limit and review the use of the measures regularly against progress made. This approach should be introduced initially with a requirement for organisations to submit applications to the CEHR for approval.

Step 10: A more sophisticated enforcement regime

The CEHR needs to play a more dynamic role in enforcement than has been possible for the equality commissions in the past. This will include overall responsibility for monitoring compliance with the new public sector duty. Public sector inspectorates should be required, under the duty, to promote equality by evaluating the performance of the relevant public bodies in this area.

The CEHR should manage the system of equality legislation using four principal elements:

1. Transparency: not only should public and private bodies be expected to be able to measure their equality performance, they should be encouraged – and in the public sector, required – to make the resulting information public.

63 Appendix 1

2. Community action: communities and shareholders should be empowered to initiate action to tackle large and persistent equality gaps.

3. Inspection: large and persistent equality gaps should be the subject of special inspection by the relevant inspectorate.

4. Listing: where institutions either persistently refuse to publish information on their equality performance, or where their performance is the subject of wilful neglect, they should be identified by the CEHR, especially for the information of potential partners, employees and clients.

Finally, the CEHR should report on progress against the actions set out by the Equalities Review. This should include an initial assessment of the adequacy of the Government’s response and plan of action – which we would expect to be set out before the CEHR becomes fully operational in October 2007. This would then be followed by consideration of progress against the ten steps to greater equality, within the CEHR’s triennial State of the Nation report.

64 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 11

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: DIRECTOR OF CORPORATE STRATEGY

SUBJECT : NATIONAL PERFORMANCE MANAGEMENT SYSTEM - FFYNNON

1.00 PURPOSE OF REPORT

1.01 To update members on the development and implementation of the national performance management system for Wales.

2.00 BACKGROUND

2.01 The Welsh Assembly Government have recognised the need to provide a national system for performance management driven by 3 specific areas of policy: • The Wales Programme for Improvement - service improvement informed by transparent and informed decision making; • The national performance measurement framework - collaborative framework for detailed comparison and benchmarking; • Delivering Beyond Boundaries - collaboration between service providers to achieve local and national shared outcomes.

2.02 As a result of these requirements WAG have undertaken extensive tendering procedures and procured a system which is now known as 'Ffynnon.' The system is available to 30 stakeholders which currently includes all 22 local authorities, the Fire and Rescue Services, National Parks, the Assembly Government and the Local Government Data Unit. It will be provided free of charge for the next 2 years; future costs being subject to discussions within WAG.

2.03 Ffynnon provides a holistic approach to performance management. It is a tool for stakeholders to monitor and manage performance by bringing a range of information together - performance indicators, risks, actions, projects, and milestones.

3.00 CONSIDERATIONS

3.01 Ffynnon’s extensive functionality allows it to operate on a number of levels: • as a stand alone system for individual stakeholders;

Date: 04/02/2008 65 Flintshire County Council

• as a cross stakeholder data repository, analysis and reporting system; • as a strategic partnership, data repository, analysis and reporting system; and • as a tool to benchmark performance across stakeholders.

3.02 Accessed through a standard web browser, these stakeholders are able to ‘invite’ their strategic partners to interact with their system to capture, analyse and report progress on strategic and community partnerships, and see shared pictures of performance in line with the wider public sector agenda. They will also be able to benchmark performance across stakeholders and strategic partnerships.

3.03 Developing Ffynnon for Flintshire 'Relevancy and 'engagement' are going to be the two key words in the deployment of the Ffynnon system in Flintshire. The potential extensive capacity and functionality of the system means that a very carefully thought out process is required for the planning and implementation of the system.

3.04 Taking this into account the project review of the Council's performance management framework (PMF) is mindful of the full range and extent of consultation, engagement and planning that will be required in order to capture the maximum use of Ffynnon; but in a timely and phased way that is both appropriate and deliverable. Full consultation with all relevant stakeholders will be needed in order to ensure that the Ffynnon frameworks that are constructed within the system to meet all directors', service managers' and members' needs.

3.05 The fundamental review of the Council's Performance Management Framework (currently in its project definition stage,) is providing the formational background to map out the work required to ensure that Ffynnon will provide us with the accurate and relevant 'pictures' of business performance to support informed decision-making. The PMF project is providing a sound basis from which to approach the work required; the integration of all aspects of sound business planning - financial, performance, risk, HR and ICT being essential to the framework.

3.06 The Council has only received access to the system during mid July and training has only been provided to two people. The timetable for the roll-out of Ffynnon has not yet been determined but it is proposed that the system is initially used to support the delivery of the Council's risk management framework. This will mean that it is populated with the results of this year's risk assessment for the Joint Risk Assessment in the early Autumn. The intention is that a broad timescale for delivery will mean that Ffynnon will have been implemented in at least one Directorate by April 2008.

3.07 Further reports will be provided as the project is developed.

3.08 In the meantime PICS (the Performance Indicator Capture System) - our

Date: 04/02/2008 66 Flintshire County Council

interim tool (for performance information only,) will support the information that we shall be using and subsequently populating within Ffynnon.

4.00 RECOMMENDATIONS

4.01 That Members agree the broad principles proposed for implementation of Ffynnon as laid out in 3.06.

4.02 That members note the progress on the national performance management system - Ffynnon and receive regular update reports on its deployment in Flintshire.

5.00 FINANCIAL IMPLICATIONS

5.01 The Assembly Government have funded the 3 years of the project from procurement process to deployment with the 30 stakeholders until 2009. Further funding implications are not known at this time.

6.00 ANTI POVERTY IMPACT

6.01 Ffynnon will be able to contribute to mapping our risks, actions and measures against a strategic objective which may include poverty if this is required in the future.

7.00 ENVIRONMENTAL IMPACT

7.01 Ffynnon will be able to contribute to mapping our risks, actions and measures against a strategic objective which may include the environment if this is required in the future.

8.00 EQUALITIES IMPACT

8.01 Ffynnon will be able to contribute to mapping our risks, actions and measures against a strategic objective which may include equalities if this is required in the future.

9.00 PERSONNEL IMPLICATIONS

9.01 Personnel implications and resources are being identified within the PMF project review.

10.00 CONSULTATION REQUIRED

10.01 Full consultation and engagement strategies are being developed both within the Council and with our strategic partners as the project develops.

11.00 CONSULTATION UNDERTAKEN

11.01 During it's early stage of development, consultation with the Operational Risk Management Group and the Corporate Risk and Overview Group has been

Date: 04/02/2008 67 Flintshire County Council

essential to develop the alignment between risk and performance as a sound business planning principle.

Representatives from each directorate attended the Ffynnon Stakeholder Day arranged by the Local Government Data Unit in May and so aware of the potential functionality of the system and the extent of planning required to deploy it successfully.

Contact Officer: Karen Armstrong Telephone: 01352 702740 E-Mail: [email protected]

Date: 04/02/2008 68 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 12

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: ACTING DIRECTOR OF ENVIRONMENT & REGENERATION

SUBJECT : FLINTSHIRE TOURISM STRATEGY (2007 - 2013)

1.00 PURPOSE OF REPORT

1.01 To request that the Flintshire Tourism Strategy is adopted by the Council.

2.00 BACKGROUND

2.01 The lack of a Tourism Strategy was considered as a medium risk issue in the Improvement Plan 2003/04 and was also identified as a weakness in the baseline statement in the Economic Development and Tourism Service Plan 2004/05.

2.02 A significant amount of work has been undertaken and considerable consultation has taken place with the private and public sectors, including officers within various departments of Flintshire County Council.

2.03 A document, in draft form has been presented on two separate occasions to Environment & Regeneration Overview and Scrutiny Committee and it has evolved through the process to its current format. It was recommended at the last meeting on 27 June, 2007 that the draft be approved. A copy of the Draft Strategy is available for viewing in the Members Library.

2.04 The purpose of the Flintshire Tourism Strategy is to increase the benefit of tourism to Flintshire; both the direct benefits, in terms of employment and visitor spend as well as the indirect benefits which assist in underpinning the wider regeneration of the area.

3.00 CONSIDERATIONS

3.01 Tourism is a valuable contributor to the Flintshire economy, generating £146.9m of visitor expenditure (Scarborough Tourism Economic Activity Monitor 2005) and 2193 direct jobs. The impact of the industry, though, is more significant than these direct figures indicate. Tourism, when developed and operated as part of a broad regeneration process, can bring wider benefits, for example, widening employment opportunities, supporting services, developing town centres and supporting the rural economy. The draft Flintshire Tourism Strategy sets out how the industry will develop over the next seven years, and how these wider benefits will be achieved.

Date: 04/02/2008 69 Flintshire County Council

3.02 The vision for the Flintshire Tourism Strategy 2007-2013 is:

The Flintshire Tourism Strategy will make use of the superb natural environment of Flintshire, along with the richness of its heritage, culture, language and products, to invite people to explore, understand and enjoy the County. This diverse offer will be complemented by; a commitment to quality; easy access to information; and by striving to ensure that every facet of the visitors' experience meets their expectations.

Furthermore the Strategy will aim to:-

• develop a stronger sense of place for Flintshire and raise the quality of the location as a destination; • increase tourism business both from adjacent and wider markets; • increase the value of business and activity tourism in Flintshire; • improve access to information for residents and visitors; • further improve the quality of accommodation and attractions, support the development of new infrastructure and attract and invest in high calibre staff; • monitor the impact of tourism and the effectiveness of interventions.

3.03 The actions in the Strategy are grouped under five strategic themes:

• Branding and Marketing • Product • Quality • Access • Partnership

3.04 Actions are identified under these themes, and have been developed into more detailed plans. The Strategy will be monitored over its lifetime to ensure its successful implementation, and to maintain its relevance to the needs of the area

4.00 RECOMMENDATIONS

4.01 Members are asked to approve and adopt the Flintshire Tourism Strategy.

5.00 FINANCIAL IMPLICATIONS

5.01 The tourism budget is currently £62,000 p.a. and this will be allocated to implementing the Tourism Strategy. In addition, resources are being sought from external funding sources to allow significant development projects to be implemented.

6.00 ANTI POVERTY IMPACT

Date: 04/02/2008 70 Flintshire County Council

6.01 Development of tourism will enhance opportunities for job creation, especially in the rural area, where employment opportunities can be limited. The Strategy will also encourage tourism as a career option for unemployed people.

7.00 ENVIRONMENTAL IMPACT

7.01 An exercise has been undertaken utilising the Council's Integration Tool and a formal environmental impact assessment was not considered to be required. However, the Strategy will encourage environmental good practice by tourism businesses and adoption of The Green Dragon Environmental Standard.

8.00 EQUALITIES IMPACT

8.01 An Equality Impact Assessment and a Welsh Language Impact Assessment have been undertaken and no significant problems were identified. Minor amendments have been incorporated into the Strategy.

9.00 PERSONNEL IMPLICATIONS

9.01 None arising directly from this report

10.00 CONSULTATION REQUIRED

10.01 No further consultation required.

11.00 CONSULTATION UNDERTAKEN

11.01 Considerable consultation has taken place with the private and public sectors and officers within various departments within Flintshire County Council. Meetings took place with members of the team involved with the Flintshire Integration Tool and observations were incorporated into the document. A public consultation exercise has taken place which ended on 27th April, 2007.

Contact Officer: David P Evans Telephone: 01352 702468 E-Mail: [email protected]

Date: 04/02/2008 71 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

DRAFT FLINTSHIRE TOURISM STRATEGY 2007 – 2013

72 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

CONTENTS

INTRODUCTON 3

ANALYSIS OF TOURISM IN FLINTSHIRE Tourism in Flintshire 4 The benefits of tourism 7 The economic value of tourism in Flintshire 8 Flintshire’s tourism market 10 Business tourism 11 The challenges and opportunities 12 The future for tourism 14

THE FLINTSHIRE TOURISM STRATEGY 2007-13 Vision 15 1. Branding and marketing 16 2. Product 16 3. Quality 18 4. Access 18 5. Partnership 19 Delivery 20 Monitoring the strategy 21

APPENDIX 1 – STRATEGIC CONTEXT The Flintshire Economic Development Strategy 2003-8 24 Flintshire draft Unitary Development Plan 25 The Wales Spatial Plan 26 Achieving our Potential 2006-13 27 North Wales Borderlands 28

APPENDIX 2 – TRENDS ANALYSIS 31

APPENDIX 3 – ACTION PLAN 2007-2010 1. Branding and marketing 35 2. Product 38 3. Quality 41 4. Access 45 5. Partnership 48

APPENDIX 4 - MAPS 51

APPENDIX 5 - ABBREVIATIONS 52

73 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

INTRODUCTION

Flintshire is a beautiful destination with great deal to offer. Mainly rural, its idyllic countryside and spectacular scenery stretch from Talacre in the North to Caergwrle in the south, whilst its attractive towns and villages offer a warm welcome to both locals and tourists alike.

The area’s history is deep rooted in the industrial movement and many who know the county may be familiar its manufacturing background but unaware of the extent of what Flintshire has to offer. As a result, a change in focus is required which will raise awareness of the key features of the county and not only attract people to the area but compel them to return.

The Flintshire Tourism Strategy aims to guide this change. Considerable work is required to realise the potential of Flintshire’s tourism resource. The strategy proposes capitalising on the magnificent natural environment in Flintshire and aims to encourage local people and visitors to make the best use of the resources and attractions within the county. Managing these areas sensitively will enable Flintshire to offer a wonderful experience to visitors, whilst contributing to the local tourism economy.

Flintshire has more to offer than just its natural environment. Culture, heritage, arts, crafts and events in the area build inherently upon its land and history. Visitors, more than ever, want to explore an area, learn about it and come away with a sense of having experienced somewhere different, somewhere unique.

With a varied and interesting offer, there are many opportunities to realise ‘visitor potential’ in Flintshire, developing this offer and building Flintshire’s sense of place is a major element of the strategy.

Visitors now expect far more from their destinations. The expectation of quality extends to all aspects of their visit; food, accommodation, information, transport, events, facilities, town centres and the general environment all form part of crucial considerations in whether to return or not and whether to recommend the area to others. Quality and access are therefore also key themes in the strategy.

Flintshire has a great advantage in its proximity to the large populations of North West England. With a well-developed product, attractively packaged and thoughtfully marketed, the county will see the industry grow in strength and value.

Tourism in Flintshire, however, must be properly managed if the full potential of the industry is to be realised. The Flintshire Tourism Strategy sets out how Flintshire County Council and its partners in the public, private and voluntary sectors, will drive forward the development of tourism in Flintshire from 2007 until 2013. The strategy provides a clear vision for tourism in the county and outlines a realistic, evidence-based approach to realising this vision, through the delivery of integrated activities grouped under a series of strategic themes.

74 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

ANALYSIS OF TOURISM IN FLINTSHIRE

Worldwide, the tourism industry is the largest and fastest-growing economic sector. In the UK, it employs 2.2 million people – 7.7% of the total workforce (ONS Labour Force Survey 2004). The growth of the tourism industry offers an opportunity to develop jobs and investment in this part of the economy. Many of these jobs will be located in rural communities, where other job opportunities are limited. In addition, Tourism ‘provides a valuable stepping stone for young people with little or no work experience or qualifications’. (DCLG Good Practice Guide on Planning for Tourism’ May 2006).

Tourism is an important part of any local economy contributing directly to the financial buoyancy of the area, it also provides employment and is considered to be of crucial importance to the social and environmental well-being of the county. Wider benefits are also evident in communities, where Tourism can:

• be the focus for the regeneration of urban and rural areas;

• provide a catalyst for growth in the area, raising its profile and stabilising out- migration;

• provide opportunities for retraining the resident workforce and help to diversify the local economy away from overdependence on declining sectors – in Flintshire’s case, manufacturing;

• help maintain local facilities, including shops pubs, leisure centres, public transport and schools;

• underpin the quality of the local environment and facilitate further enjoyment by residents and visitors alike;

• encourage investment in derelict land and buildings.

Tourism in Flintshire

In Flintshire the tourism sector contributes almost £147million in direct visitor spending and provides many of the aforementioned employment and community benefits.

Whilst Flintshire has not in the past been generally considered as a tourism destination, it supports a wide variety of attractions, accommodation and activities. Many of these are extensively used by visitors, as well as by local people. It also has a wealth of assets which could be further developed to bring greater benefits to the area and to local communities. Some of these are summarised in the map in Appendix 4.

75 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

With over 70% of the county being classed as rural, Flintshire has a very high quality natural environment. The countryside of the county is varied. Scenic and with an “unspoiled” character, it is scattered with picturesque villages. The county has two exceptional natural assets. The Clwydian Range Area of Outstanding Natural Beauty (AONB) was designated in 1985 for it’s nationally important landscape which runs down the west of the county. The Dee Estuary, bordering along the north, is one of the most important wildlife sites in Europe and notable for the huge numbers of wintering birds. Although both areas are widely used for recreation and tourism more can be done to increase access and interpretation, whilst protecting their valuable but sensitive environment.

The offer of the county is not just about these expansive landscapes, every corner of the county has something to contribute. Even in the most densely urbanised parts of Flintshire there are places that offer the chance to get out into the fresh air, to explore and learn. The rights of way network, the country parks and the areas of green space are crucial elements of this overall offer.

Flintshire has a long and fascinating history, which has left its legacy on both the landscape and the built environment. This provides a wealth of opportunities for visitors to explore and learn. Flintshire’s border location has lent itself to a turbulent history. From the Iron Age hill forts on the Clwydian hills, through to castles at Flint, Ewloe and Caergwle, the area has a history of conflict and as a result, has an array of historic buildings for visitors to enjoy.

It has also seen the growth, decline and rebirth of industry. From the earliest times, Flintshire has been mined and quarried and this tradition continues. By the nineteenth and early twentieth centuries, the county was a heavy industrial area with factories, shipyards, railways, chemical plants, potteries and brickworks. Much of this has long since vanished but fascinating relics remain and whilst some of these already form part of the existing visitor offer, e.g. Greenfield Valley Heritage Park offering one of the best known industrial archaeology sites in the county, others may provide interest following further investment.

Flintshire has now become a leading area for the aerospace industry. The county has a very long involvement in aviation, beginning with the early pioneers at Sealand, through to the development of the RAF Sealand base. In the Second World War, Lancaster bombers and Mosquito fighters were both built at the Broughton site. Today, this long tradition is continued by the massive Airbus complex in Broughton, the latest stage in the story of aviation in Flintshire. There is a great opportunity for this story to be told more fully and to inform and educate local people and visitors.

The county also has a range of other heritage assets. St. Winefride’s Well in Holywell attracts large numbers of pilgrims each year and forms part of the heritage “cluster” formed by the Greenfield Valley. The Gladstone Library in Hawarden, Basingwerk Abbey, the churches of the county and the proposed museum in Mold, all provide an infrastructure which can be built upon.

76 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Flintshire offers a variety of cultural experiences. Clwyd Theatr Cymru is home to the leading drama production company in Wales, as such it attracts visitors from a wide catchment area. Local events, e.g. the Cadi Ha in Holywell, the Jubilee in Buckley, Mold Food Festival and the Caerwys Show help to build strength within the communities hosting them, but also offer visitors an insight into local traditions and culture and provide an opportunity to learn more about the area.

The accommodation base (Figure 1) includes a large static and touring caravan area, predominantly located in the north of the county. Several large high-quality hotels, a number of smaller hotels and guesthouses and self catering accommodation are also available. Much of the accommodation is located in rural areas, although some of the larger hotels are based in the more urban south of the county.

Activity tourism is popular in Flintshire. Cycling and walking, especially in the Clwydian Range, are popular and there are small existing markets for riding, beach sports, bird watching and other activities. The Offa’s Dyke Long Distance Path runs through Flintshire on its 177 mile journey from Prestatyn to Chepstow and is one of only three National Trails in Wales.

The tourism industry is supported by dedicated officers within Flintshire County Council. There is a vibrant Tourism Association and many of the town and community councils support tourism-related activities in their areas. There is a tourism information centre in Mold and a small network of tourist information points at key locations around the county.

Flintshire benefits from an excellent location within Wales and a good road and rail network, which are major assets for tourism. However, this also makes it very easy for people to leave or pass through the area and therefore increases the competition the county faces from other areas.

This strategy aims to make better use of the existing tourism infrastructure; to capitalise upon the assets of the area and to build a stronger, more sustainable and more competitive tourism offer in the future.

77 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Figure 1 Tourism bedspaces (Flintshire accommodation survey 2003)

25000

21219

20000

15000

10000

5000

1665

137 37 57 110 70 0 Serviced - Serviced - Serviced - Serviced - Serviced - Self catering Caravans / hotels B&Bs guest houses farm houses pubs / inns camping

The benefits of tourism

The tourism industry does not exist separately from the communities in which it is located. The industry is dependent upon the economic strength, physical environment and social fabric of the county. In turn, it plays a vital role in increasing the quality of life for local people by attracting investment into the area and sustaining the natural environment of the county. Tourism helps to sustain fragile and vital services, particularly in rural areas were is can increase footfall and income levels for retailers and other businesses alike.

Local people can also benefit from the tourism infrastructure and furthermore can make a valuable contribution to the sector. The development and creation of new facilities, attractions and activities, helps local people to explore their area. This enables them to learn about it and to enjoy their locality, adding to their quality of life. Similarly, a wide range of activities and facilities for local people helps to create a vibrancy which is attractive to visitors, providing opportunities to lengthen visits, increase spend and encourage them to return.

Tourism can also help to celebrate and sustain the heritage and culture of an area, providing opportunities for local people to develop their knowledge and share their own heritage and culture with visitors and each other. This in turn brings additional economic benefits. These activities can also help to develop local identity and develop a “sense of place”, as important to local people as it is vital to the tourism sector.

78 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

The tourism industry is estimated to directly employ 2193 full time equivalent jobs in Flintshire and to indirectly support another 610 jobs through tourist expenditure (STEAM 2005). Approximately 60% are estimated to be employed in serviced accommodation and around 40% in the caravan and camping sector.

Tourism can be a major contributor to the wider regeneration of an area, encouraging investment in infrastructure as part of a regeneration package and helping to sustain investments through higher levels of footfall and spend.

Therefore, the sector cannot be developed in isolation. It must form part of a wider regeneration package, in particular, working alongside rural development and actions to raise skills and employment levels, but also in conjunction with the development of the physical environment, transport infrastructure investments and community development.

The Flintshire Tourism Strategy 2007-13 will increase the contribution of the sector to the economy, environment and society of Flintshire, whilst also maximising the benefits that wider regeneration activity in the county can make to the vitality of tourism.

The economic value of tourism in Flintshire

Tourism includes many types of visitor. Anyone visiting the area, from neighbouring areas, or further afield, for leisure or business and for a few hours or a fortnight, is classed as a tourist. This breadth of types of visitor and range of motivations, make the development of a solid and ongoing evidence base crucial.

The table below shows the estimated value of tourism to Flintshire, broken down by the key sectors of the industry. The STEAM model uses figures derived from the tourism industry itself to develop a picture of the value and volume of tourism in an area.

Flintshire 2005 Tourist Tourist Average Revenue (£m) Numbers (m) Spend Per Head Day Visitors £49.20 1.927 £25.00 Staying Visitors £80.50 0.493 £163.00 Staying with Friends & Relatives £17.20 0.232 £74.00 TOTAL £146.90 2.652 Source: STEAM (Scarborough Tourism Economic Activity Monitor) 2005

79 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

The Key Tourism Sectors in Flintshire

The following graph illustrates the proportions of the different sectors that form the tourism industry in Flintshire.

Contribution of sectors to tourism in Flintshire (STEAM 2005)

100% 90% 33% Day visitors 80% 70% 73% Staying friends and relatives 12% 60% Non-serviced accommodation 50% 33% 40% Serviced accommodation - business 30% 9% 13% Serviced accommodation - 20% 12% leisure 3% 9% 10% 3% 0% Volume Value

Note: The proportion of serviced accommodation used by business guests estimated at 51% of total, from survey of 9 hotels and guesthouses completed in January 2007. This figure is subject to 2 possible inaccuracies – 1) some business visitors using non-serviced accommodation so sector being under-represented and 2) returns came predominantly from hotels which cater most for business tourists, so this will over-represent the sector. Further work is needed to get a more refined picture.

In terms of the volume of the industry, day visitors are dominant, with 73% of the market. Non-serviced accommodation, primarily caravan parks and some self- catering, makes up 12%. Visitors staying with friends and relatives, make up 9%, whilst serviced accommodation, hotels and guesthouses, makes up a small, but important 6%.

The picture is somewhat different for the value of tourism. Here, the non-serviced accommodation sector contributes 33% of the value of tourism to Flintshire, due to the long stays traditional to the sector. Day visitors also make up a third of the value of tourism to Flintshire, much lower than their volume, due to their short visits. Serviced accommodation contributes a disproportionately high 22%, due to the high expenditure by visitors, especially business tourists. Visitors staying with friends and relatives contribute 12%, representing longer stays but limited expenditure per head on accommodation.

80 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Appendix 2 provides an analysis of trends in the tourism industry in Flintshire from 2000 to 2005. From this statistical analysis a number of trends and issues can be identified:

• Very high dependence upon the static caravan sector, which has seen a gradual decline in value over the period. • Great value is being added by day visitors, a group which is growing steadily and which Flintshire is well located to increase, although further work is needed to increase spend per head. • Serviced accommodation market, both for leisure and recreation, is small and growing slowly in Flintshire, although not in the rest of North Wales. More needs to be done to understand and address this. • The North Wales Borderlands area has generally shown slower recovery than North Wales as a whole, since the foot and mouth crisis in 2001. Flintshire has followed this recovery trend, however, recovery has been consistently slower in Flintshire than for the area as a whole. • More recently, the Borderlands has begun to outperform the wider area. This may be due to branding used in marketing, the strength of the partnership working, or may be down to exceptional performance by one or more of the areas involved. The trend is over too short a period to draw firm conclusions and further work is needed.

Flintshire’s tourism market

The tourism industry is wholly market-led. In order to develop it effectively, it is vital that the customer base is adequately understood, with their needs and preferences taken into account. Whilst there is still an ongoing need for higher quality evidence for this purpose, the visitor profile given below represents a summary of various pieces of research undertaken in recent years.

The profile of Flintshire’s visitors is summarised as follows:

• The average age profile of visitors to Flintshire is older than visitors to Wales as a whole. 37% were in the 35-54 age group and 55% were aged 55 plus. According to the demography of the UK, this group is expected to increase significantly in the future. • The proportion of visitors falling within ABC1 socio-economic grouping was 61%, representing a preponderance of those with the highest potential spend and also the highest expectations. • The biggest single group of visitors to Flintshire (54%) is the one referred to as ‘Empty Nesters’. These are predominantly middle class, over 45 years old who are living with their partners, married, divorced, separated or widowed and without children in their household. This may be considered the key market for Flintshire as a region and represents one that traditionally has a good level of disposable income.

81 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

• The other important market segment are ‘Families’ (21%). These are mainly visitors who are married or living with a partner and have children under 16 years old in their household. The needs of this group are obviously very different from those above. • The main market for Flintshire is domestic tourism, in particular from the neighbouring areas such as North West England, the West Midlands and North Wales itself, especially day visitors. There were visitors from elsewhere in the UK and overseas and these are still significant given that in general they generate a higher spend. • The large amount of visitors from regions in the vicinity leads to a high proportion being day visitors. • The most popular type of holiday trips were short breaks taken in the main by the ‘Empty Nesters’ group. Smaller proportions of holiday makers were on their main holiday or second holiday and these were more likely to be family groups. • The average length of stay in total was just under seven nights, slightly less than the average for visitors to the whole of Wales. • Using a private car was by far the most common means of transport (88%). • Almost half of the visitors stayed in commercial accommodation establishments such as hotels, B&B’s and guest houses. Over a quarter of holiday visitors spent time utilising static and touring caravans, motor homes and tents. • The most common activities were general sightseeing and touring, shopping, relaxing in general and visits to the beach / seaside. Some pursuits were mentioned such as hill walking, rambling and walking. • Reflecting the high levels of visitor satisfaction, 77% stated that they were likely to recommend the area to friends and relatives.

(Source: North Wales Visitor Survey 2004)

In summary, Flintshire’s visitors are likely to continue to be, older, affluent and predominantly without children. In general, day visitors and those on short breaks dominate, although there is a smaller family-orientated market for longer breaks. The needs of these groups are therefore very important to the development of tourism in Flintshire and have been integrated into the activities proposed in this strategy.

Business tourism

Business tourism represents an important area for the county although it is currently at a small scale (3% of volume, although 13% of value). Flintshire has a comparative advantage in terms of business tourism due to it’s buoyant economy, broad base of large companies and central location. It is however, subject to competition from accommodation in North West England.

82 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

The North Wales Business Tourism Strategy (NWBTS) , still in draft form when this strategy was written, makes the following points:

• Business tourists are higher spending than recreational visitors. • Business tourism is relatively low impact. • Business tourism is not seasonal and complements recreational tourism. • Business tourists are key to supporting hotel infrastructure and help to drive up standards. • There is some potential for encouraging business tourists to return as leisure visitors – 40% return is suggested. • Business tourism is part of a thriving economy and can help to stimulate inward investment. • Business tourism is difficult to influence as it is dependent upon the supply of appropriate accommodation and upon the general health of the economy as a whole.

The NWBTS concludes that the sector is likely to continue to grow alongside the general growth of the UK economy. It outlines a number of North Wales strategic priorities which will be taken into account in delivering the Flintshire Tourism Strategy. The NWBTS recommends that action is focussed at the regional level to be effective, as each area has so little infrastructure for business tourism.

However, priorities applicable at the local level include: encouraging extended stays and return visits; developing new initiatives to grow business; and monitoring the business tourism sector as current information is weak. These local priorities are reflected in the Flintshire Tourism Strategy.

The challenges and opportunities

In the preparation of this strategy there has been consultation with key stakeholders, including the trade itself, as well as an analysis of the available evidence base and the strategic context for tourism in Flintshire. The following analysis provides a brief synopsis of the issues and opportunities identified as part of this process. It is this analysis that has informed the development of the strategy and the activities outlined therein.

Strengths

• Close proximity to markets & potential customers • Proximity to Chester • Flintshire Tourism Association • Strong economic base • Co-operative action with neighbours • Clwyd Theatr Cymru • Landscape & countryside

83 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

• Deeside Ice Rink • Good range of accommodation • Strong heritage / Industrial heritage • Leisure Drive • Attractive market towns & villages

Limitations

• A55 makes other areas accessible • Poor image of area • Low tourism profile nationally • Under performing town centres • Changing static caravan sector • Lifestyle businesses less likely to want to grow • Low level of development of many attractions • Limited public funds • Undistinguished entry points • Weak baseline of evidence

Opportunities

• Eisteddfod 2007 • Wrexham – Liverpool line • Growing short break market • Reduce seasonality • Develop business tourism • Liverpool 2008 • Ryder Cup 2010 • Quality assurance • Improve information co-ordination for visitors • Events • Improve local supply chain • Language & culture • Increase access to the countryside • Improve town centre offer • Social enterprise • Private sector investment • Co-operative action • Business support • Aerospace attraction • Transport co-ordination • Good career opportunities • Develop Mold Food Town initiative

Threats

84 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

• Competition from other areas • Limited public funds • Poor perception of the industry • Weak baseline • Difficulty attracting staff • Lack of public sector investment

The future for tourism

The economic growth in the UK in recent years is expected to fuel continued growth in leisure and tourism activities. Britain is a relatively expensive destination, therefore, areas must provide high quality and excellent value for money in order to compete. The short break and business tourism markets are expected to grow and the relatively untapped potential of the large population in North West England offers the opportunity to grow the day visitor segment of the market.

However, the market is changing and Flintshire must position itself to take advantage of these changes. In particular there are likely to be:

• Fewer families, more singles and active older age groups • Greater need for flexibility • Niche markets becoming more important • Distinctiveness becoming more important • ICT having a greater impact on accessing information and booking • Rising expectations and demand for higher quality • Environmental quality becoming more important

Flintshire will face fierce competition from other areas in realising the potential of tourism in the county. This strategy takes into account the trends outlined above.

85 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

THE FLINTSHIRE TOURISM STRATEGY 2007-13

The Flintshire Tourism Strategy will guide the work of Flintshire County Council and its partners in the public, private and voluntary sectors in developing tourism in the county from 2007 to 2013. The time scale of the strategy reflects both the extended time scale of the Wales Tourism Strategy for continuity and also the programming period for both European Structural Funds and the Rural Development Plan for Wales, both of which have the potential to make investments to deliver this strategy.

The vision and strategy outlined below have been created to address the SLOT analysis above and in particular, the statistical analysis and market trends identified in detail.

Vision, Aims and Strategic Themes

The Vision for the Flintshire Tourism Strategy 2007-13 is:

The Flintshire Tourism Strategy will make use of the superb natural environment of Flintshire, along with the richness of its heritage, culture, language and products, to invite people to explore, understand and enjoy the county. This diverse offer will be complemented by: a commitment to quality; easy access to information; and by striving to ensure that every facet of the visitors’ experience meets their expectations.

The Flintshire Tourism Strategy will aim to: • Develop a stronger sense of place for Flintshire and raise the quality of the location as a destination • Increase tourism business both from adjacent and wider markets • Increase the value of business and activity tourism in Flintshire • Improve access to information for residents and visitors • Further improve the quality of accommodation and attractions, support the development of new infrastructure and attract and invest in high calibre staff • Monitor the impact of tourism and the effectiveness of interventions

The actions in the strategy are grouped under 5 Strategic Themes:

1. Branding and marketing 2. Product 3. Quality 4. Access 5. Partnership

86 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

These themes derive from the strategic themes for the Visit Wales strategy for tourism in Wales and have been adopted with amendments to give continuity. Each of these themes are explained in more detail below.

1. Branding and marketing

Flintshire currently participates in the North Wales Borderlands marketing area initiative. This is co-funded by the local authorities of Flintshire, Denbighshire and Wrexham and supported through marketing area grant by Tourism Partnership North Wales. This represents by far the largest investment in marketing for the county and produces high-quality print materials for distribution across the UK together with a website based initiative.

The evidence base for the effectiveness of the North Wales Borderlands brand is equivocal and other options for branding may also be worth examining, including making better use of the strength of the neighbouring Chester brand. In the future, branding will also need to take account of the key markets for Flintshire and also the changing nature of those markets, as outlined previously. The strength of the natural environmental offer of Flintshire and the culture and heritage offer of the area will also be key elements of future branding of the area.

The partnership approach to marketing Flintshire is felt to be very successful, in terms of sharing resources and giving economy of scale. It is expected that partnership working will be a key feature of marketing Flintshire in the future. Flintshire also participates in other marketing initiatives led by Tourism Partnership North Wales, with regard to specific campaigns and overseas marketing.

There is also a need to develop a clearer and more consistent image for Flintshire itself, which can be applied across various sectors, to contribute towards the development of a clearer sense of place and to build familiarity with the county.

Finally, the economic success of Flintshire, in particular the Deeside area, has led to a significant contribution being made to the area’s tourism industry from business tourism. Traditionally, marketing and branding has not targeted this sector and work will be required to develop effective brands to attract this sector.

2. Product

The quality of the physical environment in Flintshire, underpinned by its strong heritage and cultural offer, provide underdeveloped assets for tourism. The strategy seeks to make better use of these assets to increase the range of opportunities available to visitors to the area. This aims to increase the length of visits, encourage tourist spend and encourage return visits.

87 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

The landscape of Flintshire is a wonderful asset in its own right. Whilst it is used and enjoyed by many there is still significant room for improvement in providing access, information and facilities. The key areas for development will be the Clwydian Range and the Dee Estuary, both of which offer a wide range of opportunities in superb settings.

The countryside of Flintshire as a whole though, is a strong asset therefore encouraging and supporting wider use is a priority for the strategy. All areas of Flintshire have something to offer; whether to local day trippers, or people from further afield. The more urban areas of the county also have pockets of natural scenery which should be further supported and developed.

The heritage of Flintshire offers an opportunity for further development. Every area in Flintshire has its historic legacy and its stories to tell. Support must be given to communities, in particular, to identify, celebrate and share these treasures. Many of the towns and villages in Flintshire are particularly attractive and should be supported in retaining their character and in encouraging others to enjoy it.

In addition, events can play a major part in attracting new visitors into an area, as the recent Mold Food Festival demonstrated. Therefore support for the development of events and to make use of the opportunities they provide, is an important element of the strategy.

The development of packages is another important component of the strategy. The industry will need support to develop packages e.g. linking accommodation with activities to give a flexible, high-quality and good value offer to the customer.

Finally, there is a need to develop a stronger evidence base for which elements of Flintshire form intrinsic parts of its tourism offer. Key hotspots, corridors, landscapes and townscapes are crucial to the success of tourism in the county. Therefore, further work is needed to identify and evidence their value to the area and to disseminate this so that it can be considered in wider decision making e.g. during the development of the Local Development Plan.

There is potential through the Rural Development Plan for Wales and the new Structural Fund programmes to invest in new tourism product development to capitalise upon the strengths of the area.

All product development activities will be implemented within the context of sustainable development. Tourism development must not, in seeking economic gains, cause damage to the environment of the area, nor cause significant problems for the host communities.

88 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

3. Quality

In a market of rising expectations, quality is crucial to the competitiveness of Flintshire as a destination. Quality applies not only to accommodation and attractions, but to every aspect of the experience that visitors receive in Flintshire. Public transport, information, physical environment, customer service, highways, signage, access to facilities, food and merchandise, all play a part in meeting customer expectations. Flintshire is in competition with other areas to retain and grow its tourism market and every aspect of the visitor experience plays a part in their satisfaction with their visit and the likelihood of them returning.

Not only is it vital that the private sector continues to invest in integrated quality management, but it is also crucial that the wider destination is managed with quality in mind, especially in identified tourism hotspots.

The excellence of tourism businesses is vital in ensuring a quality offer to visitors and therefore flexible and effective support for these businesses is needed to support investment in infrastructure, skills, ICT and general business performance.

Environmental performance is an increasingly important element of quality, therefore business and other providers need support to achieve accreditation and develop higher standards of environmental practice.

Whilst the effects of climate change are unlikely to have a significant impact on the tourism industry in Flintshire during the lifetime of this strategy, early work needs to be undertaken to support the industry in adapting to the impact of climate change. Significant changes to tourism may well be expected as a result of climate change, and the strategic partners for the industry must work with the trade to keep them informed of developments, identify and understand trends and support adaptations.

4. Access

Good access is a key theme in the success of tourism destinations. Transport, access to information and accessibility are all important elements.

Due to its locality and road system, Flintshire is highly accessible to car users. However, in the rural areas in particular, access by other forms of transport is more limited. The interchanges between forms of transport are therefore crucial to its viability as an option for visitors.

Flintshire has an established information infrastructure. The Tourist Information Centre in Mold, the network of Tourist Information Points and a number of web sites provide information to potential and actual visitors. The importance of information, especially via ICT, is expected to grow and so continued investment will be required to develop the availability of information, through both ICT and

89 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007 traditional methods. Current information systems will be comprehensively reviewed and the use of new methods will be investigated to ensure that Flintshire effectively meets the needs of customers in the future.

The use of ICT by businesses, both to market themselves and to conduct business, will also be crucial to the competitiveness of the area.

Finally, the accessibility of the accommodation, activities, attractions, facilities and transport of the area is also vitally important. Whilst there is an obvious legal duty through the Disability Discrimination Act to take into account the access needs of all potential customers, there is also a key business imperative. With many people facing access problems at various stages in their lives, (e.g. parents with children) and with an older population, destinations offering good accessibility will have a competitive advantage in attracting and retaining, customers.

5. Partnership

The development of the Flintshire Tourism Strategy has been informed by a wide range of organisations and viewpoints. It is expected that its implementation will similarly involve a wide range of organisations across different sectors and different geographical areas.

In particular there will need to be active engagement of the following in delivering the strategy:

• Public sector bodies including the various levels of local government, the Welsh Assembly Government and its sponsored bodies and sub-regional partnerships. • Tourism and hospitality businesses, the wider business community and their representative bodies • Local communities and the voluntary sector • Supply chain businesses, for example food producers, craft producers • Neighbouring authorities

Tourism has a long history of being delivered through partnership working and the strategy will continue this process, building upon it wherever needed and making use of new opportunities and structures as they arise.

The long-standing partnership with the Flintshire Tourism Association will be strengthened through this strategy, building upon its role as the voice of the tourism trade, and as a key delivery body for improvements to the quality and range of the tourism offer in Flintshire.

90 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

The strategy will also encourage businesses to work together, both geographically and thematically, to share resources and expertise. An excellent example of this approach is the new Hotel and Restaurant Association in Mold.

Delivery

It is expected, in delivering this tourism strategy, that Flintshire County Council will continue to play a vital role in leading and co-ordinating the various activities of the partners in Flintshire and in supporting their work. The county council will continue to use its own resources to make targeted investments in tourism and will continue to develop activities in close partnership with other organisations to make use of the opportunities that external funding can present.

The continued investment in quality by the private sector operators in the county will obviously be essential to the success of the strategy and the county council will continue to support operators wherever possible in making the most of these investments and in securing financial support where available.

Tourism in Flintshire has a long history of partnership working both across sectors within Flintshire and also across geographical boundaries. Examples of this are through the work of the North Wales Borderlands partnership with Wrexham and Denbighshire local authorities and organisations and work undertaken with Chester agencies. This strategy will build upon the success of this partnership working and seek to develop it further by looking towards greater integration with other regeneration activity in the county, as well as developing stronger partnerships with organisations in North West England.

The Flintshire Tourism Association is expected to continue to provide a crucial role as a voice for the trade in Flintshire.

Other initiatives are also underway concurrently that will provide opportunities for joint working and for the development of activities to meet shared agendas. In particular the following initiatives will be key to delivering the Tourism Strategy:

• Development and implementation of the Flintshire Rural Development Strategy (Rural Development Plan for Wales 2007-13) • Development and implementation of the Regional Competitiveness and Employment European Social Fund and European Regional Development Fund programmes in east Wales • Development of cross-border partnerships to deliver the Wales Spatial Plan and West Cheshire / North East Wales Spatial Strategy • Adoption of the Flintshire Unitary Development Plan and commencement of work on the Flintshire Local Development Plan. • Review of the Flintshire Community Strategy • Development of the Regional Transport Plan • Development of town centre action plans

91 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

• Clwydian Range AONB Management Plan and Sustainable Tourism Strategy • Europarc Sustainable Tourism Charter • Potential development of the Dee Regional Park • Development of the Dee cycleway and path • Potential electrification of the Wrexham-Bidston line

There remain challenges to overcome in the delivery of the Flintshire Tourism Strategy. These include:

• Strong competition from other areas • Changing market conditions and the need to raise the quality of the offer in Flintshire • Tensions between the need to protect sensitive environments and communities and the need for investment in the industry; a challenge which is particularly crucial given the largely rural nature of the industry in Flintshire • Climate change • Need for investment to develop the industry.

A detailed action plan has been produced for the initial period 2007-10 and is appended at Appendix 3. It is expected to be an organic document, which will adapt to funding and market environment changes and respond to new opportunities and issues. In balance to this, it also provides an outline monitoring framework for the strategy, against which to review progress.

Monitoring the strategy

The Tourism Strategy will be monitored to ensure that it makes progress towards the outcomes anticipated, offers good value for the investments made and realises the wider benefits from tourism to the county. Progress towards delivering the strategy will be reported to:

• Flintshire County Council and the reporting structures within the organisation. • Flintshire Regeneration Partnership, which has responsibility for tourism as a strategic partnership under the Flintshire Community Strategy • Visit Wales and Tourism Partnership North Wales as strategic development bodies • Flintshire Tourism Association representing the trade • Relevant partner organisations or funding bodies

Monitoring the strategy will include a number of tiers:

1. Many of the activities within the strategy will themselves have their own targets developed to ensure that they are effective, offer good value for money and meet the needs of its funding partners.

92 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

2. The strategy has key milestones as outlined below. These are crucial steps towards achieving the aims of the strategy and therefore progress towards their success will be monitored with particular care. 3. The collective actions within the strategy will deliver a range of outputs, summarised in the table below. Progress towards achieving these outputs will be monitored over the lifetime of the strategy and actions will be adjusted to reflect progress. 4. The strategy seeks to maximise the benefit of tourism to Flintshire, in particular in terms of visitor expenditure. High level target outcomes for this are therefore proposed for the strategy below. Obviously, the tourism industry is particularly volatile, heavily influenced by weather patterns, world events, market trends and crises such as Foot and Mouth. Any of these may dramatically affect the proposed outcomes, and these would need to be adjusted accordingly as the strategy develops.

Key milestones Full stock survey December 2007

Review branding of area June 2008

Review information distribution systems June 2008

Rural Development Plan tourism development March 2008 projects receive approval

Outputs Number of businesses supported 100

Number of events supported 20

Number of new attractions or packages 15 created Number of businesses using local produce 20

Number of businesses adopting Green 10 Dragon Number of businesses participating in STEAM Increase from 30 to 45

Number of sense of place initiatives supported 25

Number of businesses supported with ICT 15 adoption

Target outcomes Value of day visitors 3% increase p.a. compared to 2000-5 average increase of 1.5% for

93 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Flintshire, but 3% for north Wales as a whole. Would generate an extra tourism spend of £20m above the current trend over the lifetime of strategy if achieved Value of serviced accommodation 2% increase p.a. compared to 2000-5 average increase of 0.3% for Flintshire, but 3% for north Wales as a whole. Would generate an extra tourism spend of £16m above the current trend over the lifetime of strategy if achieved Value of non-serviced accommodation Hold static compared to 2000-5 average decline of 1% for Flintshire, but 1.8% growth for north Wales as a whole. Would generate an extra tourism spend of £28m above the current trend over the lifetime of strategy if achieved Value of tourism industry to Flintshire Generate £64m of extra tourism spend over lifetime of strategy compared to current trends.

94 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

APPENDIX 1 - THE STRATEGIC CONTEXT

Tourism plays a vital role in many aspects of the economy and society of Flintshire. Therefore, it can make a significant contribution to the achievement of wider goals, in particular, those expressed in key strategic documents.

The Tourism Strategy will be overseen by the Flintshire Regeneration Partnership, a subsidiary partnership of the Flintshire Local Strategic Partnership. Progress in implementing the strategy will be reported to the Regeneration Partnership, who will ensure complementarity and synergy with wider regeneration activity and will ensure clear links to the wider Community Strategy.

The Flintshire Economic Development Strategy 2003-8

The intrinsic role that tourism plays in the wider regeneration of Flintshire is highlighted by a number of key elements within the Flintshire Economic Development Strategy 2003-8. The need to realise the potential for tourism is specifically highlighted and the following opportunities are outlined:

• Work with businesses on quality networking and promotion. • Development of Flintshire’s untapped assets • Determining and promoting a specific image for Flintshire • Marketing specific packages to include business conferences and heritage trails • Ensuring visitors to neighbouring attractions and drive through visitors know about the county and the quality and range of its tourism opportunities • Lobbying the sector to develop businesses and staff skills and working with the Welsh Assembly, Careers Wales and learning providers to promote the sector as a worthwhile career.

Considerable progress has been made against many of these opportunities by the County Council and its partners since the production of the Economic Development Strategy. Some key examples include:

• Development of the Flintshire Leisure Drive, encouraging visitors into the county and supporting their exploration of the rural area. • Investment in the physical fabric of the towns and villages of the county e.g. through the Townscape Heritage Initiative in Holywell, Town Improvement Grant in Flint and through ongoing regeneration work in other towns. • Continued support for the nationally important Clwyd Theatr Cymru. • Ongoing support for the Greenfield Valley Heritage Park.

95 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

• Projects to manage the impact of visitors on sensitive sites at Talacre and Gronant and to interpret the sites for visitors. • Ongoing support for the Mold Tourist Information Centre and the development of a network of Tourist Information Points. • Development of the highly successful Rural Walks leaflet. • Support for the successful Mold Food Festival in 2006. • Development of the Celyn Farmers Market. • Support to the Flintshire Tourism Association.

The Flintshire Tourism Strategy will build upon these successes and will continue to realise the opportunities outlined in the Economic Development Strategy. The Flintshire Tourism Strategy will also make a contribution towards some of the other key issues identified in the Flintshire Economic Development Strategy, particularly focusing on :

• Developing our skills and training opportunities – through the development of skills in the tourism industry and the promotion of careers therein and through contributing to the diversification of jobs into sectors other than manufacturing. • Promoting social inclusion through access to opportunity and community development – through the creation of jobs in rural areas and through the promotion of careers in the industry. • Investing in our towns and villages – by contributing to the wider regeneration process and by contributing to funding sustainable end uses for buildings.

Flintshire Unitary Development Plan

The emerging Unitary Development Plan (UDP) provides guidance for the development of the industry in Flintshire and activities within the Tourism Strategy will take into account the statutory role of this document in steering tourism development.

In particular the emerging UDP refers to “a sustainable approach to tourism development so that the needs of visitors to the area are satisfied in a manner which provides a positive impetus for the protection and enhancement of these natural and historic resources. This is particularly important as the attraction for tourists is often based upon the quality of the natural, built and cultural environment.”

The Flintshire Tourism Strategy will make a contribution towards achieving several objectives of the UDP in terms of economy, community identity, natural and built environment, culture and language and transport and access.

96 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

The Wales Spatial Plan

The Wales Spatial Plan, adopted by the Welsh Assembly Government in November 2004, sets out the strategic agenda for working together to address the issues and opportunities across different sectors and areas in Wales for the next 20 years. As such, it has an important role in guiding regeneration activity in the county.

The Flintshire Tourism Strategy will make a local contribution towards the following objectives from the Wales Spatial Plan:

• Support local community voluntary action and volunteering – through support for events and other community-based tourism activity • Reconnect people with labour markets and improve skills – through the promotion of tourism careers • Build upon our distinctive economic advantages and potential – through making use of the landscape, culture, heritage and location of Flintshire in developing tourism • Enhance the natural and built environment, which is an economic asset, both as a source of direct activity in tourism and leisure and as part of a wider quality of life – through making the best use of the assets of the area, whilst also ensuring that tourism developments are sensitive to the local environment. • Adapt the land-based economy to focus on high value-added products and links with tourism and recreation, which should support the enhancement of landscape and biodiversity – through the tight interlinking relationship with the development and implementation of the Flintshire Rural Strategy • Reduce Wales’ contribution to climate change – by encouraging local tourism as an alternative to wider destinations, by encouraging environmental good practice amongst tourism businesses and by encouraging the use of public transport as an alternative means of accessing destinations and activities. • Develop ICT – improve accessibility to information for local people and visitors through ICT and encourage and support the adoption of ICT and e-business by tourism businesses. • Increase levels of walking and cycling through promotion and provision of facilities – through building upon the successful Rural Walks and Leisure Drive projects with new walks, trails and facilities. • Support directly small-scale initiatives that contribute to environmental, social and economic improvements – and to a sense of community identity, at the local level – through the tight interlinking relationship with the development and implementation of the Flintshire Rural Strategy and in particular through the support for events and community involvement in tourism. • Ensure the preservation and promotion of Wales’ rich historic environment – reflecting its wider contribution to economic and social regeneration and

97 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

sustainability – tourism in general, through the Flintshire Tourism Strategy locally, is a major interface between heritage and regeneration.

The Flintshire Tourism Strategy will also be able to make a contribution towards the following north east Wales area proposals:

• Constructive cross-border relationships will continue to play a fundamentally important role in the success of the area – through the successful partnership with Wrexham and Denbighshire and through increased joint working with North West England. • Coastal resorts need to reposition themselves to adapt to changing tourism markets … the wider area’s tourism offer should be expanded to capture higher values – through the encouragement and support of quality and new product development in the tourism industry • The West Cheshire North East Wales Sub Regional Spatial Strategy, which will contribute to the direction and implementation of the Spatial Plan in north east Wales, identifies a changing focus towards added value and quality in retailing and tourism. The Flintshire Tourism Strategy will contribute significantly towards addressing this issue.

Achieving our Potential 2006-13

The Welsh Assembly Government vision for tourism in Wales, articulated through Visit Wales, its tourism department, is:

‘A Customer Responsive, Innovative, Sustainable and Profitable industry which makes an increasing contribution to the economic, social, cultural and environmental well being of Wales’ (Achieving Our Potential 2006-2013 – Tourism Strategy for Wales)

This obviously complements the concept of tourism integrated into wider regeneration as it is expressed within the Flintshire Tourism Strategy.

The national strategy ‘Achieving our Potential’ 2000 – 2010 (now extended to 2013) sets out the future priorities for tourism in Wales. The strategy stresses the need to reduce seasonality and increase its share of growth markets such as short breaks, additional holidays, business tourism and overseas tourism. There are four key themes:

• Marketing Wales more effectively as an all year round destination • Investing in the product to exceed visitor expectations • Improving skills and professionalism in the industry

98 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

• Embracing a sustainable approach to tourism which benefits local communities and the environment

Each of these themes is addressed at various points within the Flintshire Tourism Strategy, to ensure complementarity between national strategy and local activity.

North Wales Borderlands

The Vision statement for the North Wales Borderlands marketing area; of which Flintshire is one of three partners with Wrexham and rural Denbighshire, contains the following relevant aspirations. There is a need to build on the strengths and opportunities of the region to develop:

• the North Wales Borderlands identity as a place to stop and visit and not drive through • a wide range of outdoor activity opportunities across the area to support the growth of short breaks and day visits to the area • business tourism serving the growing concentration of industrial and commercial development • the heritage product and visitor use of key market towns • the appearance, access and facilities of the many small villages in the area reflect their unique character and attractiveness for day and staying visitors • a single regionally, significant attraction, ideally developed on an existing attraction, to complement and strengthen linkages to Chester and neighbouring areas as joint visitor destinations

The strategic context outlined above, gives a framework of goals to which the strategy will contribute towards and constraints and opportunities which it will take into account.

Clwydian Range Area of Outstanding Natural Beauty

Landscape of the Clwydian Range AONB

The Clwydian Range forms a 35km north – south chain of undulating hills extending to 160 sq.km and rising to 554 metres at the summit of Moel Famau in the centre of the area. The area of the AONB straddles the Counties of Flintshire and Denbighshire.

The hills stretch from the Vale of Clwyd in the west to the foothills of the Dee Estuary to the east; from Prestatyn Hillside in the north to the Nant y Garth pass in

99 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007 the South. Seen at its best from the Vale of Clwyd, the open heather moorland of the high ridge dominates the small hedged fields and coppice woodland of the lower slopes. In places, limestone rock outcrops are exposed in attractive wooded escarpments and on the fringes of the area, highly fertile farmland gives a soft pastoral foreground to the hills. The AONB has traditionally been a day-trip destination from Merseyside and Cheshire, and receives around ½ million visitors every year, particularly at its two Country Parks of Loggerheads and Moel Famau. The Offa’s Dyke National Trail follows almost the entire length of the ridge.

Management Plan

The two local authorities have now produced a Statutory Management Plan. This was a new duty under the Countryside and rights of Way act 2000. The Clwydian range plan was produced in 2004.

The CROW Act place a new duty on all public bodies and individuals ( Inc DCC,FCC ,WAG,CCW,EA,FC, Offwat etc) to have regard for the purposes of AONB Designation under Section 85 of the Act.

Sustainable Development Fund

Welsh Assembly Government has for the past 5 years given over £6 million pounds to all 8 of the protected landscapes in Wales to pursue sustainable development. This has been matched with contributions from private, voluntary, public and European organisations to provide an investment of £10 million in sustainable development.

The Clwydian Range now recives £100,000 per annum to administer each year on behalf of WAG.

Tourism Project

PromEU region is a trans-national project led by the Local Action Group (Leader+) facilitator from Antwerpse Kempen in Belgium. The project is funded by the Cadwyn Clwyd through the LEADER+ programme and is co-funded by the Welsh Assembly Government, Denbighshire CC and Flintshire CC. The project is a transnational co-operation initiative with other LEADER+ groups in the EU and entails joint-activity with these areas in addition to implementation and development on a local level within rural Denbighshire and rural Flintshire. Eighteen Leader+ regions in six Countries have opted to take part. The main objective of the project is the joint promotion of the regions’ quality landscapes and products to increase visitor numbers, awareness of the regions and to create well branded quality visitor destinations.

As part of this project, Cadwyn Clwyd (Local Action Group for Flintshire and Denbighshire) has been able to ‘unlock’ a substantial amount of money to enable

100 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007 work to be carried out locally within and around the Clwydian Range Area of Outstanding Natural Beauty (AONB).

There are two elements to the trans-national project. The first is for each region to visit three food fairs in three different participating European regions, to promote their quality products. The second element is to create a system that enables European visitors to access simple and useful information about the regions (in our case the AONB and surrounding towns) to encourage people to visit. This brief focuses on the second element of the project, but should have regard for the first.

The local money released and administered through Cadwyn will be managed by a steering group and invested in tourism initiatives/ businesses, communities and facilities within the Clwydian Range and its neighbouring towns.

The Sustainable Tourism Strategy and Action Plan will be one of the first tasks. This will enable thorough and highly beneficial consultation with all stakeholders, from WAG to Local Authority staff and local tourism-linked businesses. The five year Action Plan will also be developed in line with the EUROPARC criteria to enable us to work towards achieving European Charter for Sustainable Tourism in Protected Areas status. This is a Charter that recognises, celebrates and conserves quality products in a special landscape.

Charter status will hopefully unlock more funding opportunities to further implement the five year plan. Another identified outcome of the project is the improvement of the popular website, clwydianrangeaonb.org.uk. This will be the main gateway for potential international and national visitors to access detailed and relevant information about the project area.

This project is going to highlight the high quality landscape, activities, accommodation, and food and drink that visitors will experience within and around the Clwydian Range AONB, providing an identity and sense of place for visitors. An integral part of the project will involve building the “AONB brand” in terms of building the brand attributes on a grass root level and strengthening the marketing communication of the brand.

101 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

APPENDIX 2 – TRENDS ANALYSIS

Trends

The following figures show the trends in the tourism industry in Flintshire from 2000 to 2005 (the latest figures available, derived from STEAM). In order to provide a meaningful comparison, figures for the North Wales Borderlands and for North Wales are used. Obviously, there are great differences between scale of the overall tourism markets between these areas. This can mask disparities in trends and therefore the figures have been indexed, with 2000 as the index year so that the trends over time can be compared more readily. (Figure 1 and Figure 2).

The STEAM model is widely used by the tourism industry to monitor the volume and value of tourism. It is particularly useful for showing trends over time. However, the data collection sample is relatively small and the data is then heavily processed to produce the figures given. This means that it is very easy for variations to occur and the data produced should then be used with caution. Whilst it is excellent for monitoring trends, it is unsafe to use it for direct comparisons between areas, or for performance data.

Generally Flintshire’s tourism industry, as a subset of the North Wales Borderlands and North Wales industries, tends to follow the trends of the wider areas. It is where it diverges from these trends that the key issues can be identified.

1. Serviced accommodation

The sector in Flintshire followed the same broad trends in volume as the North Wales Borderlands and North Wales as a whole, but it’s recovery from the foot and mouth decline in 2000 has lagged behind the whole of North Wales, which has grown well.

The overall decline in value in 2004 due to the poor weather was far greater in Flintshire than in North Wales, which declined only a little, or across the North Wales Borderlands which barely declined at all.

This has left the value of the serviced accommodation sector in Flintshire barely above the 2000 level (1% higher), whilst at the N Wales level it is 17% greater.

2. Staying with friends and relatives

The sector in Flintshire broadly following the trend over the wider area, with little change over the period.

3. Day visitors

Flintshire is following the general growth in volume overall, albeit at a slightly slower pace. Flintshire shared the slight decline in 2005 that North Wales

102 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007 experienced as a whole. North Wales Borderlands bucked this trend however and continued to grow well.

In terms of value, the whole area has seen strong growth since 2000. North Wales grew overall, even in 2005. North Wales Borderlands increased it’s pace of growth in 2005, whilst Flintshire declined slightly.

4. Non-serviced accommodation

This sector is predominantly composed of the static caravan sector, which is declining slightly overall. Flintshire’s tourism industry is disproportionately reliant upon this sector, unlike the rest of the Borderlands area. North Wales as a whole has a large caravan sector.

Despite a recovery in 2003 (perhaps due to the record summer weather), all areas are seeing a continued gradual decline. Flintshire has declined more than North Wales overall, probably due to its greater dependence on this type of accommodation. In terms of the value of tourism, Flintshire’s decline in this sector was particularly marked.

This sector remains a critical one to Flintshire, making up 12% of the visitor numbers and 33% of the value of tourism in 2005.

Overall, visitor numbers are growing across North Wales. Flintshire’s growth is slightly behind the rest of region. There was a slight decline in 2005 for North Wales as a whole, although this was not shared by the North Wales Borderlands. In terms of the value of tourism , the North Wales industry is recovering well from the low point of 2000/1, with the North Wales Borderlands growing slightly more slowly than the rest of N Wales. Flintshire, with the exception of 2005, has also shared this growth, although this has again been at a slightly lower level.

103 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Figure 1. Visitor numbers 2000 to 2005

Serviced accom m odation visitor num bers Day visitor num bers

120 120

100 100 2000 2001 2002 2003 2004 2005 2000 2001 2002 2003 2004 2005

80 80

Flintshire B o rd erland s North Wales Flintshire Borderlands North Wales

Staying with friends and relatives visitor Total visitor numbers numbers 120 120

100 100 2000 2001 2002 2003 2004 2005 2000 2001 2002 2003 2004 2005

80 80

Flintshire B o rd erland s North Wales Flintshire Borderlands North Wales

Non-serviced accommodation visitor numbers 120

100 2000 2001 2002 2003 2004 2005

Flintshire B o rd erland s North Wales

104 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Figure 2. Value of tourism 2000 to 2005

Serviced accom odation value Day visitors value

120 120

100 100 2000 2001 2002 2003 2004 2005 2000 2001 2002 2003 2004 2005 Index (2000=100) Index (2000=100) 80 80

Flintshire Borderlands Nort h Wales Flint shire Borderlands North Wales

Staying with friends and relatives value Total tourism value

120 120

100 100 2000 2001 2002 2003 2004 2005 2000 2001 2002 2003 2004 2005 Index (2000=100) Index (2000=100) 80 80

Flint shir e Borderlands North Wales Flint shire Borderlands Nort h Wales

Non serviced accom m odation value

120

100 2000 2001 2002 2003 2004 2005

Index (2000=100) 80

Flint shir e Borderlands North Wales

105 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Appendix 3 – Action Plan 2007-2010

Branding and marketing action plan

Action Activities Completion Partners date 1.1 Monitor the effectiveness Collate existing evidence base. June 2008 of the North Wales Commission review to examine evidence base and June 2008 Borderlands brand and recommend brand future. assess whether it should Subject to partners’ agreement, develop amended or new June 2008 be replaced, amended or FCC / FTA / branding. NWBP / LAs continued unchanged. Produce new materials, based on outcomes identified. December 2008 Integrate evidence collection into most marketing activities to Ongoing ensure continued review of brand. 1.2 Develop and test Support the development of Clwydians branding and December alternative and subsidiary encourage monitoring of it’s effectiveness. 2009 brands to assess their Support the development of localised brand development, Ongoing value as additional or encouraging complementarity with wider marketing activity, alternative brands to the for example, main north east Wales FCC / FTA / Assess the effectiveness of the Flintshire-only Eisteddfod print June 2008 NWBP branding e.g. Chester Research effectiveness of cross-border initiatives with September Chester. 2007 Subject to securing funding, trial marketing activities based on December proximity to Chester, in particular playing upon the landscape, 2009 products, culture and language. 1.3 Develop clear and Work with FCC Corporate team to develop and implement March consistent imagery and process to use public communications and media to get public 2008 FCC messages based on feedback on the valued features of Flintshire. Flintshire’s strengths and Develop imagery resources based on these features and September encourage their use disseminate. 2008

35 106 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

across other sectors and Develop simple pack of information with messages and December organisations. imagery and disseminate. 2008 Develop marketing and product development based on these Ongoing features. 1.4 Promote activity tourism Commission research to identify key sectors based on growth December in Flintshire potential, environmental sustainability and wider benefits to 2008 the area. FCC From research findings, develop activities to promote target June 2009 sectors. Monitor effectiveness of support Ongoing 1.5 Continue to monitor the Integrate evidence collection into most marketing activities to Ongoing priority markets for ensure continued review of effectiveness. FCC / FTA Flintshire and use to Participate in wider research on changing markets. Ongoing inform work. 1.6 Undertake marketing Continue participation in programme. Ongoing campaigns with key Support the development of international partnerships and 2008 FCC / FTA / partners – within the UK projects to share experience, best practice and joint activity. onwards TPNW / LAs and overseas (TRAMOR) 1.7 Encourage the trade to Work with trade to develop list of opportunity areas March work together to form 2008 clusters and develop Develop opportunities for networking and joint activity March marketing packages – 2009 FCC / FTA / identify opportunity areas, Pilot packages and evaluate success March NWBP / LAs / provide the vehicle for 2010 CC networking and discussion, identify and promote good practice. 1.8 Develop branding and Distribute Flintshire print materials to key accommodation September FCC / FTA / marketing to target providers used by business tourists 2008 LAs business tourists and Distribute Flintshire print materials to key large businesses in September encourage conversions. Flintshire 2008

36 107 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Conduct research to identify leakage out of Flintshire to September accommodation in Cheshire and into Flintshire from visitors to 2008 Cheshire. 1.9 Give clearer guidance to Ensure concise guidance on signage available on FCC March businesses and where website 2008 possible support to obtain Provide clear advice and support to businesses seeking Ongoing signs i.e. border entry and signage. welcome signs, ‘white on Investigate feasibility of improved border signage on strategic March FCC / FTA / brown’ signs, off highway access routes. 2008 WAG signs. Subject to funding and feasibility, improve signage. March 2010 Investigate feasibility of welcome messages on electronic March roadside boards and implement if appropriate. 2008 1.10 Further Clwydian Range AONB Threshold Signs implementing the Clwydian Range AONB / FCC Management Plan and / DCC Tourism Strategy. Branding will be part of the Tourism Strategy.

37 108 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Product action plan

Action Activities Completion Partners date 2.1 Conduct audit of facilities Conduct stock survey December available within various 2007 sectors of the tourism industry Report on findings March to develop baseline 2008 information. Use information generated by action 1.3 to March FCC / FTA identify key corridors and hotspots for 2008 visitors Build up database of attractions, heritage, Ongoing events, walking routes 2.2 Encourage and support Provide support to businesses seeking to Ongoing wherever possible, investment invest, through planning, highways and in quality tourism business development advice. FCC / PS developments. Provide information and support on Ongoing accessing funding 2.3 Support and encourage the Contribute to the development of improved Ongoing FCC / FTA / development of existing and events information for visitors and local LAs / CC / T&CC / new attractions – based on people AONB the key strengths of the Develop and implement project to improve From 2008 county - activity, heritage, support to new and existing local events – events, landscape. For marketing, co-ordination, training example, Holywell Textile Mill Identify target list of heritage attractions for March Shop, Flint Station, Heather support, linking to action 1.3 for public 2008 and Hillforts, Clwydian Range perspective. AONB Identify strengths of each and barriers to September further development. 2008 Develop and implement project to maximise From 2008 the visitor, education and community benefit

38 109 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

of these sites. Support the successful development and March use of the Holywell Textile Mill shop 2008 Support the development of visitor Ongoing infrastructure and activities (sensitive to the needs of the area and local people) in key landscape areas – Clwydians, Talacre, Dee Estuary, wider countryside. Support the further development of access Ongoing to the countryside for local people – rights of way network, access to the Dee, country parks. Co-ordinate the promotion of the various Ongoing areas and activities to ensure consistency and complementarity. 2.4 Identify and develop a clear evidence base to support, key hotspots, landscapes, townscapes and corridors of importance to tourism in Flintshire. FCC / FTA / Identify and evidence key PS areas of projected growth and decline in terms of tourism. Feed information generated into the development of the Local Development Plan and future strategy development. 2.5 As part of the wider Support the development of local food From 2008 FCC / FTA / regeneration process in production and supply in Flintshire and PS / DEIN / Flintshire, support, wherever encourage it’s use by local hospitality T&CC

39 110 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

possible, the development of providers. initiatives which raise the Support the further development of Mold Ongoing quality of tourism destinations Food Town. and provide new opportunities Ensure that long term plans for town centres Ongoing for tourist spend. For example, consider their tourism potential and their Mold Food Town. value as destinations. Identify and communicate to relevant Ongoing organisations, the key features of Flintshire as a destination that enhance the experience for visitors, or undermine it. Work with partners to improve those that undermine the offer. Contribute to a strategic improvement From 2008 scheme for the Dee coastal road corridor. Support the development of the Dee coastal Ongoing routes and encourage offshoot activities with tourism benefits. 2.6 Support investment to FCC / DEIN increase the offer to business / FTA tourists. 2.7 Build upon the success of the Further develop Rural Walks package. Leisure Drive and Rural Walks initiatives to develop new FCC / FTA / initiatives offering access to CC / AONB the countryside, trails and packages of activity.

40 111 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Quality action plan

Action Activities Completion Partners date 3.1 Provide advice and support to the Actions as for 2.2 sector to facilitate investment to develop quality improvements to facilities, in particular to the caravan sector.

Encourage trade investment and provide information on available grants. Provide link to planning and information. 3.2 Monitor skills shortage in the industry Undertake HRD research to identify skills March 2009 and participate with others in the shortages and level and effectiveness of development of appropriate provision. FCC / FTA / qualification structure suited to needs Identify gaps in provision March 2009 TTFW / FE / and demands. With learning providers and sector skills From 2009 PS council fill gaps in provision where they occur. 3.3 Encourage take-up of Welcome Host Improve promotion of training Ongoing FCC / PS / training TTFW 3.4 Encourage the use of high-quality Link to research in action 3.2 to identify March 2009 and inclusive HRD processes. current needs, processes and areas for improvement FCC / FTA / Share good practice info between From 2009 TTFW / FE / businesses and from outside the area PS Provide training and support to business From 2009 owners and managers

41 112 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

3.5 Actively promote the industry as a Develop package of tourism career From 2009 viable careers choice with partners in information and disseminate FCC / FTA / Careers Wales and Jobcentre plus. Encourage businesses to offer tasters and From 2009 TTFW / Encourage the use of these placements TPNW / FE / organisations in recruitment and the Share good practice info between From 2009 FCC / AN widening of participation. businesses and from outside the area 3.6 Encourage the adoption of Work with Arena Network to encourage Ongoing environmentally sensitive business adoption FCC / AN practices and encourage Green Dragon accreditation 3.7 Encourage the adoption of Integrated Identify good systems from other areas March 2008 Quality Management and customer Develop locally-appropriate business model September FCC / FTA / satisfaction benchmarking by 2008 DEIN providers Subject to funding, promote and support From 2009 adoption 3.8 Assist in the implementation of Provide information to businesses Ongoing statutory registration and grading Represent needs of local businesses to Ongoing FCC / FTA / harmonisation scheme decision makers DEIN Provide support to graded businesses only Ongoing 3.9 To develop a baseline of current Undertake comprehensive stock survey (as December accommodation grading against per 2.1) 2007 FCC / FTA which to measure progress in the future 3.10 Increase the take-up of mainstream Actions as per 2.2 plus: FCC / DEIN / business support programmes by the Use findings from stock survey (2.1) to December FTA tourism trade, especially the caravan identify take up of business support services 2007 sector. Promote business support systems to From 2008 tourism businesses. Promote needs of the industry to providers of From 2008 support and encourage adaptation of support to meet tourism needs.

42 113 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Monitor take-up of support in the future. From 2008 3.11 Encourage participation in STEAM Provide discounts for advertising and new Ongoing incentives as required. FCC Promote value of system. Ongoing 3.12 As part of the wider regeneration As per action 2.5 process in Flintshire, support, wherever possible, the development of initiatives which raise the quality of FCC / DEIN tourism destinations, for example, development of town centre action plans. 3.13 In partnership with wider Identify key assets and weaknesses from March 2008 regeneration partners, make physical tourism perspective and feed into process improvements to the northern coastal Contribute to strategic improvement plan From 2008 FCC / DEIN area of Flintshire, to improve the quality of the destination and corridor in this crucial visitor hot spot. 3.14 Support the development of projects Encourage and support tourist facilities to From 2008 to increase the availability of locally procure locally. produced food, crafts and other FCC / CC / products. Encourage and support tourist facilities to From 2008 DEIN / FTA showcases local products. Support events showcasing local produce Ongoing 3.15 Support the development of sense of Link to actions 1.3, 2.3 and 3.14 FCC / CC / place initiatives in Flintshire Survey Eisteddfod 2007 visitors to identify FTA strength of current culture and language offer Undertake promotional campaign to encourage greater use of language and culture by businesses Encourage use of Welsh language, culture and food in large caravan parks.

43 114 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Promote access to the language and culture to the Chester tourism market. 3.16 Celebrating nationally recognised icons, Jubilee Tower, Offa’s Dyke, Clwydian Range AONB 3.17 Continue support for the Yellow Flag Promote achievements in FCC print and September FCC / FTA / Beach initiative and seek to develop continue support 2007 PS / T&CC the product

44 115 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Access action plan

Action Activities Completion Partners date 4.1 Encourage and support businesses Use stock survey to identify current use of December to make greater use of ICT and e- ICT 2007 business initiatives and investment. Encourage use of the VisitWales system Ongoing Increase take up of e-business support by From FCC / FTA / NWBP / tourism businesses December DEIN 2007 Linked to action 2.3 develop events From March programme on-line 2008 4.2 Develop an appropriate and effective Review effectiveness of Borderlands June 2008 distribution service to ensure current distribution alongside action 1.1 to review marketing material is available to the brand itself. public, developing new outlets as Develop themed mailing lists of interested From appropriate. E.g. links to major customers for future distribution. December events such as Liverpool 2008. 2008 FCC / FTA Review effectiveness of local information December / NWBP / T&CC / dissemination 2007 NWT / PS / Link local distribution to other organisations From TPNW e.g. Clwyd Theatr Cymru, FCC December 2008 Seek to distribute materials through Chester From TIC December 2008 4.3 Develop information points at key Continue presence on M56 and at Cheshire Ongoing FCC / FTA transport interchanges e.g. railway Oaks / TPNW stations, airports Support development of TPNW kiosk at ?? Liverpool John Lennon airport Seek to develop information point at Chester ??

45 116 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

station as part of redevelopment Develop TIP at Flint railway station From 2008 Develop information point at Mold bus station 4.4 Review function of Mold TIC (to include September sales, bed bookings, costs, future functions), 2008 as part of local information review in action 4.2 Develop the Tourist Information Make changes to service as identified in From 2008 Point network and enhance the FCC / review. T&CC / impact of the local distribution of Develop TIP in Flint. From 2008 FTA information Create point of sale materials for in-county September distribution points. 2009 Create new walking information points along From 2008 Leisuredrive 4.5 Contribute to the development of the June 2007 Assist in the development and Regional Transport Plan promotion of increased use of public Support the development of tourism transport From 2008 FCC / FTA transport and in addressing linked to community transport / DEIN weaknesses in the system that Develop evidence base to identify key December reduce visitor use destinations requiring transport services and 2008 nature of services required 4.6 Signpost industry towards initiatives Support businesses in accessing funding and Ongoing which enhance facilities to cater for advice FCC / FTA special needs. Support accessibility / DEIN improvements where it will have a tourism benefit. 4.7 Offer print materials in a range of formats – Ongoing Develop and support the availability available on request of information in a range of formats Ensure ICT materials are compliant with Ongoing FCC / FTA to suit individuals varying needs. accessibility standards Produce targeted materials through talking From 2008

46 117 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

newspapers 4.8 Contribute towards the continued Review as part of action 4.2 September development of effective ICT 2008 FCC/ FTA / marketing for the area. Promote local events directory on-line. From 2008 TPNW / Continue to support and develop information Ongoing NWBP systems 4.9 Develop initiatives to improve Distribute local print to relevant September information to business tourists and accommodation and to key large businesses 2007 FCC / FTA encourage conversion to leisure tourism

47 118 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Partnership action plan

Actions Activities Completion Partners date 5.1 Continue to develop an effective Produce newsletter twice annually to inform trade and December two way communication with the partners of current developments and report progress 2007 trade, other industries and public Continue to support FTA, but widen contact with rest Ongoing All sector organisations of trade. Encourage tourism trade use of mainstream business Ongoing support 5.2 Contribute to the work of local Continue to support the following partnerships: and sub-regional partnerships • North Wales Borderlands • Chester/Wrexham partnership • Mersey Dee Alliance • TPNW • North Wales Economic Forum • North Wales Tourism Officers FCC / FTA • Association of Tourism Officers • VisitWales network • Cadwyn Clwyd • Regeneration Partnership • Flintshire Rural Partnership

5.3 Develop the role of the Flintshire Encourage trade membership of Association. Ongoing Tourism Association and assist in Support development of the organisation and building Ongoing enhancing its status as the its capacity. FCC / FTA collective voice of the tourism industry 5.4 Encourage business to develop Support for collective marketing using the Clwydians Ongoing FCC / FTA brand / NWBP /

48 119 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

clusters to; undertake joint Develop shared procurement initiatives – food, print From 2008 PS marketing, develop new materials packages, share procurement Encourage joint HRD development – training, From 2009 and training costs, share recruitment investment costs Encourage and support accommodation/ attraction / From 2008 activity / event packages based on: • Golf • Walking • Wildlife • Theatre • Food • Cycling • Fishing

5.5 Support the development of Linked to actions 3.14 and 5.4, support tourism trade From 2008 networks to source local goods use of local produce. and services. Create All opportunities to champion local Involve trade in Local Supplier Development Project September initiatives 2007 5.6 Develop and pilot destination Collate evidence base from: Ongoing management system based on • Visitor feedback best practice from other areas. • Trade feedback • Partner feedback FCC / FTA Identify good practice from other areas in developing December / TPNW / DMS 2009 PS Create working group to identify issues and propose March 2010 improvements Develop improvement plan September 2010

49 120 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

5.7 As for action 2.3, encourage and support the From 2008 development of community attractions based on the natural and cultural heritage of the area. Support the development of As for action 2.3 encourage and support the From 2008 FCC / community involvement in T&CC / development of new and existing events. tourism CC Support activities which encourage community Ongoing involvement in existing or new visitor attractions, e.g. Heather and Hillforts, country parks, Dee estuary.

50 121 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Appendix 4 – Map of major tourism attractions

(TO BE ADDED TO FINAL PRINT VERSION)

122 FLINTSHIRE TOURISM STRATEGY – AUGUST 2007

Appendix 5 - Notes on abbreviations

FCC - Flintshire County Council FTA - Flintshire Tourism Association TPNW - Tourism Partnership North Wales NWT - North Wales Tourism WAG - Welsh Assembly Government TTFW - Tourism Training Forum Wales T&CC - Town and Community Councils AN - Arena Network NWBP - The North Wales Borderlands Partnership PS - Private Sector CC - Cadwyn Clwyd DEIN - Department of Enterprise Innovation and Networks FE - Further Education LAs - Local Authorities AONB - Area of Outstanding Natural Beauty CCW - Countryside Council for Wales

123 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 13

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: ACTING DIRECTOR OF ENVIRONMENT & REGENERATION

SUBJECT : FOOD SERVICE PLAN 2007/2008

1.00 PURPOSE OF REPORT

1.01 To seek Members’ approval for the Food Service Plan for Flintshire County Council which details the service delivery programme for the period 1st April 2007 to 31st March 2008. This Plan includes a review of the Service Plan 2006 and therefore cannot be finalised until all the statistical data and all other relevant information is compiled and reviewed for the previous year.

2.00 BACKGROUND

2.01 Local Authorities throughout the UK have been directed by the Food Standards Agency to take the necessary action to implement the new Framework Agreement on Local Authority Food Law Enforcement, operational from 1st April 2001. The Framework has been developed to ensure a consistent food law enforcement service throughout the Country.

3.00 CONSIDERATIONS

3.01 The Service Plan, a copy of which is available in each of the Members’ Rooms, has been produced by Officers of the Environmental Health and Trading Standards Departments in line with the model format contained within the Framework Agreement. It outlines the proposals for Service Delivery for the period 1st April 2007 to 31st March 2008, as well as a review of the Service Plan for 2006 with overall performance for 2006-07 shown as Appendix 1 within this document.

Food Safety Law Enforcement is delivered by the Environmental Health Department.

Food and Agricultural Standards Law Enforcement is delivered by the Trading Standards Department.

Since 1st April 2007 both of these Departments are now located in the newly formed Public Protection Division of the Environment and Regeneration Directorate.

Date: 04/02/2008 124 Flintshire County Council

3.2 The Service Plan outlines how the Service will be delivered over the coming financial year. This Plan will be backed up by comprehensive documentation and procedures which will be developed to ensure that the Council’s Food Law Enforcement activities meet the requirements.

3.3. The Service Plan will be subject to annual review.

4.00 RECOMMENDATIONS

4.01 That Members’ recommend the approval of the Service Plan for Food Law Enforcement and that it be confirmed by County Council.

5.00 FINANCIAL IMPLICATIONS

5.01 The cost of implementing the agreement on Food Law Enforcement will be met from within Directorates’ existing budgets.

6.00 ANTI POVERTY IMPACT

6.01 None.

7.00 ENVIRONMENTAL IMPACT

7.01 None.

8.00 EQUALITIES IMPACT

8.01 None

9.00 PERSONNEL IMPLICATIONS

9.01 None.

10.00 CONSULTATION REQUIRED

10.01 N/A.

11.00 CONSULTATION UNDERTAKEN

11.01 N/A.

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

Framework Agreement on Local Authority Food Law Enforcement

Date: 04/02/2008 125 Flintshire County Council

Contact Officer: Alan Lowe Telephone: 01352 703413 E-Mail: [email protected]

Date: 04/02/2008 126 APPENDIX I – PERFORMANCE 2006-07

3. Service Delivery

3.1.1 Programmed Inspection Activity

Food Safety

Risk Programmed Achieved A 10 10 B 75 75 C 386 309 D 147 39 E 19 7 Unrated/Unclassified 36 26 TOTAL 673 466 Approved Premises (not on 14 11 programme) TOTAL Number of Revisits undertaken 391

Trading Standards

Risk Programmed Achieved High 58 53 Medium 253 207 Low 93 8 TOTAL 346 268

127 3.2 Food and Feeding Stuffs Complaints

Food Safety number of complaints - 162 % achieved within Target Response time - 95%

Trading Standards number of complaints - 46 % achieved within Target Response Time - 93%

3.3 Home Authority Principle

Food Safety - 24 referrals received Trading Standards - 25 referrals received

3.4 Advice to Business

Food Safety - 212 requests for advice % achieved within Target Response Time - 100%

Trading Standards - 14 requests for business advice % achieved within Target Response Time - 86%

3.5 Food and Feeding Stuffs Inspection and Sampling

Food Safety - 202 samples – statutory and monitoring Trading Standards - 121 samples – monitoring

3.6 Control and Investigation of Outbreaks and Food Related Infectious Disease

Food Safety only Sporadic Notifications - 217 Sporadic Outbreaks - 2 (2 outbreaks of Viral Gastroenteritis – not thought to be food related)

3.7 Food Safety Incidents Number of Food Alerts - 59

3.8 Welsh Food Hygiene Award

Number of premises eligible for: Gold 5 Silver 49 Bronze 64

128 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 14

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

SUBJECT : LEISURE SERVICES BUDGET DECISION 2007/08; RESPONSE TO COUNCIL DECISION 31 JULY 2007

1.00 PURPOSE OF REPORT

1.01 To advise Executive of the Council decision on 31 July 2007 and invite a decision on the recommendation.

2.00 BACKGROUND

2.01 The report considered by the Council on 31 July 2007 is attached as an Appendix and provides the background to this report.

3.00 CONSIDERATIONS

3.01 The Council agreed with the proposals in the report and recommended that the matter be referred back to Executive for information.

4.00 RECOMMENDATIONS

4.01 Executive is requested to confirm agreement to the following recommendations:

a) That Executive implement with immediate effect the retention of six Receptionists at the three Centres to work alongside the proposed single Attendant and;

b) if a above is agreed, Executive also implements the mitigating action detailed at 3.04 in the attached report.

5.00 FINANCIAL IMPLICATIONS

5.01 The additional financial implications identified in this report of an estimated £10,000 in a full financial year will be met from within the Leisure Centres revenue budget.

6.00 ANTI POVERTY IMPACT

6.01 None

Date: 04/02/2008 129 Flintshire County Council

7.00 ENVIRONMENTAL IMPACT

7.01 None

8.00 EQUALITIES IMPACT

8.01 None

9.00 PERSONNEL IMPLICATIONS

9.01 A number of staff who were to be re-deployed or made voluntarily redundant will now be retained at the three Centres,if the recommendation is approved.

10.00 CONSULTATION REQUIRED

10.01 There will need to be further consultations with Staff and representatives.

11.00 CONSULTATION UNDERTAKEN

11.01 Numerous meetings with Staff and representatives.

Contact Officer: Mike Hornby Telephone: 01352 702452 E-Mail: [email protected]

Date: 04/02/2008 130 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER:

REPORT TO: FLINTSHIRE COUNTY COUNCIL

DATE : 31 JULY 2007

REPORT BY: INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

SUBJECT : LEISURE SERVICES BUDGET DECISION 2007/08

EXECUTIVE RESPONSE TO OVERVIEW AND SCRUTINY REPORT OF JULY 2007

1.00 PURPOSE OF REPORT

1.01 To enable Members to consider alternative arrangements alongside the staffing reductions being implemented at Connah's Quay, Hope, Saltney Sports Centres in consequence of the budget decision for 2007/08 which has reduced the budget to Leisure Services.

2.00 BACKGROUND

2.01 Since the Budget decision was reached in March 2007 there have been numerous meetings with staff and representatives to implement staffing reductions at the three Sports Centres. The proposed changes required to meet the reduced service budget are based on the introduction of one Attendant on duty during times of use by the community. The majority of existing staff have been re-deployed and all the changes are due to be implemented in full by 27 August 2007.

2.02 The proposed introduction of the Attendant only operation is in line with other similar operations at other Leisure Facilities in the County; and maintains the current service availability to the local communities in Connah's Quay, Hope and Saltney.

2.03 The proposed changes have been the subject of consideration by the Lifelong Learning Overview and Scrutiny Committee on 24 April; 17 May; 12 June; 10 July 2007; and by Executive most recently on 26 June 2007. At these meetings concerns have been expressed regarding the proposals relating to Health and Safety issues, especially around the lone working arrangement; and also the inability to receive cash payments at the three Centres.

2.04 In close co-operation with Human Resources colleagues and following many meetings with Staff and representatives, the majority of the 35 staff engaged at the three Sports Centres have been re-deployed within Leisure Services.

Date: 31/07/2007 131 Flintshire County Council

2.05 Following the most recent Lifelong Learning Overview and Scrutiny Committee meeting on 10 July 2007, the Council Leader undertook to consider any further possible alternatives which could assist in implementing the Budget decision.

3.00 CONSIDERATIONS

3.01 It is the 'lone-working' element of the staffing reductions which has appeared to be the most contentious issue to Scrutiny Committee Members. Although Service Managers consider that the proposed arrangements for a lone Attendant can work satisfactorily, there is a further alternative to consider and that concerns the continued use of the Receptionists.

3.02 Across the three Centres concerned, there are currently six Receptionists who are awaiting the opportunity to take up re-deployment or are serving their period of notice for voluntary redundancy. It is proposed that all these Receptionists will be retained at the three Centres to cover the opening hours alongside the single Attendant. This will have the benefit of:

3.02.1 Enabling the Centres to continue to take cash payments for services;

3.02.2 Reducing the cost of redundancy payments which the Service would otherwise have to pay.

3.03 This suggestion has a cost implication as the 2007/08 Budget to these Centres has been reduced in line with the decision in March 2007. In a full year, at current pay levels, this additional cost is £56,380.

3.04 There are some actions which can be taken to mitigate some of this cost:

3.04.1 To reduce the service available at the three Centres by closing at 9pm on weekday evenings; and opening for reduced hours at the weekend ;

3.04.2 To adjust the establishment at Holywell Leisure Centre following the loss of a Duty Officer.

These actions would not render the suggested alternative as 'cost-neutral' but will reduce the direct impact to an estimated additional cost per annum of c. £10,000.

4.00 RECOMMENDATIONS

4.01 It is recommended that the Executive implement with immediate effect the

Date: 31/07/2007 132 Flintshire County Council

retention of six Receptionists at the three Centres to work alongside the proposed single Attendant; and

4.02 If 4.01 above is agreed,the Executive is also recommended to implement the proposed mitigating action at 3.04 above.

5.00 FINANCIAL IMPLICATIONS

5.01 There will be additional cost implications to the 2007/08 budget for the three Sports Centres at Connah's Quay, Hope and Saltney which will be identified as budget pressures.

6.00 ANTI POVERTY IMPACT

6.01 None

7.00 ENVIRONMENTAL IMPACT

7.01 None

8.00 EQUALITIES IMPACT

8.01 None

9.00 PERSONNEL IMPLICATIONS

9.01 A number of staff who were to be re-deployed or made voluntarily redundant will now be retained at the three Centres, if the recommendation is approved.

10.00 CONSULTATION REQUIRED

10.01 There will need to be further consultations with the staff directly concerned, and their representatives.

11.00 CONSULTATION UNDERTAKEN

11.01 Numerous meetings with staff and representatives; and Members.

Contact Officer: Mike Hornby Telephone: 01352 702452 E-Mail: [email protected]

Date: 31/07/2007 133 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 15

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: ACTING DIRECTOR OF ENVIRONMENT & REGENERATION

SUBJECT : WEPRE GOLF COURSE

1.00 PURPOSE OF REPORT

1.01 The purpose of this report is to advise Members of recommendations contained in an Options Appraisal (Appendix 1) to establish a way forward for the Wepre Park Golf Course.

2.00 BACKGROUND

2.01 Wepre Park represents an important and valued resource in Flintshire. The Park extends to some 60 hectares. Formal recreation takes place including football pitches, play area, visitor centre and a golf course which was tenanted until 2002. The golf course has not been used in recent years following incidents of vandalism and a period when there was no tenant operator. The site of the golf course is currently subject to basic grassland management.

2.03 In discussions related to the Wepre Golf Course on 25th April 2006 the then Leader of the Council requested that the options available to the Council should be presented for consideration to guide Members as to whether it is feasible to reopen the course.

2.04 The Options Appraisal covered the following headings :

a) The historic development of the golf course. b) A comparison appraisal with Westminster Park, another local Municipal course in Chester. c) Option Definition Option 1 – Leave the course as it is. Option 2 – Consider an alternative use. Option 3 – Reinstate the Course and Flintshire County Council operate it. Option 4 – Reinstate the course and lease it to a third party.

3.00 CONSIDERATIONS

3.01 Each of the options was considered against costs and the County Council's Corporate Priorities.

Date: 04/02/2008 134 Flintshire County Council

3.02 Option 1 : Leave the course as it is

This option involves little or no cost to the Council but the golf course is an asset to the Council which should be used to its best advantage.

This option would meet the following Council Aims : Healthy and Caring Communities Protecting our future way of life

3.03 Option 2 : Consider an alternative use

This does not appear to be a feasible option as the golf course is designated as part of Connah's Quay Ponds and Woodland a Site of Special Scientific Interest (SSSI) and is designated a Special Area of Conservation (SAC) under the European Union Habitats Directive. The site is also designated as green barrier in the UDP.

Any option must respect the use of the land for recreation and enjoyment by the public, recognising its special status in conservation terms.

This option does not meet any of the Council's Aims.

3.04 Option 3 : Reinstate the course as a County Council run facility

A survey carried out by David Williams, (Golf Course Architect) estimated in 2006 it would cost £54,000 to reinstate the course with an annual running cost of £32,854. Because of the long hours of opening at least 3 members of staff could be needed to manage the course. Additional staff would also be needed to run a café within the Visitors Centre.

This option meets the following aims : Customer Focus Safe and Clean Neighbourhoods Healthy and Caring Communities Protecting our future way of life

3.05 Option 4 : Reinstate the course and lease it to a third party

A lease to a suitable tenant could secure an income stream for the Council in the region of £9,000 per annum.

Reopening the golf course would once again make full use of the Council asset. The provision of a well run café within the Visitor Centre will provide an attractive facility for visitors to the park and provide an extra opportunity for the tenant to create income. It is likely that new employment opportunities will be provided by the tenant and an increased presence of staff during the summer may well reduce vandalism in the Park. The tenant would assume

Date: 04/02/2008 135 Flintshire County Council

all management responsibilities and provide tuition to people of all ages to encourage their participation in the sport.

This option meets the Council's aims : Customer Focus Safe and Clean Neighbourhood Healthy Caring Communities Investing for Tomorrows Generation Protecting our future way of life

3.06 Based on the Options Appraisal it is considered that Option 4, (the Council reinstates the golf course to a playable condition and then lease it to a third party to operate) provides the most effective method of utilising a significant asset and recreation resource within a significant urban area.

3.07 This option will allow the course to be run as an excellent local municipal golfing facility. The presence of a professional will mean that not only will customers be able to use the course to practice, but will allow lessons to take place to improve the quality of play and to introduce new players to the game.

3.08 In addition a new tenancy would encourage potential lessees to place emphasis on developing the game of golf in Flintshire. This would not only extend to existing players but especially young people with a view to introducing and promoting the game in schools. Persons with physical / learning difficulties would be encouraged to participate in the sport as they would not normally have access to this type of municipal facility.

3.09 In proceeding with this option the Council should :- i) Re apply to Ryder Cup Wales Legacy Fund and the Flintshire Community Trust for grants to reinstate the golf course, making it clear that the golf course would be subject to a lease and strict tenancy terms. The Authority would be seeking qualified personnel to manage the golf course.

ii) Before any restoration work is undertaken to the golf course the Authority would seek “Expression of Interest” from qualified persons who would be interested in leasing the golf course in the future.

iii) If there is interest, select with care, a suitable tenant to ensure that their business plan gives sufficient assurance to grant aiding bodies and the Authority that the golf course and the café can be run as a viable business satisfying any grant aid conditions which might be stipulated. Damage to the golf course would be their responsibility but repairs and maintenance to the administration office would remain the responsibility of the Authority. The terms and conditions of the lease would protect the Authority in respect of any potential grant claw-back.

Date: 04/02/2008 136 Flintshire County Council

iv) Consider the granting of a stepped lease. This will support the lessee in the difficult early period and may negate some of the problems experienced in the past.

v) Ensure that in drawing up a lease sufficient emphasis is placed on developing the game of golf in Flintshire, especially with a view to introducing the game in schools and disadvantaged groups.

3.10 Members will be aware of the sensitivity of the site due to its designation as a SSSI and Special Area of Conservation. It is stressed that the option that is recommended is for the reinstatement of the course and as such no change of use or operations on the land are proposed which would warrant the need for the submission of a planning application. The works required will be commensurate to bringing the land back to its lawful use and regular maintenance thereafter. The formal involvement of and consultation with CCW will not be necessary although the Council will keep CCW informed of its intentions and methods of working.

4.00 RECOMMENDATIONS

4.01 It is recommended that:-

a) Officers proceed with Option 4 to seek opportunities to obtain grant aid on suitable terms to reinstate the course.

b) Seek expressions of interest from suitable persons to run the course.

c) Prepare suitable leasing arrangements and terms, protecting the Authority in respect of any potential grant claw-back..

d) Take the necessary actions to engage a tenant and reintroduce the golf facility at the earliest opportunity.

e) Report progress to Executive at appropriate times.

5.00 FINANCIAL IMPLICATIONS

5.01 If approved, it would represent a small income stream to the Authority.

6.00 ANTI POVERTY IMPACT

6.01 This facility will provide low cost golf for those unable to participate at a Golf Club.

7.00 ENVIRONMENTAL IMPACT

7.01 None.

8.00 EQUALITIES IMPACT

Date: 04/02/2008 137 Flintshire County Council

8.01 This facility will provide low cost golf for those unable to participate at a Golf Club.

9.00 PERSONNEL IMPLICATIONS

9.01 None at this stage.

10.00 CONSULTATION REQUIRED

10.01 Ryder Cup Wales Legacy Fund Flintshire Community Trust

11.00 CONSULTATION UNDERTAKEN

11.01 Golf Development Wales Connah's Quay Town Council David Williams Golf Course Architect County Finance Officer

Contact Officer: CN=John P Richards/OU=EnvironmentAndRegeneration/O=Flintshire/C=GB Telephone: 01352 70814931 E-Mail: [email protected]

Date: 04/02/2008 138 APPENDIX 1

FLINTSHIRE COUNTY COUNCIL

DIRECTORATE OF ENVIRONMENT AND REGENERATION

WEPRE GOLF COURSE – OPTIONS APPRAISAL

Page 1 of 12 139

CONTENT

1. Background Page 3

2. Options Available Page 4

3. Option Analysis Page 5

4. Option Assessment Page 11

5. Recommendations Page 12

Page 2 of 12 140

1. BACKGROUND

Wepre Park golf course is a 9 hole course developed in 1982 by Alyn & Deeside District Council on the site of a former landfill operation and is within the boundaries of the larger Wepre Park site. Upon reorganisation on 1996 ownership passed to Flintshire County Council.

Until 2002 the site was leased by the County Council to private individuals who ran the course. The last tenant leased the course on the basis that new facilities would be built following a fire in the old clubhouse in 2000. However, due to financial constraints this was not done and the tenants left the course in 2002 since when it has remained closed and reverted to its natural state.

In July, 2003 vandals set fire to the Visitor Centre, causing a great deal of damage. As part of the rebuild, completed in 2005, a golf course office, shop and cafe facilities were included in the design, which have remained largely unused since their completion.

The purpose of this document is to consider the options available to the Council for this particular part of the park. In carrying out the appraisal, comparison has been made with the facility at Westminster Park, a local course similar to that which could be available at Wepre. A brief overview of the Westminster Park operation is set out below.

Westminster Park

Westminster Park is operated by Chester and District Sports and Recreation Trust (CADSART). It consists of a 9 hole par 3 course together with an 18 hole putting green. Clubs can be hired and are available for men, women and children. In addition, for those with walking difficulties a special mobility golf buggy is available free of charge.

Budget

CADSART have a trading deficit of £29,000 budgeted for 06/07. This is made up as follows:- WESTMINSTER PARK - BUDGET 2006/07

Trading Income (47,566) Less Cost of Sales 7,861

Gross Profit (39,705)

Employee Costs 59,206 Admin Costs 4,940 Operational Costs 4,605 Technical Costs 400 69,151

Trading (Profit)/Loss 29,446

Page 3 of 12 141

The above does not take into account the cost of maintaining the course, which is borne by Chester City Council, and for which the 2005/06 actual was £29,000, making the net cost of operating the course c£58,000.

Pricing

The current pricing structure is as follows:-

Adult £3.00 Juniors/Students/Unemployed £2.50 Senior Citizens £2.00

Club hire £2.50

Putting Green

Adult £1.00 Juniors £0.65

2. OPTIONS AVAILABLE

There are 4 possible options for the land that comprises Wepre Golf Course:-

OPTION 1 - LEAVE THE COURSE AS IT IS

The course has been unused since 2002 and is reverting to its natural condition. If left it could be landscaped to become part of the park and would require minimum maintenance.

OPTION 2 - CONSIDER AN ALTERNATIVE USE

The land could be used for something other than the golf course or being left to return to its natural state.

OPTION 3 - REINSTATE THE COURSE AND OPERATE IT OURSELVES

The course could be reinstated to a playable condition and then run by the Council, along the lines of Westminster Park.

OPTION 4 - REINSTATE THE COURSE AND LEASE IT TO A THIRD PARTY (PROFESSIONAL GOLFER)

The course could be reinstated to a playable condition and then leased to a third party who would operate the course and take any income derived from it.

Page 4 of 12 142

3. OPTION ANALYSIS

OPTION 1 - LEAVE THE COURSE AS IT IS

As stated above, the area ceased to be used as a golf course in 2002 and has since reverted to an area of natural grassland, with finer grass on what used to be the greens and coarser grass elsewhere. There are also trees planted around the course and various hollows which previously served as bunkers. At the present time the area is cut once a year.

Even leaving the course as it is has a number of options:- a. It could be left completely alone, in which case it would revert to woodland due to natural regeneration. b. The grass could be cut in the autumn and left, the cost of which is c£700. This is the current position. c. The grass could be cut in the autumn and taken away, the cost of which is c£1,000. d. The grass could be cut a number of times to maintain a higher standard.

If the decision was to leave the area as it is and not redevelop it in any way the scope exists for it to be landscaped properly to become a permanent feature of the park.

Work could be done on creating ponds for example, which would further support the natural environment for the Great Crested Newt and other amphibians for which the area was designated an SSSI (See Option 2 below). Any such work would be funded by the Countryside Commission for Wales (CCW).

Depending on the decision around a. to d. above, the revenue implication ranges from a saving of £700 pa to an annual cost of £3,000 (£2,300 above the current budget), which has been assumed to cover the additional cuts.

Whilst this option involves little or no additional cost to the Council, it does go against the recommendation of the Wepre Park Regeneration Study (See Option 3 & 4 below). Also, the course is an asset of the Council which should be used to its best advantage.

This option would meet the following Council Aims:-

Healthy & Caring Communities

Protecting out future way of Life

Page 5 of 12 143

OPTION 2 - CONSIDER AN ALTERNATIVE USE

A number of alternative uses have been put forward in the past, including a dry ski slope or selling the land for housing.

However, in 2002 the area was designated a Site of Special Scientific Interest (SSSI) due, amongst other things, to its population of Great Crested Newts. It has also subsequently been designated a Special Area of Conservation under the European Union Habitats Directive.

This could preclude the site from being used for anything significantly different from its present use or reinstatement as a golf course, which could incorporate features to protect the wildlife.

This view is supported by the Council’s Chief Planning Services Officer who confirmed that Wepre Park is included within the approved and emerging Development Plans as Green Barrier in addition to being an SSSI. This also severely limits development opportunities. He further states that

“Any realistic options must respect the use of the land for recreation and enjoyment by the public recognising its special status in conservation terms. If it is not to be used as a golf course then we may well have to manage it as informal open recreation space. Intensive recreation or sporting activity may well put us at odds with CCW and protected species.”

This option is therefore not an option and so does not meet any of the Council’s Aims.

OPTION 3 - REINSTATE THE COURSE AND OPERATE IT OURSELVES

The third option is for the course to be reinstated to a playable condition and operated by the Council as part of the park facilities. A survey carried out by D Williams, a golf course architect, in April, 2005 concluded that this would cost approximately £54,000, although this includes the purchase of the necessary equipment, to a value of £23,500, plus the stocking of the pro shop, at £10,000, leaving the cost of actually reinstating the course at approx. £20,000, though this may have risen slightly due to inflation.

As the equipment would be needed after the course was finished for routine maintenance there would be the option to fund this purchase via a lease agreement. This would cost in the region of £4,400 per annum. Additionally, some of the equipment may already be available via the grounds maintenance function and need not be appropriated in the short term.

In order to carry out this work it would be necessary to seek funding from external bodies. Previously Flintshire Community Trust (FCT) was willing to contribute £20,000 and the remainder could have come from the Sports Council for Wales via the Ryder Cup Fund, which is keen to build upon the fact that the Ryder Cup will be held in Wales in 2010. However, the funding from FCT has subsequently been withdrawn due to the non take-up of the offer and would need to be reapplied for.

Page 6 of 12 144

The course could then be operated along the lines of Westminster Park in Chester. In order for Flintshire to operate the course in this way a number of issues will need to be addressed. These are outlined below with an estimate of the full year revenue implications.

PROJECTED COST OF OPERATING GOLF COURSE

1. Income Course Fees etc. (50,000) 2. Confectionery (Net) (10,000)

3. Staffing 3 @ Scale 3 60,528 Other items 1,000 4. Maintenance Staffing 1 @ Scale 3 20,176 Equipment Machinery 4,400 5. Equipment Golf Clubs etc. 500 6. Other Equipment 2,000 7. Non Domestic Rates 4,250

TOTAL ANNUAL COST 32,854

1. Course Fees etc.

A reasonable level of charges would have to be set so as not to deter potential customers from playing. Rates could be set slightly higher than at Westminster Park. Whilst Westminster Park is an established facility, it only caters for those interested in golf, whereas Wepre Park is able to cater for groups with differing recreational needs. However, it is very unlikely that annual income will ever exceed £50,000 and anything less will increase the projected deficit.

2. Confectionery

A small shop is situated in the visitor centre which could be operated by the course staff. A small pilot operation ran through the summer offering a very limited range of confectionery items and realised a £1,000 net profit. This could be expanded and be available to all visitors. For this exercise an annual profit of £10,000 has been assumed though again anything less will increase the projected deficit.

3. Opening hours and staffing levels

If the course is to be open during daylight hours, in the summer months this could mean 7:00am until 9:00pm. This would mean the recruitment of at least 3 members of staff to man the facility to provide shift working and cover at holiday times. These staff would be required to handle money and so it is assumed that they would be on a minimum of Scale 3. There will also be other

Page 7 of 12 145

sundry items associated with these staff such as uniforms, training etc. A sum of £1,000 per annum has been assumed for this.

4. Maintenance

Maintenance of the course could either be carried out by the Grounds Maintenance service as part of the annual contract, or by the employment of a dedicated greenkeeper. For the purposes of this analysis it has been assumed to be the latter.

The course would need to be maintained to a good standard to allow a reasonable level of play. Additionally, there is a privately owned 9 hole course in Sealand where the fee is not too much higher but where the course is of a much higher standard. In order to attract the required level of usage the course must therefore be maintained to a reasonable standard.

Equipment to be used in maintenance has been assumed to be that outlined in David Williams report but leased at an annual cost of c£4,400.

5. Golf Equipment

It will be necessary to have enough sets of clubs in stock for rental to customers. Theoretically there could be 4 people on each hole, a total of 36 players, all of whom could use a set of clubs. However, this scenario is extremely unlikely and it is assumed that 20 adult sets and 8 junior sets are made available. These would cost in the region of £70 and £50 respectively, giving a total cost of £1,800 as a set up cost.

It would then be necessary to provide for repair and replacement of clubs which are damaged, perhaps to the tune of £500 per annum.

For the purposes of this exercise it has been assumed that the net cost of providing golf balls has been included in the income from course fees.

6. Other Equipment

Other sundry items of equipment such as flags, scorecards etc. will need to be provided. A figure of £2,000 has been assumed to cover all this.

It has been assumed for the purposes of this exercise that the Council would not provide a motorised buggy for use by customers. However, if it was decided that one was to be provided, the leasing costs of this would need to be taken into account, as would whether or not a charge was to be levied for its use.

7. Non Domestic Rates

Once the course is back in use it will attract an NDR charge. The course has a rateable value of 9,600, giving a charge of £4,147 in the current financial year. Assuming a 2.5% increase this equates to £4,250 in 2007/08.

Page 8 of 12 146

The re-opening of the course would be in line with the recommendations of the Wepre Park Regeneration Study, which advocated using the park to its full potential, including the reopening of the golf course, in order to create a multi-purpose leisure facility for the area, providing a range of activities for both young and old.

Also, given the investment by the Council in building the new facilities following the fire in the Visitor Centre, it would seem wasteful not to make use of them.

Having more staff on-site and later into the evenings in the summer months would enhance the security of the area and act as a deterrent to the anti-social behaviour which occurs in other areas of the park.

This option would meet the following Council aims:-

Customer Focus

Safe and Clean Neighbourhoods

Healthy & Caring Communities

Protecting out future way of Life

OPTION 4 - REINSTATE THE COURSE AND LEASE IT TO A THIRD PARTY (PROFESSIONAL GOLFER)

The final option would be to reinstate the course as in Option 3 above and then lease it to a third party (professional) to operate.

Leasing to a professional would mean that teaching can be undertaken which will enhance the standard of play. It would also be possible to teach local schoolchildren as part of the curriculum, increasing the range of sports available.

It is this ability to generate additional income from lessons and also pro shop sales which makes this option more economically viable than simply operating as a municipal course and therefore attractive to prospective tenants.

A reasonable lease for the course, as indicated by the Property Asset team in Community & Housing, is in the region of £9,000 per annum. However, it may be that in order to assist the lessee the Council would consider a ‘stepped lease’, say £3,000 in the 1st year, £6,000 in the 2nd and finally £9,000. This would have the effect of assisting the tenant through the difficult early years during which a client base was being built up. Also as part of this option the café would be run by the lessee who would receive the income generated.

Apart from the decision in relation to the above, this Option would operate at no ongoing cost to the Council and also save the current maintenance costs borne by the Countryside Service of c£700 per annum.

There have been problems with this option in the past and any prospective lessee would need to have a business plan which would give sufficient assurance to the

Page 9 of 12 147

Council and grant aiding bodies that the course and café could be operated as a sound business venture. The responsibilities of the Council and lessee would need to be clearly set out in the agreement from the outset and the expectations of any funding bodies clearly understood.

The advantages and disadvantages of this option are similar to those of Option 3, but with the added benefit that someone with a vested interest in the success of the course will be more inclined to provide those extra touches which encourage clients to return.

Operating the course in this manner also meets the Sports Council for Wales’ objective of promoting the game of golf in Wales as part of the build up to the Ryder Cup in 2010.

This option would meet the following Council aims:-

Customer Focus

Safe and Clean Neighbourhoods

Healthy & Caring Communities

Investing for Tomorrows Generation

Protecting our future way of Life

Page 10 of 12 148

4. OPTION ASSESSMENT

For the purposes of assessing the pro’s and con’s of each option it has now been concluded that Option 2 – Consider an Alternative Use is not an option for the reasons given and will not be assessed.

The following table summarises the advantages and disadvantages of each option.

ADVANTAGES DISADVANTAGES

OPTION 1 No work needed Meets 2 of Council’s Aims Ignores existing asset Potential £700 revenue saving Extra cuts mean extra costs, up to a maximum of c£3,000

OPTION 3 Meets 4 of Council’s Aims Net revenue costs c£32,000 pa May create employment No development of players game May help to prevent vandalism Danger of vandalism Facilities already exist

OPTION 4 Net revenue income c£9,000 pa Danger of vandalism Meets 5 of Council’s Aims Difficulties in past Save on existing maintenance May help to prevent vandalism Full use of the asset Can be used by schools May create employment Facilities already exist

Option 1 – Leave the course as it is

This is the option with the least impact. All that is required is a decision on the standard of maintenance. However it fails to exploit an existing asset.

Option 3 – Reinstate the course and operate it ourselves

Does not fully exploit the asset. It may create employment opportunities if staff cannot be found internally. Meets 4 of the Council Aims but creates an annual budget pressure of at least c£32,000.

Option 4 – Reinstate the course and lease it to a third party (professional golfer)

Fully exploits the asset, results in a net income to the Council of c£9,000 per annum as well as saving on existing maintenance. It also meets all 5 of the Council’s Aims and may create employment opportunities.

Page 11 of 12 149

5. RECOMMENDED OPTION

Based on the above it is recommended that the course is reinstated to a playable condition and leased to a third party to operate.

This option will allow the course to be run as a complete golfing facility. The presence of a professional will mean that not only will customers be able to use the course to practice, but will allow lessons to take place to improve the quality of play and to introduce new players to the game.

Implicit in recommending this course of action is that all reinstatement works should be externally funded with no financial commitment on behalf of the Council. Whilst there may be some risk attached to this funding in terms of clawback if the course fails this will only be evident once the formal offer of grant is received and any attached conditions are known.

In proceeding with this option the Council should therefore:-

1. Take steps to re-acquire funding to facilitate the reinstatement of the course;

2. Advertise for Expressions of Interest from suitable qualified personnel;

3. Consider the granting of a stepped lease. This will support the lessee in the difficult early period and may negate some of the problems experienced in the past: and

4. Encourage potential lessees to place sufficient emphasis on developing the game of golf in Flintshire, not only for existing players, but especially with a view to introducing the game in schools and to disadvantaged groups such as those with physical/learning disabilities who would normally not have access to this kind of facility.

Page 12 of 12 150 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 16

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

SUBJECT : MUSEUMS SERVICE COLLECTIONS MANAGEMENT PLAN 2007-10

1.00 PURPOSE OF REPORT

1.01 To seek Council approval for the Museums Service Collections Management Plan 2007-10.

2.00 BACKGROUND

2.01 The Collections Management Plan 2007-10 provides a detailed action plan for the work and resources that are needed to continue to improve the management of Flintshire’s museum collections to meet the Key Service Aims and also fulfil the requirements of the MLA Accreditation Scheme, the UK wide museums standards scheme (successor to the Registration Scheme). 2.02 This is the successor plan to the Flintshire Museums Service Collections Management Plan 2005-8 which has succeeded in many of its key aims. The 2005-8 Plan was approved by the Executive on 11th October 2005 (minute164). 2.03 The Collections Management Plan 2007-10 aims to build on this work to continue to fulfil the Museum Service’s potential to deliver services in line with the Community Strategy and Corporate and Directorate Priorities 2.04 It has been updated one year earlier than necessary due to the Accreditation timetable and the fact that considerable progress has been made with many of the action points within it.

3.00 CONSIDERATIONS

3.01 The Collections Management plan will form the basis of applications to the UK Museums Libraries and Archives Council (MLA) for Accredited Status for Buckley Museum and Mold Museum in October 2007.

3.02 The Accreditation Scheme sets nationally agreed standards for UK museums and is the successor to the Registration Scheme, under which Buckley Museum and Mold Museum gained Full Registered Status for the first time in 2003.

Date: 04/02/2008 151 Flintshire County Council

3.03 The Accreditation Scheme demands that the museum governing body must give formal approval to the Collections Management Plan and the Acquisitions and Disposals Policy.

4.00 RECOMMENDATIONS

4.01 Members are asked to approve the plan, which is available for inspection in the Members' Library, and authorise its submission to CyMAL (the Welsh Assembly Government body for Museums, Archives and Libraries) and MLA to accompany Accreditation applications for the museums in Mold and Buckley.

5.00 FINANCIAL IMPLICATIONS

5.01 The Collections Management Plan contains an indication of required expenditure for the specific actions and a year-by-year spending summary is outlined at section 10. The costs are for guidance and merely indicative of projected spend. Any resource deficits arising in 2007/08 will be met within the current revenue budget. Resource deficits beyond the current revenue budget will be subject to separate internal and external funding bids.

6.00 ANTI POVERTY IMPACT

6.01 None

7.00 ENVIRONMENTAL IMPACT

7.01 None

8.00 EQUALITIES IMPACT

8.01 A Flintshire Museums Service Access Policy is included at Appendix 3 in the plan which underpins the work of the Museums Service in line with corporate policy.

8.02 A specific action plan related to widening access to museum services is included in Section 8. Attention is also drawn to the current ‘Celebrating Diversity’ project (see section 6) which focuses on equalities issues.

9.00 PERSONNEL IMPLICATIONS

9.01 Resource deficits concerning staffing beyond the current revenue budget are highlighted.

10.00 CONSULTATION REQUIRED

10.01 None at this stage. A commitment to improved, ongoing user consultation is included in the plan (Section 8).

Date: 04/02/2008 152 Flintshire County Council

11.00 CONSULTATION UNDERTAKEN

11.01 The need for user consultation regarding the services provided by the Museum Service is detailed in the plan. Consultation with relevant museum authorities as affected by the Acquisition and Disposal Policy (Appendix 1: section 2.3.10) has been undertaken where changes have been made to the previous version of the policy.

Contact Officer: Deborah Snow Telephone: 01352 704409 E-Mail: [email protected]

Date: 04/02/2008 153 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 17

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

SUBJECT : COMPREHENSIVE, EFFICIENT AND MODERN PUBLIC LIBRARIES FOR WALES - PROMOTING HIGHER SERVICE STANDARDS 2005-2008

1.00 PURPOSE OF REPORT

1.01 To seek Executive approval for the Welsh Public Library Standards Annual Report for 2006-07.

2.00 BACKGROUND

2.01 In May 2005, the Welsh Assembly Government, through CyMAL, its policy division covering museums, archives and libraries published a second framework of public library standards ‘Comprehensive, Efficient and Modern Public Libraries for Wales – Promoting Higher Service Standards 2005-08’. This required the County Council to submit a Library Plan, outlining how it intends to address the revised Standards over the three year period. This Plan was approved for submission to WAG by the Executive on 11 October 2005. The WAG response was similarly approved by Executive on 19 April 2006.

2.02 Authorities are also required to submit an Annual Report for each of the financial years covered by the Plan, in which progress against achieving both the Standards and interim targets set by the authority is charted. A draft report for 2006-07 was submitted to the Welsh Assembly Government by their 8th June deadline, pending Executive approval. A copy of this draft report is available for inspection in the Members Library.

2.03 The Standards are defined by reference to the top quartile (25%) of performance by library authorities in the UK, using CIPFA Public Library returns for 2002-03 as the statistical basis. The Framework for 2005-08 comprises 5 Standards retained from the 2002-05 set, plus 18 revised Standards.

3.00 CONSIDERATIONS

Date: 04/02/2008 154 Flintshire County Council

3.01 The Welsh Assembly Government’s assessment of Flintshire’s Annual Report for 2005-06 concluded that all 5 Standards retained as the Continuing Performance Checklist were met, plus

7 of the revised Standards were met in full 5 were met in part 4 were not met 2 did not specify finite targets (in the previous Framework, compliance was judged on the progress authorities had made in these areas of activity over the three year time span).

3.02 The Service’s own appraisal of performance achieved during 2006-07 concludes that

8 of the revised Standards are met in full 4 are met in part 4 are not met progress against the 2 Standards for which finite targets were not set has been recorded in the Annual Report

The Standard on the Continuing Performance Checklist relating to the percentage of mobile library visits missed without due notice (WPLS 3) was not met in 2006-07 because storm damage to one vehicle in January resulted in it being off the road for two weeks.

3.03 Overall, performance improved against 5 Standards, namely

WPLS 29 – the number of hits to the Library Service website have increased significantly since the library catalogue has been available online

WPLS 30 – the results of an annual survey of the time taken to supply readers’ requests show continued improvement

WPLS 31 - despite not meeting the Standard, the number of physical visits to libraries has increased steadily over the last three years

WPLS 36 – the number of new items added to stock increased, despite an efficiency saving (equivalent to a £12,000 cut) against the bookfund. This improvement was a direct result of Flintshire joining a Welsh consortium for the purchase of books whose composite buying power resulted in improved terms from the contracted supplier

WPLS 39 – the percentage of the bookfund spent on Welsh language materials exceeded the internal target set for 2006-07, and is close to meeting the Standard.

3.03 Those Standards against which performance remained static relate to areas which would require significant financial investment, such as increased opening hours and more frequent mobile library visits (WPLS 29), online access for mobile

Date: 04/02/2008 155 Flintshire County Council

libraries (WPLS 27 and 28) and increased staffing levels (WPLS 34). These will continue to be monitored to identify where improvements can be made within existing revenue budgets without compromising improved performance against other Standards, and where tangible benefits to library users can be evidenced.

4.00 RECOMMENDATIONS

4.01 The Executive is requested to approve the draft Annual Report for 2006-07 and sanction its submission to the Welsh Assembly Government as the final version.

5.00 FINANCIAL IMPLICATIONS

5.01 The financial implications of complying with the Standards continue to be monitored. Specific targets have been set only for those Standards which can be met from within existing revenue budget

6.00 ANTI POVERTY IMPACT

6.01 The Standards address a number of access issues which relate to anti- poverty.

7.00 ENVIRONMENTAL IMPACT

7.01 None.

8.00 EQUALITIES IMPACT

8.01 The Standards address a number of issues which relate to equal opportunities.

9.00 PERSONNEL IMPLICATIONS

9.01 The personnel implications of complying with the Standards continue to be monitored. Specific targets have been set only for those Standards which can be met from within the existing staffing complement.

10.00 CONSULTATION REQUIRED

10.01 User and non-user consultation is proposed in relation to a number of Standards.

11.00 CONSULTATION UNDERTAKEN

11.01 User and non-user consultation has been undertaken on a range of issues related to the Standards during the last three years.

Date: 04/02/2008 156 Flintshire County Council

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

Comprehensive, Efficient and Modern Public Libraries for Wales – Promoting Higher Service Standards 2005-08: Three Year Library Plan 1st April 2005 - 31st March 2008. Flintshire County Council, September 2005. Comprehensive, Efficient and Modern Public Libraries for Wales – Promoting Higher Service Standards 2005-08. Welsh Assembly Government, May 2005.

Contact Officer: Sheila Kirby Telephone: 01352 704402 E-Mail: [email protected]

Date: 04/02/2008 157 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 18

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

SUBJECT : LEISURE CENTRES REVIEW

1.00 PURPOSE OF REPORT

1.01 To update Members on the progress with the Leisure Centres Review and the establishment of a Non-for-Profit-Distribution Organisation (NPDO).

2.00 BACKGROUND

2.01 After numerous years of continuous review of the Leisure Centres service, Executive resolved in principle on 3 April 2007 to pursue the establishment of a N.P.D.O./Trust and to seek the transfer of the management and operational services for the Leisure Centres by 1 January 2008.

2.02 This report advises on progress and invites Members to determine the identified issue.

3.00 CONSIDERATIONS

3.01 At Leaders Strategy Group on 12 June 2007, Members were advised that to maintain progress on the management of the project it would be necessary to incur additional expenditure across a number of service areas.It is now clear that this involves five areas detailed below.

3.02 The work in producing the Project Plan has continued with more focused consideration on 5 specific task areas of Governance; Education; Human Resources; Assets/Buildings; and Finance. There are small teams of officers working on details under each of these headings with progress being reported back to regular scheduled meetings with the Steering Group and Project Sponsor. Already it is clear from these meetings with officer colleagues that there is a need to secure additional assistance as existing staffing resources are not able to meet all the workload involved. This is particularly so in relation to the following areas:

3.02.1 Governance: In terms of preparation of Legal documents to establish the N.P.D.O.; leasing of premises; transfer of equipment etc. 3.02.2 Assets/Buildings: To prepare and document comprehensive asset information to support the project. For example, the estimated cost provided

Date: 04/02/2008 158 Flintshire County Council

for a comprehensive Building Condition Survey for each building is £5000 per site; £45,000 in total. 3.02.3 Education: To advise on documentation and arrangements necessary to satisfy Governing Body requirements if re-designation of school premises is to be achieved. This would necessitate the use of a Specialist Education Consultant. 3.02.4 Project Organisation and Management: to assist in the formulation and management of the Project Plan. 3.02.5 HR Service: the need to obtain the services of a Senior HR Adviser and related costs in order to manage the implementation of a TUPE transfer for up to 450 staff.

3.03 In all five cases identified above it is advised that there is a need to secure external services to the Council and, therefore, incur the payment of fees. It has been difficult to estimate the likely cost involved as - at this stage - the exact scope of the necessary work is not defined. However, it is considered likely that the estimated sum in total could be up to £100,000. If approved,this amount could be financed from un-earmarked reserves.In addition,it is also considered that,if approved,the funds be identified and held centrally and drawn down as required.

4.00 RECOMMENDATIONS

4.01 Members are recommended to:

4.01.1 Agree the provision of a budget sum at £100,000 to meet the likely fees for external services necessary to secure implementation; and 4.01.2 Agree to refer this report to Lifelong Learning Overview and Scrutiny Committee on 18 September 2007.

5.00 FINANCIAL IMPLICATIONS

5.01 If 4.01.1 above is agreed, then provision will be recommended to come from un-earmarked reserves;the sum will be held centrally and drawn down as required.

6.00 ANTI POVERTY IMPACT

6.01 None at this stage

7.00 ENVIRONMENTAL IMPACT

7.01 None at this stage

8.00 EQUALITIES IMPACT

Date: 04/02/2008 159 Flintshire County Council

8.01 None at this stage

9.00 PERSONNEL IMPLICATIONS

9.01 Consultations have commenced with all Staff and Trade Union representatives regarding the proposal and TUPE implications.

10.00 CONSULTATION REQUIRED

10.01 Detailed consultations with Staff and Trade Union representatives; also with Headteachers and Governing Body representatives and other Colleagues.

11.00 CONSULTATION UNDERTAKEN

11.01 Detailed consultations with Staff and Trade Union representatives; also with Headteachers and Governing Body representatives and other Colleagues.

Contact Officer: Mike Hornby Telephone: 01352 702452 E-Mail: [email protected]

Date: 04/02/2008 160 FLINTSHIRE COUNTY COUNCIL

AGENDA ITEM NUMBER: 19

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

SUBJECT : APPOINTMENT OF A MANAGEMENT INFORMATION ASSISTANT WITHIN THE CHILDREN’S SERVICES PLANNING AND MANAGEMENT INFORMATION TEAM

1.00 PURPOSE OF REPORT

1.01 To seek approval for the appointment of a Management Information Assistant for a temporary contract fixed for six months to enable Children’s Services to further develop the Performance Management Framework to meet emerging national and local priorities.

2.00 BACKGROUND

2.01 The further development of performance management systems to underpin the continuous improvement of services is a national and local government strategic priority.

2.02 The Annual Report of the Chief Inspector of the S.S.I.W. highlights the need for a greater improvement in the collection and use of management information to improve performance.

2.03 The need to embed a performance management culture and ensure the wide spread availability of robust data at all levels within Children’s Services is identified as a priority action within the SSIW Review of Children’s Services that was presented to Executive on 15 May 2007. The need to prioritise this action is supported in the detailed findings of the report which includes the following commentary:

• Performance Management needs to be prioritised by managers.

• The value of performance management is not recognised throughout the Service and is not used regularly by team managers to achieve outcomes. Similiarly it is not used as a tool to link strategy and financial planning.

• The Authority has some way to go in service mapping and the identification of need and its alignment with financial planning.

Date: 04/02/2008 161 Flintshire County Council

• There is a clear need to supply Committees with better management information so that Members can monitor and scrutinise more effectively. There is a further need to support Members to enable them to make more effective links between financial information and priorities.

The appointment of a Management Information Assistant will assist in meeting these recommendations.

2.04 “Fulfilled Lives, Stronger Communities” – A Strategy for Social Services In Wales Over The Next Decade identifies performance management as one of the core processes that will help to achieve the visions outlined within the strategy.

2.05 Strengthening the arrangements for the collection, validation and use of data to inform service review and planning is one of the priorities of the 2006/07 Children First Programme. Increasing the capacity of the Management Information Function was identified as an action within the Flintshire Children First Management Action Plan for 2006/07 and remains a priorty in planning for 2007/08.

2.06 The Management Information Function within Children’s Services was initially developed in 2001 and the staffing establishment has not increased since that time.

3.00 CONSIDERATIONS

3.01 Robust management information systems that generate reliable data are a crucial element of an effective Performance Management Framework.

3.02 Significant progress has been made in the collection, analysis, and provision of management information since the development of the Management Information Function within Children’s Services. This has made a valuable contribution to the performance management of the Service.

3.03 Despite the progress made to date, much work still remains to be done to improve the planning, review and performance management of services. In line with the priorities and recommendations outlined in 2.1 – 2.5, the essential business objectives for the Management Information Function include:

• the development of systems to record and report on locally developed performance indicators for the Fostering and Adoption, Family Support, Positive Outcomes, Family Group Meetings and Children’s Integrated Disability Services; • to expand the use of workload measurement systems to all areas of the Service;

Date: 04/02/2008 162 Flintshire County Council

• the improvement of systems used to identify unmet needs, to ensure that the commissioning and resource planning processes are better informed;

• to develop a model to calculate the unit cost of services to specific client groups; • to increase the range of performance data provided quarterly to Service and Team Managers to include all areas of service delivery; • the development of reporting systems that will extract a sufficient range of performance and statistical data from the new client information system (PARIS). 3.04 The implementation of new legislation and policy initiatives such as the Children Act 2004; the Adoption and Children Act 2002; the Wales Accord for Sharing Personal Information; the Review of the Performance Management Framework; the Common Assessment Framework; the Integrated Children’s System; all have implications for the collection of data and the provision of management information.

3.05 As stated previously, the staffing establishment of the Management Information Function has not increased since its formation in 2001. This presents a capacity issue and impacts upon our ability to meet the day to day demands for performance data. This increased pressure also means that the Management Information Officer within this function is spending more time on data extraction and not enough time in interacting with operational managers for the purpose of driving forward the performance management agenda.

3.06 Following a review of existing posts and workloads it has been determined that an additional post will be required within the Management Information Function to achieve the business objectives listed in 3.03. and the implementation of the legislation and policy referred to in 3.04 - in line with expectations of the Welsh Assembly Government.

3.07 In order to maintain its Foster Carer pool the recommended Foster Care allowances have been partly funded from the Children's First Grant in 2006- 07 to reduce potential overspend on allowances. The Council has received additional funding within the Revenue Support Grant for 2007-08 to ensure that the recommended rates for Foster Care allowances are implemented. In addition in 2006/07 the Children's First Grant has funded agency replacements for social workers. Since April 2007, the pattern of need for agency social workers has shown a reduction. Funding of agency replacements for social workers has been reduced by restricting expenditure to a maximum sum equal to the cost of the permanent posts covered by agency staff.

3.08 From April 2007 the funding previously used for these areas can be redirected to address the priority need within the Management Information Function. Thus the additional post will be fully funded from the Children's

Date: 04/02/2008 163 Flintshire County Council

First Grant which has been moved into the Revenue Support Grant from April 2007. The need for the additional post has always existed but in context of the budget pressures facing the Council in Autumn 2006, it was decided by the Department not to bid for new monies. However, given the potential savings in 3.07 funding is now available to address the performance management requirement.

4.00 RECOMMENDATIONS

4.01 That approval be given to temporarily employ a a Management Information Assistant for a fixed six month period, from 1/10/07 until 31/3/08, to contribute to addressing the performance management shortfalls identified in the SSIW Report, achieve the business objectives set out in this report and meeting increasing demands for performance data at a local and national level.

5.00 FINANCIAL IMPLICATIONS

5.01 The additional post will be funded from the Children's Services Base Budget following the completion of the Children's First Grant transfer into the Revenue Support Grant from April 2007. The cost of the post will be £13,220 - based on a 6 month appointment, from 1/10/07 to 31/3/08, and costed at an annual salary of £26,440 (including estimated pay award) which reflects a scale 5 grade.

6.00 ANTI POVERTY IMPACT

6.01 A robust Performance Management Framework will help to improve the outcomes achieved for vulnerable children and potentially improve their life chances.

7.00 ENVIRONMENTAL IMPACT

7.01 None.

8.00 EQUALITIES IMPACT

8.01 Recruitment will be undertaken in line with policy and procedures.

9.00 PERSONNEL IMPLICATIONS

9.01 The temporary post for a fixed period of six months would be advertised internally, on the Infonet and the Website thus inviting applications from any suitable person. There are no other implications.

10.00 CONSULTATION REQUIRED

10.01 No further consultation required.

Date: 04/02/2008 164 Flintshire County Council

11.00 CONSULTATION UNDERTAKEN

11.01 Discussed and agreed by Children Services D.M.T. at the 2006/07 budget allocation meeting.

11.02 Consultation has been undertaken with the post holder who will be responsible for the line management of this post.

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

“Fulfilled Lives, Stronger Communities” – A Strategy for Social Services In Wales Over The Next Decade, 2006 draft for consultation.

W.A.G. Guidance for the Children First Programme, Flintshire Children First Management Action Plan for 2006/07

The Annual Report of the Chief Inspector for Social Services in Wales, 2005.

Flintshire County Council Plan 2006 -2010

The Wales Accord for Sharing Personal Information (draft)

Children Act 2004 Guidance

The Adoption and Children Act 2002 Guidance

Contact Officer: Brian Oxley Telephone: 01352 702675 E-Mail: [email protected]

Date: 04/02/2008 165 FOR INFORMATION

FLINTSHIRE COUNTY COUNCIL

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: DIRECTOR OF CORPORATE STRATEGY

SUBJECT : DISCIPLINARY AND ANTI-BULLYING AND HARASSMENT CASEWORK MONITORING

1.00 PURPOSE OF REPORT

1.01 To provide the Executive with details of casework being undertaken in accordance with the County's Disciplinary and Anti-Bullying and Harassment Procedures for the first quarter 2007/2008.

2.00 BACKGROUND

2.01 This report provides details of the Disciplinary and Anti-Bullying and Harassment cases being undertaken in each Directorate.

2.02 Details of the Disciplinary and Anti-Bullying and Harassment casework undertaken during the first quarter 01 April 2007 to 30 June 2007 are attached at Appendix 1.

2.03 Details of the Disciplinary and Anti-Bullying and Harassment casework completed during the first quarter 01 April 2007 to 30 June 2007 are attached at Appendix 2.

3.00 CONSIDERATIONS

3.01 This report on the Disciplinary and Anti-Bullying and Harassment has been presented in a new format. This new format is an attempt to standardise the format of all the Executive reports from the Human Resources section of Corporate Strategy.

3.02 Due to the revised format of the report comparisons are not available for previous quarters.

3.03 The number of cases completed during this period is twenty-one. This means that of the fifty cases worked on 42% have been completed.

3.04 Twenty-five, 61%, of the Disciplinary cases worked on in the period were male employees. The Anti-bullying and Harassment cases were nearly equally divided between male and female employees.

Date: 04/02/2008 166 Flintshire County Council

3.05 The average time taken to complete a case has risen to 18 weeks. This is largely due to the increased number of casework. The procedures are currently being reviewed with the Trades Unions in order to modify and, where possible, speed up the process.

3.06 The Disciplinary and Anti-bullying and Harassment policies have been jointly reviewed by HR and the Unison Secretary and drafts will go out for wider consultation during July. It is anticipated that the simplified processes contained therein will lead to a reduction in the number of cases and the length of time taken to process cases.

4.00 RECOMMENDATIONS

4.01 That the Executive notes the report on the Disciplinary and Anti-Bullying and Harassment casework

5.00 FINANCIAL IMPLICATIONS

5.01 None directly arising from this report

6.00 ANTI POVERTY IMPACT

6.01 None directly arising from this report

7.00 ENVIRONMENTAL IMPACT

7.01 None directly arising from this report

8.00 EQUALITIES IMPACT

8.01 None directly arising from this report

9.00 PERSONNEL IMPLICATIONS

9.01 None directly arising from this report

10.00 CONSULTATION REQUIRED

10.01 None

11.00 CONSULTATION UNDERTAKEN

11.01 None

12.00 APPENDICES

12.01

Date: 04/02/2008 167 Flintshire County Council

Contact Officer: Lorraine Snead Telephone: 01352 702714 E-Mail: [email protected]

Date: 04/02/2008 168 Details of the number of Disciplinary and Anti-Bullying and Harassment Appendix 1 Cases during the period 01 April 2007 to 30 June 2007

Disciplinary Cases Total Number of Disciplinary Cases Disciplinary Cases by Directorate and Gender 01 April 2007 to 30 June 2007 01 April 2007 to 30 June 2007 Directorate Male Female Total ASC 11 3 14 16 14 12 C&H 1 6 7 10 12 CS 1 1 8 Male 10 6 E&R 3 1 4 8 4 Female ECSR 10 4 14 2 6 0 FLADS 1 1 4 C R R Total 25 16 41 2 S CS & S A C&H E C 0 E FLADS ASC C&H CS E&R ECSR FLADS There are no Disciplinary cases in the Chief Executive's Directorate

Anti-Bullying and Harassment Cases Total Number of Anti-Bullying and Harassment Anti-Bullying and Harassment Cases by Directorate and Gender Directorate Male Female Total Cases 01 April 2007 to 30 June 2007 01 April 2007 to 30 June 2007 ASC 2 2 C&H 1 1 5 2.5 E&R 2 2 4 ECSR 2 2 4 2 Total 4 5 9 3 1.5 Male 2 1 Female There are no Anti-Bullying and Harassment cases in: 0.5 Chief Executive's, Corporate Strategy or FLaDS 1 0 0 ASC C&H E&R ECSR ASC C&H E&R ECSR

169 05/07/2007 Page 1 of 1 Details of the number of Disciplinary and Anti-Bullying and Harassment Appendix 2 Cases Completed during the period 01 April 2007 to 30 June 2007

Completed Disciplinary Cases Total Number of Completed Disciplinary Cases Completed Disciplinary Cases by Directorate 01 April 2007 to 30 June 2007 and Gender Directorate Male Female Total 01 April 2007 to 30 June 2007 10 ASC 6 1 7 8 8 C&H 2 2 6 Male ECSR 5 3 8 6 4 Female FLADS 1 1 4 2 Total 11 7 18 2 0 0 ASC C&H ECSR FLADS ASC C&H ECSR FLADS

Completed Anti-Bullying and Harassment Cases Total Number of Completed Anti-Bullying and Completed Anti-Bullying and Harassment Harassment Cases 01 April 2007 to 30 June Cases by Directorate and Gender Directorate Male Female Total 01 April 2007 to 30 June 2007 ASC 1 1 2007 E&R 1 1 1.2 1.2 ECSR 1 1 1 1 Total 2 1 3 0.8 0.8 Male 0.6 0.6 Female Average time taken to complete cases is 18 weeks 0.4 0.4 0.2 0.2 0 0 ASC E&R ECSR ASC E&R ECSR

170 05/07/2007 Page 1 of 1 FOR INFORMATION

FLINTSHIRE COUNTY COUNCIL

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: DIRECTOR OF CORPORATE STRATEGY

SUBJECT : ATTENDANCE MANAGEMENT – SICKNESS ABSENCE

1.00 PURPOSE OF REPORT

1.01 To provide the Executive with details of the levels of sickness absence for the first quarter 2007/08.

2.00 BACKGROUND

2.01 Human Resources produce quarterly sickness absence reports. These reports give details of absence levels for each Directorate together with some additional breakdown so that school based employees are separated out from the remaining Education, Children’s Services and Recreation employees.

2.02 Details of sickness absence, within the Authority, covering the first quarter of 2007/2008 are attached at Appendix 1.

2.03 Details of sickness absence, within the Authority, covering the first quarter of 2006/2007 are attached at Appendix 2.

2.04 Details of the trends in sickness covering the all four quarters of 2006/2007 and the first quarter of 2007/2008 are attached at Appendix 3.

3.00 CONSIDERATIONS

3.01 The total number of days recorded lost due to sickness absence in Quarter one compared to the same Quarter last year, has decreased by forty-five days. Half of the Directorates listed have decreased their total number of FTE sick days

3.02 The total number of days recorded as lost to self-certified sickness absence in Quarter one compared to the same Quarter last year, has decreased substantially. Reducing by almost 810 days. Nearly all of the Directorates listed have decreased their total number of days lost to self-certified sickness.

3.03 The average sick days lost per FTE has decreased in half of the Directorates

Date: 04/02/2008 171 Flintshire County Council

listed. This has lead to a slight decrease in the average number of days lost per FTE across the Authority.

3.04 As a result of work undertaken to gain this information on an interim basis pending the implementation of the new HRMIS, each Directorate is now receiving regular sickness reports. The monthly reports to Directorates detail any sickness triggers hit and any sickness that has lasted over one month (long term sickness).

3.05 In addition to the monthly sickness reports, each Directorate is receiving quarterly sickness reports. These reports detail the sickness information submitted to Executive.

3.06 HR managers are now working with each Directorate to improve attendance management procedures, focusing particularly on return-to-work interviews, taking action when employees hit sickness triggers and dealing with long- term sickness issues

4.00 RECOMMENDATIONS

4.01 That the Executive notes the following reports and information on sickness absence:-

The Authority breakdown for Quarter one of 2007/08 The Authority breakdown for Quarter one of 2006/07 The trends in sickness covering the all four quarters of 2006/2007 and the first quarter of 2007/2008.

5.00 FINANCIAL IMPLICATIONS

5.01 None directly arising from this report.

6.00 ANTI POVERTY IMPACT

6.01 None directly arising from this report.

7.00 ENVIRONMENTAL IMPACT

7.01 None directly arising from this report.

8.00 EQUALITIES IMPACT

8.01 None directly arising from this report.

9.00 PERSONNEL IMPLICATIONS

9.01 None directly arising from this report.

10.00 CONSULTATION REQUIRED

Date: 04/02/2008 172 Flintshire County Council

10.01 None

11.00 CONSULTATION UNDERTAKEN

11.01 None

12.00 APPENDICES

12.01

Contact Officer: Lorraine Snead Telephone: 01352 702714 E-Mail: [email protected]

Date: 04/02/2008 173 Appendix 1 Flintshire County Council Corporate Sickness Report Quarter 1 2007/2008 (1 April 2007 to 30 June 2007)

Self -Certified Medically- Long Term Sickness Less Certified Sickness Number of Total FTE Available Average Sick Than 7 F.T.E. Sickness Up to Greater than 20 Q1 Actual F.T.E's. Lost Directorate FTE Sick Days Days Days per FTE Days 20 F.T.E. Days F.T.E. Days % Sickness to Sickness Adult Social Care 669 2,943 38,133 4.40 537.7 1417.8 987.6 7.72% 51.63 Chief Executive 11 4 614 0.37 40 00.65% 0.07 Community & Housing 497 1,816 28,331 3.65 294.3 555.2 966.2 6.41% 31.85 Corporate Strategy 256 422 14,599 1.65 89.4 187.4 145.5 2.89% 7.41 Environment & Regeneration 516 1,023 29,439 1.98 253.7 449.4 319.4 3.47% 17.94 ECS&R 784 2,295 44,702 2.93 366.6 731.1 1196.9 5.13% 40.26 ECS&R - School Based 2,260 4,038 110,196 1.79 1015 1633.1 1389.7 3.66% 70.84 FLaDs 206 468 11,767 2.26 100.5 204 163 3.97% 8.20 Grand Total 5,201 13,008 296,431 2.50 2661.20 5178.00 5168.30 4.39% 228.20

Quarter 1 Sickness Absence Rates by Directorate 2007/2008 9.00%

8.00% 7.72%

7.00% 6.41%

6.00% 5.13% 5.00%

3.97% 3.66% 4.00% 3.47%

2.89% 3.00%

2.00%

1.00% 0.65%

0.00% Adult Social Care Chief Executive Community & Corporate Environment & ECS&R ECS&R - School FLaDs Housing Strategy Regeneration Based

Data as at 05/07/2007 174 Flintshire County Council Appendix 2 Corporate Sickness Report Q1 2006/2007 (1 April 2006 to 30 June 2006)

Self -Certified Medically- Long Term Average Sick Sickness Less Certified Sickness Greater Number of Total FTE Available Days per Than 7 F.T.E. Sickness Up to 20 than 20 F.T.E. Q1 Actual % F.T.E's. Lost Directorate FTE Sick Days Days FTE Days F.T.E. Days Days Sickness to Sickness Adult Social Care 630.02 2644.3 35,911 4.20 520.5 1139.5 984.3 7.36% 46.39 Chief Executive 10.08 9.1 575 0.90 9.1 0 0 1.58% 0.16 Community & Housing 502.53 1751.6 28,644 3.49 457.5 612.1 682 6.12% 30.73 Corporate Strategy 270.77 661.4 15,434 2.44 150.1 125.4 385.9 4.29% 11.60 Environment & Regeneration 510.67 1559 29,108 3.05 437.8 548.4 572.8 5.36% 27.35 ECS&R 748.5 1989.5 42,665 2.66 494.8 878.5 616.2 4.66% 34.90 ECS&R - School Based 2212.68 4084.8 107,868 1.85 1204 1604.7 1276.1 3.79% 71.66 FLaDs 206.09 353 11,747 1.71 197.3 121.5 34.2 3.00% 6.19 Grand Total 5091.34 13,052.70 290,206 2.56 3471.10 5030.10 4551.50 4.50% 228.99

Q1 Sickness Absence Rate by Directorate 2006/2007

8.00% 7.36% 7.00% 6.12% 6.00% 5.36% 4.66% 5.00% 4.29% 3.79% 4.00% 3.00% 3.00%

2.00% 1.58%

1.00%

0.00% Adult Social Chief Executive Community & Corporate Environment & ECS&R ECS&R - School FLaDs Care Housing Strategy Regeneration Based

175 Flintshire County Council Appendix 3 Corporate Sickness Report 2006/2007 vs 2007/2008 Trend Analysis

Self -Certified Medically- Sickness Less Certified Sickness Long Term Sickness Number of Total F.T.E. Average Sick Than 7 F.T.E. Up to 20 F.T.E. Greater than 20 Actual % F.T.E's. Lost to 2006/2007 F.T.E. Sick Days Available Days Days per F.T.E. Days Days F.T.E. Days Sickness Sickness Q1 5,091 13,053 290,206 2.56 3,471 5,030.1 4,552 4.50% 228.99 Q2 5,137 12,462 292,819 2.43 2,609 4,648.1 5,205 4.26% 218.63 Q3 5,111 16,238 291,331 3.18 4,106 6,163.8 5,968 5.57% 284.87 Q4 5,217 16,383 297,357 3.14 4,763 6,403 5,217 5.51% 287.42 Full Year 5,605.32 58,745.90 1,278,012.96 10.48 14,702.20 16,812.90 27,230.80 4.60% 257.66

2007/2008 Q1 5,201 13,008 296,431 2.50 2661.20 5178.00 5168.30 4.39% 228.20

2007/2008 Projected Outturn 10.50 KPI 8.00

2006/2007 2007/2008 Q1 2.56 2.5 2006/2007 vs 2007/2008 Q2 2.43 Average No. of Sick Days per FTE Q3 3.18 3.50 3.18 3.14 Q4 3.14 3.00 2.56 2.50 2.43 2.50 2.00 2006/2007 2007/2008 1.50 Q1 4.50% 4.39% Q2 4.26% 1.00 Q3 5.57% 0.50 Q4 5.51% 0.00 Q1 Q2 Q3 Q4

2006/2007 2007/2008

2006/2007 vs 2007/2008 Sickness Absence Rate

6.00% 5.57% 5.51% 5.00% 4.39% 4.00% 4.50% 4.26% 3.00% 2.00% 1.00% 0.00% Q1 Q2 Q3 Q4

2006/2007 2007/2008 176 FOR INFORMATION

FLINTSHIRE COUNTY COUNCIL

REPORT TO: EXECUTIVE

DATE : 07 AUGUST 2007

REPORT BY: INTERIM DIRECTOR OF EDUCATION AND CHILDREN'S SERVICES & RECREATION

SUBJECT : GREENFIELD VALLEY TRUST LTD. - ACCOUNTS FOR 2006

1.00 PURPOSE OF REPORT

1.01 To submit to the County Council the accounts of the Greenfield Valley Trust Ltd. for the period 1 January - 31 December, 2006.

2.00 BACKGROUND

2.01 The Greenfield Valley Trust Ltd. is a company limited by guarantee with charitable status. It is established to promote, for the benefit of the public, the restoration, improvement and preservation of land and buildings of historic, industrial, environmental and agricultural interest in the Greenfield Valley Heritage Park.

2.02 The County Council is the owner of the land and buildings at the Heritage Park, and the Trust manages the premises under a Management Agreement.

3.00 CONSIDERATIONS

3.01 Under the terms of the Management Agreement, the Trust must submit to the Council an audited year end set of accounts.

3.02 The audited accounts for the financial year 1 January - 31 December, 2006 are available for inspection in the Members' Library.

4.00 RECOMMENDATIONS

4.01 That Members receive the report.

5.00 FINANCIAL IMPLICATIONS

5.01 None arising directly from this report.

6.00 ANTI POVERTY IMPACT

6.01 None.

Date: 04/02/2008 177 Flintshire County Council

7.00 ENVIRONMENTAL IMPACT

7.01 None.

8.00 EQUALITIES IMPACT

8.01 None.

9.00 PERSONNEL IMPLICATIONS

9.01 None.

10.00 CONSULTATION REQUIRED

10.01 None.

11.00 CONSULTATION UNDERTAKEN

11.01 None.

12.00 APPENDICES

12.01

LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT 1985 BACKGROUND DOCUMENTS

None.

Contact Officer: Lawrence Rawsthorne Telephone: 01352 704400 E-Mail: [email protected]

Date: 04/02/2008 178