(Public Pack)Agenda Document for County Council, 23/10/2018 10:00

Public Document Pack

To: Members of the County Council Date: 17 October 2018

Direct Dial: 01824706141

Dear Councillor

You are invited to attend a meeting of the COUNTY COUNCIL to be held at 10.00 am on TUESDAY, 23 OCTOBER 2018 in COUNCIL CHAMBER, COUNTY HALL, RUTHIN LL15 1YN.

Yours sincerely

G Williams Head of Legal, HR and Democratic Services

AGENDA

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

1 APOLOGIES

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

3 URGENT MATTERS AS AGREED BY THE CHAIR Notice of items which, in the opinion of the Chair, should be considered at the meeting as a matter of urgency pursuant to Section 100B(4) of the Local Government Act, 1972.

4 CHAIRMAN'S DIARY (Pages 7 - 8) To note the civic engagements undertaken by the Chairman of the Council (copy attached).

5 MINUTES (Pages 9 - 20) To receive the minutes of the meeting of County Council held on 11 September 2018 (copy attached).

6 A GROWTH DEAL FOR THE ECONOMY OF NORTH WALES: PROPOSITION DOCUMENT (Pages 21 - 112)

To consider a report by the Corporate Director: Economy & Public Realm (copy attached) to ask Council to adopt the Proposition Document and authorise the Leader to commit the Council, alongside its partners, to entering Heads of Terms agreement with the UK and Welsh governments.

7 2017/18 ANNUAL PERFORMANCE REVIEW (Pages 113 - 220) To consider a report by the Strategic Planning Team Manager (copy attached) for Members to approve the 2017/18 Annual Performance Review.

8 A JOINT SCRUTINY COMMITTEE FOR THE PUBLIC SERVICES BOARD (Pages 221 - 274) To consider a report by the Democratic Services Manager (copy attached) about the proposed future arrangements to scrutinise the work of the Conwy and Denbighshire Public Services Board.

9 NOTICE OF MOTION Notice of Motion put forward by Councillor Rachel Flynn on behalf of the Welsh Conservative Group for consideration by Full Council:

“Denbighshire County Council adds its support to Lucys Law the National Campaign to ban and outlaw the sale of puppies sold through third parties. That Denbighshire County Council will add its name to the growing list of supporting organisations and will proactively highlight the campaign to our residents across the County. Members ask that Denbighshire County Council writes to both the UK and Welsh Government supporting the call for urgent action on this matter.”

10 NOTICE OF MOTION Notice of Motion put forward by Councillor Graham Timms for consideration by Full Council:

“This council asks the Corporate Governance Committee to consider options and present a report to the Full Council on 19th February, 2019 which outlines how the constitution could be changed to remove the requirement for political balance in the Cabinet.”

11 NOTICE OF MOTION Notice of Motion put forward by Councillor Mabon ap Gwynfor for consideration by Full Council:

“This Council notes:  The Welsh Government’s Brexit and Our Land White Paper and subsequent consultation;  The proposals within the paper to scrap Basic Payments for farmers;  That basic payments make up some 80% of livestock farmers income;  That agriculture industry continues to be a substantial employer, both directly and indirectly, in Denbighshire;  That the Welsh Government’s proposals could lead to other landowners (e.g. third sector organisations, forestry companies, extremely wealthy individuals or organisations) being able to access the limited amount of public funds currently available to farmers;  Previous Government proposals regarding farm payments have been accompanied by detailed and thorough economic impact assessments.

This Council expresses concern that the Brexit and Our Land White Paper provides no modelling or assessments of how the proposed changes will impact on neither the local or the national economy.

This Council is concerned that the proposed changes could have a negative impact on the economy of Denbighshire.

This Council believes that no changes to farm payments should be introduced until thorough and detailed impact assessments are provided on the potential economic impact of their proposals.

This Council calls on the Cabinet Member with responsibility for the Economy to make representations in response to the Consultation opposing the proposals until the Welsh Government produce a comprehensive and detailed assessment of the potential impact to jobs and the economy in Denbighshire.”

12 COUNTY COUNCIL FORWARD WORK PROGRAMME (Pages 275 - 278) To consider the Council’s forward work programme (copy attached).

MEMBERSHIP

Councillors

Councillor Peter Scott (Chair) Councillor Meirick Lloyd Davies (Vice- Chair) Mabon ap Gwynfor Christine Marston Brian Blakeley Barry Mellor

Joan Butterfield Melvyn Mile Jeanette Chamberlain-Jones Bob Murray Ellie Chard Merfyn Parry Ann Davies Paul Penlington Gareth Davies Pete Prendergast Hugh Evans Arwel Roberts Peter Evans Anton Sampson Bobby Feeley Glenn Swingler Rachel Flynn Andrew Thomas Tony Flynn Rhys Thomas Huw Hilditch-Roberts Tony Thomas Martyn Holland Julian Thompson-Hill Hugh Irving Graham Timms Alan James Joe Welch Brian Jones Cheryl Williams Huw Jones David Williams Pat Jones Eryl Williams Tina Jones Huw Williams Gwyneth Kensler Emrys Wynne Geraint Lloyd-Williams Mark Young Richard Mainon

COPIES TO:

Press and Libraries Town and Community Councils

Agenda Item 2

LOCAL GOVERNMENT ACT 2000

Code of Conduct for Members

DISCLOSURE AND REGISTRATION OF INTERESTS

I, (name)

a *member/co-opted member of Denbighshire County Council (*please delete as appropriate)

CONFIRM that I have declared a *personal / personal and prejudicial interest not previously declared in accordance with the provisions of Part III of the Council’s Code of Conduct for Members, in respect of the following:- (*please delete as appropriate) Date of Disclosure:

Committee (please specify):

Agenda Item No.

Subject Matter:

Nature of Interest:

(See the note below)*

Signed

Date

*Note: Please provide sufficient detail e.g. ‘I am the owner of land adjacent to the application for planning permission made by Mr Jones', or 'My husband / wife is an employee of the company which has made an application for financial assistance’.

Page 5 This page is intentionally left blank Agenda Item 4

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

Dyddiad/Date Digwyddiad/Event Lleoliad/Location

03/09/18 Diwrnod y Llynges Fasnachol Rhuthun / Ruthin Merchant Navy Day

07/09/18 Diwrnod y Gwasanaethau Brys Rhuthun / Ruthin Emergency Services Day

07/09/18 Seremoni Arwyddo Panel yn Ysgol Carreg Emlyn Clocaenog Panel Signing Ceremony at Ysgol Carreg Emlyn

08/09/18 Gwasanaeth a Pharêd i ddathlu Canmlwyddiant yr Awyrlu Bangor Brenhinol RAF Centenary Service and Parade

13/09/18 Ymweliad Ysgol i Neuadd y Sir Rhuthun / Ruthin School Visit to County Hall

13/09/18 Seremoni Arwyddo Panel yn Ysgol Llanfair DC Llanfair DC Panel Signing Ceremony at Ysgol Llanfair DC

13/09/18 Seremoni Ddinasyddiaeth Rhuthun / Ruthin Citizenship Ceremony

16/09/18 Gwasanaeth Brwydr Prydain Y Rhyl / Rhyl Battle of Britain Service

16/09/18 Gwasanaeth Dinesig Cadeirydd Conwy Cerrigydrudion Chairman of Conwy Civic Service

20/09/18 Superkids Gogledd Cymru Yr Wyddgrug / Mold North Wales Superkids

21/09/18 Seremoni Arwyddo Panel yn Ysgol Gatholig Crist y Gair Y Rhyl / Rhyl Panel Signing Ceremony at Christ the World Catholic School Site

23/09/18 Gwasanaeth Dinesig Cadeirydd Sir Ddinbych Llanelwy / St. Asaph Chairman of Denbighshire’s Civic Service

04/10/18 Agoriad Swyddogol Llyfrgell Dinbych Dinbych / Denbigh Denbigh Library Official Opening

04/10/18 Ymweliad i Cyd-fenter Cerdd Sir Ddinbych Dinbych / Denbigh Visit to Denbighshire Music Co-Operative

Page 7 This page is intentionally left blank Agenda Item 5

COUNTY COUNCIL

Minutes of a meeting of the County Council held in Council Chamber, County Hall, Ruthin LL15 1YN on Tuesday, 11 September 2018 at 10.00 am.

PRESENT

Councillors Mabon ap Gwynfor, Brian Blakeley, Ellie Chard, Ann Davies, Gareth Davies, Hugh Evans, Peter Evans, Bobby Feeley, Rachel Flynn, Huw Hilditch-Roberts, Martyn Holland, Hugh Irving, Alan James, Brian Jones, Huw Jones, Tina Jones, Gwyneth Kensler, Geraint Lloyd-Williams, Richard Mainon, Christine Marston, Barry Mellor, Melvyn Mile, Bob Murray, Merfyn Parry, Paul Penlington, Arwel Roberts, Anton Sampson, Peter Scott (Chair), Glenn Swingler, Andrew Thomas, Rhys Thomas, Tony Thomas, Graham Timms, Joe Welch, Cheryl Williams, David Williams, Eryl Williams, Huw Williams, Emrys Wynne and Mark Young

ALSO PRESENT

Chief Executive (JG), Corporate Director: Economy and Public Realm (GB), Head of Legal, HR & Democratic Services (GW), Democratic Services Manager (SP) and Committee Administrator (SLW)

Representatives from the North Wales Fire & Rescue Authority: Chief Fire Officer – Simon Smith Assistant Chief Fire Officer – Helen MacArthur Assistant Chief Fire Officer – Sian Morris, and Deputy Chair of the Board of North Wales Fire & Rescue Authority – Councillor Peter Lewis.

1 APOLOGIES

Apologies for absence were received from Councillors Joan Butterfield, Jeanette Chamberlain-Jones, Meirick Davies, Tony Flynn, Pat Jones, Pete Prendergast and Julian Thompson-Hill

2 DECLARATIONS OF INTEREST

Councillor Ann Davies and Peter Evans both declared a personal interest in item 6 as they are members of the Fire Authority Board.

3 URGENT MATTERS AS AGREED BY THE CHAIR

No urgent items.

At this juncture members were informed that there would be three questions put forward as follows:

(i) Councillor Glenn Swingler raised the following question:

Page 9 “Can the Lead Member responsible, please update the council on work carried out so far on the proposal to provide free sanitary products to young ladies in our schools?”

Response by the Lead Member for Education, Children and Young People, Councillor Huw Hilditch-Roberts:

“Work has been carried out and all schools contacted to understand the needs of the issue. It was quite categorically clear from the schools and head teachers that they did not feel there was a need and shortage at this time and it was well managed. However, what we have done over and above that is, we are investing £23,732 into sanitary equipment in schools which is being distributed using the school element of the capital funding formula and also there is a further £7,388 which is being distributed using the latest standard local government spending assessment formula. This has been passed through the homelessness team who has arranged for Ty Golau to procure, store and issue feminine hygiene products. £1,000 will be retained for ad hoc products. This is in terms of the letter which has been received from the Minister in Cardiff supporting this. Also what has really been at the forefront of the schools is the campaign to end period poverty. This has been used by the schools in raising awareness and the pads are only available to UK state schools and at least 1% of girls eligible for free school meals. We have done as much as we possibly can within the budget constraints we have and we gave that assurance last time at Council.”

Councillor Glenn Swingler then asked if the issue would be put before Cabinet at the next meeting.

The Head of Legal, HR & Democratic Services confirmed the item was not on the agenda for the next Cabinet meeting as actions taken did not require a formal decision but, if members were discontent with that, they could speak to the Lead Member about any future proposals to put it on any future agenda.

(ii) Councillor Rhys Thomas raised the following question:

“According to the Local Government Association, there is grave concern that financial restraints are making it increasingly difficult to protect vulnerable children from harm. In the last 2 years, all Local Authorities in Wales have seen an increase of about 10% in the number of children coming into Local Authority care.

This Council has pledged that protecting vulnerable children from harm is a top priority. Can the Lead Member assure this Council that no children or young people in Denbighshire will come to harm because of financial restraints on the departments involved and could he/she explain to this Council how our ability to protect these vulnerable children and young people will be maintained and even expanded according to the need?”

Response by the Lead Member for Education, Children and Young People, Councillor Huw Hilditch-Roberts:

Page 10 “For those who had attended the Children Service briefing earlier in the year, there was a budget which Karen I Evans and Julie Moss took us through the process of looked after children here in Denbighshire. There is a really strong message which came out of that workshop and that is Denbighshire will always put looked after children at the forefront. No budget constraint will hold back the care those children deserve. We have already seen in the budget where we have anoverspend in the area because if somebody is in need here in Denbighshire, and we have to look after them out of county, we have to find the money to do that and will always do that. Figures of looked after children in Denbighshire:

2013/14 – 160 2015 – 160 2016 – 175 2017 – 165

I cannot give you the figures today as it is a moving feast. There are certain legal duties which are placed on the Local Authority to safeguard the welfare which meets the needs of the children who come into our care. It is not a matter of choice but a duty which must be adhered to. The service is committed to prioritise the resource to meet the needs of those children who are most vulnerable. Ultimately the capacity to meet the needs of these children is a matter for the whole council as it will be an issue and priority of management of resource as part of the budget setting process. We are currently in overspend and will always put these children as a priority.”

Councillor Rhys Thomas stated he was pleased the Lead Member had referred to the Education and Children Services Challenge on 8 February 2018. As a member of that Panel he recollected three challenges were given to the Service. The third challenge that it should look at its performance management structures in order to strengthen its ability to predict future trends. He stated that predicting future trends actually meant it was code for when the budget was going to stop increasing. He asked that an explanation be given to Council. He was re-assured with what the Lead Member had stated but asked for an explanation as to how vulnerable children would always be a top priority when the service was being challenged to bring its costs under control?

The Lead Member, Councillor Huw Hilditch-Roberts responded as follows:

“We have really responded positively to that Challenge, as Estyn have reported back in that the major restructure of the service bringing education and children services together had been a fundamental factor in that success of what we do. We now have a spectrum because both departments are now together we know at any point where that child is in its cycle. Where before we had the different departments working and not talking. That had been recognised by Estyn that we are quite unique in the way we do that and it helps identify children far quicker to get the right services to them and to make sure they get the best possible care they deserve. The budget restraints are still there but what we are saying is so far we will keep maintaining the budget in children services, it is not under the spotlight for a cut in the next round. We are really committed that we give the best to our children and we have a legal responsibility where we have to take these children in,

Page 11 and we will do that, and I don’t think any Councillor in this room would support that we didn’t.”

(iii) Councillor Graham Timms raised the following question:

“At the meeting of the full Council on 30th January this year, all members present unanimously agreed to a motion asking the relevant officers to present a report on the financial and HR implications related to implementation of the Real Living Wage by the end of 2018.

In the Forward Work Programme agreed by the full Council meeting on 3rd July this year it was indicated that the report was to have been presented to the full Council at the September meeting. However, when the papers were circulated for the meeting, the Real Living Wage report was not on the agenda and the report had been put back to December.

I look forward to receiving the report in our December meeting and appreciate that the rescheduled time still meets the deadline of the end of 2018 which was set out in the amended motion. However, would it be possible for the Cabinet member responsible to explain why it was necessary to postpone the report and would he also be able to update the council on the progress made so far in this important issue?”

Response by the Lead Member for Corporate Standards, Councillor Mark Young (on behalf of the Lead Member for Finance, Performance and Strategic Assets, Councillor Julian Thompson-Hill):

Councillor Mark Young read out a written response by Councillor Julian Thompson- Hill who was, unfortunately, unable to attend the meeting.

“Unfortunately, I am not going to be present at Council tomorrow and, therefore, in line with the constitution, I am responding to you in writing.

As you say, the agreed amended motion on this subject stated that it would be reported back to Council by the end of this calendar year. You are also correct that the forward work programme last time had this down for September. This had been picked up after publication as being incorrect when it should have been down for the end of the year but, clearly, it was not a worthwhile exercise to have the document reissued at that stage. Therefore, the paper has not been postponed.

As I am sure you are also aware this is a very complex issue. A key element in estimating the financial impact of the Real Living Wage is understanding fully the impact of the latest pay award and the range of potential consequential impacts on the council’s grading structure. This task is currently ongoing with detailed pay modelling work taking place. It is a complex process. When the outcome of the pay award implementation is complete and a more definitive position on the future grading structure established, the differential cost between the council’s pay grades and the Real Living Wage can be assessed. Further estimates based on the

Page 12 potential impact on key external contracts are also being considered. The report will be presented in December, in line with the motion passed at Full Council.

I trust this clarifies the extent of the work and consideration of this proposal which is necessary in order to provide members with the data necessary for them to make a fully informed decision and what work the team in Finance and HR are currently proceeding with.”

Councillor Graham Timms responded that he was not satisfied and would ask a further question:

“The item was changed from September meeting and put on the December meeting. I had extensive discussions with county officers and groups regarding timings and one of the important factors was to separate it from the pay award which was settled on 9 April and so it did not overlap with the budget. It is dangerous to intermingle the two. I do not agree it is not worthwhile to let Council know it had been delayed. Would it be possible to move it forward to our next meeting in order to present before the budget gets underway?”

The Head of Legal, HR & Democratic Services confirmed he would contact the team and request them to respond directly to Councillor Timms during the current week regarding the timescale.

4 CHAIRMAN'S DIARY

A list of civic engagements undertaken by the Chair and Vice-Chair for the period 26 June 2018 to 2 September 2018 had been circulated prior to the meeting.

The Chair highlighted two events, one being the National Armed Forces Day VIP Reception which had been held in Llandudno and also the Tom Price exhibition which had been held in Denbigh. All events attended had been a great success.

RESOLVED that the list of civic engagements undertaken by the Chair and Vice- Chair be received.

5 MINUTES

The minutes of Full Council held on 3 July 2018 were submitted.

Matters Arising:

Page 8 (item 3) – Councillor Arwel Roberts requested further details of the Task & Finish Group which had been set up by GwE for the needs of children with communication issues through the medium of Welsh.

It was confirmed by the Lead Member for Education, Children and Young People, Councillor Huw Hilditch-Roberts that information was expected later in the month. Information had not been received to date due to the summer holiday break.

Page 13 Page 8 (item 5) – Councillor Mabon ap Gwynfor requested an update on the situation regarding Enforcement and Kingdom.

The Lead Member for Housing, Regulation and the Environment, Councillor Tony Thomas, confirmed a report would be presented at Cabinet on 25 September 2018 but no decisions had been taken to date.

Page 10 (item 7) – Councillor Emrys Wynne asked to which Scrutiny Committee would the issue of Single Use Plastics be submitted.

It was confirmed by the Corporate Director: Economy and Public Realm and the Head of Legal, HR and Democratic Services that the item would be discussed at the Scrutiny Chairs & Vice-Chairs Group in October and a report would be presented at Full Council in either May or June 2019. A Scrutiny Task & Finish Group comprising of 8 members (2 from each political group) had been set up to discuss the use of plastics. The issue was being dealt with but it was too early in the process to present an update.

RESOLVED that, subject to the above, the minutes of Full Council held on 3 July 2018 be confirmed as a correct record and signed by the Chair.

6 NORTH WALES FIRE AND RESCUE AUTHORITY: 2019-20 FINANCIAL UPDATE AND CONSULTATION

Councillors Ann Davies and Peter Evans declared a personal interest as they were members of the Board of the North Wales Fire and Rescue Authority.

Members of the North Wales Fire and Rescue Authority were in attendance to present the 2019/20 Financial Update and Consultation.

In attendance were: Chief Fire Officer – Simon Smith Assistance Chief Fire Officer – Helen MacArthur Assistance Chief Fire Officer – Sian Morris, and Deputy Chair of the Board of North Wales Fire and Rescue Authority – Councillor Peter Lewis.

Councillor Peter Lewis introduced the officers and explained the presentation was to inform Council of the work carried out by the North Wales Fire and Rescue Authority together with financial difficulties which will be faced in the future.

The Chief Fire Officer, Simon Smith, explained the focus of the presentation would be on the resources available. The presentation coincided with the launch of the Fire Authority’s consultation document and they were seeking informal responses from Councillors but also a formal response from Denbighshire County Council.

The Assistant Chief Fire Officer, Sian Morris explained all six Local Authorities in North Wales were represented on the North Wales Fire and Rescue Authority Board. The Board was not based on political balance.

Page 14 Both Assistant Chief Fire Officer, Sian Morris and Assistance Chief Fire Officer, Helen MacArthur led members through the presentation.

Duties of the Fire and Rescue Authority were far reaching. They had a duty to ensure all fire fighters were fully trained and equipped to respond. The majority of fire fighters employed were retained fire fighters.

The budget outgoings were set out within the presentation as follows:  Transport – 3%  Premises – 5%  Capital Financing – 8%  Supplies – 10%  Employees – 71%, and  Outsourcing and support – 2%

Throughout the previous five years steps had been taken to reduce expenditure:  Savings  £2.1m removed from staff budgets and £0.7m from non-pay budgets  Efficiencies  Changes of policy. No longer responding to: . automatic fire alarms but wait for the 999 call, and . large animal rescue  Continued emphasis on reducing demand (prevention)  Occasional windfall gains  Using the reserves that it had built up

The Chief Fire Officer confirmed he was reticent regarding income generation as it could cause issues and did not encourage sponsorship preferring to keep their independence, credibility and reputation in good stead.

An increase in the levy paid to the North Wales Fire Authority would have an impact on Denbighshire due to the cuts faced by Local Authorities and how the pressures were to be dealt with.

The Section 151 Officer confirmed that that the proposal and financial plan put forward would see a level of increase proposed to be a cash increase of £258,000 which would be just under a 6% increase. This would cause an additional implication for 2019 as budget figures had been calculated on the assumption of a 2% increase. This would have an effect on the level of Council Tax and funding prioritised from other services.

The Chief Fire Officer confirmed that within the consultation document were all the options which had been considered and the cost implications of each. It had been agreed no frontline services would be cut.

RESOLVED that Full Council noted the North Wales Fire and Rescue Authority presentation.

Page 15 At this juncture (11.35 a.m.) there was a 25 minute break.

The meeting reconvened at 12.00 noon.

7 MEMBER TRAINING AND DEVELOPMENT

The Lead Member for Corporate Standards, Councillor Mark Young, introduced the report (previously circulated) to provide members with an update in respect of mandatory and discretionary training and possible sanctions.

A report had been considered at Full Council on 10 April 2018 on Member Training and Development and it had been agreed that a further report be submitted in respect of mandatory and discretionary training and possible sanctions.

Members had commended the excellent standard of in-house training provided during this new Council term.

The previous Council had not set any sanctions (other than that for the Planning Committee) if a member failed to undertake mandatory training.

Councillor Paul Penlington asked if training courses were cross-transferable due to the fact that he undertook training as part of his job. The Head of Legal, HR and Democratic Services confirmed they could be taken into consideration.

Personal Development Reviews (PDRs) were offered to all members but they had a choice whether to take part or not. PDRs were a way to identify and support a Councillor’s training and development needs.

Any training identified as being “mandatory” would be offered at appropriate times to enable Members to fulfil their obligations. E-learning for Members was being developed and would offer modules including safeguarding and domestic violence. In some instances, e-learning modules would be cost-effective and a convenient way for Members to access training.

Following discussion, it was agreed the following would be mandatory training courses:

 Code of Conduct – it was a requirement of the Code itself for training and to date had 100% attendance by Members.  Planning – Two training events to take place per annum. If the training sessions had not been attended then the individual concerned could not take part in any discussions or vote.  Licensing – if the training sessions had not been attended then the individual concerned could not take part in any discussions or vote.

Mandatory training was also agreed for the following:

 Finance – Local Government Finance – training to take place once during a council term.  Safeguarding – training to take place once during a council term.

Page 16  Corporate Parenting – training to take place once during a council term.  Data Protection (GDPR) – training to take place annually.

It was agreed that the following sanctions be put in place for non-attendance of mandatory training:

 Publication on the website once a year as to who had and who hadn’t attended mandatory training courses.  It had originally been discussed that a list of non-attendees be sent to Standards Committee for the Councillors to account for their non-compliance at the public meeting. During discussions it was suggested and agreed that a list of attendees and non-attendees be distributed to Group Leaders and they would then consult with their Members to ascertain the reasons of non- attendance.

RESOLVED that the following training courses are mandatory:

(i) Code of Conduct (ii) Planning (iii) Licensing (iv) Finance – Local Government Finance (v) Safeguarding (vi) Corporate Parenting, and (vii) Data Protection

The sanctions to be set are that the names of attendees and non-attendees be added to the website on an annual basis and also a list of attendees and non- attendees to be circulated to Group Leaders to monitor.

8 ANNUAL REPORT OF THE CORPORATE GOVERNANCE COMMITTEE

Councillor Barry Mellor introduced the report, as Chair of the Corporate Governance Committee, (previously circulated) to inform all members of the work of the Committee for the municipal year 2017/18.

The Council was statutorily required under the provisions of the Local Government Wales measure 2011, to have an Audit Committee. The Corporate Governance Committee (the Committee) was the Council’s designated committee for that purpose.

This was the first Annual Report of the Committee since the local government elections in 2017.

The Committee recognised that it had been learning together about its roles and responsibilities during this period. During the period covered by the circulated report, the Committee had received:  a number of internal annual reports on matters relating to governance.  a number of reports relating to financial matters  external regulatory reports  reports on the Welsh Audit Office (WAO) programme of work

Page 17  regular reports from the Chief Internal Auditor on the progress made against the Internal Audit Plan  reports reviewing other corporate issues including the Strategic Risk Management Framework and the Council’s preparations for the introduction of the General Data Protection Regulation.

Councillor Barry Mellor took the opportunity to thank the representatives of the WAO and all officers who attend the Corporate Governance meetings. In particular he recognised the amount of work undertaken by the Internal Audit team. Thanks were extended to each member of the Committee as the agendas were often lengthy but the Committee members were always well prepared for the meeting. Lead Members were also thanked for their attendance at Committees and for their support.

Members expressed their gratitude to the Chair and Committee members of Corporate Governance for all their hard work. Councillor Huw Jones thanked the previous Chair of Corporate Governance, Jason McLellan for his hard work for the Committee.

RESOLVED that Members of Full Council noted the content of the report.

9 COUNTY COUNCIL FORWARD WORK PROGRAMME

The head of Legal, HR and Democratic Services introduced the Council’s Forward Work Programme (previously circulated).

Following discussion, it was agreed to move the National Development Framework item from 5 November 2018 to 18 March 2019 as feedback was awaited from Welsh Government.

Cefndy Enterprise to be added to 5 November 2019 for a presentation by the Commercial Service Manager and the Operational Services Manager to inform all Councillors of the work undertaken by Cefndy Enterprises.

RESOLVED that, subject to the above, the Council Forward Work Programme be approved and noted.

THE MEETING CONCLUDED AT 1.00 P.M.

Page 18 Agenda Item 6

Report To: Council

Date of Meeting: 23rd October 2018

Lead Member / Officer: Hugh Evans / Graham Boase

Report Author: Graham Boase

Title: A Growth Deal for the Economy of North Wales: Proposition Document

1. What is the report about?

This report is about the Proposition Document attached to this report as Appendix 2 which sets out the priority programmes of activity and projects that are to be considered for inclusion in a growth deal at Heads of Terms stage with both the UK and Welsh governments.

2. What is the reason for making this report?

To ask Council to adopt the Proposition Document and authorise the Leader to commit the Council, alongside its partners, to entering Heads of Terms agreement with the UK and Welsh governments.

3. What are the Recommendations?

3.1 That Council adopts the Proposition Document as (1) the basis of a longer-term regional strategy for economic growth and (2) the regional bid for the priority programmes and projects from which the content of a Growth Deal will be drawn at the Heads of Terms Agreement stage with Governments. Adoption does not commit the Council to any financial investment of its own at this stage and is subject to the financial risks and benefits of the final Growth Deal being set out in detail, for full consideration, when the final Deal is presented for approval at a later date.

3.2 That the Leader be authorised to commit the Council to entering Heads of Terms with Governments alongside the political and professional leaders from the nine other statutory partners represented on the North Wales Economic Ambition Board, and the North Wales Mersey Dee Business Council, with the Proposition Document setting out the parameters for the Heads of Terms agreement.

4. Report details

Cabinet adopted the Growth Vision for the Economy of North Wales in September 2016. The vision set out a collective and strategic ambition for North Wales for infrastructure development, skills and employment, and business growth. The cabinets of the five partner councils in the region similarly adopted the strategy at that time.

Page 21 Cabinet was then advised in a further report in February 2017 that North Wales had been formally invited to open negotiations for a Growth Deal with both the UK and Welsh Governments: - for additional resources and powers to pursue the priorities set out in the Growth Vision. A number of City Deals and regional Growth Deals have been adopted across the UK.

In June of this year Cabinet and Council adopted a Governance Agreement for the planning and development phase of a Growth Deal. The Governance Agreement empowers and regulates the regional partnership between the six local authorities, the two universities, the two further education colleges and the North Wales Mersey Dee Business Council. The partnership operates through a joint committee called the North Wales Economic Ambition Board. All partners have similarly adopted the Governance Agreement.

The target date for entering a Heads of Terms Agreement for a Growth Deal with both governments was set as autumn/winter 2018. A Proposition Document, which sets out the priority programmes of activity for the region and for which national funding is being sought through the Growth Deal, has been approved by the North Wales Economic Ambition Board. The Growth Deal will fund selected programmes and projects from within the Proposition Document; ones that meet shared governmental objectives for economic growth. The document constitutes the regional bid which will lead to a deal.

The Proposition Document has been developed over a period of time with significant input from the business sectors in the region and the partners themselves, and in close liaison with civil servants from both the UK Government and the Welsh Government. The Proposition Document builds on the earlier Growth Vision and proposes a range of interventions for economic growth under a series of priority programmes.

Council resolved at its June meeting that it be presented with the final draft Growth Deal Bid prior to the stage of reaching Heads of Terms with both Governments. The Proposition Document sets out the programmes and projects to be considered for inclusion in a Growth Deal, at Heads of Terms stage, by both Governments. The region is now on the verge of reaching Heads of Terms.

During October the regional partners are being invited to endorse the Proposition Document to give a mandate to their respective leaders to enter into a Heads of Terms Agreement with both Governments. Post Heads of Terms, the region would then enter the final stage of Bid development and negotiation with Governments.

The Cabinets and Councils of all 6 North Wales local authorities will be considering the contents of the template report attached to this report as Appendix 1. This appendix provides further detail as to the background to the proposition document.

On 15th October 2018 the Cabinet resolved to recommend the Proposition Document to Council for adoption and authorised the Leader to commit the Council to entering Heads of Terms with Governments alongside the political and professional leaders from the nine other statutory partners represented on the North Wales Economic Ambition Board, and the North Wales Mersey Dee Business Council, with the Proposition Document setting out the parameters for the Heads of Terms agreement.

Page 22 5. How does the decision contribute to the Corporate Priorities?

The Growth Deal Bid will be based on themes which are in line with the Council’s corporate priorities

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

A Growth Deal Bid is a major investment in a region by Governments with risks and benefits shared with the local authorities and their partners in the region. Investment capacity is a major consideration in designing the Bid. The full cost implications of the possible Growth Deal will be reported at the Heads of Terms stage.

7. What are the main conclusions of the Well-being Impact Assessment?

There are risks, however - both in terms of how inclusive the growth will be and the impact that growth could have on the region generally and Denbighshire specifically. Managing these risks will require deliberate actions by the North Wales Councils and their partners. Some mitigation measures are already in progress, others need to be developed.

More details are contained in the Well Being Impact Assessment attached at Appendix 3

8. What consultations have been carried out with Scrutiny and others?

The development of the content of the Growth Deal Bid is an inclusive process with considerable participation across the public and business sectors.

Councillors have been provided with briefings on the strategic intentions of the Growth Vision & Strategy and the development of the Growth Deal Bid.

There have been two presentations on the Growth Bid to Council Briefing in 2018.

9. Chief Finance Officer Statement

As stated in the recommendation, endorsement of the proposition document does not commit the council to any financial investment. However, if the bid is successful, there will be costs that the councils and possibly other partners in the region will have to fund. The quantum of such costs will depend on the final detail of projects agreed by the two governments. How and when the costs might then be distributed is not yet finalised or agreed.

Page 23 10. What risks are there and is there anything we can do to reduce them?

Once the potential extent and content of the Growth Deal is known, following agreement of Heads of Terms, a full risk assessment and cost-benefit analysis can be undertaken. This would be available to inform decision-making before the region entered into commitments at the stage of final Growth Deal agreement later in 2019. Risk analysis is built into the business case modelling for the programmes and projects which make-up the developing Bid. All projects listed in the Proposition Document have an Outline Business Case to demonstrate their worth and value.

11. Power to make the Decision

s2 Local Government act 2000

Page 24

CABINET

Date of Meeting 23 October, 2018

Report Subject A Growth Deal for the Economy of North Wales: Proposition Document

Cabinet Member Leader of the Council and Cabinet Member for Regeneration

Report Author Chief Executive

Type of Report Strategic

EXECUTIVE SUMMARY

Cabinet was then advised in a further report in February 2017 that North Wales had been formally invited to open negotiations for a Growth Deal with both the UK and Welsh Governments: - for additional resources and powers to pursue the priorities set out in the Growth Vision. A number of City Deals and regional Growth Deals have been adopted across the UK.

1 Page 25 Wales Economic Ambition Board. The Growth Deal will fund selected programmes and projects from within the Proposition Document; ones that meet shared governmental objectives for economic growth. The document constitutes the regional bid which will lead to a deal.

RECOMMENDATION

1. That Cabinet endorse the Proposition Document for recommendation to Council for adoption as (1) the basis of a longer-term regional strategy for economic growth and (2) the regional bid for the priority programmes and projects from which the content of a Growth Deal will be drawn at the Heads of Terms Agreement stage with Governments.

2. That the Leader be authorised to commit the Council to entering Heads of Terms with Governments alongside the political and professional leaders from the nine other statutory partners represented on the North Wales Economic Ambition Board, and the North Wales Mersey Dee Business Council, with the Proposition Document setting out the parameters for the Heads of Terms agreement.

2 Page 26 REPORT DETAILS

1.00 PROGRESS IN REACHING A GROWTH DEAL FOR NORTH WALES

1.01 Cabinet adopted the Growth Vision for the Economy of North Wales in September 2016. The vision set out a collective and strategic ambition for North Wales for infrastructure development, skills and employment, and business growth. The cabinets of the five partner councils in the region similarly adopted the strategy at that time. Cabinet was then advised in a further report in February 2017 that North Wales had been formally invited to negotiate a Growth Deal with both the UK and Welsh Governments for additional resources and powers to pursue the priorities set out in the Growth Vision. A number of City Deals and regional Growth Deals have been adopted across the UK. The target date for entering a Heads of Terms agreement for a Growth Deal with both governments was set as autumn/winter 2018.

1.02 A Growth Deal is a formal agreement between a regional partnership and Governments for additional investment in the region and the conferment of devolved powers. Bidding regions are required to have a legal, resilient and accountable governance model for the planning and implementation of their strategy. For North Wales, the Cardiff Capital City Region and the Swansea Bay Region the bidding process involves both the UK and Welsh Governments.

1.03 In June, Cabinet and Council together adopted a Governance Agreement for the planning and development phase of a Growth Deal. The Agreement sets out in detail how the regional governance arrangements will work and are to be regulated. The Agreement is between the partnership of the six local authorities, the two universities, the two further education colleges and the North Wales Mersey Dee Business Council. The Business Council, which has a place on the Board wthout voting rights, is not a signatory to the Agreement as it is a membership organisation and not a constituted corporate body. The partnership operates through a joint committee, as the preferred governance model, called the North Wales Economic Ambition Board. All statutory partners similarly adopted the Governance Agreement in the summer.

1.04 In the interim, the Board has worked up its priority list of programmes, and specific supporting projects, to accelerate economic growth in the region. All projects are underpinned by an Outline Business Case. A Proposition Document (attached), which sets out the details of these priority programmes and for which national funding is being sought through a Growth Deal, has been approved by the North Wales Economic Ambition Board. The Proposition Document constitutes the regional bid. The Growth Deal will fund selected programmes and projects from within the Proposition Document – ones that meet governmental objectives for economic growth.

3 Page 27

1.05 The Proposition Document has been developed over a period of time with significant input from the business sectors in the region and the partners themselves and in liaison with civil servants from both the UK Government and the Welsh Government, in an intense and iterative process. The Proposition Document builds on the earlier Growth Vision and proposes a range of project interventions for economic growth under a series of priority programmes.

1.06 There are two stages to securing a Growth Deal. Firstly, the Heads of Terms stage, where Governments will set out which programmes and projects they are prepared to fund and to what level via an outline agreement with the bidding region. Second is the stage of agreeing the final Deal with the detailed content and financing arrangements. In between these two stages, all selected programmes and projects have to pass through the five-case business model evaluation process (as required by the UK Government’s Treasury). Those projects selected at the Heads of Terms stage which meet the tests of evaluation will be funded through the finalised Deal.

1.07 The Proposition Document is based on the following strategic priority programmes: -

1. Land and Property Development 2. Smart Access to Energy 3. Adventure Tourism 4. Smart Technology and Innovation Hubs 5. Regional Growth Business Fund and Hubs 6. Pathways to Skills and Employment 7. Skills Centres of Excellence 8. Digital Connectivity 9. Strategic Transport

1.08 The scale of the strategy is summarised below: -

 The total cost of investment proposed is £670.65m, with £109.19m of direct private sector contributions and £219.46m of contributions from partners. The region is seeking £334m of capital funding and £8m revenue funding from the Growth Deal;  5,408 direct jobs will be created, and the value of private sector investment achieved as a direct consequence of the projects being delivered (private sector leverage) will be £3.13billion; and  The over-riding aim is to increase the value of the North Wales economy from £13.6 billion in 2016 to £26 billion by 2035.

4 Page 28

2.00 BALANCING RISK AND OPPORTUNITY

2.01 A Growth Deal will give the region access to capital funds provided by both Governments. The funds will be allocated to the approved projects included in the final Deal. The projects might be implemented and overseen directly by the Board itself, or dispersed to partner organisations, such as the universities, on its behalf.

2.02 All projects will have robust project planning and management arrangements in place to manage exposure to the risks of cost and liability e.g. the risk of capital cost over-runs. The capital funds are expected to be in equal instalments over a 15-year period. To make the biggest impact on the economy the region is likely to plan to invest a high proportion of the capital in the early years and ahead of the Government payment schedule. If this is the case, then there will be additional costs from the payment of interest on the capital borrowed. This would be at a cost to the regional partners and is therefore a financial risk. The Board is working to the principle that it will minimise the risks to the region of entering a Growth Deal. To reduce or eliminate this financial risk the Board would: -

 Aim to keep the Growth Deal at a manageable and affordable level  Share the risk amongst the partners  Retain a proportion of the net growth in National Non-Domestic Rates (NNDR) across the region, to contribute to any borrowing costs, by agreement with the Welsh Government  Recoup income from certain projects to contribute to any borrowing costs and reinvest in the region e.g. energy production income and digital connectivity income from users  Explore with Governments options for sharing financial risk

2.03 The recommended final Deal will be presented to all the regional partners for their individual review and approval as a reserved matter (as set out in the Governance Agreement to which the Council is a party) at a later date. At this point partner organisations will be fully able to evaluate risk and opportunity before deciding whether to formally commit to the Deal in the form presented. When the recommended final Deal is presented for approval, the financial arrangements, and benefits and risks, will be set out in detail. The partners will be able to advise the North Wales Economic Ambition Board on their views on the cost-benefit analysis of the Deal on offer. The Board will not have the authority to sign the final Deal without the individual agreement of the partner organisations.

2.04 The partnership arrangements for the implementation stage of the Deal, which will follow the conclusion of reaching agreement on the final Deal from 2019 onwards, will be regulated by a second Governance Agreement. This second Agreement will specify the financial implications for the collective partnership and for the individual partners.

5 Page 29

2.05 There will be a need for a regional resource to manage the implementation of the Growth Deal, and the wider strategy, to be called the Programme Office. Following the principle of minimising financial risk and cost to the region, the Programme Office will be financed through a combination of: -

 Considering capitalised salaries drawing on the capital resources provided by Governments (subject to a capitalisation direction)  Management fees for project management similarly drawn from national resources  Drawing down other national funding streams such as the remaining European Social Fund resources available to Wales  Secondments and in-kind contributions  Financial contributions from partners

3.00 NEXT STAGES OF GROWTH DEAL NEGOTIATION AND APPROVAL

3.01 As set out in 1.01 the target date for agreement of Heads of Terms for a Growth Deal with both Governments is autumn/winter 2018. As explained in 1.06 the Heads of Terms agreement is the first stage of securing a deal. Under this agreement the scope, priority content and scale of the potential final deal will be set out. Detailed work has then to be concluded on the prioritised programmes and projects through the five-case business model evaluation. The final deal will be reported back to the regional partners for review and agreement, as a reserved matter requiring the individual authority of each partner, in 2019. Once agreed by all partners the Board would then be authorised to commit to accessing the resources offered by Governments to begin to implement the projects supported.

3.02 The Growth Deal is not the only intervention to support the aims and objectives of the wider vision and strategy for the region. Welsh Government is already committed to significant capital investment in transport infrastructure and strategic sites in the region, and UK Government is supporting the region through the sector plans which underpin the national Industrial Strategy. Further investment programmes might be negotiated separately and a memorandum of understanding with Welsh Government for future joint working is being proposed; one which will complement the recently published Economic Action Plan for Wales. The unity of the region behind the vision and adopted strategy is an important factor in having negotiating purpose, credibility and leverage.

6 Page 30

4.00 RESOURCE IMPLICATIONS

4.01 A Growth Deal Bid is a major investment in a region by Governments with the risks and benefits of the Deal shared with the local authorities and their partners in the region. Investment capacity is a major consideration in designing the Bid. An outline of the risks of capital borrowing cost exposure are summarised in the report. The joint committee works to the principle of minimising the financial and other risks to which the region might be exposed.

5.00 CONSULTATIONS REQUIRED / CARRIED OUT

5.01 There has been extensive consultation across the public and business sectors in the development of the Proposition Document. Members have been engaged in each of the six councils through briefings and workshops. A regional conference has been organised for partner bodies and this information has been made available internally.

Engagement of the private sector has been continuous, primarily through the North Wales Mersey Dee Business Council and through the Confederation of British Industry (CBI). Intensive challenge sessions with selected business leaders by sector, consultation with a newly formed Business Leadership Stakeholder Forum, and latterly engagement with the Business Services Association (BSA) have been undertaken.

6.00 RISK MANAGEMENT

6.01 Once the potential extent and content of the Growth Deal is known, following agreement of Heads of Terms, a full risk assessment and cost- benefit analysis can be undertaken. This would be available to inform decision-making before the region entered into commitments at the stage of the final Growth Deal agreement later in 2019. Risk analysis is built into the business case modelling for the programmes and projects which make-up the developing Bid. All projects listed in the Proposition Document have an Outline Business Case to demonstrate their worth and value.

. 7.00 APPENDICES

7.01 Appendix 1: Proposition Document

7 Page 31

8.00 LIST OF ACCESSIBLE BACKGROUND DOCUMENTS

8.01 Regional Vision and Strategy (2016); Reports to Cabinet and Council (2016-2018) and North Wales Economic Ambition Board agendas, reports and minutes (2017-2018).

9.00 GLOSSARY OF TERMS

9.01 Proposition Document – the regional strategy for economic growth for the region which constitutes the bid for resources and powers to be conferred by Governments through a Growth Deal.

Growth Deal – funds provided to Local Enterprise Partnerships in England, and local authority partnerships in Wales, for economic intervention programmes which benefit the region and its economy.

Governance Agreement – interchangeable terms for a legally binding agreement between collaborative partners to regulate constitutional working and the sharing of risk and benefit.

North Wales Mersey Dee Business Council – a membership-based representative body of the private and business sectors in North Wales and the Mersey Dee sub-region.

Five Case Business Model – an established project development method for making business cases in support of proposals for investment operated under UK Treasury guidelines.

Industrial Strategy – the national strategy of UK Government for economic growth and prosperity.

Economic Action Plan – the national strategy of the Welsh Government for economic growth and prosperity.

Sector Plans – national programmes of UK Government for investment in key industrial sectors of the economy e.g. nuclear energy, automotive and aerospace.

Programme Office – the regional resource for overseeing the planning and implementation of the Growth Deal and the regional strategy. The Programme Office is located within a host authority (currently Gwynedd County Council).

8 Page 32 A Growth Vision for North Wales Proposition Document Smart, Resilient and Connected

October 2018

Page 35 GROWTH VISION FOR NORTH WALES PROPOSITION DOCUMENT

CONTENTS

EXECUTIVE SUMMARY AND KEY MESSAGES 1

SECTION 1 – INTRODUCTION AND CONTEXT 3

SECTION 2 – CASE FOR INVESTMENT 5

SECTION 3 – STRATEGIC CONTEXT AND FIT WITH GOVERNMENT POLICY 14

SECTION 4 – OPTION APPRAISAL AND THE PREFERRED WAY FORWARD 16

SECTION 5 – GROWTH VISION 18

SECTION 6 – PROJECT SCHEDULE LIST 24

SECTION 7 – ECONOMIC CASE 45

SECTION 8 – FINANCE AND FUNDING 46

SECTION 9 – EMPOWERING THE REGION 48

SECTION 10 – GOVERNANCE AND DELIVERY STRUCTURE 49

APPENDICIES:

Appendix 1: Project Outline Business Cases (HYPERLINK) Appendix 2: Terms of Reference for the North Wales Economic Ambition Board Appendix 3: Terms of Reference for the Stakeholders Forum Appendix 4: Governance Map Appendix 5: Host Authority

Page 36 30/09/18 / SLR Proposition Document - V8 FULL.doc EXECUTIVE SUMMARY AND KEY MESSAGES

• There has been solid and positive growth in productivity and employment over recent years in the economy of North Wales. However, more investment is required to build on this success and progress and to create further opportunities for businesses and the local labour market in the region. • Although employment and unemployment levels are improving, high value employment offering high wages is under-represented in the labour market and significantly below the UK average. • We have an ageing population across the region and tradition of outward migration of talent. • There is significant variation within the region’s economy, most notably in GVA per head (Flintshire and Wrexham are 84.1% of UK average, Anglesey is only 52.9%). There has been a track record of very strong growth in North East Wales, yet this is being constrained by the lack of infrastructure (sites and transport) as well as labour market shortage and skill supply. In North West Wales, the economy is much more dependent on the public sector. There is a need for publicly funded infrastructure to stimulate and facilitate private sector growth, and to support supplier developments related to large scale investment projects. • The region has a big opportunity to generate growth due to proposed investments by the private sector in key economic sectors such as advanced manufacturing and energy. One key strategic project is the £15bn Wylfa Newydd Project, the largest infrastructure project in Wales for a generation which will have a large impact on businesses and labour market in the region. • To capitalise on such opportunities, the region has developed a single, ‘joined-up’ vision for economic and employment growth, with a commitment between all the partners to work together collaboratively for a common purpose. • We are promoting “inclusive growth”, addressing social and spatial irregularities and inequalities within the region. Growth will need to be dispersed and scalable, in accordance with the priorities of the Welsh Government’s Economic Action Plan and our obligation under the Well-Being of Future Generations Act. • There is ambition for the region to position itself as one of the leading UK locations for energy generation and advanced manufacturing – as well as becoming a hub of innovation and technology expertise, and a centre of excellence for high value tourism. This ambition builds on strengths and opportunities, and its delivery will create a more sustainable and balanced approach to economic development. • The Growth Vision is founded on three key aims: Smart North Wales – with a focus on innovation in high value economic sectors to advance economic performance; Resilient North Wales – with a focus on retaining young people, increasing employment levels and skills to achieve inclusive growth; Connected North Wales – with focus on improving transport and digital infrastructure to enhance strategic connectivity to and within the region • These aims, which are broad statements of desired outcomes for the region, set the context for our Strategic Programmes. These Programmes, nine in number, are a group of inter-related projects to be managed in a co- ordinated way. The programmes and projects are “key drivers” to deliver our vision and to address the identified challenges and create the conditions for growth. The Programmes will be long-term, broad based in nature and provide a clear framework to pool and integrate private and public resources to deliver positive outcomes for the economy. • The Strategic Programmes have been co-designed and developed by key stakeholders, particularly the private sector. There is currently a long list of Projects which have been identified to provide interventions for the shorter term. These are packaged under the thematic Programme structure - the Project schedule list, as explained in section 6, is reviewed and updated on a regular basis to ensure agility and flexibility and to maximise opportunities, especially if investment is forthcoming from the private sector;

Page 37 1 • Our Projects concentrate on developing the conditions to attract private sector investment. Some of our major sites for business or industrial development are currently “stalled” and we need to make ‘up-front’ investment to enable these sites to be “market ready” for the private sector. This reflects the need for intervention and to maximise the value of assets available for economic growth across the region. • Collectively, the Projects identified are transformational – we have a package of innovative and transformative projects that are inter-related and co-dependant. Their delivery will support the region to overcome the barriers currently faced by the private sector to invest in the region and create jobs. They will also support the region to adjust to and prepare for “new forces” impacting businesses, such as decarbonisation, automation, artificial intelligence and other forms of digitalisation. There is a focus in particular on supporting low carbon technologies to boost productivity and create high value jobs; • The total cost of investment proposed is £670.65m, with £109.19m of direct private sector contributions and £219.46m of contributions from various partners. We are seeking £334m of capital funding from the Growth Deal and £8m revenue funding from the Growth Deal; • 5,408 direct jobs will be created, and the value of private sector investment achieved as a direct consequence of the projects being delivered (private sector leverage) will be £3.13bn; • The over-riding aim is to increase the value of the North Wales economy from £13.6 billion in 2016 to £26 billion by 2035; • There will be robust engagement with local businesses to enable them to access supply chain opportunities resulting from Growth Deal funded projects, in order to maximise the potential regional benefits and impact of investment. • We also seek the support of the UK Government and Welsh Government to be given more capacity and flexibilities to make key decisions at a regional level. New powers and responsibilities are sought to facilitate growth in key policy areas such as transport and employment. Our approach advocates regionalism and devolution; • The Growth Deal is not the sole intervention to support the aims and objectives of the wider vision and strategy for the region. Welsh Government is already committed to significant capital investment in transport infrastructure in the region alongside the Bid, both road, rail, and other investments such as the opening up of the Northern Gateway site for inward investment and the Advance Manufacturing Research Institute at Broughton. The Growth Track 360 strategy for cross-border rail network investment is progressing at a UK Government level. Welsh Government has recently announced the new Wales and Borders Rail Franchise with infrastructure and service improvements. Further investment programmes might be negotiated separately. We will focus in particular on the UK Government’s “Sector Deal” programme – as outlined in the Industrial Strategy. We will also be targeting other available relevant programmes from both Governments to deliver the interventions as set out in our Growth Vision. • The region has established new, robust and effective governance arrangements to co-ordinate and deliver the Growth Vision for the region. Functions such as economic development, skills and employment, transport and land use planning will now be co-ordinated by the newly-formed “North Wales Economic Ambition Board”; • A new private sector stakeholders group is also being established to support, advise and challenge the North Wales Economic Ambition Board. This will include business representatives from all key growth and foundation sectors, to provide expert advice to members of the Ambition Board; • The North Wales Economic Ambition Board, together with its governance arrangements and structure, will provide leadership and accountability for strategic direction and outcomes. It will also be a strong and united voice for North Wales. • Coming together as “one North Wales” through the North Wales Economic Ambition Board, with a single, joined up vision for the economy, has been achieved over recent years. We now present this Proposition Document to set out the rationale for investment in the region and the details of our Strategic Programmes and Projects which will deliver inclusive economic growth for the communities and businesses of North Wales.

Page 38 2 SECTION 1 – INTRODUCTION AND CONTEXT

Introduction and Purpose of the Proposition Document

The purpose of the Proposition Document is to set out a package of bold measures and interventions to deliver sustainable economic growth in North Wales.

It acts as the vehicle to leverage funding from the UK Government and the Welsh Government – in particular through the Growth Deal.

The document provides the strategic rationale for investment in North Wales, and explain how the Proposition fits in with wider national polices, particularly the UK Governments’ Industrial Strategy and the Welsh Governments’ Economic Action Plan.

It demonstrates how a wide range of realistic and achievable strategic options were identified and appraised in terms of addressing the economic challenges of the region.

The agreed Growth Vision is set out, as well as the Aims and the Strategic Programmes. This forms the context for the Project Schedule List which will demonstrate the proposed interventions and timeline for delivery.

The engagement of private sector partners is shown in the way in which the Projects were designed and developed.

The economic case highlights the overall impact, outcomes and inter-dependencies, and demonstrates how the investment proposal optimises public value.

The finance and funding case summarises the financial appraisals of the project. It sets out the capital investment required, as well as the revenue implications. It also sets out the investment required from the Growth Deal.

Empowering the region to make more decisions at the regional level and to gain more control over key policy areas are also critical themes of the Proposition, and the key “devolution asks” to facilitate the delivery of the Growth Vision from both Governments are set out.

The Governance and Delivery structure and arrangements are demonstrated in this Proposition Document, along with the programme management and reporting arrangements that are being put in place.

The document demonstrates the key roles of the private sector in the delivery of the Growth Vision.

Origins of the Proposition

The rational for exploring a new approach to delivering economic growth in North Wales came from three initial drivers: • Shared challenges – there is a recognition that Local Authorities across the region faced a number of shared and similar challenges in relation to their economies, with a deep concern in relation to the widening gap with the economic performance of the rest of the UK. Issues such as low levels of household income, low productivity, low population retention, and levels of concentrated poverty have long been identified as barriers to growth across the region. There is also a challenge of improving the infrastructure and the skills base of the region. • Opportunity through collaboration – there has been an acknowledgement that collaboration between partners can build and capitalise on regional strengths to deliver positive changes and quality Page 39 3 employment. Partners in the region, from Higher Education, Further Education, Local Authorities, and the Private Sector, have shown a commitment to work together collaboratively for common purpose. It is a region with unique assets and opportunities, such as the high quality natural environment and landscape, the recent advancement of the advanced manufacturing sector – particularly in Deeside, and the emerging opportunities such as the development of Wylfa Newydd Power Station and related low carbon and renewable energy initiates. The region can build on these strengths and opportunities to create the conditions for innovative and globally competitive sectors to thrive and generate growth and jobs. It is recognised that a partnership approach is crucial if this is to be achieved – with all the partners aligning and sharing resources in pursuit of delivering a single, joined-up vision for sustainable economic growth in North Wales. • National Policies – the development of the UK Government’s “Industrial Strategy” and the Welsh Government’s “Economic Action Plan” has given more impetus to the new approach at the regional level. The Industrial Strategy emphasises the importance of “local leadership” and “ambitious visions” for regions in the UK, whilst the Welsh Government’s Economic Action Plan highlights the key role of regional partnership in delivering on shared goals. There is a clear commitment by the Welsh Government to a regionally focused model of economic development, with the aim of developing the distinctive strengths of each region “in pursuit of growth”. This new, place-based approach will support our efforts in North Wales to promote and strengthen strategic economic planning and develop a more integrated and joined-up model to deliver change.

In developing the Proposition Document, close attention has been paid to our duties under the Well-Being of Future Generations Act. The principles of the Act have been embedded in our approach and strategic thinking, and they have informed and influenced the Vison, Aims and the Strategic Programmes. The well- being goals, objectives and ways of working will be a key thread through our work.

Page 40 4 SECTION 2 – CASE FOR INVESTMENT

Introduction

The current state of the North Wales’ economy is briefly described in the following pages through analysis of key statistical information. This information provides a snapshot of North Wales economy and social structure as it currently stands. It also includes the challenges and opportunities for achieving sustainable and inclusive growth across the region.

ECONOMIC PERFORMANCE – GROSS VALUE ADDED

The total GVA in North Wales in 2016 was £13.6 billion, up 3.0 percent over the previous year, which accounted for 22.9 percent of Wales total GVA (£59.6 billion) and 0.8 percent of UK total GVA (£1,747.6 billion) in that year. Despite the relatively small size of North Wales’ economy, its performance has been resilient following the financial crisis and during the period of austerity.

Figure 2.1 – Percentage change in North Wales’ GVA

The average North Wales GVA growth rate between 2008 and 2016 was 2.6 percent, which is higher than that seen for Wales (2.4%) but lower than that of the UK (2.8%) over the same period. This growth is not evenly distributed across each of the Local Authorities in North Wales, as seen by the maximum/minimum GVA growth seen in Figure 2.1. In recent years, Flintshire and Wrexham have been the engine of regional growth through their manufacturing activities. Manufacturing accounted for 24.4 percent of North Wales GVA in 2016 (and 40.9% of Flintshire and Wrexham GVA in the same year). Figure 2.2 shows the contribution of different industries to North Wales GVA.

Page 41 5 Figure 2.2 – Industry contribution to 2016 GVA

The public sector plays a significant role in the region’s economy, accounting for 22.4 percent of GVA in 2016, followed by the wholesale, retail, transport, hotels and food sector (17%). The distribution seen in Figure 2.2 is similar to that seen across Wales, albeit with differences in the contributions of manufacturing (24% vs. 18%) and the public sector (22% vs. 25%) makes to GVA.

Despite the performance of the economy, GVA per capita in North Wales remains persistently below that of the UK. With North Wales total GVA of £13.6 billion in 2016 and a population of circa 690,000, this translates to £19,601 per capita. This is 73.6 percent of the £26,621 per capita seen for the UK in the same year.

Within North Wales there are wide variations in GVA per capita, from 52.9 percent of the UK average in Isle of Anglesey to 84.1 percent in Flintshire & Wrexham.

This difference is largely explained by higher economic activity rates in the latter, and a higher proportion of elderly residents and net commuting out in the former.

As a consequence of the low GVA in the four North West Wales counties, these areas qualify for the highest level of EU structural funding intervention.

The North Wales Growth Vision aims to target high value sectors to grow the economy. Growth in these sectors has been volatile between 2010 and 2016.

Page 42 6 Figure 2.3 – 2016 GVA per capita

The economy of the region is diverse with key sectors being manufacturing, energy and tourism as well as public sector jobs. Accessibility to markets, access for employment and for visitors is crucial. The North West of the region has seen a welcome growth in adventure tourism, capitalising on the post-industrial landscape and the area’s natural assets.

BUSINESS STRUCTURE

In North Wales, there were 2,515 VAT/PAYE registered births during 2016. This was an increase from 2,365 enterprise births in 2015. There were 25,070 VAT/PAYE registered enterprises in North Wales in 2017, with 88.9 percent of these in the micro size-bands (i.e. 0 to 9 employees). This is similar to the situation in the whole of the UK (89.4%) and Wales (89.2%). 98.5 percent of enterprises in North Wales are classified as micro or small enterprises (i.e. less than 50 employees), while only 0.2 percent are large enterprises (i.e. more than 250 employees). For comparison, 0.4 percent of UK enterprises are large; 0.3 percent in Wales, and 0.6 percent in Cardiff. North Wales is reliant on micro and small enterprises and there is a barrier to grow these beyond 50 employees and attract large enterprises to the region.

Figure 2.4 – Enterprises by employment bands Page 43 7 POPULATION

North Wales comprises of six Local Authorities; Isle of Anglesey, Conwy, Denbighshire, Flintshire, Gwynedd, and Wrexham. The region has a resident population of 690,000 living across an area of 6,500 km2. The largest town is Wrexham with a population of 61,000, followed by Rhyl (31,000) and Colwyn Bay (29,000). North Wales is a rural region with a population density of 106 person/km2. Gwynedd in the west of the region is the least densely populated area with 49 person/km2 while Flintshire in the east is the most densely populated area with 350 person/km2. By comparison, the Cardiff Urban area in South Wales has a population of 447,000 and a density of 5,900 person/km2.

The population of North Wales is expected to increase to over 720,000 by 2039. This growth in population is driven by an increasing birth rate coupled with a decreasing mortality rate, due to extended life expectancy. In 2018, the population aged +65 accounted for 23% of North Wales population; however, this will increase to 30% by 2039. This increase in older population means there are fewer working-age people in the economy, which can lead to a supply shortage of qualified workers and making it more difficult for businesses to fill in- demand roles.

LABOUR MARKET & EMPLOYMENT

The employment structure of North Wales differs to that of Wales and the UK with a reliance on Public Administration, Health and Education sector in North West Wales, and Manufacturing plays a significant role in North East Wales. In 2016, the public sector accounted for 35.3 percent of total employment in North West Wales, while manufacturing accounted for 23.7 percent of total employment in North East Wales. Flintshire and Wrexham have a high proportion of the workforce employed by larger employers, and rural areas of Gwynedd, Conwy and Ynys Môn are much more reliant on SMEs.

North Wales has seen a greater improvement in employment compared to Wales since 2001. This puts the region in a strong position as we face the challenges ahead.

Over the year 2017, the employment rate in North Wales rose by 2.3 percent, with 326,000 people (75.4% of the population) in employment as of December 2017. This rate was higher than the rate for Wales (72.4%) and the UK (74.7%). (Between 2010 and 2015, nearly 16,800 of jobs were added to the economy, a growth of over 6.3% for the region.)

This growth in the number of jobs has not been evenly distributed across all Local Authorities. Within North Wales, five of the six Local Authorities had increases in the employment rate over the year. Since 2001, all 6 Local Authorities have seen increases in employment rates, with Anglesey having the largest (up to 9.1 percentage points).

Despite the increase, the average growth in ‘high value’ employment was 1.6% across north Wales between 2010 and 2015. Less than 59,000 people were employed in ‘high value’ sectors in 2016, a decrease of 4.8 percent on the 2015 figure. This presents a challenge for the region if we are looking to increase ‘high value’ sectors to improve productivity and competitiveness. Growth in high value sectors has been volatile during the last 5 years.

There is also a reliance on traditionally low paid sectors/employment such as Tourism and Retail, and there is a high percentage of people employed in the Construction sector in the region – higher than the Wales and UK average.

The chart below shows the percentage change in full time employment by dominant sector in North Wales.

Page 44 8 Figure 2.5 – Change in full time employment by dominant sector

Conwy and Flintshire are competitive in attracting jobs to the area when compared against the whole of the UK (as calculated through shift-share analysis).

Flintshire has a competitive advantage in creating employment in manufacturing, public administration and defence, and scientific and technical activities, while Conwy has a competitive advantage in creating employment in the education sector.

Economic Inactivity – Unemployment and Inactivity The unemployment rate in North Wales has decreased over the recent period. The unemployment rate for the region currently stands at 3.3%, down from 4.5% in the previous year. This is lower than the rates for Wales (4.8%) and the UK (4.4%).

However, there is a difference between the economic inactivity seen in each Local Authorities; four of the six Local Authorities had falls in the unemployment rate over the year. Flintshire has seen the lowest rate at 2.1% and Wrexham the highest at 5% - above Wales and UK average.

Looking long term, North Wales has seen a bigger improvement in employment and unemployment compared to Wales since 2001, but has not improved in terms of economic inactivity.

The region’s current Economic Inactivity rate stands at 18.3%, which is below the Wales average (19.8%), but above the UK average of 17.8%. There are variance across the Local Authorities, with the inactivity rates for Denbighshire (21.7%) and Conwy (20.0%) above the Wales average. However, since 2001, all six Authorities had falls with Wrexham having the largest (down 9.6 percentage points).

There were 36,400 workless households across North Wales in 2016, accounting for 16.6% of the region’s total households. There has been a small decline in the number of workless households in North Wales from a peak of around 19.8% in 2010.

EARNINGS AND INCOME

The picture for earning and income in the region is diverse. Gwynedd has the lowest average full-time weekly earnings (£421), and second lowest in Wales, and considerably lower than that of the UK (£550.40). Isle of Anglesey and Conwy are also showing a similar situation, and are well below the average for Wales, and the UK. However, Flintshire’s average earnings is higher than Wales’s average at £535.50.

Page 45 9 The average weekly earnings in North Wales are down by 2.4 percent over the last year, compared to an increase of 1.0 percent for Wales and an increase of 2.2 percent for the UK.

SKILLS

North Wales does have a skilled and productive workforce. However, their skills may not necessarily match the demands of a growing economy as the current workforce does not possess the higher skills required; those who are highly qualified and skilled often leave to find employment elsewhere; and those who are furthest away or removed from the labour market are often caught in a cycle of repetitive support that is often too locally focused. Those in possession of higher-level skills may not necessarily enjoy a higher level job, as they may not match that individual’s employer requirement, and the skills possessed may not be in accord with future workforce requirements.

HIGHER LEVEL SKILLS

In terms of skills, North Wales higher skills (NQF4 or above) has been increasing since 2010 and reached a peak in 2015 at 36.1% of those aged 18-64.

Skills development is an essential factor for achieving the objective of ‘decent work’ both by increasing the productivity and sustainability of enterprises and for improving working conditions and the employability of workers; however, skills development will not automatically lead to improved productivity or more and better jobs unless there is a conducive economic and social environment to translate productivity improvement into employment growth and development.

APPRENTICESHIPS & CHALLENGES

The regional challenges for skills and employment is how to address a workforce replacement demand gap rather than a skills gap. The primary challenges, features and requirements for North Wales are:

a. An ageing workforce with skills disappearing through retirement. b. A requirement to upskill existing workforce as well as increase entry points for younger workers c. An alignment of the training opportunities with the vacancies – e.g. STEM, digital d. Joined-up careers and advice services and major projects that are pipelined/timetabled so as to gain the maximum legacy for the region. e. 8.2% of the working age population in North Wales have no qualifications - which is below the Welsh national average of 9.5 percent. f. There were 6,240 apprenticeships and traineeships in North Wales in 2016/17 (compared to 6,625 in 2015/16). g. There were 710 higher level apprenticeships in North Wales in 2016/17 (compared to 1,045 in 2015/16).

SCIENCE, TECHNOLOGY, ENGINEERING AND MATHS (STEM)

North Wales performs well in terms of young people in STEM subjects; however, there is a decrease in those choosing to take up these areas of study, particularly amongst young females. There is also a decline in the percentage of young people achieving grades A* to C in both Maths (61.5%) and Science (74.4%) at GCSE in 2017; which puts the region below the respective Welsh averages (62.5% and 75.6%).

Page 46 10 If we are to respond regionally with a future workforce that is qualified and skilled to meet the future STEM based opportunities across the region, we need a greater coordinated approach across North Wales that promotes diversity, inclusivity and clear progression into our future economic demands based on clear industry demands.

In addition to an increased demand for STEM skills, we need to see a workforce that is more aware of, and competent in digital skills. As a response to increasing automation across all sectors and industries, with over 9,000 IT specific and digital jobs advertised across Wales during 2017, we need to both upskill the current workforce to remain technically competitive, and for future workforce, to appear technically attractive to future employers.

PHYSICAL INFRASTRUCTURE

Road Infrastructure The region is of national strategic significance as it has at is western point the port of Holyhead, which is the principal gateway to the island of Ireland. The port of Holyhead is the end of the A5, A55, and E22 dual carriageway roads and the main railway line from London (Euston). This transport infrastructure spans the whole of North Wales and connects Europe via the E22 with the ferries to the Port of Dublin.

The economy of north Wales is heavily dependent on road transport for connectivity. Most journeys to work and effectively all freight movements rely on road based carbon fuel transportation. Our road networks are increasingly congested leading to increased journey times and a lack of resilience.

The A55 corridor is of key importance to the region as a catalyst for wider economic growth. It is however only a two lane highway, with significant pinch points at its junction with the A483 near Chester, on the Deeside Corridor, between Colwyn Bay and Abergele and at the Menai crossing near Bangor. The A483 corridor is also critical, linking Wrexham to the M54 and the A55. The major junctions with the A55 and the A5 near Chirk, as well as the town centre junctions serving Wrexham are all heavily congested.

Congestion costs which impact directly on businesses, as well as long journeys for employees and visitors to the region, act as throttles on our ability to grow the economy.

Whilst North Wales is a large and diverse region it is not self-contained. North Wales is a strategic gateway between Ireland and Europe through the Port of Holyhead for both passengers and freight. The Port of Mostyn also provides for freight linkages being close to the strategic road and rail network of North East Wales/ North West England. The A55/ A494, Holyhead passenger port and the mainline railway from Crewe to Holyhead are designated as European TEN-T core routes and the rail line for freight, Holyhead freight port and the A483 are designated as TEN-T comprehensive routes.

The road crossings between North Wales and North West England carry significant commuter traffic flows as well as strategic freight. There is significant congestion and a lack of resilience at peak times. Given the importance of connectivity and the potential for growth, an improvement in cross border strategic travel planning is essential.

Improved capacity and better management of our road networks, reducing congestion, increasing resilience and journey time reliability will help support economic growth, and is considered vital for large capital developments associated with energy generation.

Rail Infrastructure The rail network does not support regional economic growth effectively. Less than 1% of journeys to work are made by rail. Whilst this is partly due to the rail network only serving the coastal strip and Wrexham effectively, the lack of frequent services on some routes, high fares, overcrowded trains and services not

Page 47 11 going to employment sites are all factors. There has been little investment in infrastructure in recent years and service patters have remained largely unchanged despite different commuting and travel patterns.

The Growth Track 360 campaign was established to identify priorities for investment, both in infrastructure and in additional services. The prospectus www.growthtrack360.co.uk, set out the rationale for and proposals for investment in rail. In particular line speed improvements on the main coast railway, and the Wrexham and Bidston route, together with capacity improvements at Chester and Wrexham stations are priorities. The recently announced new franchise operator for the Wales and Borders Franchise, and the commitments to deliver improvements, establishes a good basis for delivering some of the regions key priorities.

Public Transport Infrastructure Public passenger transport represents a small part of our transport contribution. Bus networks are declining with many services having been discontinued in recent years. Services, especially in rural areas, can be infrequent often with long journey times. Opportunities to integrate transport modes are very poor. Bus and rail are often in competition with each other rather than contributing to an integrated transport network. The lack of effective alternative provision of public transport, leads to increased pressure on the road network.

In addition, to respond to Government initiatives to decarbonise transport, innovative proposals are needed to reduce dependence of fossil fuels.

Better and more integrated transport networks, will reduce dependence of the private car, help reduce congestion and bring more choice for transport users. Access to employment and services will be enhanced by better transport integration.

Digital Connectivity Demand for high-speed broadband and mobile connectivity in North Wales has kept pace with supply. However, the infrastructure in the region has historically lagged behind the rest of the UK in terms of coverage and capacity.

With the emergence of commercially available fibre optic technology towards the end of the 20th century, the widening of the ‘digital divide’ now has the potential to increase exponentially where the difference in affordable bandwidth can now be typically 100s of Megabits per second compared to other regions (e.g. 4.9% premises in Denbighshire with availability of ultrafast at >100Mbps compared to 49% in North West England).

All four counties in the West rank in bottom 25% of UK areas for Superfast (>30Mbps) broadband coverage.

Housing The Region has a diverse housing market, with activity by the volume builders largely restricted to the east. Whilst a few areas need no public sector intervention for the delivery of mainstream volume housebuilding, most areas face more challenging market conditions and need mechanisms to stimulate delivery.

Levels of housing completions across the region is at a historical low, despite projected provision for housing allocations in Local Development Plans ranging from 37,500 to 44,100 (2500-3000 homes annually). To date 13,100 dwellings have been completed (2015 figures), with the majority in Flintshire and Wrexham area.

House building in Wales is failing to keep pace with demand, with Welsh Government household projections indicate a need for 8,500 new homes per annum in Wales from 2011-31. Latest figures show that there is a current shortfall of over 2,600 per annum.

Data analysis also show that there is a shortage of fully available land for business development in parts of the region. Page 48 12 In light of the above data, we have identified the following challenges that face the economy of North Wales today. These challenges will need to be addressed:

NORTH WALES TODAY – THE CHALLENGES

1. Despite the increase in GVA in the region, there is a wide variation in GVA per head between West and East of the region. The GVA in North Wales remains persistently lower than the UK average. 2. Although employment and unemployment levels are improving, growth in ‘High Value’ sectors in the economy has been volatile during the last five years, with a decrease in growth in the last two years. This presents a challenge if we are to improve productivity and competitiveness of the region. 3. Some parts of the region are reliant on traditionally low paid sectors/ employment. Over reliance on public sector in some areas can have a negative impact, especially given the current financial climate. 4. Even though the region has seen an improvement in employment and unemployment, the economic inactivity rates have not improved and are above the UK average. 5. Average household earnings are below Wales and UK averages, with some Local Authorities in the West among the lowest in Wales and UK. 6. 94.3% of enterprises in North Wales are classed as zero to micro sized band (0-9 employees). This indicates a reliance on small micro businesses in region. 7. There is a dearth of larger enterprises especially in the North West counties and challenges around growing business beyond micro, small and medium sizes. 8. Inadequate Digital Connectivity across the region continues to present challenges to enterprise and individuals, with infrastructure lagging behind the rest of the UK in terms of coverage and capacity. 9. Transport links and physical infrastructure limit movement and ready access to major employment hubs. 10. Levels of housing completions across the region are at an all-time low, and house building is failing to keep pace with demand. 11. Skills levels – current workforce does not possess the higher skills or the correct skills required for the growing economy. There is a poor take up of STEM/digital subjects.

12. There is an ageing population in the region and a net outward migration of talent. Investing in skills that match the needs of the region’s new employment opportunities is fundamental to our future economic health.

Page 49 13 SECTION 3 – STRATEGIC CONTEXT AND FIT WITH GOVERNMENT POLICY

Consideration has been given to the UK Government’s Industrial Strategy and the Welsh Government’s Economic Action Plan in developing our approach in the region.

The UK Government’s Industrial Strategy

The UK Government’s Industrial Strategy emphasises the importance of five foundations of productivity – which are ideas, people, infrastructure, business environment and places. It also identifies “Grand Challenges” which are set for the Government and the wider economy, including the need to put the UK at the forefront of the artificial intelligence and data revolution, maximising the advantages for UK industry of the global shift to clean growth, and harness the power of innovation to help meet the needs of an ageing society.

The Strategy also sets out partnership arrangements between the Government and industry on sector– specific issues (Sector Deals) to create significant opportunities to boost productivity, employment innovation and skills. This has recently involved specific sectors coming together under clear leadership and negotiating a Sector Deal with the Government to boost productivity and employment within that particular sector. There are Sector Deals in place for Life Sciences, Construction, Artificial Intelligence and the Automotive Sector, with the Creative Industries, Industrial Digitalisation and Nuclear in advanced discussion.

Its Strategy also promotes a “regional” approach to economic development, stating that the Government will “work in partnership” with local leaders to drive productivity. Collaboration to address shared challenges is encouraged; and there is a commitment to build on the “innovative approaches” secured through City and Growth Deals.

Welsh Government’s Economic Action Plan

The Economic Action Plan of the Welsh Government emphasises the need to grow the economy inclusively, spreading opportunity and promoting well-being. It defines its approach as ensuring a “fairer distribution of the benefits of economic growth – both at an individual level and between different parts of Wales”. The Plan is shaped by the principles of public investment with a social purpose, simplification, a stronger regional voice, and a focus on the long term.

The Plan also sets out a new approach – moving away from a “sectoral” approach to focusing more on supporting businesses to take advantage of new forces such as decarbonisation, automation, artificial intelligence, and other form of digitalisation.

It also confirms the key role of the foundation sectors such as care, tourism, food and retail – and sets out new models of support and partnership in these areas.

The proposals contained within the Proposition Document will align closely with the priorities of the UK and Welsh Governments in relation to economic development. It will also be in keeping with the Welsh Government policy on local government reform and modernisation through strategic regional collaboration and integrated service models. We will have a strong “regional offer”, building on our strengths and unique assets, and our approach – as highlighted in this Proposition Document – will make a significant contribution to the delivery of national policies at a regional level.

Page 50 14 Alignment with other Key Strategies

We have also ensured an alignment with the strategies for the Northern Powerhouse and the immediate North West of England, specifically the strategies of the Mersey Dee Alliance and the Cheshire & Warrington Local Enterprise Partnership.

The Mersey Dee Prospectus (2017) is particularly relevant, with the focus on the cross-border area including North East Wales, West Cheshire and Wirral. This is a very dynamic economic area with a population of nearly one million people, and a strong, diverse economy which includes aerospace, automotive, nuclear, renewables, engineering and retail.

There will also be a close relationship with strategies supporting the connectivity with the economy of Ireland, and a key priority will be ensuring a close synergy with the emerging economic plans being co- ordinated by the Growing Mid Wales Partnership and the Wales Rural Forum.

The Proposition Document is also co-dependent on the delivery of other key strategies, such as the Growth Track 360 for rail investment, the Welsh Government trunk road programmes as set out in the Moving North Wales Forward Strategy (2017) and the UK Industry Sector Deals. These strategies are supported in parallel to this document but with separate decision-making processes and budgets.

It is also worth highlighting that a number of strategic projects are underway in North Wales on which the Proposition Document will build. These projects already have funding, and are not therefore, included in the Proposition Document for new support. Principal examples are the Deeside Advanced Manufacturing Research Institute, the Wrexham Incubator Hub, M-Sparc on Anglesey and a number of strategic road improvement schemes (A494, A483 and A55 improvements as well as the third Menai Crossing).

The one “Stand-out” project to be developed in the region over the next 10 years is the Wylfa Newydd Project on Anglesey. The £15bn project will stimulate major opportunities for the local and regional supply chains with the construction phase having the potential to create 9,000 jobs and its operational phase will deliver 850 well paid, long term jobs. The project will also have a number of project inter-dependencies and associated developments, including park and rides, worker accommodation/site campus, logistic centre, highway improvements and other facilities.

A combination of these strategic projects, together with the development of the £15bn Wylfa Newydd project and the innovative projects contained in this Proposition Document, will accelerate growth of high value economic sectors to increase competitiveness. They will also demonstrate how the North Wales region can successfully contribute to the delivery of the UK Industrial Strategy and the Welsh Government’s Economic Action Plan.

Furthermore, the announcement of the Nuclear Sector Deal, with specific reference to the UK National Thermal Hydraulic Experimental Facility (of international significance), to be based in North Wales at Menai Science Park, and the support for SMRs and Advanced Nuclear Technologies, specifically at Trawsfynydd, is highly significant for the region.

The North Wales Nuclear Arc Consortium (NWNA), led by Bangor University, with partners University of Manchester and NNL, recently submitted a draft Science and Innovation Audit (SIA) to BEIS for the Arc, which extends from Cumbria across to North West Wales. The NWNA Consortium has made recommendations and supported the setting up of twin ‘Innovation Partnerships’ for both Cumbria and North West Wales with the core ‘central areas’ of this ‘geography’ supporting the potential for economic growth in the nuclear sector for the UK and international exports. Additionally the region was included in the North West Costal Arc Clean and Sustainable Growth SIA, led by Lancaster University, which highlighted a number of R&D facilities which closely align with the priorities of the Growth Deal.

Page 51 15 SECTION 4 – OPTION APPRAISAL AND THE PREFERRED WAY FORWARD

A number of realistic and achievable strategic options were considered and appraised in order to address the economic challenges of the region.

They are listed below:

• “Minimum Change” This would involve the “same old, same old” approach with limited innovation and ambition. Different priorities and agendas would stifle opportunities, with no shared goals between organisations and stakeholders. Productivity levels would continue to “lag behind” the rest of the UK.

• To focus purely on key economic sectors This approach would certainly improve productivity levels in the region’s economy, but risks excluding a majority of the labour market. Development in decarbonisation and automation are also transforming industries and increasingly driving new collaborations across sectors.

• To focus more on the foundation economy, in particular care, tourism and retail sectors This would support the backbone of the local economy in the region, and would help small and often fragile enterprises embedded in local communities increase their productivity. However, this is a risk that such an approach would not generate the levels of growth required in the economy – and there would also be concerns about the quality of employment opportunities across the region.

• To focus more on areas of opportunity where the private sector is already strong – such as the Cross- Border areas This option would certainly deliver economic growth and improve productivity – but risks the over- concentration in one particular area to the detriment of other areas within the region.

• To focus on scalable and dispersed growth across the region to achieve sustainable, balanced and inclusive economic growth This would also focus on capitalising on the success of high value economic sectors, such as advanced manufacturing and energy, and our connection to the economies of the Northern Powerhouse and Ireland. This approach would develop a more balanced economy, and achieve inclusive growth so that irregularities are addressed. It would lead to a fairer distribution of the benefits of economic growth – both at an individual level and between different parts of the region. It will also create the climate to boost productivity across the region and maximise opportunities for the labour market.

A strategic appraisal matrix was adopted to identify the most sustainable approach for North Wales. The factors used to evaluate the options and set the best strategic approach included:

• Equity – that the approach ensures that benefits have a positive impact on as many communities as possible in the region. • Value added – that the approach is focused on high value returns. • Strategic fit – that the approach is in keeping with both Wales and UK wide industrial and economic strategies of relevance. • Private Sector Investment that the approach would need widespread appeal for the private sector – both in terms of support and potential leveraged investment.

Page 52 16 Value Strategic Private sector Action Equity Added Fit interest

Do nothing / Minimum    

To focus purely on key economic sectors    

To focus more on the foundation economy, in particular     care, tourism and retail sectors

To focus more on areas of opportunity where the private     sector is already strong – such as the Cross-Border areas

To focus on scalable and dispersed growth opportunities across the region to achieve sustainable ‘balanced’     economic growth

The strategic options appraisal was definitive in terms of establishing that the preferred approach was:

“To focus on scalable and dispersed growth opportunities across the region to achieve sustainable ‘balanced’ and inclusive economic growth”.

Page 53 17 SECTION 5 – GROWTH VISION

Overview

This Proposition Document is being developed in support of the “Growth Vision” for the Economy of North Wales – adopted by all the strategic partners in July 2016. It will be the mechanism/vehicle for leveraging additional public and private sector investment and resources to deliver an exciting package of measures and interventions that will achieve transformational and positive change.

Growth Vision

We have a single, joined-up vision for economic and employment growth for North Wales. It will be delivered through collaboration and partnership working, with a strong private sector involvement and a “Team North Wales” approach, building close economic relationships with neighbouring areas.

The Vision is co-owned by key stakeholders across the various sectors and sets out a clear framework for the development of strategic interventions.

Delivery of the Vision will demonstrate clearly how North Wales is contributing to the priorities of the Industrial Strategy and the Welsh Government’s Economic Action Plan.

The adopted Vision is to develop “a confident, cohesive region with sustainable economic growth, capitalising on the success of high value economic sectors and our connection to the economies of the Northern Powerhouse & Ireland.”

We will, as a region, be positioned as one of the leading UK locations for energy generation and energy- related supply chain investment, with expertise in low carbon technologies and processes.

We will, as a region, capitalise on the strong network of anchor companies with an international profile to build an advanced manufacturing cluster – one which will be highly competitive on a global stage.

We will, as a region, become a hub of innovation and technology excellence and a leader in developing digital business clusters. We will put the region at the forefront of the artificial intelligence and data revolution.

We will develop and project the reputation of North Wales as a centre of excellence for high value tourism, building on recent investments and a growing portfolio of globally attractive all-year attractions. This will contribute to the attractiveness of the region as a destination and a place for investment. We will be the “adventure capital” of the UK.

We will capitalise on the opportunities created by significant private sector investments, most notably Wylfa Newydd on Anglesey, one of the largest contemporary private sector investments in the UK. This will be a £15 billion direct investment into the region, and will be transformational in increasing high quality employment and supply chain opportunities. Over 850 jobs will be created when the Plant is operational, and up to 9,000 construction jobs will be created.

With the stimulus of public and private sector investment North Wales will become a low carbon, high-tech economy with a high-quality infrastructure, a sustainable skills-base and responsive business support to host and grow sustainable businesses in globally competitive sectors. We will maximise the advantages for industry in the region from the global shift to clean growth. And we can become an exemplar of a “low carbon region”.

Page 54 18 3 Aims

The Growth Vision was founded on three key Aims: • Smart North Wales – with a focus on innovation and high value economic sectors to advance economic performance. • Resilient North Wales – with a focus on retaining young people, increasing employment levels and skills to achieve inclusive growth. • Connected North Wales – with a focus on improving transport and digital infrastructure to enhance strategic connectivity to and within the region.

Smart North Wales: With a focus on innovation in key sectors to advance economic performance. We will do more to: • Capture the value from our science, research and creativity and support innovation that drive our productivity. • Address barriers that impact on collaboration and the flow of knowledge between research and industry. • Improve access to capital and ensure that business support and advice is coherent and coordinated, especially in view of “new forces” impacting businesses such as decarbonisation, automation, artificial intelligence and other forms of digitalisation. • Deliver high quality sites and premises across the region to accommodate expansion, diversification and innovation in the business base, particularly in the advanced manufacturing and adventure tourism sector. • Play a leading role in providing the low carbon technologies, innovations and services in maximising opportunities stemming from the global shift to “clean growth”.

Page 55 19 Resilient North Wales: Retaining young people, raising employment levels and improving skills. We will do more to: • Embed a culture of career-long learning, so as to give people the opportunity to adapt, learn new skills and grow their earning power. • Reduce the number of workless households and remove barriers faced by workers to access good jobs. • Inspire young people to access opportunities and exciting careers in the region, and we will equip people for jobs shaped by next generation technology, driving up digital skills. • Ensure people and businesses have a co-ordinated and joined up service to skills and employment support and advice in the region. • Ensure that there is sufficient supply of housing in the region especially of affordable types, to support employment growth and community needs.

Connected North Wales: Improving transport and digital infrastructure to upgrade connectivity to and within the region. We will do more to: • Plan and deliver a strategic approach to our investments, ensuring that they are well-targeted in order to drive economic development and employment growth. • Upgrade digital networks and infrastructure across the region, with a focus on full fibre broadband, new 5G networks and smart technologies. • Address and reduce traffic congestion on strategic road routes across the region. • Develop integrated transport hubs and to deliver low carbon transport solutions.

9 Strategic Programmes

We have identified 9 Strategic Programmes. These Programmes are defined as a group of related Projects managed in a co-ordinated way to obtain benefits and to deliver the overall Vision and Aims.

The Programmes are listed below:

• Land and Property Development To address the shortage of suitable land and properties for business growth and to bring forward sites for housing development.

• Smart Access to Energy To deliver the infrastructure improvements required to position North Wales as one of the leading UK locations for energy generation and production, building in particular on the Wylfa Newydd Nuclear Power Project.

• Adventure Tourism To enable further investment in adventure tourism attractions in the region, increasing their value to the regional economy.

• Smart Technology & Innovation Hubs To deliver world-class resources in sector leading facilities such as low carbon energy and advanced manufacturing, building on expertise in the region, accelerating economic impact from research and technology. Page 56 20 • Regional Growth Business Fund & Hubs To provide financial, technical and coherent advice and support for businesses across the region

• Pathways to Skills & Employment To tackle economic inactivity and to deliver a co-ordinated skills and employment advice and support service, particularly to skill people up for future employment.

• Skills Centres of Excellence To create the conditions to increase the supply of skills in key growth sectors, focusing on improving the skills infrastructure in the region.

• Digital Connectivity To deliver quality access to effective and affordable digital connectivity for businesses and households across the region, to boost innovation in digital signalling and to improve digital skills.

• Strategic Transport To improve local transport infrastructure to support accessibility and connectivity.

The Vision, Aims and Strategic Programmes have been developed and agreed by a wide Partnership of people, organisations and the private sector who share a pride in, and ambition for, a region with unique assets, challenges and opportunities.

The focus of our approach is on creating the appropriate conditions for high value economic clusters such as energy, advanced manufacturing and digital sector to flourish and boost their contribution to the Welsh and UK economies.

Page 57 21 This will be achieved by building on the strengths of the existing business base and overcoming barriers and challenges by delivering a package of Projects which are needed to transform opportunities for people and businesses.

Increasing productivity is naturally a key goal. However, to achieve this successfully, and to deliver a more balanced economy, long term investment will be required to tackle long term challenges, especially around transport, skills and employments, business support, specific sites and premises, and housing needs.

The need to achieve growth in an inclusive, integrated and suitable way is recognised and acknowledged – especially in keeping with the Well-Being of Future Generations Act. Our approach will address the well- being goals, with all the relevant public bodies working collectively to improve the economic, social, environmental and cultural well-being of North Wales.

Strategic Outcomes

The strategic outcomes that will be delivered through this approach will include the following: • Growth in regional prosperity. • Creation of better quality jobs for the local labour market. • A more skilled workforce within the region. • Improvements in standards of living across the region.

Page 58 22 Strategic Outcomes Future 2010 2011 2012 2013 2014 2015 & Indicators Direction Growth in Regional Prosperity GVA Growth 10,723 11,160 11,812 12,357 12,402 12,822  North Wales GVA per head as % of UK 82% 84% 87% 88% 85% 86%  (-London +SE) Dispersed GVA growth across 9.6% 5.5% 5.0% 12.3% 3.1% 5.5%  the 6 Counties of North Wales GVA growth in high value economic sector (GVA growth in manufacturing, information 0.1% 4.8% 4.0% 7.8% -0.3% 2.0%  and communications and technical activities) Creation of Better Quality Jobs Employment Growth -0.9% 1.4% 3.6% -0.3% 0.4% 1.1%  Dispersal of Employment Growth across the 6 Counties 7.2% 8.2% 8.1% 7.4% 13.2% 12.9%  of North Wales Employment Growth in high -1.5% 1.8% 0.1% 6.2% 5.8% -2.6%  value economic sectors A more Skilled Workforce within the Region Increase in proportion of the population with qualifications 29.7% 30.4% 32.2% 33.5% 35.2% 36.1%  (NQF 4) Increase in higher level apprenticeships as a - - - - 1,335 1,885  proportion of total employment Increase in apprenticeships 16-24 as a proportion of total - - - - 5,100 5,155  employment Improvements in Standards of Living across the Region Reduce the proportion of 19.9% 19.7% 18.7% 17.6% 18.7% 17.4%  workless households Improve affordability (median house prices / median 6.08 5.99 5.91 5.55 5.64 5.84  income) Increase in median household £22,813 £22,602 £23,297 £24,362 £24,478 £24,823  income (£)

Page 59 23 SECTION 6 – PROJECT SCHEDULE LIST

The Projects for which investment is sought are included in this section. They are all strategic and their delivery will transform the performance and opportunities across the region. They have been developed in the context of our Vision and Aims, and are presented within the Strategic Programmes.

The Projects are inter-related and co-dependent. They have all been tested in terms of strategic fit, delivering value for money, commercial sustainability, deliverability and partnership support and commitment.

They have been designed and developed through partnership working and co-production amongst the public, higher education, further education and particularly the private sector in the region.

The Project Schedule List includes a mix of solutions that are: • Spatially targeted • Applied to the whole region • Enablers, e.g. transport, housing • Supporting growth and attracting private sector investment • Promoting innovation

The balance of benefits from the investment will be shared to support sustainable and inclusive growth across the region – in accordance with our Vision as well as the priorities of the Well-Being of Future Generation Act. It must be emphasised that this is a long list of projects – and the Schedule List will be regularly updated and reviewed in order to capture new and innovative projects that will deliver our vision and aims. This is therefore by no means a fixed and inflexible Project Schedule List. An Outline Business Case (OBCs) for each Project is included in Appendix 1( C:\Users\900094\OneDrive - Cyngor Gwynedd\North Wales Growth Deal OBCs). Copies of individual OBCs are available in the Economic Development Department of all 6 Local Authorities.

These OBCs have been prepared in accordance with the Treasury’s Green Book.

A narrative of each Project is included below:

SMART NORTH WALES

1. Land & Property Development Programme

This Programme includes a package of projects to unlock growth opportunities in the region. Their development will deliver high quality sites and premises to accommodate innovation and expansion in the business base, in particular in advanced manufacturing and low carbon energy related industries.

The delivery of the Project within the Programme will provide businesses with access to a portfolio of well-serviced, high quality employment sites and premises and help meet the demand for housing, attracting investment and creating employment opportunities in the construction sector. A pipeline of schemes will be available to meet demand in future years:

Page 60 24 Regional Land and Property Joint Venture Project

The purpose of the Project is to deliver a pipeline of quality sites and premises to meet demand and end- user requirements in the region. This will support opportunities for growth in key sectors (advanced manufacturing, energy and digital) and facilitate expansion, diversification and new investment in the business base of north Wales.

The project involves establishing a joint venture between the North Wales Economic Ambition Board and the Welsh Government to co-ordinate and manage the development and delivery of land and property across north Wales. The Joint Venture will also work with the private sector and other partners to resolve the barriers to development. There will also be a focus on accelerating the development of housing sites designated in the Development Plan of individual local authorities, working in partnership with the group of Registered Social Landlords in the region. The Partnership represents a strategic approach to the effective use of resources in seeking to address the housing needs of the region and bringing an innovative approach to the development by providing easier access to funding for local and regional house-builders to accelerate the rate of house building across the region.

The aim is to work in partnership with the Development Bank of Wales to ring-fence, expand the scope of, and promote, specific loans which are targeted at the SME house-building sector within the region. There are a series of “stalled sites” across where progress has been halted for a variety of reasons, such as viability issues caused by high infrastructure costs. Problems accessing finance limits the ability to unlock stalled sites which are a key barrier to house-builders in the region.

The project will create 2875 direct jobs and 2750 indirect jobs.

The total cost of the project is £124m.

This is a project that will be funded through the Growth Deal.

Priority sites for the joint-venture, where pump-priming investment is needed to bring forward development, include the following:

Warren Hall Strategic Site Project [Lead Sponsor: 6 Local Authorities] Warren Hall is a major strategic site in Flintshire that has been in public sector ownership since the early 1990’s. Although some primary road junction infrastructure has been installed, the site remains undeveloped and incapable of further development until additional on-site infrastructure has been provided. The site is located close to the A55 and has planning consent.

Funding is required to support up-front infrastructure costs. The site comprises 65Ha of land available for development. The proposals include a mixed-use development of housing and Business Park, and will complement and capitalise on the success of the Deeside Industrial Zone and Chester Business Park.

There is clear evidence of demand from the private sector, and major enquiries are currently under discussion. However, private investment cannot be secured and interest can’t proceed unless the primary infrastructure is provided.

The site has the potential to generate private sector investment leverage of £55 million, with a scope for up to 1,000 indirect or construction jobs.

The Project will be delivered between 2019-2021.

The total cost of the Project is £15m. Page 61 25 Wrexham Technology Park Strategic Site Project [Lead Sponsor: 6 Local Authorities] The purpose of this Project is to bring forward an extension to the Wrexham Technology Park – which is a strategic site located between the town centre and the main A483 road corridor. Additional brown field site is available for development, but new road access is required, together with improved junctions on the A483, electricity grid connections and other new primary infrastructure.

Recent progress by Welsh Government to support significant junction improvements to be delivered over the next few years means that the site can now be bought forward for development.

The site comprises 5Ha of development land, in four plots, with a proven demand from the private sector for development. A major local occupier with significant growth and job creation potential is known to require additional development land.

Funding is required in order to support up-front infrastructure work to bring forward the site. The site has been in public ownership for many years and has not progressed due to the inadequate infrastructure supporting the site. The site has the potential to accommodate significant opportunities for digital and financial services employment opportunities.

The Project will deliver direct private sector investment of £2 million. It is also considered that there will be an additional indirect leverage of £32.4 million. The Project will generate up to 1,000 direct jobs and 500 indirect jobs.

The Project will be delivered between 2022-2025.

The total Project cost will be £11 million.

Parc Bryn Cegin Strategic Site Project, Bangor [Lead Sponsor: 6 Local Authorities] Parc Bryn Cegin is a strategic development site close to the A55 on the outskirts of Bangor. The site has remained undeveloped – despite investment in primary infrastructure in the early 2000’s

There is known private sector interest in the site and area, in particular in view of opportunities related to the energy sector and Wylfa Newydd. However, the return on investment is not deemed sufficient to persuade private sector developers to build units for occupation on terms acceptable to potential occupiers.

Funding is required to provide industrial floor space to meet known demand for units. It is proposed that up to 10km2 of industrial and B1 floor space will be provided on the site. The completed development could be sold on completion, either to end users or on the investment market. There is potential for a return on some of the investment made from the sale of the occupied units.

There is scope to generate 250 indirect jobs, and up to 5 large businesses could be accommodated. It has potential to generate £12m private sector leverage.

The total cost would be £12million.

The Project will be delivered between 2019-2021.

Bodelwyddan Strategic Site Project [Lead Sponsor: 6 Local Authorities]

Page 62 26 The purpose of the Project is to support the development of a strategic mixed-use development site at Bodelwyddan in Denbighshire.

The site is located as a key strategic site within the Denbighshire Local Development Plan and planning consent has been agreed.

Funding is required in order to support up-front infrastructure costs. The site comprises 137Ha of land on which a master plan has been developed to accommodate housing development, employment, land and local facilities. The site will complement the existing St. Asaph Business Park and Kimmel Park employment sites, and will provide additional capacity for development in the central part of the A55.

There is a “named” developer for the site who will contribute £4m of direct private sector investment into the Project. The Project is expected to secure private sector leverage of £185m and will create up to 1,000 indirect or construction jobs. A joint venture mechanism will be used to generate a return on investment. This will be used to fund future projects within the Land and Property Development Programme.

The Project will be completed by 2021.

The total Project cost is £22m.

Consideration will also be given to the development of the Wrexham Food Centre, which is aimed at strengthening and enhancing regional food and beverage sector. The focus in the short term will be develop speculative rental units with onsite support to facilitate the development of sector cluster.

These “early win” sites, together with a pipeline of other potential opportunities, will be managed by the Joint Venture so as to respond to market demand and not to oversupply of the market. It will also allow capacity to meet future investment requirements in the region.

These sites – once developed and occupied – will produce income for the Joint Venture generated from rents and disposals of land and property. This income will be used to deliver the schedule of sites and premises priorities by the Joint Venture.

A small pool of technical expertise will be identified to develop and deliver projects on behalf of the Joint Venture.

New jobs, properties and housing units will be identified on a project-by-project basis. High level targets for the Joint Venture include 100 h.a. of “shovel ready” business land provided, 15,000m2 of business space provided, 1500 housing lots with infrastructure available for development and £30 million direct private sector investment.

This is a project that will be funded through the Growth Deal.

It is estimated that the project will attract £657 million private sector investment achieved as a direct consequence of the portfolio of sites and premises being delivered by the Joint Venture.

2. Smart Access to Energy Programme

This Programme includes a package of Projects that will focus on positioning North Wales as one of the leading UK locations for low carbon energy generation and production, as well as innovative small scale smart local energy networks. It will focus in particular on capitalising on the opportunities from the £15 billion investment taking place as a result of the Wylfa Newydd Nuclear Power Station.

Page 63 27 The delivery of the Projects within the Programme will ensure that North Wales has a quality and modern infrastructure to accommodate and facilitate sustainable growth in the low-carbon energy sector. Pilot projects will be exemplars for rural and peripheral areas:

Holyhead Gateway Project [Lead Sponsor: 6 Local Authorities]

The purpose of the Project is to upgrade and improve the infrastructure of Holyhead, a strategic gateway into North Wales and the UK. The Project will provide new deep-water cruise and heavy loading facilities, thereby, maximising the economic impact of the raft of North Wales energy projects, in particular Wylfa Newydd.

The Project will be developed and delivered in partnership with the private sector. Stena Line, the owners and operators of the Port of Holyhead, have made a clear commitment to inject private sector funding into the Project.

There is an urgent need for improved port facilities for the loading and unloading of heavy items. Very strong indications have been given by potential key customers that they will use Holyhead Port if the appropriate infrastructure improvement are delivered. This includes Horizon for the purpose of Wylfa Newydd.

Funding is required in order to support the infrastructure improvements to the Port, including reclamation of a site to deliver a multi-purpose berth and flexible holding area and the development of an integrated deep-water berth, enabling visits from larger cruise ships. There will also be a breakwater restoration scheme as part of the Project and the introduction of technologies to enable Holyhead to become the UK’s first “smart” Port.

This is a project that will be funded through the Growth Deal.

The Project will deliver up to 1,250 direct jobs and 1,589 indirect construction jobs, and 17 acres of new and improved port facilities.

The overall Project cost is £80m, with a direct private sector contribution of £45m.

The Project will be delivered between April 2019 and March 2023.

Trawsfynydd Power Station Project [Lead Sponsor: 6 Local Authorities]

The purpose of this Project is to represent the first phase of infrastructure development to enable further energy-related development to take place at Trawsfynydd.

The site is within the designated area of the Welsh Government’s Snowdonia Enterprise Zone – its inherent characteristics, infrastructure and grid connections lending itself well to further energy related development.

Funding is required in order to support complex feasibility studies in relation to the site, and upgrading infrastructure to and from the site. The aim is to enable the site to have the necessary licence to host a Small Modular Reactor and to base research activities in future nuclear technologies and associated systems on site.

Strong links have already been forged with key Small Modular Reactor developers, industry bodies, and governments, and consequently the benefits offered by the Trawsfynydd site are now widely recognised. Page 64 28 There is strong synergy between this Project with the ongoing and proposed developments at Bangor University, especially in Research & Development. The activities of the Energy Project, for example, will align closely with the Trawsfynydd Project, and enable innovation and testing to take place on advanced technology. There is strong synergy with the development of the Nuclear Sector Deal and the support for SMRs and Advanced Nuclear Technologies.

This is a project that will be funded through the Growth Deal.

The Project will lead to 250 direct jobs, over 2,500 construction jobs, and support over 600 new long-term jobs across the North Wales supply chain. It has the potential to achieve a leverage of £2bn in private sector investment.

The total cost of the Project is £20m.

The Project will be delivered between April 2019 and March 2030.

Morlais Project [Lead Sponsor: 6 Local Authorities]

The Morlais Project is one of the most innovative marine energy Projects in the World. The Project will provide a “plug and play” seabed zone where tidal stream turbine manufactures can install their turbines to generate energy.

The Project has identified sub-tenant customers with a range of technologies, a deliverable route to commercial readiness and proximity to expandable grid connectivity.

It has the potential to provide an output of 180MW of energy.

This Project has seven named tidal turbine manufactures signed up on the sequential contracts. It will generate a new innovative method of generating energy through renewable sources. The development will be the first of its kind, and may well lead the way in the tidal stream energy sector.

Funding is required in order to support up-front infrastructure costs to develop the “plug and play” model. The Project will deliver a fully consented and connected zone for commercial roll-out, with the potential of private sector leverage of £5m with 8 turbine manufacturing companies establishing bases in the region. The Project will facilitate over 300 direct jobs.

This will be a project that will be funded through the Growth Deal.

The cost of the Project is £28m and the Project will be delivered between 2019-2022.

Smart Local Energy Network Project [Lead Sponsor: 6 Local Authorities]

The purpose of this Project is to facilitate the development of sustainable local energy solutions for communities across the region.

The region has considerable potential for local renewable energy generation, but often these are constrained by grid capacity, especially in rural and peripheral areas. Additionally, community groups are also often constrained by complex legal and governance barriers and technical capacity. The project will address such barriers to accelerate and support community-owned electricity generation schemes. Page 65 29 The project will establish a Regional Energy Body to provide a hub of technical expertise, deliver pilot projects and evaluate options for future solutions to ensure communities and business benefit from local energy developments, by considering and evaluating innovative solutions.

The project will also support the decarbonisation of energy networks by delivering innovative pilot projects. These projects would involve the decarbonisation of transport and decarbonisation of domestic and business heating.

Opportunities for renewable schemes that provide balanced energy generation where hydro, wind and solar generation, supported by storage and gas storage solutions that can provide a mix of renewable energy will be considered. The project will also seek to produce hydrogen in modular facilities to support decarbonisation of transport networks; pilot projects that support access to tourism and reduce carbon usage for transport at major transport and business hubs will be delivered.

It will also seek to develop local energy networks that improve resilience, use energy generated more locally, and allow for the storage of energy when gaps in supply occur.

The project will deliver local energy generation schemes across a balanced mix of sources by funding and supporting small scale projects and working in partnership with community enterprises. The mix of technical expertise and funding provided by the project will help accelerate the development of future projects in the region.

This will be a project that will be funded through the Growth Deal.

The overall Project cost is £18m.

The Project will be delivered between April 2019 and March 2025.

3. Adventure Tourism Programme

This Programme will support the delivery of strategic projects that will boost the reputation of the region as the UK capital of adventure tourism, maximising and delivering the economic value from our natural environment. The programme will focus in particular on capitalising on the opportunities from international growth in the adventure tourism visitor market.

The successful delivery of the Projects within the Programme will further enhance the position of the region as the No 1 adventure tourism destination. There is a clear focus on extending the season and increasing the value base in terms of jobs, earning and value-added. All investments proposed within the Programme are distinctly private sector driven from existing Adventure Tourism facilities in north Wales. This will take the current offer to the next level and generate new and additional economic activity in the region

North Wales Adventure Tourism Capital Investment [Lead Sponsor: TBC)

The purpose is to bring forward a series of partnership projects with the private sector to increase the global reputation of North Wales as an adventure tourism destination. The Project will focus on increasing the competitiveness of existing attractions, enabling them to offer new experiences to visitors and retain them in the region for a longer period.

The project will focus in particular on addressing the barriers faced by the private sector in further developing their attractions. One key aim will be to bring forward transformational proposals that will

Page 66 30 extend the season and therefore have a positive impact on the value base of the current offering in terms of jobs, earnings and value added.

A portfolio of key investment will be delivered through this project that will have a transformational impact on the adventure tourism base across North Wales. All the proposals funded will be distinctly private sector drivers from existing adventure tourism facilities in North Wales.

Proposals will be subject to prioritisation framework based on existing UK and Welsh Government appraisal system with a set of key criteria aligned with delivering proposals that attract international visitors, deliver year-round tourism, extend dwell-time, deliver complimentary offers (i.e. health and well-being) and achieve additionality. We will also seek to ensure that any supported proposal through this Project will deliver jobs efficiently, introduce innovation into the sector, and are potentially “game changers” for North Wales.

These investments are estimated to deliver over 175 Full Time direct jobs and upwards of 450 indirect jobs.

This is a project that will be funded through the Growth Deal.

The estimated total cost of the project is £40m but will also attract £20m of direct private sector investment.

The project will be delivered between April 2019 and March 2023.

4. Smart Technology & Innovation Hubs Programme

This Programme includes Projects that will deliver world-class resources in sector leading facilities, building on expertise in the region to maximise local economic impact from research and technology. It will focus in particular on opportunities in low carbon energy and advanced manufacturing.

The delivery of the Projects within the Programme will ensure that the region has world leading expertise and a network of world leading centres to boost innovation and new technology in key economic sectors, and therefore enabling new investment, growth and quality jobs in North Wales. Key to this Programme will be the direct benefits to the local SME sector in the region. Access to R&D facilities and assets will be promoted within the region to ensure that their value is maximised with relevant local businesses:

Nuclear Energy Centre of Excellence [Lead Sponsor: Bangor University]

The purpose of this Project is to establish world-class facilities and expertise on Sustainable Energy with a strong nuclear focus. The economic opportunities for a Nuclear Energy Centre of Excellence arise from the proposal to build a £15bn new nuclear power station on Anglesey and the plans by Rolls Royce, GE Hitachi and others to develop SMR technologies relevant to Trawsfynydd.

The plans in place and proposals being developed, namely the BWR Hub & Network, the academic capacity in nuclear engineering within the recently established Nuclear Futures Institute in Bangor University funded through Sêr Cymru, the attraction of world leading academics and the proposals for a Thermal Hydraulic Experimental Facility indicates a clear commitment by Bangor University, Imperial College London, Menai Science Park and their industry partners to bring transformational change to the economy of the region. These have the potential to bring about the biggest economic boost to the region in a generation.

Page 67 31 The Centre located jointly at Bangor University and the Menai Science Park, will foster the formation of businesses and academic enterprises by providing a range of technical and business support to newly- formed companies in a nuclear-related cluster.

Funding is required in order to develop the Sustainable Energy Centre and the Nuclear Energy Cedntre of Excellence. The private sector will be a key partner in the development of the Centre. Companies such as GE Hitachi, Rolls Royce, The Wood Group and Horizon have shown a clear interest in supporting the Centre.

The Centre will increase innovation in the energy sector, and levels of commercialisation of research in high value sector. It will help to support positioning North Wales as a centre of international expertise in nuclear technology and create high value jobs. It will be a significant R&D facility promoting knowledge transfer with access to world class facilities and highly skilled graduates.

This is a project that will be funded through the Growth Deal.

It has the potential to create 90 direct jobs, and up to 900 indirect construction jobs.

The cost of the Project is £108.7m.

Enterprise Engineering & Optics Centre Project (EEOC) [Lead Sponsor: Wrexham Glyndwr University]

The project is to build on Wrexham Glyndwr’s existing expertise in advanced manufacturing and optics to provide businesses in the region with facilities, research and innovation and skills in critical areas.

The Enterprise Engineering & Optics Centre will provide facilities targeted to boost high-level skills development for the region and enable SME’s and large businesses to work in partnership with WGU on commercially driven research and development.

The provision of new state-of-the-art equipment that has wide industrial, R&D and educational application will support business in the region to deliver on the priority & growth sectors: advanced manufacturing, energy & environment, construction. Funding is therefore required to support the development of the Centre.

Key initiatives within the planned Enterprise Engineering & Optics Centre include: Precision Optics and Photonics (primarily based at St. Asaph); Microwave Technology & Composite Materials and Hydrogen Cell Technology (based in Wrexham).

Some 500 businesses will expect to be accessing services and facilities from the Centre with 30 being co- located on campus.

This is a project that will be funded through the Growth Deal.

The total cost of the Project is £30.7m and it will create 145 direct jobs.

The Project will be delivered between April 2019 and March 2024.

3D Factory UK [Lead Sponsor: Wrexham Glyndwr University]

The project is to build on Wrexham Glyndwr’s existing expertise in advanced manufacturing to provide businesses in the region and beyond with production-level capacity in additive manufacturing. Page 68 32 The 3D Factory UK is the UK’s first comprehensive commercial production centre for additive manufacturing, based in Wrexham.

The facility will provide commercial production level 3D printing across key materials and multiple technologies. These will include titanium, plastics, steel, nylons, ceramics and printed circuit boards. This technology will support a wide spread of manufacturing and construction industries, from automotive, aerospace and energy to health and medical.

The 3D Factory UK’s physical facilities will be underpinned by senior design engineers who will be able to advise commercial partners on technology applications and design solutions and work closely with partner staff on process management.

The rise of the digitally-driven economy and “Industry 4.0” are transforming manufacturing industry and revolutionising the development and prototyping of new products. This facility will be a significant regional asset, placing North Wales at the forefront of manufacturing and supporting our place as a centre for leading-edge engineering.

This project is under development.

Funding is required in order to support the development of the facility. The Project cost is £14.9m and it will create 92 direct jobs.

Over 300 businesses will access the facility, capitalising on the first multiple technology platform 3D Manufacturing Facility in the UK.

The Project will be delivered between April 2019 and March 2023.

Glynllifon Rural Economy Hub Project [Lead Sponsor: Grŵp Llandrillo Menai]

The purpose of the Project is to develop the role and contribution of the Grŵp Llandrillo Menai Glynllifon campus to support rural economic development, specifically to stimulate economic growth and create jobs. The Rural Economy Hub (REH) will be a regional centre of excellence supporting rural enterprises with the space, knowledge and tools to enable them to reach their productive potential. Customers and users will include pre-start-ups, start-ups and growing SMEs who will take advantage of the support infrastructure, research and innovation excellence to become competitive in the global market place.

The Hub will provide an innovation bridge between research in agriculture methods and the local farming community and the land-based sector in general. The Hub will work closely with GLLMs current Food Technology Centre at Llangefni who have a very positive regional reach and impact. The Hub will enhance this reach and impact across the region.

The REH will be a joint venture between national and regional partners with the aim of supporting the regional rural economy through nurturing entrepreneurship, innovation and enterprise development. The hub will focus on providing support through facilities including: the Knowledge Centre – which is centred on creating a pool of “know-how” and practical experience to support innovation and enterprise growth in the region; and the Food Enterprise Park – including incubator space for start-ups and flexible food grade units designed to attract growing SMEs.

The project will address the challenge of Brexit, provide higher value employment opportunities for young, skilled people and provide a solid local and regional infrastructure to support the growth and development of the rural economy.

Page 69 33 Funding is required in order to support the infrastructure costs associated with the development of the Hub.

The Federation of Small Businesses have given their support to the project:

“We are supportive of this project and could lead to enhanced partnerships between FE and smaller businesses as well as provide opportunities for joint approaches to rural enterprises within the region.”

The Llysfasi Carbon Neutral Farm and the Glynllifon Rural Economy Hub projects both compliment each other, by together providing a whole supply chain solution in the agri-food sector, focusing predominantly on pre-farm gate and post farm gate support respectively.

This is a project that will be funded through the Growth Deal.

The Project will achieve £3m of partner investment and create at least 80 new jobs. Some 2,300sq.m. of dedicated space for specialist food grade accommodation will be developed and near 1,000sq.m for the Knowledge Centre. Around 200 businesses will expect to be accessing services and facilities from the hub.

The total cost of the Project is £13m.

The Project will be delivered between April 2019 and December 2022.

The Llysfasi Carbon Neutral Farm - Renewable Energy and Technology Centre [Lead Sponsor: Coleg Cambria]

The vision is to create a centre of excellence in productive farming and renewable energy technologies that will act as an innovation demonstrator platform and test bed for new and existing technologies. This will facilitate growth in the commercial Agricultural sector in North Wales and wider regions through the efficient use of digital precision primary food production. It will establish a strategic resource in North Wales for innovation in agricultural productivity and sustainability.

The digitalisation of the sectors and the business infrastructure delivering rural sustainability are all closely related with the skills base, and the future development of innovation. It is estimated that 500 businesses/ communities will benefit from knowledge transfer, and 20 commercial projects will be delivered in renewable and digital precision farming. It will lead to the development of Coleg Cambria’s farm and campus at Llysfasi as an innovative, technology-led centre to support productivity in the agricultural sector in North Wales.

This project fits into the vision by Welsh Government that Wales becomes a global leader in clean energy and low carbon electricity generation, and the aspirations of ‘best in class’ of Wales industry in future years.

The project will be achieved by working in partnership and forming close collaborations a range of organisations including: Welsh Government; Grwp Llandrillo-Menai; Natural Resource Wales (NRW); Local Government; A range of appropriate Universities - UK and international; Tillhill / BSW Forestry management, wood processing and transport logistics; LEAF-FACE (Linking Environment and Farming- Food and Countryside Education with links to schools and careers education); National Renewable Energy businesses - The Greener Group, FreEnergy, Aeolus Energy group. Dulas; UK renewables; Wales farming unions (National Farmers Union - Cymru, Farmers Union Wales); Young Farmers Wales (YFC Wales); Levy boards (AHDB, HCC); General public and local/regional communities; plus a further range of blue chip businesses Regional, National and International.

Page 70 34 The project will aim to improve the uptake of renewable energy projects with a target of 40 projects over five years. It will provide a test bed for commercial testing of near market technology over the next five years, whilst delivering economic rural diversification enhancement.

Capital funding is required towards building development and equipment and machinery purchase. Private/commercial sector and Coleg Cambria investment of £5m each is being leveraged, to match fund the ask from the Growth Deal bid.

This is a project that will be funded through the Growth Deal.

The total capital cost of the project is £20m

The capital element of the project will be delivered within 2 years of the funding being secured.

Centre of Environmental Technology and Industrial Accreditation Project [Lead Sponsor: Bangor University]

The purpose of the Project is to provide businesses with industrial-scale facilities to enable them to design and test new products and materials, and help achieve the necessary industrial and environmental standards and accreditation.

The Centre for Environmental Biotechnology (CEB) will apply Bangor University’s international excellence in environmental science and biochemistry to contribute to the development, long-term sustainability and competitiveness of a new high-tech industrial sector in North Wales, providing innovative solutions to improve the efficiency and reduce the environmental footprint of traditional processes. It will deliver a North Wales biotechnology cluster and position North Wales as a centre of excellence of innovation in environmentally sustainable high-tech manufacturing businesses.

The CEB project is focused on transforming biological processes into industrial/ commercial applications (bioengineering and biocatalysis) through the discovery and categorisation of novel enzymes derived from extreme environments. One of many potential applications is pulp extraction for paper-making which currently takes place at 80°C, and employs corrosive, toxic and greenhouse-gas producing chemicals such as Sodium Hydroxide, Sodium Sulphide and Chlorine. This is truly transformational research with huge commercial potential; support has been indicated by pharmaceutical giant Beyer, as well as Danish firm Novozymes, a company boasting 48% share of the worldwide enzyme production market. Project partners also include Unilever (Wirral), Croda (Cheshire) as well as many other leading industrial companies.

The Accreditation Arm of the Centre will provide Welsh and wider UK businesses with industrial-scale facilities to enable them to design and test new products and materials for a wide range of high value sectors, including: nuclear, solar photovoltaics, photonics, aerospace, automotive and space technology.

The Centre will provide access to highly specialised equipment supported by world-class academic expertise, focussing not just on engineering product design but on commercially vital lifetime and reliability testing. This capacity will be a critical addition to the engineering and manufacturing R&D infrastructure in the region. Private sector project partners include TWI - one of the world’s foremost independent research and technology organisations, with expertise in materials joining and engineering processes - Qioptiq Ltd (North Wales) and IQE Ltd (South Wales) - the leading global supplier of advanced wafer products and wafer services to the semiconductor industry and a Welsh company at the forefront of the compound semiconductor industry for more than twenty-five years. The Accreditation Centre also links strongly to the nuclear agenda, both nationally and locally. Support can be provided through the Page 71 35 Centre, to the proposed Nuclear Centre of Excellence. Supporters / potential customers from across North Wales include Raytheon UK, QinetiQ Group plc, Denis Ferranti Group, PPM Technology, Siemens, Menai Organics, Dyesol Ltd, and UK Micromachining Ltd.

Funding is required in order to support the development of the Centre, enabling investment in world-class facilities and equipment.

This is a project that will be funded through the Growth Deal.

The Project will achieve £20.1m of partner investment and create at least 128 new jobs.

The total cost of the Project is £29.15m.

The Project will be delivered between April 2019 and March 2023.

5. Regional Growth Business Fund & Hubs Programme

This Programme will deliver Projects that will provide financial, technical and coherent advice to businesses in the region, focusing in particular on accelerating the rate of decarbonisation and promoting innovation with the business base.

The delivery of projects within the programme will provide North Wales businesses with the necessary high quality, coherent and market focused advice and support in order to succeed in their competitive marketplace. This should make a major contribution towards supporting North Wales’ future economic growth across all sectors and business types. The key aim will be to simplify the service to the region’s businesses and community.

The North Wales Regional Business Growth Fund Project (RBGF) [Lead Sponsor: 6 Local Authorities]

The North Wales Regional Business Growth Fund (RBGF) is a targeted, dedicated regional suite of business support aids that will lever in significant private sector investment and accelerate the rate of decarbonisation within the North Wales business base. The RBGF will complement existing services and strategic projects across North Wales, adding substantial value to the area’s current offer and ensuring that business support and advice is much more co-ordinated and coherent across the region. The Project has been designed and developed by the private sector in the region.

The focus for the Regional Business Growth Fund is to accelerate Innovation, increase Productivity and Harness Local Talent through the following:

Accelerating Innovation - Cultivate and Commercialise World Leading Research & Development - Adoption and Commercialisation of Digital - Industry 4.0 technologies across all Sectors - Increasing Knowledge Transfer and collaboration

Increasing Productivity - Increasing Exports - Boost Supply Chain / Accreditation development - Targeted Marketing of the North Wales region - Supporting Clean Business Growth – Accelerate the decarbonisation of the business base Page 72 36 Harnessing Local Talent - Boosting Graduate Recruitment and Retention

Funding is required in order to support the development of the Business Growth Fund.

The Project will achieve circa £100m of private sector investment as leverage, create at least 1250 new jobs, increase export sales by over £80m, deliver 140 significant R&D projects and save 450,000+ tonnes of carbon within the NWMD region. 1000s of businesses will benefit ranging from micro-businesses (which are usually excluded or ineligible) to the very largest in the North Wales economy.

One key component of the Project is the establishment of a “Business Growth Hub” to deliver a more co- ordinated and integrated support network for businesses. It will enable the co-location of existing officers working in various organisations to achieve a more co-ordinated, joined-up service in the region.

There will be a focus in particular on supply micro-businesses and the self employed sector in the region.

This project is under development.

The total cost of the Project is £52.5m.

The Project will be delivered April 2019 and March 2024.

RESILIENT NORTH WALES

6. Pathways to Skills & Employment Programme

This Programme includes Projects that will tackle economic inactivity and deliver a more co-ordinated skills and employment advice and support service in the region.

The delivery of the Projects within the Programme will enable people to access support more easily and effectively to help them upskill and gain employment, ensuring a robust local workforce is available to meet future employment needs and opportunities in North Wales. A particular focus will be given to those who are inactive and to young people who will be inspired to access opportunities and exciting careers in the region:

Information & Advice Gateway [Lead Sponsor: 6 Local Authorities]

The aim of the project is to facilitate the upskilling of the North Wales Population for future employment needs, by improving the regional skills and employment knowledge, advice and support available across the region for individuals, employers and service providers.

This is a bespoke enabling project that will support delivery of a number of other key growth deal projects by ensuring appropriate skilled labour is available at the right time and in the right place that is also aligned to and supportive of national policy.

Work will be focused on increasing the level of impartial employer engagement in the region, to increase and share knowledge about future employment and training needs and stimulate apprenticeships. Providing a brokerage service for skills development and recruitment for large regional projects, to aid successful implementation and capitalise on skills development opportunities. Working in partnership with Careers Wales and Welsh Government, to support the development of Welsh Government ‘Employment Advice Gateway’ in the region, including an Adult Bursary Scheme, to influence and increase Page 73 37 the availability of good quality impartial advice and support, to inspire people to train in skills related to future job opportunities in North Wales.

The project will aim to stimulate an 8% shift in skilled labour available in the regional market by 2034, with a 50% increase in the number of higher level apprenticeships in key and growth sectors undertaken and 4000 job opportunities taken up by the local workforce, facilitated via the brokerage service by 2024.

Funding is required to provide capacity to work in partnership with Careers Wales and Welsh Government locally to facilitate the early implementation of the WG Employment Advice Gateway, stimulate employer engagement and resource the brokerage service and adult bursary scheme. Private sector investment of circa £1.5m will be leveraged for the brokerage service.

This is a project that will be funded through the Growth Deal.

The total cost of the project is £10.25m.

The project will be delivered between 2018 and 2024.

Employability Pathway [Lead Sponsor: 6 Local Authorities]

It is important to recognise that for those who need help and support in to employment, many are not thinking about work, are not job ready and/or have too many barriers in their way. To support these people on their journey to employment, there is a need to respond locally with bespoke support, but added value in the response can be achieved through a regionally co-ordinated approach.

The aim is to develop a Regional Employability Pathway Framework, which partners in the region would sign up to and use to influence their funding, commissioning and service delivery decisions. The Framework is underpinned by the delivery of a variety of programmes and services both locally and regionally and will be complimented by the National commissioning of the Working Wales employability programme contracts, currently out for tender.

Work will focus on better understanding and co-ordination of the delivery of these programmes and services within the commonality of the Framework, to make best use of available funding, especially in the changing landscape of funding, with the ending of ESF funding.

The project will aim to achieve a 15% reduction in the number of people claiming work related benefits and a 20% reduction in the number of households claiming work related benefits by 2024.

This project is under development.

Funding is required initially to stimulate the framework development and co-ordination activity.

The initial cost of the project is £0.3m.

The project will be delivered between 2019 and 2024.

7. Skills Centres of Excellence Programme

This Programme includes a package of Projects that will improve the skills infrastructure in the region to increase the supply of skills in key growth sectors.

The delivery of the Projects within the Programme will facilitate the development of a network of key skills centres across the region that will deliver high quality training in key sectors of the economy: Page 74 38 North Wales Tourism & Hospitality Centre of Excellence [Lead Sponsor: Grŵp Llandrillo Menai]

The Tourism and Hospitality Centre of Excellence aims to provide targeted skills development, product research and business support across North Wales. It seeks to increase the resilience of tourism businesses, support the development of sustainable high value tourism jobs, position tourism as an aspiration career choice and support the growth and value of the tourism industry in North Wales.

It will operate in partnership with the private sector as a hub and spoke model. The primary skills excellence hub will be a purpose-built new facility at Coleg Llandrillo in Rhos-on-Sea with much of the training and development being delivered by partner tourism businesses across the region, supported by the very latest training delivery technology in bespoke training facilities.

The hub and spokes will provide training, exhibitions, taster sessions and real work experience to several cohorts including: school pupils, full-time post 16 learners, apprentices and those who are not in employment, education or training. Facilities will be developed that support the development of the skills in demand across the sector with each spoke potentially developing a different area of training. An integral part of this will be that each spoke will commit to operating a high quality apprentice scheme that could be in partnership with other smaller or newer business.

Strong engagement and support is being demonstrated by the private sector with partners involved so far including Zipworld, Surf Snowdonia, Always Aim High, Continuum/Greenwood Forest Park, Dylan’s, North Wales Tourism, British Hospitality Association, Llandudno Hospitality Association, Wrexham County Council, Conwy County Borough Council, DWP/JCP. Letters to formally register their interest in the project have been received from a number of these partners.

The project aims to achieve 45 new junior apprenticeships and 50 new apprenticeship opportunities, with 480 hospitality and tourism level 1 to 3 qualifications available at the Hub and Spokes across North Wales.

This is a project that will be funded through the Growth Deal.

Funding is required to establish the hub and spoke model, with a potential leverage of £1.25m private sector investment and £5m investment from Grŵp Llandrillo Menai.

The total anticipated cost of the project is £16.25m

A timeframe for the delivery of the project currently being developed.

North Wales Rail Engineering Centre of Excellence [Lead Sponsor: Grŵp Llandrillo Menai]

The purpose is to develop workforce skills in rail engineering that support rail infrastructure improvements in Wales and North West / Mid England.

Aligned with the aspirations set out in Growth Track 360, the West and Wales Rail Prospectus and discussions between Network Rail, Grŵp Llandrillo Menai and Denbighshire County Council, this project will provide a highly skilled regional workforce, able to support the significant rail infrastructure improvements required across North Wales. To achieve this, a new North Wales Rail Engineering Centre of Excellence will be developed in the town of Rhyl.

The centre will house a wide range of skills development opportunities across the broad spectrum of rail engineering. Training will be offered to those seeking employment and to those wishing to upskill. Initially the centre will focus on signal engineering to meet the demands of the ongoing upgrade to the North Wales line. Page 75 39 The project will aim to deliver 1000 training days for upskilling, 24 new junior apprenticeships, 36 rail engineering trainees and 24 rail engineering apprenticeships in the each year. With the development of a new higher education programme in rail engineering in year two.

Capital funding is required to fund the development of the infrastructure of the facility and will leverage £0.5m from Network Rail, along with £3.5m from Grŵp Llandrillo Menai.

This is a project under development.

The total capital cost of the project is £7.5m

The construction of the centre can potentially commence in the summer 2019 with completion the following year.

Regional STEM – Achieving Excellence in Skills Development [Lead Sponsor: TBC – currently with Regional Skills Partnership]

This project is in its early development phase and is currently being scoped by the Regional Skills Partnership, ensuring it interlinks with other STEM related projects taking place in the region.

North Wales Health & Social Care with Higher Education –Achieving Excellence in Skills Development [Lead Sponsor: TBC – currently with Regional Skills Partnership]

This project is currently at concept stage and the Regional Skills Partnership has commissioned a piece of work to understand the skills requirements in the region for Health and Social Care, to inform the scoping of a solution.

North Wales Digital Automation –Achieving Excellence in Skills Development [Lead Sponsor: TBC – currently with Regional Skills Partnership]

This project is co-dependent on the Digital Skills for North Wales project. It is currently at concept stage and the Regional Skills Partnership has commissioned a piece of work to understand the skills requirements in the region for digital automation, to inform the scoping of a solution.

CONNECTED NORTH WALES

8. Digital Connectivity Programme

This Programme will bring forward Projects that will improve digital connectivity for business and households across the region, as well as digital skills and innovation in digital signalling.

The delivery of Projects within the Programme will provide connectivity to facilitate innovation and smarter working, improvement of business competitiveness, with businesses and residents having the capacity and know-how to exploit high quality digital opportunities. This is seen as an urgent and high priority of the Programme to be delivered in the region:

Page 76 40 North Wales Digital Connectivity Project [Lead Sponsor: 6 Local Authorities]

This Project will develop improvements in fixed broadband and mobile infrastructure necessary to support new and existing competitive business activity in North Wales. It will also enhance the region as a place to invest, work and live. It will focus in particular on full fibre passive infrastructure, an affordable gigabit service, and rural broadband deployment.

The private sector across the region view this project as a top priority. They have been engaged and involved in its design and development.

The Project will also be the vehicle to leverage private sector funding from the private sector, particularly from network operators. Serious consideration will be given by network operators to invest direct private sector money in the Project through a joint venture.

The need for the Project is highlighted by the fact that four of the six counties in North Wales are ranked in the bottom 25% of UK Local Authority areas for Superfast (>30 Mbps) broadband coverage (March 2018).

The Project will be delivered between 2019-2021.

The Project will have clear outcomes and impact, including 80% of strategic employment sites will be “passed” by direct infrastructure and 100% of the duct provided will be accessed by at least one network provider.

There will be a focus on particular on supply micro-businesses and the self employed sector in the region.

This is a project that will be funded through the Growth Deal.

The cost of the Project is £66.75m.

Digital Signal Processing Centre Project [Lead Sponsor: Bangor University]

This Project will transfer market-driven Research & Development activities into commercial exploitable products, processes and services for digital communication. It will ensure that the region is at the forefront of the new digital economy, and will undertake market-drivers Research & Development for digital signal processing for both wired and wireless networks.

The Project will be based at Bangor University – the University has a worldwide reputation in the application of this technology with the Telecoms sector. Close collaboration with major international companies will take place through this project.

Funding is required in order to develop the Processing Centre and ensure it has the appropriate equipment and facilities.

This Project will position the region as a Centre for International Expertise in digital signalling, and increase in particular levels of commercialisation of research in high value sectors. It will also raise the number of graduates and post-graduates in high demand disciplines within the region.

It will create 160 direct jobs, and generate 30 additional highly skilled graduates in the local workforce annually.

Page 77 41 The Project aligns closely with the Digital Infrastructure Connectivity Project, together with the core business of M-Sparc Science Park on Anglesey.

This is a project that will be funded through the Growth Deal.

The Project will be delivered between 2019-2021.

The total Project cost is £7.4m.

Digital Skills for North Wales Project [Lead Sponsor: 6 Local Authorities]

This Project aims to develop a clear delivery plan to improve the digital skills of the current and future workforce of North Wales.

It will be a partnership approach between Bangor University, Glyndwr University, Grŵp Llandrillo Menai, Coleg Cambria and the 6 Local Authorities. The delivery plan will be co-ordinated by the Regional Skills & Employment Partnership.

This is a key project within the Programme and will ensure that the workforce is equipped with the necessary skills to keep up with the speed of digital and technological change. We need to increase the supply of digital skills across the economy. Highly skilled and highly paid digital jobs grew at twice the rate of non-digital jobs between 2011-2015 (UK Industrial Strategy). We need to ensure that the computing curriculum for pupils aged 5-16, including coding and the basics of programming, is ambitions and rigorous. We need to deliver a comprehensive programme to improve the teaching of computing and drive up participation in computer science.

The new digital age will change jobs and businesses, and we want to ensure that the local workforce in North Wales are able to capitalise on these opportunities.

This is a Project that is currently under development.

9. Strategic Transport Programme

This Programme will include Projects to improve local transport infrastructure to support accessibility and connectivity.

The delivery of the programme will improve regional connectivity, access to employment and for business and economic growth. Congestion nodes will be tackled, transport will be better integrated and alternatives to road based access developed. The region will be prepared for decarbonisation of our transport networks

Strategic Transport Project [Lead Sponsor: 6 Local Authorities]

The purpose of the project is to improve transport connectivity across North Wales. The transport network is heavily dependent of private cars and good vehicles to service business and tourism. Journey times are long, there is increasing congestion on the road network, public transport provision is fragmented and there is little integration between transport modes.

The project will deliver a number of Integrated Transport Zones across North Wales. These are areas where there is conflict between local journeys and longer distance travel on the strategic road network. This causes specific congestion points, impacting on access to employment and services, reducing the ability to travel to work and adds costs to business supply chains. Page 78 42 Integrated Travel Zones have been identified for the following locations: - Deeside Corridor - A483 and Wrexham Town Centre - Prestatyn, Abergele, St Asaph and Llandudno, Conwy, Colwyn Bay - Caernarfon Menai Corridor - North Anglesey

In addition there are some region wide projects aimed at preparing the ground for decarbonisation of transport, improving integration between modes and providing public transport solutions in rural and peripheral areas currently dependent on private cars for transport.

Funding is required in order to deliver intertied transport projects in the areas identified above. The project will be delivered between March 2019 and March 2024.

The project supports all other projects in the Proposition bid and outcomes and outputs are likely to be related to transport objectives rather than specific job and private investment. Transport is fundamentally an enabler of economic growth and without the interventions being developed, growth will be stifled. Outcomes to be achieved from the project are: - Enable businesses to access markets, goods, services and labour - The local population to access employment, education and services - Visitors to access destinations, accommodation and attractions in the region - A fully integrated transport system that enables non private car journeys to be undertaken easily and cost effectively - A sustainable transport infrastructure that does not damage the environment

The private sector are supportive of this project with Wrexham Business Professionals stating:

“We are glad that the need to strengthen the transport infrastructure in and around Wrexham has been recognised.”

This is a project that will be funded through the Growth Deal.

The cost of the Project is £80million. It is estimated that the Project will create over 1,950 indirect or construction jobs across the region.

The Project will be delivered between April 2019 and March 2024.

The following table highlights how the Vision, Aims, Programme and Projects are all inter-connected.

Page 79 43 Vision, Aims, Programmes and Projects 1 Vision 3 Aims 9 Programmes 24 Projects “defined as an idealistic view of the “defined as broad statement of desired outcomes for the region “defined as a group of related projects managed in a co- “with a defined start and end point and specific objectives that, when desired outcome to be produced for – linked to the vision”` ordinated way to obtain benefits and to deliver the overall attained, signify completion” the region. It is about creating a vision and aims” mental picture that will serve to energise and inspire” SMART NORTH WALES 1. Land and Property Development - Regional Land and Property Joint Venture Project (with a focus on innovation in key sectors to advance economic performance) • to address the shortage of suitable sites and - Lead innovation in low carbon and nuclear energy, advanced “smart” manufacturing properties for business growth and to bring forward and the digital and creative sectors, building on existing initiatives and strengths to sites for housing development increase investment and employment in these sectors; 2. Smart Access to Energy - Holyhead Gateway Project - Build a critical mass of world class expertise in these lead sectors and exploit supply chain opportunities for indigenous business in the region to grow; • to deliver the infrastructure improvements required - Trawsfynydd Power Station Project to position North Wales as one of the leading UK - Morlais Project - Through close collaboration between businesses and leading research centres and locations for energy generation and production Universities facilitate knowledge exchange, innovation and technology - Smart Local Energy Network Project commercialisation to promote sector leading excellence and the growth and 3. Smart Technology & Innovation Hubs - Nuclear Energy Centre of Excellence development of SMEs; • to deliver world class resources in sector leading - Enterprise Engineering & Optics Centre (EEOC) - Grow digital businesses, both indigenous and investing, and create a highly facilities, building on expertise in the region, - 3D Factory UK* competitive and diverse digital cluster that will cement the regions’ position as a hub accelerating economic impact from research and of technology and digital excellence; technology - Glynllifon Rural Economy Hub Project - Build on the strong network of anchor companies with international profile and - Centre of Environmental Technology and Industrial develop a portfolio of well-serviced, market-ready and accessible development sites Accreditation Project across the region. - The Llysfasi Carbon Neutral Farm – Renewable Energy and Technology Centre 4. Regional Growth Business Fund & Hubs - The North Wales Regional Business Growth Fund (RBGF)* • to provide financial, technical and coherent advice and support for businesses across the region 5. Adventure Tourism - North Wales Adventure Tourism Capital Investment Page 80 Page • to raise the quality of the adventure tourism offer The vision is to develop “a in North Wales to international standards and confident, cohesive region with increase the value base of the industry in the sustainable economic growth, region. capitalising on the success of high value economic sectors and our RESILIENT NORTH WALES 6. Pathways to Skills & Employment - Information & Advice Gateway connection to the economies of the (retaining young people, raising employment levels and improving skills) • to tackle economic inactivity and to deliver a co- - Employability Pathway* Northern Powerhouse and Ireland” - Retain young people and reduce outward migration through offering a positive future; ordinated skills and employment advice and support - Increase employment levels, reduce inactivity and reduce the number of workless service, particularly to skill people up for future households; employment - Achieve “inclusive growth” and equality of access – connecting the labour market and 7. Skills Centres of Excellence - North Wales Tourism & Hospitality Centre of Excellence localities to jobs and opportunities for business growth – through improved transport • to create the conditions to increase the supply of - North Wales Rail Engineering Centre of Excellence* access and skills; skills in key growth sectors, focusing on improving - Regional STEM – Achieving Excellence* - Be pioneering in skills and employment planning, with schools and training providers the skills infrastructure in the region collaborating in support of regional economic priorities, and equipping young people - North Wales Health & Social Care with Higher Education – with the skills needed by employers ready for employment Achieving Excellence* - Succeed in ensuring that growth is scalable, and is dispersed across the region, - North Wales Digital Automation -Achieving Excellence* respecting and valuing the cultural and linguistic characteristics of North Wales. CONNECTED NORTH WALES 8. Digital Connectivity - North Wales Digital Connectivity Project (improving transport and digital infrastructure to upgrade connectivity to and within the • to deliver quality access to effective and affordable - Digital Signal Processing Centre Project region) digital connectivity for businesses and households - Digital Skills for North Wales Project* - Improve transport infrastructure, specifically road and rail, to facilitate economic across the region growth and the movement of people, goods and services; 9. Strategic Transport - Regional Strategic Transport Project - Develop integrated transport hubs to (1) connect localities to employment centres and the regional and national transport infrastructure – both road, air and rail, and (2) • to improve local transport infrastructure to support achieve a modal shift from private to public transport; accessibility and connectivity - Identify and deliver low carbon transport solutions; - Reduce traffic congestion on strategic road routes to improve connectivity and access; - Upgrade digital networks and infrastructure access the region to support the functionality, competitiveness and growth of the indigenous business sector with an emphasis on SMEs.

* under development

44 SECTION 7 – ECONOMIC CASE

Direct Private Sector PROGRAMME Indirect / Construction Jobs Direct Job Creation Private Sector Leverage* Improved Skills Base Investment

1. Digital Connectivity 1.1. North Wales Digital Connectivity Project 2,100 n/a - £250m Medium Impact 1.2. Digital Signal Processing Centre Project 120 160 £1.44m £15m High Impact 1.3. Digital Skills for North Wales Project* n/a n/a n/a n/a n/a 2. Land and Property Development 2.1. Regional Land and Property Joint Venture Project 2750 2875 £34m £637.4m Medium Impact 3. Adventure Tourism 3.1 North Wales Adventure Tourism Capital Investment 450 175 £20m £40m - 4. Smart Access to Energy 4.1. Holyhead Gateway Project 1,589 1,250 £45m £80m Medium - High Impact 4.2. Trawsfynydd Power Station Project 2,500 250 - £2bn High Impact 4.3. Morlais Project 300 230 £0.4m £5m Medium Impact 4.4. Smart Local Energy Network Project 190 25 - £3m Medium Impact 5. Smart Technology & Innovation Hubs

Page 81 Page 5.1. Nuclear Centre of Excellence Project - 90 - £21m High Impact 5.2. Enterprise Engineering & Optics Centre Project 370 145 - £31.4m High Impact 5.3. 3D Factory UK* n/a n/a - n/a n/a 5.4. Glynllifon Rural Economy Hub Project 91 80 - - High Impact 5.5. Centre of Environmental Technology and Industrial Accreditation Project 350 128 £1m £11.2m High Impact 5.6. The Llysfasi Carbon Neutral Farm – Renewable Energy and Technology Centre - - £5m £5m High Impact 6. Regional Growth Business Fund & Hubs 6.1. The North Wales Regional Business Growth Fund (RBGF)* n/a n/a n/a n/a Medium Impact 7. Pathways to Skills & Employment 7.1. Information & Advice Gateway - - £1.5m - High Impact 7.2. Employability Pathway* n/a n/a n/a n/a n/a 8. Skills Centres of Excellence 8.1. North Wales Tourism & Hospitality Centre of Excellence 150 - £1.25m £36.2m High Impact 8.2. North Wales Rail Engineering Centre of Excellence* n/a n/a n-a n/a n/a 8.3. Regional STEM - Achieving Excellence* n/a n/a n/a n/a - 8.4. North Wales Health & Social Care with Higher Education - Achieving Excellence* n/a n/a n/a- n/a - 8.5. North Wales Digital Automation - Achieving Excellence* n/a n/a- n/a- n/a - 9. Strategic Transport 9.1. Regional Strategic Transport Project 1,950 - - - Medium Impact TOTAL: 12,910 5,408 £118.59M £3.12BN

*under development

45 SECTION 8 – FINANCE AND FUNDING

COSTS AND FUNDING Regional Growth Deal PROGRAMME Direct Private Sector Other Contributions from Total Investment / Costs Private Sector Leverage** Contribution Contribution Various Partners Capital Revenue 1. Digital Connectivity 1.1. North Wales Digital Connectivity Project £66.75m - £250m £28.25m £38.5m - 1.2. Digital Signal Processing Centre Project £7.4m £1.44m £15m £3.025m £3m - 1.3. Digital Skills for North Wales Project* n/a n/a n/a n/a n/a n/a 2. Land and Property Development 2.1. Regional Land and Property Joint Venture Project £124m £34m £637.4m - £90m - 3. Adventure Tourism 3.1. North Wales Adventure Tourism Capital Investment £40m £20m £20m - £20m - 4. Smart Access to Energy 4.1. Holyhead Gateway Project £80m £45m £80m - £35m - 4.2. Trawsfynydd Power Station Project £20m - £2bn - £20m - 4.3. Morlais Project £28m - £0.4m £19m £9m - 4.4. Smart Local Energy Network Project £18m - £3m £6m £12m - 5. Smart Technology & Innovation Hubs Page 82 Page 5.1. Nuclear Centre of Excellence Project £87.2m - £21m £68.6m £18.6m - 5.2. Enterprise Engineering & Optics Centre Project £30.7m - £31.4m £20.3m £10.4m - 5.3. 3D Factory UK* n/a - n/a n/a n/a - 5.4. Glynllifon Rural Economy Hub Project £13m - - £3m £10m - 5.5. Centre of Environmental Technology and Industrial Accreditation Project £29.1m £1m £11.2m £20.1m £8m - 5.6 The Llysfasi Carbon Neutral Farm - Renewable Energy and Technology Centre £20m £5m £5m £5m £10m - 6. Regional Growth Business Fund & Hubs 6.1. The North Wales Regional Business Growth Fund (RBGF)* n/a - n/a n/a n/a n/a 7. Pathways to Skills & Employment 7.1. Information & Advice Gateway £10.25m £1.5m £1.5m £0.75m - £8m 7.2. Employability Pathway* - - n/a - - - 8. Skills Centres of Excellence 8.1. North Wales Tourism & Hospitality Centre of Excellence £16.25m £1.25m £36.2m £5m £10m - 8.2. North Wales Rail Engineering Centre of Excellence* n/a n/a n/a n/a n/a - 8.3. Regional STEM - Achieving Excellence* n/a n/a n/a n/a n/a n/a 8.4. North Wales Health & Social Care with Higher Education - Achieving Excellence* n/a n/a n/a n/a n/a n/a 8.5. North Wales Digital Automation - Achieving Excellence* n/a n/a n/a n/a n/a n/a 9. Strategic Transport 9.1. Regional Strategic Transport Project £80m - - £40m £40m -

TOTAL: £670.65M £109.19M £3.12BN £219.46M £334.5M £8M

**the value of private sector investment achieved as a direct consequence of the project being delivered * under development

46 Potential Core Projects for Growth Deal

Potential Core Projects for Growth Deal Total Investment / Costs Regional Growth Deal Contribution

Capital Revenue

1. North Wales Digital Connectivity Project £66.75m £38.5m -

2.Regional Land and Property Joint Venture £124m £90m -

3.Holyhead Gateway Project £80m £35m -

4.Trawsfynydd Power Station Project £20m £20m -

5.Regional Strategic Transport Project £80m £40m -

6.Nuclear Energy Centre of Excellence Project £87.2m £18.6m -

7.Smart Local Energy Network Project £18m £12m - Page 83 Page 8.Skills Information & Advice Gateway £10.25m - £8m

9.Enterprise Engineering & Optics Centre Project £30.7m £10.4m -

10.Glynllifon Rural Economy Hub Project £13m £10m -

11.The Llysfasi Carbon Neutral Farm - Renewable Energy and Technology Centre £20m £10m -

12.Morlais Project £28m £9m -

13.North Wales Tourism & Hospitality Centre of Excellence Project £16.25m £10m -

14. Centre of Environmental Technology and Industrial Accreditation Project £29.1m £8m -

15. North Wales Adventure Tourism Capital Project £40m £20m -

16.Digital Signal Processing Centre Project £7.4m £3m -

TOTAL: £670.65M £334.5M £8M

47 SECTION 9 – EMPOWERING THE REGION

We seek the support of the UK and Welsh Governments to be given the capacity and flexibilities to make key decisions at a regional level.

Since 2010, City Growth and Devolution Deals have shifted power, as well as funding, to local areas to enable them to take strategic decisions about local priorities. Collectively, these bespoke deals have enabled places to develop long-term plans, strengthen local leadership and have more powers to create the right conditions for growth.

The region will need additional new powers and responsibilities to be effective in facilitating economic growth and delivering its own Strategy with confidence: • The region invites the Welsh Government to support the formation of a Regional Transport Body and fund the delivery of a well-planned and integrated transport network. Additional powers will be needed to enable the planning of integrated passenger transport networks. • The region invites the UK Government to co-commission and co-design employment programmes within the region to achieve a more integrated, joined-up service. This will depend on flexibilities being allowed from both the Welsh Government and the Department of Work and Pensions (DWP) to integrate funding programmes for the region to be most effective in taking people off benefits and into work. • The region requests the Welsh Government to establish a Joint Venture to deliver a pipeline of development land and property across North Wales. • The region will need the Welsh Government to support a regional allocation from the Apprenticeship Tax Levy. • The region will depend on the Welsh Government to commit to a devolved and co-ordinated approach to economic development at the regional level – enabling the co-location of key levers and assistance for businesses within the Regional Business Growth Hub. The Hub will pool resources from across the region and will deliver a consistent approach to economic and business development. • The region seeks the support of the Welsh Government to retain a share of national non- domestic rates (business rates) to invest in economic growth. • The region requests the Welsh Government to allow relaxation of grant rules and accountabilities for social reform and anti-poverty programmes. • The region will require support from the UK Government’s Sector Deal Programme to deliver additional activity that supports delivery of our vision and aims – as outlined in this document. Particular focus will be given to the opportunities stemming from the Nuclear Sector Deal and the Construction Sector Deal Programme.

Page48 84 SECTION 10 – GOVERNANCE AND DELIVERY STRUCTURE

All the 6 Local Authorities, and the other key partners from Higher Education, Further Education and the Private Sector in the region, have approved the formation of a Statutory Joint Committee to direct, oversee and facilitate the development and delivery of the Growth Vision. This reflects the commitment in the North Wales region between the Partners to work together collaboratively for common purpose to facilitate and accelerate economic growth.

The name of the Joint Committee is the North Wales Economic Ambition Board.

The Board will set the governance and delivery arrangements for the discharge of strategic functions at the regional level. These functions will include economic development, skills & employment, transport and land use planning.

The Economic Ambition Board will be supported by a new Stakeholders’ Forum, which will bring together all the relevant partners at a regional level. The private sector will play a leading role in the new Stakeholders’ Forum.

The North Wales Economic Ambition Board

The main role and functions of the Economic Ambition Board include the following: • To provide leadership and accountability for strategic direction and outcomes in key strategic functions, in particular transport, skills and employment, economic development and land use planning. • To be a strong and united voice for North Wales. • To co-ordinate the planning and delivery of the Growth Vision, with a focus on the Growth Deal. • To provide direction to the Sub-Boards and to perform a "commissioning" role.

The terms of reference of the Economic Ambition Board is included in Appendix 2.

A Governance Agreement has been developed for the first phase of the planning and development of the Growth Vision and the Growth Deal. This is in the process of being adopted by all partners who are Members of the Ambition Board. The Agreement covers Terms of Reference and Membership, voting and decision making, sharing risks, reserved matters and scrutiny arrangements.

A second, more comprehensive, Governance Agreement will be developed and submitted for the next stage Growth Vision and Growth Deal implementation and delivery – in early 2019. The adopted Governance Model for the Board is an Executive Joint Committee i.e. a Joint Committee of all Cabinets of the six Local Authorities in North Wales. To ensure the full participation of all the relevant partners, including representatives from Higher Education, Further Education and the private sector, the Board will seek to achieve consensus before making decisions or taking a formal vote.

Delivery Sub-Boards

The Delivery Sub-Boards will be Sub-Committees of the Economic Ambition Board, and some of the Sub-Boards will be constituted with delegated powers to make decisions, as agreed, within their areas of responsibility. The Board has agreed on 5 Delivery Sub-Boards that will have the following role and functions: • To plan and co-ordinate a joined-up and integrated strategic service in North Wales. • To plan and co-ordinate the delivery of strategic interventions, including Growth Bid projects. Page49 85 • To report to the North Wales Economic Ambition Board on progress, performance, outcomes and funding issues.

There will be 5 Delivery Sub-Boards reporting to the Economic Ambition Board: • Digital Sub-Board • Skills & Employment Sub-Board • Transport Sub-Board • Enterprise & Innovation Sub-Board • Property, Sites & Premises Sub-Board

Stakeholders’ Forum

The Stakeholders’ Forum will play a key role in advising, supporting and challenging the Economic Ambition Board. The Terms of Reference of the Stakeholders’ Forum is included in Appendix 3.

The Stakeholders’ Forum will include business representatives from all key growth and foundation sectors to provide expert input and advice to the Economic Ambition Board.

Governance Map

The governance model is legal, functional and credible. The overall “governance map” is included in Appendix 4.

The Monitoring Officers from all of the six Local Authorises have been involved in the process of designing and developing the “governance” structure of the North Wales Economic Ambition Board.

Host Authority

A host authority is required in order to deliver the Growth Vision for the region. The “host” will provide the partnership with professional advice, support and services for it to function effectively through a dedicated Programme Office. The host authority will also be the accountable body for the Growth Deal.

A paper setting out an outline of the host authority’s role is include in Appendix 5.

Page50 86 APPENDIX 2

Page51 87 OUTLINE OF THE NORTH WALES ECONOMIC AMBITION BOARD (JOINT- COMMITTEE) TERMS OF REFERENCE

1. Functions

2. Strategy

3. Prioritisation

4. Representation

5. Performance

6. Responsibility

Terms of Reference 1: FUNCTIONS

• Economic growth strategy and planning; • Infrastructure prioritisation and planning; • Strategic land use planning and allocation; • Transport planning and commissioning; • Skills planning and commissioning strategy; • Others to be added as powers are devolved.

Terms of Reference 2: STRATEGY

Setting the direction of regional strategy; Ongoing assessment of evidential regional needs and opportunity to underpin the strategy; Setting of priorities and investment plans to deliver the strategy.

Terms of Reference 3: PRIORITISATION

Prioritisation of contributory schemes; Business case development and case-making for prioritised schemes; Investment profiling and prioritisation; Securing investment agreements.

Page52 88 Terms of Reference 4: REPRESENTATION

Engagement and relationship management with regional partners; Engagement and relationship management with cross-border partners; Advocacy and lobbying with Welsh Government and UK Government, Ministers and political groups; Public and media relations and profile.

Terms of Reference 5: PERFORMANCE

Programme management and implementation of the strategy; Oversight of performance against key progress milestones and outcome measures; Securing strategic, programme management and project development and management resources to implement contributory schemes.

Terms of Reference 6: RESPONSIBILITY

Reporting to the six local authorities; Reporting to regional partners on performance, investment performance and risk management; Reporting to Welsh Government on performance and the effective use of its investment; Reporting to UK Government on performance and the effective use of its investment.

Limitations of Decision-Making and Reserved Matters

Examples of decisions which will be reserved for individual council approvals are: • Agreement of functions to be given to the Joint-Committee; • Agreement of annual budget contributions for the Joint-Committee and host authorities; • Investment and borrowing commitments and risk exposure levels; and • Allocation of land and other asset for pooling.

Page53 89 APPENDIX 3

Page54 90 TERMS OF REFERENCE PRIVATE SECTOR STAKEHOLDERS FORUM (guide only)

STATUS:

• The Forum is a Stakeholders’ Partnership to support, advice and challenge the North Wales Economic Ambition Board. • This Forum will not have any formal decision making powers but will inform the Economic Ambition Board of its views and make recommendations on key policy and operational matters.

PURPOSE OF FORUM:

To be the key stakeholders’ partnership to co-ordinate advise to the North Wales Economic Ambition Board and provide challenge, where and when necessary.

The Forum has the following specific roles and responsibilities:

Strategic • to provide strategic advice on the development, monitoring and evaluation on the Growth Vision; • to provide advice and support to the Economic Ambition Board on strategic matters relating to transport, skills and employment, economic development and land use planning; • to provide advice on the development and implementation of a regional strategy for place regeneration.

Programme & Project Management • to provide support, advice and challenge in relation to the development and delivery of Strategic Programmes commissioned by the Economic Ambition Board; • to provide support, advice and challenge in relation to the development and delivery of Projects commissioned by the Economic Ambition Board, and specifically the Projects within the Growth Deal; • to actively monitor and review progress, impact and performance of Programmes and related Projects, and to put forward any recommendation for change to the Board; • to advise and put forward views and suggestion to the Board on the business cases for Projects, and specifically the Projects within the Growth Deal.

Engagement • to actively promote the engagement and participation of all key sectors in the development and delivery of the Growth Vision for North Wales; • to engage with stakeholders to identify any strategic activity and investment required to overcome barriers to growth, and to put forward any recommendations to the Economic Ambition Board; • to consult with stakeholders to gather market intelligence, evidence and analysis of economic trends in the region and market demand/failure to inform and support the work of the Economic Ambition Board.

MEMBERSHIP:

Its membership will include representatives from the growth and foundation economic sectors.

Page55 91 The Stakeholders’ Forum will include business representatives from all key growth and foundation sectors to prove expert input and advice to the Economic Ambition Board.

ROLE OF CHAIR (to be advertised and publicly appointed):

The Chair will be expected to play a key role in providing leadership to the Forum, and in providing high quality advice to the North Wales Economic Ambition Board.

The key responsibilities of the Chair will be to: • Play a key role in promoting the views of the Stakeholders Forum to the North Wales Economic Ambition Board; • Lead the Forum in the monitoring of the development and delivery of the Growth Deal; • Develop and maintain an effective relationship with the North Wales Economic Ambition Board and its Sub- Committees; • Act as advisory member of North Wales Economic Ambition Board.

SECRETARIAT:

Secretariat for the Stakeholders Forum will be provided by the Programme Office for the North Wales Economic Ambition Board.

Page56 92 APPENDIX 4

Page57 93 GOVERNANCE MAP Page 94 Page

58 Page 95 Page

59 APPENDIX 5

Page60 96 DELIVERING THE GROWTH VISION FOR NORTH WALES HOST AUTHORITY

For collaborative partnerships which engage employees, manage government grants, enter into contracts, and commit resources, a host authority is required. A host authority acts on behalf of a partnership and acts as its ‘home’ partner. The host provides the partnership with professional advice, support and services for it to function. It acts as the employer for any employees, provides the financing and governance/secretariat functions, and fulfils the statutory professional roles required under law such as the Monitoring Officer, Section 151 Officer and Internal Audit Manager. The Host Authority be the host for the Programme Office.

This paper sets out an outline of the host authority role for the Growth Bid.

Gwynedd is acting as the host authority for the development and planning phases. A decision will need to be taken on the choice of host authority for the implementation phase from April 2019.

Host authorities are familiar to us. Examples of formal collaboratives in North Wales are GWE (Gwynedd is the host) and the Regional Emergency Planning Service (Flintshire is the host). The new national Wales Pension Pool (Carmarthenshire is the host) is an example on a larger geographical scale.

The host authority role is not necessarily one and the same as a lead role. Leadership roles in governance (e.g. Chair and Vice Chair of a Committee), specialist advice (e.g. professional leads on programme themes), and project management (responsibility for delivery of assigned projects) can be dispersed amongst the partners of the partnership.

The roles of the host authority, its inter-relationships with its partners, how liabilities are to be shared, and how the roles and activities of the host and dispersed roles are to be co-funded, will be regulated by the Governance Agreement 2.

It is proposed that expressions of interest are invited for the role of host authority from 2019 onwards. Informal discussions can then take place to develop the brief for the role and assess the capacity and expertise likely to be needed for the chosen host to be effective. The demands of being the host authority for this collaboration will be extensive and should not be under-estimated.

CORE ROLES OF A HOST AUTHORITY:

Governance • Democratic services support and secretariat services • Monitoring Officer role

Employer • Recruitment and secondment management • Employment advice, HR support services and payroll

Professional Services • Legal services • Internal Audit

Page 97 61 • ICT infrastructure and support services • Procurement advice and support • Asset and facilities management • Translation services • Communications and public relations • Commissioning consultancy for specialist skills and/or capacity

Financial Planning and Management • S151 Officer role • Financial planning (capital and revenue) • Management accounting (capital and revenue) • Payments and invoicing • Grant and income management

Performance, Contract, Risk and Project Management • Performance management systems and reporting • Contract management (Policy and Negotiation) • Risk management systems and reporting • Project management systems and support

Page 98 62 North Wales Economic Growth Bid

Wellbeing Impact Assessment Report

This report summarises the likely impact of a proposal on the social, economic, environmental and cultural well- being of Denbighshire, Wales and the world.

Assessment Number: 184

The 6 North Wales Councils have developed and endorsed a vision for economic growth across the region. This proposal looks at the Brief description: governance arrangements to support development of the strategy to deliver that economic growth. A further assessment will be carried out when the details of the Growth Strategy and bid are known.

Date Completed: 13/02/2017 10:27:29 Version: 1

Completed By: Rebecca Maxwell

Responsible Service: Planning & Public Protection

Localities affected by the proposal: Whole County,

Page 125101 IMPACT ASSESSMENT SUMMARY AND CONCLUSION

Before we look in detail at the contribution and impact of the proposal, it is important to consider how the proposal is applying the sustainable development principle. This means that we must act "in a manner which seeks to ensure that the needs of the present are met without compromising the ability of future generations to meet their own needs."

Score for the sustainability of the approach

Could some small changes in your thinking produce a better result? (3 out of 4 stars)

Actual score: 19/ 24.

Summary of impact

Wellbeing Goals

A prosperous Denbighshire Positive A resilient Denbighshire Negative A healthier Denbighshire Positive A more equal Denbighshire Positive A Denbighshire of cohesive communities Positive A Denbighshire of vibrant culture and thriving Welsh language Neutral

A globally responsible Denbighshire Neutral

Main conclusions

On balance, the Growth Bid for North Wales is assessed as having a positive impact on North Wales generally and Denbighshire specifically. Its main benefits come from the increased employment opportunities, economic activity, personal and business wealth and wellbeing its activities will create, leading to more vibrant and sustainable communities with reduced deprivation and worklessness, and a reduction in the inequalities arising from deprivation. There are risks, however - both in terms of how inclusive the growth will be and the impact that growth could have on the region generally and Denbighshire specifically. Attention is already being paid to measures needed to ensure inclusive growth. Skills and Employment are a key feature of the Growth Bid proposal, with a specific focus on both skills for young people and also employability improvement for working age adults currently furthest from the workplace. Initiatives are also planned to ensure local supply chain and local businesses benefit from inward investment propositions and transformational projects, such as is already happening for HMP Berwyn and Wylfa Newydd. Less well understood are the potential adverse impacts on natural environment, sustainability and Welsh Language and culture. Further work is needed on these to ensure potential adverse impacts are minimised and positive opportunities are captured. Page 126102 The region's individual planning systems will have a strong role to play in ensuring growth does not overwhelm what makes the region a good place to live currently. There will also need to be careful and close working among all public services to ensure that any increase in population arising from the anticipated economic growth is managed and that services are planned and adequately resourced to deal with any increased demand. The region's individual planning systems will have a strong role to play in ensuring growth does not overwhelm what makes the region a good place to live currently. There will also need to be careful and close working among all public services to ensure that any increase in population arising from the anticipated economic growth is managed and that services are planned and adequately resourced to deal with any increased demand.

Page 127103 THE LIKELY IMPACT ON DENBIGHSHIRE, WALES AND THE WORLD

A prosperous Denbighshire

Overall Impact: Positive

The Growth Bid is specifically designed to grow the economy of North Wales, whilst at the same time safeguarding social, environmental and cultural well being. The Bid aims to support and retain young people in the region by creating new employment opportunities, increasing affordable housing options and creating a more vibrant lifestyle. The Bid is also intended to address worklessness and economic inactivity. Justification for Impact: Denbighshire is well positioned to benefit from an improved economy in North Wales as a whole. As well as having specific employment sites identified on which business growth can happen, the county's workforce will be able to travel easily to jobs outside the county, particularly to the East in the already strong economies of Flintshire, Wrexham and Chester where demand for workforce is already starting to outstrip supply.

Positive consequences identified:

The Growth Bid features Energy, particularly renewable energy, as one of its sectors for growth. An increase in locally accessible high quality jobs will reduce the need for commuting, reducing carbon impact. Improved public transport connectivity is a key feature of the Growth Bid. This has the potential to reduce reliance on private car travel and reduce carbon consumption The Growth Bid is intended to grow the economy of North Wales as a region significantly. It is also intended that this growth is spread across the region and not just clustered in one area. Denbighshire is well positioned to benefit from economic growth, particularly in North East Wales and the immediate cross border area. The Growth Bid envisages a growth of 120,000 new jobs over the next 20 years. By focusing on specific sectors of growth - energy and advanced manufacturing in particular - the expectation is that these will be high quality, high value employment opportunities. Denbighshire is well placed to benefit as it is located closest to the already strong economies of Flintshire, Wrexham and Chester and with improved employment opportunities and transport connectivity, it will be easier for Denbighshire residents to access the new jobs. There are also 2 key strategic employment locations within the county - at St Asaph and Bodelwyddan. Growth in the region as a whole will make these attractive locations for businesses given their relative proximity to the North England economy and location on the strategic transport corridors of road and rail on the North Wales coast. A core part of the Growth Bid is a Skills and Employment plan. Specific initiatives have been identified to ensure skills are developed among the regional workforce to complement the jobs being created. The Growth Bid also highlights investment in communication and transport infrastructure as a key component in the economic growth envisaged. Broadband, mobile telecommunications and road/rail infrastructure are all specifically identified. The need to invest in Housing delivery is also highlighted.

Unintended negative consequences identified:

There is a risk that improved connectivity encourages more commuting, particularly if new jobs are not spread across the region. Increased business activity, particularly manufacturing,Pagemay 128104increase carbon consumption through energy use, transport implications and use of raw materials. There is a risk that growth is not spread and benefits are only felt by one part of the region. Local businesses may struggle to compete with new employers offering higher quality jobs. There is a risk that new jobs created will not benefit Denbighshire residents. Additional work will be required to ensure residents are well skilled, aware of the new employment opportunities and easily able to access them through improved transport infrastructure. Local businesses may struggle to compete with new employers offering higher quality jobs. If schools and colleges are not sufficiently engaged, skill development will not happen for the local resident workforce and new job opportunities will be filled by inward commuters. Without careful planning, there is a risk that housing growth may be more than local services are able to sustain. As noted above, increased economic growth may also lead to increased travel - both to and for work, and may increase road freight if investment in rail is insufficient. The Growth Bid does not specifically consider impact on childcare provision.

Mitigating actions:

The main potential for negative consequences arise from the risk that economic growth happens around Denbighshire and does not benefit the county. Officers are already working to minimise this risk through the Council's existing Economic & Community Ambition Strategy that seeks to support our indigenous business base to grow and develop, as well as creating an attractive environment for new businesses to set up and grow. Within the Growth Bid work, programmes have been identified to ensure region wide skills development for the benefit of existing residents, including retaining young people who have traditionally left the region for employment. There is also a programme focusing on connecting existing local North Wales businesses into supply chain opportunities that may arise from wider economic growth. This is already underway for North Wales Prison and Wylfa Newydd. Locally, DCC officers have been working hard to make it easy for local businesses to enter the council's supply chain and to connect local businesses with wider regional opportunities. The risk of increased travel for and to work will in part by addressed by a focus on improving public transport infrastructure and services. In particular, the North Wales Rail Modernisation programme (Growth Track 360) and the forthcoming work on the North Wales Metro concept, will seek to address current deficiencies. Creation of local jobs close to/well connected to major centres of population in the region will also help to mitigate commuting risks. There is currently a substantial outward migration of workers to jobs outside North Wales and outside individual counties within North Wales. There is a risk that growth is not spread and benefits are only felt by one part of the region. Local businesses may struggle to compete with new employers offering higher quality jobs. There is a risk that new jobs created will not benefit Denbighshire residents. Additional work will be required to ensure residents are well skilled, aware of the new employment opportunities and easily able to access them through improved transport infrastructure. Local businesses may struggle to compete with new employers offering higher quality jobs. If schools and colleges are not sufficiently engaged, skill development will not happen for the local resident workforce and new job opportunities will be filled by inward commuters. Without careful planning, there is a risk that housing growth may be more than local services are able to sustain. As noted above, increased economic growth may also lead to increased travel - both to and for work, and may increase road freight if investment in rail is insufficient. The Growth Bid does not specifically consider impact on childcare provision.

Mitigating actions:

Page 129105 A resilient Denbighshire

Overall Impact: Negative

Increased energy consumption and most likely increased fuel consumption are inevitable consequences of increased economic activity. The Growth Bid has not Justification for Impact: considered explicitly environmental considerations at this stage. Implementation at individual project level will enable a closer analysis of issues, but is unlikely to remove entirely the potential for unintended negative consequences in this area.

Positive consequences identified:

A growth sector identified in the North Wales Growth Bid is renewable energy and clean technologies. This has the potential to impact positively. Growth in advanced manufacturing and materials may increase the potential for reuse and recycling of materials, but nothing specific is planned. Some potential for reduced fuel use if outward commuting can be reduced by creation of more jobs locally, or within closer distance.

Unintended negative consequences identified:

Development of employment sites may at times impact on issues of biodiversity or environment. It is expected that these will be managed through the Planning process. An increase in both business activity and population risks having a negative impact on waste generated. North Wales councils have good levels of performance in recycling and waste avoidance. There is no reason to believe this will change. Increased business activity will increase energy consumption in the county and across the region. Businesses themselves will be incentivised to keep this as low as possible (minimised costs) and will be likely to be seeking renewable sources. Fuel consumption may increase if jobs are not evenly spread across the region (although there is significant outward migration already from the region for employment). Travel for business (employees and goods/freight) may also increase leading to increased fuel use.

Mitigating actions:

Businesses will be encouraged to consider renewable energy sources Employees (and businesses) will be encouraged to consider lower carbon modes of transport. Larger businesses will be expected - by the planning process - to demonstrate how they are encouraging Green travel among their workforce Investment in public transport infrastructure will increase the likelihood of it being used in preference to private car. All individual developments will be controlled for environmental and biodiversity impact through the planning process. The same will apply to flood risk management. Growth in the renewable energy and clean technology sector as a result of the Growth Bid activity will increase Wales and the UK's ability to reduce consumption and reduce negative impacts on the environment.

Page 130106 A healthier Denbighshire

Overall Impact: Positive

Increased employment, economic activity and household income are all associated with higher levels of well being - or at least their lack is commonly associated with Justification for Impact: lower levels. By improving employment opportunities, Denbighshire and North Wales residents will be at less risk from the many various impacts of multiple deprivation.

Positive consequences identified:

Employment and economic activity has been shown to have a positive impact on health and wellbeing, and for deprivation to have a negative impact. The Growth Bid plans to increase employment opportunities, reduce worklessness and improve economic activity rates across the region. In Denbighshire, the highest levels of unemployment, economic inactivity and low household income are in Rhyl. With its location on the main public transport network, and its proximity to major employment locations at St Asaph, Bodelwyddan and slightly further afield at Deeside, Rhyl is well positioned to offer its residents easy access to new job opportunities being created. Employment and economic activity, together with higher household incomes, are associated with higher levels of emotional and mental well being.

Unintended negative consequences identified:

There is a risk that if population grows faster than the ability of health services to respond, access to healthcare may become harder.

Mitigating actions:

Careful planning will need to take place with BCUHB and other public services, including Councils' own services, to ensure that any population growth arising from the increased economic growth is planned for and that services can respond.

Page 131107 A more equal Denbighshire

Overall Impact: Positive

The main aim of the Growth Bid is to increase employment, reduce economic activity and bring higher levels of income to the region. This will address the economic Justification for Impact: inequality and deprivation that exists in many parts of the region. Rhyl is particularly well placed to benefit and has the highest levels of deprivation in the region.

Positive consequences identified:

Improved economic 'wealth' across the region has the potential to benefit all groups. Businesses will be required to consider their individual approaches to people with protected characteristics in their own employment policies. The Growth Bid specifically identifies a goal of improving the employment and retention of young people in the region. Improved economic activity and reduced deprivation will have an impact on reducing health inequalities. The Growth Bid is specifically intended to improve levels of employment and address economic inactivity and worklessness. More people in employment and more higher value employment opportunities will increase household income across the region. There will be reduced reliance on benefits.

Unintended negative consequences identified:

There are no specific considerations given at Growth Bid level to the impact of economic growth on the well being of people with protected characteristics. There is a risk that without additional focus on people already furthest from the workplace, the new employment opportunities will not benefit them. There is a risk that without additional focus on people already furthest from the workplace, the new employment opportunities will not benefit them.

Mitigating actions:

The Growth Bid already envisages specific work with groups furthest from the work place - both young people and working age adults - through the Skills and Employment Plan to minimise the risk of excluding from economic growth. Work has already started in a number of locations, including Rhyl, with Dept for Work & Pensions to improve employment opportunities for local disadvantaged residents. Skills development work will also seek to minimise risk of exclusion. As noted previously, Rhyl is particularly well located for its residents to have access to increased employment opportunities. This location, alongside the skills development work and investment in public transport infrastructure, will all help to minimise risks of exclusion/maximise potential for benefit.

Page 132108 A Denbighshire of cohesive communities

Overall Impact: Positive

It is anticipated that more economically active communities will be more resilient and feel safer. The Growth Bid is intended to deliver more economically active Justification for Impact: communities. On balance, it is expected that this growth will have a positive impact on cohesiveness of communities.

Positive consequences identified:

Increased employment/income and reduced deprivation may have a positive impact on community safety/may help to address issues of anti social behaviour (including drug and alcohol misuse) experienced in parts of the region at the moment. More economically active communities may be more willing to participate and invest in their own resilience (fewer other things to worry about) - however, the evidence is not strong that this happens naturally. Vibrant towns and communities are strongly associated with good levels of employment and household income. A more vibrant community is more likely also to be a more attractive place.

Unintended negative consequences identified:

There is a risk that communities become less rather than more connected. There are some concerns that increased population resulting from inward migration, rather than retention of existing working age residents, may reduce community participation and identity. There is a risk that increased economic activity leads to over development and/or urbanisation of the region and Denbighshire's natural environment, making it less attractive.

Mitigating actions:

Community development work will need to take place alongside the economic growth strategy to ensure that communities remain connected whilst growth is happening. Communities with a strong sense of identity will be better placed to absorb population growth without it impacting adversely. The Planning system will be required to manage the potential for adverse impacts of new developments and to minimise these as far as possible through their planning decisions and conditions. Council's Local Development Plans will need to be clear about where employment and housing growth will and will not be allowed.

Page 133109 A Denbighshire of vibrant culture and thriving Welsh language

Overall Impact: Neutral

Economic growth in North Wales has great potential to offer employment opportunities to working age residents from the area, many of whom leave the region for work - either on a daily basis or permanently. In Denbighshire at least there is strong evidence that this section of the population is missing and increased employment may be a way of reversing this trend. Retention of existing residents is likely to have a positive impact on Welsh Language, culture and heritage through retaining language skills and personal history/affinity with local culture, traditions and Justification for Impact: heritage. There is a risk, however, that jobs will be filled by residents new to North Wales and that new businesses will not see the importance of Welsh Language and culture. This has the potential to reduce prominence of the Welsh Language and have an adverse impact on culture and heritage. On balance, the impact is likely to be neutral - with some jobs being successful in retaining existing residents who would otherwise have moved elsewhere for work and others being filled by new residents with less affinity for Welsh language, culture and heritage.

Positive consequences identified:

Research has suggested that increasing employment opportunities for young people in North Wales will help to retain that section of the population that is currently lost to the region. Given the quality of Welsh Language education within the school system, retention of more locally educated young people will have a positive impact on promotion and use of the Welsh language. All Councils adhere to the Welsh Language Standards, which include a responsibility to promote use of the Welsh Language. A higher profile for North Wales as a region has the potential to highlight the rich culture and heritage of the area. Tourism is acknowledged to be an important economic sector across the region and is likely to grow further as a result of more general economic growth.

Unintended negative consequences identified:

There are concerns that if new jobs are filled by people moving in to the region, there will be an adverse impact on use of the Welsh Language as the proportion of Welsh speakers is reduced. Non Welsh companies moving to locate in North Wales may not have the same commitment to promotion and use of Welsh as indigenous businesses. This may dilute Councils' work to promote the language. As noted above, if new jobs are filled by inward migration rather than existing residents retained, there is a risk that knowledge of local culture and heritage will be reduced without specific efforts to educate, inform and promote.

Mitigating actions:

All Councils need to be alert to the risk of adverse impact on Welsh language, culture and heritage. Welsh Language promotion and education will need to continue and perhaps be strengthened. Availability of Welsh language classes for new residents to the region could help to increase awareness and language skills. Ensuring young people in particular are aware of the increased employment opportunities to encourage retention within the region will be important. Availability of affordable housing for young familiesPagewill also134110be important, close to new employment opportunities and providing good access to education, including in Welsh language. The tourism sector should be encouraged to maximise the potential from local culture and heritage and to make sure it is prominent in their visitor offers. This can help to create a unique and attractive visitor brand as well as safeguarding and promoting the region's culture and heritage and the Welsh Language. Availability of affordable housing for young families will also be important, close to new employment opportunities and providing good access to education, including in Welsh language. The tourism sector should be encouraged to maximise the potential from local culture and heritage and to make sure it is prominent in their visitor offers. This can help to create a unique and attractive visitor brand as well as safeguarding and promoting the region's culture and heritage and the Welsh Language.

Page 135111 A globally responsible Denbighshire

Overall Impact: Neutral

It is difficult at this stage to assess the impact of the Growth Bid on global responsibility. The growth sectors identified (particularly energy and clean Justification for Impact: technologies, and advanced manufacturing) have the potential to increase global resilience but at strategic level it is impossible to assess this at present.

Positive consequences identified:

There is a specific strand of work within the Growth Bid proposals to ensure local supply chains are maximised in major inward investment propositions. Individual councils are likely to have social benefit clauses that incentivise use of local labour and supply chains. DCC has been successful in recent developments for ensuring local benefit for residents and businesses in this way. Increased local/Welsh/UK business, particularly manufacturing and energy, may reduce reliance on imported goods and services. The proposals are at too high a level to consider the impact on particular raw materials or supply chains. Increased economic activity and wealth should have a positive impact on funding for local services, although increased population in itself may increase demand.

Unintended negative consequences identified:

There is a risk that if development is not carefully planned alongside service provision, that capacity to respond will be adversely affected

Mitigating actions:

As mentioned previously, growth needs to be carefully planned alongside other service providers to ensure that any growth in population does not cause an adverse impact on the ability of services to respond to population needs. It is generally expected that increased economic wealth will improve funding available for public services in the region but this is not guaranteed and will need to be carefully managed.

Page 136112 Agenda Item 7

Report To: County Council

Date of Meeting: 23 October 2018

Lead Member / Officer: Cllr Julian Thompson-Hill, Lead Member for Finance, Corporate Plan & Performance / Alan Smith, Head of Business Improvement & Modernisation

Report Author: Nicola Kneale, Strategic Planning Team Manager

Title: 2017/18 Annual Performance Review

1. What is the report about? The council is required to publish an annual report of its performance by 31 October each year. This report is about the council’s draft Annual Performance Review for 2017/18.

2. What is the reason for making this report?

2.1 A decision is required to approve the draft 2017/18 Annual Performance Review, attached at Appendix I and Appendix II to this report.

2.2 Appendix I contains narrative on the progress in delivering our corporate priorities, including the current status and programme progress. Included in each corporate priority subsection there are also case studies, sustainable development, and diversity and equalities information included.

2.3 Appendix II is an extract from the Verto Performance Management System, featuring graphs to illustrate performance data in relation to the Corporate Plan

3. What are the Recommendations?

It is recommended that, subject to any agreed changes, Members approve the draft 2017/18 Annual Performance Review to enable publication before 31 October 2018.

4. Report details

4.1 The Council’s Corporate Plan 2017-2022 sets the strategic direction for the council and its priorities for the five-year period. The detail about what the council intends to do each year to help deliver these priorities is set out in annual service plans and the Corporate Plan Annual Delivery Document.

4.2 This annual performance report provides a retrospective evaluation of the Council’s success in delivering against these plans during 2017-18, and whether the Council has successfully fulfilled its obligation to make arrangements to secure continuous improvement.

Page 113

5. How does the decision contribute to the Corporate Priorities? The Annual Performance Review includes an evaluation of the Council’s success in delivering against its corporate priorities.

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

There is no cost associated with this decision. Upon agreement of the recommendation, the document will be made available online and a press release will be issued informing people of the document’s publication and its location.

7. What are the main conclusions of the Well-being Impact Assessment?

A Well-being Impact Assessment (WIA) is not required for this report. This report provides a retrospective evaluation of the council’s performance, and the decision to approve the report has no potential impact on people sharing protected characteristics. A WIA was undertaken on the Corporate Plan itself, and was presented to County Council when the plan was approved in October 2017.

8. What consultations have been carried out with Scrutiny and others?

The report has been developed by the Strategic Planning Team, in consultation with other council services. The performance information contained within the document has been provided by services, and has been drawn from the Verto performance management system. Consultation will take place at Cabinet Briefing and the Senior Leadership Team (SLT) prior to being submitted to County Council for approval.

9. Chief Finance Officer Statement

There are no significant financial implications arising from the report.

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

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

11. Power to make the Decision

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

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Annual Performance Review

2017-18 Corporate Plan / Project Register / Statutory Performance Framework This document is also available in Welsh, and may be available in other formats on request A    

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THIS PAGE IS INTENTIONALLY LEFT BLANK

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LANGUAGE SIGNPOST

This document may be available in other formats on request:

Os ydych angen gwybodaeth bellach, gofynnwch os gwelwch yn dda i rhywun yr ydych yn gwybod sydd yn siarad Cymraeg neu Saesneg i ffonio 01824 706291

If you need further information, please ask someone you know who speaks English or Welsh to telephone 01824 706291

Jeżeli potrzebują państwo dalszych informacji, proszę poprosić kogoś, kto mówi po angilesku lub walijsku żeby zadzwonił pod numer 01824 706291

01824 706291

01824 706161

Se você precisar de nova informação, por favor pergunte alguém você sabe quem diz o galês o'r inglês para telefonar 01824 706291

اذا كنت بحاجة الى مزيد من المعلومات ، يرجى الطلب من شخص ما تعرف من يتحدث اإلنجليزية أو الويلزية الهاتف 01824706161

如果您需要更多信息，请向你认识的人谁讲英语或威尔士电话：01824 706291

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To make comments and suggestions or for further information please contact:

By EMAIL: [email protected]

By TELEPHONE: 01824 706291 Rydym yn croesawu galwadau ffôn yn Gymraeg / We welcome telephone calls in Welsh.

By POST: Strategic Planning & Performance Team Denbighshire County Council PO Box 62 Ruthin, LL15 9AZ We welcome correspondence in Welsh. There will be no delay in responding to correspondence received in Welsh.

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TABLE OF CONTENTS

LANGUAGE SIGNPOST ...... 3

TABLE OF CONTENTS ...... 5

FOREWORD ...... 8

GLOSSARY OF ACRONYMS ...... 10

FINANCIAL INFORMATION ...... 11

INTRODUCTION ...... 14

KEY ...... 15

THE CORPORATE PLAN ...... 17

Summary position of Corporate Plan at 31 March 2018 ...... 18

Housing: Everyone is supported to live in homes that meet their needs ...... 19

Summary ...... 19

Performance Status ...... 19

Programme Progress ...... 20

Case studies ...... 21

Sustainable Development ...... 22

Diversity and Equality ...... 23 Connected Communities: Communities are connected and have access to goods and services locally, online and through good transport links ...... 24

Summary ...... 24

Performance Status ...... 24

Programme Progress ...... 26

Case studies ...... 27

Sustainable Development ...... 28

Diversity and Equality ...... 29 Resilient Communities: The Council works with people and communities to build independence and resilience ...... 30

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Summary ...... 30

Performance Status ...... 30

Programme Progress ...... 33

Case studies ...... 34

Sustainable Development ...... 35

Diversity and Equality ...... 36

Environment: Attractive and protected, supporting well-being and economic prosperity ...... 38

Summary ...... 38

Performance Status ...... 38

Programme Progress ...... 39

Case studies ...... 41

Sustainable Development ...... 43

Diversity and Equality ...... 43 Young People: A place where younger people will want to live and work and have the skills to do so ...... 45

Summary ...... 45

Performance Status ...... 45

Performance Progress ...... 47

Case studies ...... 48

Sustainable Development ...... 50

Diversity and Equality ...... 51

Key Principles ...... 54

Sustainable development ...... 54

Equality and diversity ...... 55

Welsh Language ...... 58

PROJECT REGISTER ...... 60

COMPARATIVE PERFORMANCE ...... 61

EXTERNAL REGULATION AND INSPECTION ...... 63

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Wales Audit Office ...... 63

Estyn ...... 64

APPENDICES ...... 66

APPENDIX 1 – DENBIGHSHIRE CORPORATE PROJECT REGISTER ...... 66

(JUNE 2018) ...... 66

APPENDIX 2 – CORPORATE RISK REGISTER (JUNE 2018) ...... 68

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FOREWORD

Each year we review our performance and evaluate success in delivering real benefits for our communities. This report is a review of our performance during the 2017-18 financial year.

County Council elections in May 2017 resulted in a new team of elected Members, and it was during this last year that the council agreed a new five-year Corporate Plan for 2017-22, with 2017- 18 representing the first year of that plan. We’re very proud of this plan, which has been developed within the context of the Well-being of Future Generations Act.

Based on thorough research of the strengths, challenges, and future risks and opportunities for our communities – coupled with extensive and in-depth conversations with our residents and professional colleagues – success in delivering this plan should ensure our communities have the ingredients to support people to live independent and fulfilled lives in the future.

The plan sets out our priorities for the five-year period, and this report evaluates our progress so far. We know that the priorities will take several years to deliver, and we realise that the full benefits of this plan will be realised beyond 2022. We also know that we can’t deliver this alone. This is a plan for our communities, and its scope has not been limited to that which is in the Council’s ‘gift’ to deliver. Therefore, working with residents, public sector partners, not-for-profit sector colleagues and the private sector will be important if we are to achieve our goals. You can read more about our approach to delivering against our plan by reading the Sustainable Development section under each priority.

Previously, in addition to our Corporate Plan, the Council has had a separate Strategic Equality Plan. With the focus on well-being for all that runs through our Corporate Plan, we’ve now integrated the two, demonstrating that equality work is a key principle through our day-to-day work, rather than a separate activity. Again, you can read commentary on how we are delivering for people with protected characteristics in the Equalities section under each priority.

I am pleased to say that we have made good progress with our priorities during 2017-18, and have laid the foundations for further success by adopting a programme management approach to delivering our Corporate Plan. This will see that we stay focussed on our long-term goals, take collective responsibility for the actions we take and our approach to those actions, and regularly check that the direction we’re taking remains relevant and sufficiently ambitious.

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I am proud to say that in recent years Denbighshire has consistently been one of the highest performing councils in Wales, according to the indicators used by the Welsh Government to evaluate local government performance. Despite 2017-18 being a year of significant change - a new Council, a new Corporate Plan, and the departure of one Chief Executive that has given me the opportunity to join this organisation – not only is our aim to continue being a high performing Welsh council, but also to focus on the impact we’re having on the day-to-day lives of our residents.

Judith Greenhalgh Councillor Hugh Evans Chief Executive at Denbighshire County Council Leader of the Council

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GLOSSARY OF ACRONYMS

Acronym Meaning BCUHB Betsi Cadwaladr University Health Board C&DCSP Conwy &Denbighshire Community Safety Partnership GCSE General Certificate of Secondary Education NEET Not in Education, Employment, or Training DCC Denbighshire county Council NEWCIS North East Wales Carers Information Service MARAC Multi-Agency Risk Assessment Conference PASS Pupil Attitudes to Self and School WIMD Welsh Index of Multiple Deprivation STEAM Scarborough Tourism Economic Activity Monitor DFG Disabled Facilities Grants CET Corporate Executive Team PAM Public Accountability Measures eFSM entitlement to Free School Meals DFG Disabled Facilities Grants WAO Wales Audit Office

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FINANCIAL INFORMATION

The Council sets a revenue budget each year. This revenue budget covers the costs of the services the council provides, and is paid for by Welsh Government Grants, Council Tax and Business Rate payers and service users. For 2017-18 the gross revenue budget was £296.5m. As part of the ongoing reductions to public spending, the funding available to local government has continued to reduce and the council had to bridge a gap of £4.4m to balance the budget. The council identified £1.4m of corporate savings and a planned cash contribution of £2.1m from the use of balances and a specific budget mitigation reserve. This meant that services were protected as much as possible, and they contributed £0.9m in efficiency savings. To deliver its budgets for 2017-18, the council underwent a rigorous budget process to identify areas for savings and cuts. We asked all services to identify efficiency savings amounting to 1% of their net budgets. In the autumn a series of meetings involving Cabinet members and Heads of Service considered the budget proposals, service reserves and further possible savings. All this information informed the Medium Term Financial Plan, which sets out how the Council will make these savings and takes account of known and likely changes to the council’s budget settlement. Prior to approval by County Council, the savings were agreed with Heads of Service and Lead Members, presented to a series of Member budget workshops and circulated to staff and trade unions. The table below shows where the council spends its money:

By the end of the year the Council spent £1.1m less than it budgeted for on services and corporate budgets, including schools delegated budgets. Service balances at year-end were £0.407m. Although it remains a difficult financial period for schools, investment in school budgets in 2017-

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18 (which more than funded inflationary pressures) and the close working relationship between the Council and schools in producing robust three year financial plans, has resulted in an improved financial position for schools. (Schools reported an in-year underspend of £0.713m resulting in a net deficit balance of £0.343m.) During the year the Council made a net contribution to a budget mitigation reserve. This is part of the council’s ongoing budget strategy. There have continued to be reductions in the council’s funding. However, due to the use of cash from the Budget Mitigation Reserve and General Balances (£2.0m) and the identification of savings from corporate contingency budgets (£3.0m), the level of efficiencies required from services for 2018-19 has been kept as low as possible (£1.6m). The budget process for 2019-20 and beyond is also underway. After the planned use of general balances (£1.4m) an initial budget gap of £7.5m was identified. A Budget Board has been set up to help plan the Council’s response and approach to this challenge, and currently approximately £3.9m of efficiencies and savings have been identified and proposed. During 2017-18 the council continued its commitment to delivering the 2012-17 Corporate Plan, which aimed to deliver significant investment in schools, social care facilities and roads. Expenditure on Corporate Plan projects was £16.8m in 2017-18, which included £7.9m on the two Ruthin schools at the Glasdir site; £3.2m on Ysgol Glan Clwyd; £1.4m on the Faith School in Rhyl (Christ the Word Catholic School), and £3.0m on highways maintenance and bridges. While the current five-year Plan ended in 2017-18, it was always envisaged that some of the major investment projects within it would be delivered over a longer timeframe; therefore planned investment of £41m will roll forward into the next two years. These projects include two further schools in the Ruthin area, and completion of the new faith school in Rhyl. Following Council elections last year, the council approved the new Corporate Plan 2017-22: ‘Working Together for the Future of Denbighshire’, which builds on this track record of delivery. The overall ambition of this Plan is to ensure that Denbighshire is a place where residents and businesses are well connected and resilient; where young people have opportunities for affordable housing and acquire skills and jobs to lead successful and fulfilling lives, and where we can all enjoy an attractive and protected environment. Like the last plan, this Corporate Plan contains specific actions that will be delivered over five years. Perhaps even more importantly though, these actions are designed to have an impact beyond the next five years with future generations in mind. This Corporate Plan sets out our ambitious but deliverable priorities for the next five years. Some of these priorities will require significant capital investment, others revenue funding, and some may be delivered at no additional cost. We think we need to invest somewhere in the region of an additional £135m in our corporate priorities over the next five years, if we are to achieve all that we’d like. To pay for the capital investment identified, we will need to commit revenue budget and cash to the priorities. During 2017-18 we identified £0.5m of our revenue budget for 2018/19 and £1m cash to support the new corporate priorities. Future annual budget allocations will be required, but it is recognised that this will be difficult to achieve as the council’s total budget reduces.

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Although £135m is a large sum, the council would not have to provide all of this money itself. We expect that grants from the Welsh Government will be available to help fund the planned work to improve our schools and flood defences. We also plan to use income from housing rent to help fund the new council housing. In reality, we think that the council may have to contribute around £71m of the £135m. With these levels of additional investment, we must deliver drastic improvements. If we are successful – and we believe we will be – Denbighshire will be fit for the future, and continue to be one of the best places in the UK to live, learn, work and visit. Total capital expenditure across council service areas is shown below:

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INTRODUCTION

This report provides an overall assessment of the performance of Denbighshire County Council during 2017-18, and contains sections on the following elements of our work:

1. The Council’s Corporate Plan 2017-22: A narrative on the progress in delivering our corporate priorities including the current status and programme progress. Included in each corporate priority subsection there are also case studies, sustainable development and diversity and equalities information included.

2. Key principles in all that we do: Sustainable Development, Equality & Diversity, Welsh Language, and how they are woven into general council business.

3. The council’s project register, and progress in delivering key projects that support our corporate priorities.

4. The council’s performance in relation to the Public Accountability Measures (PAMs), which are used to evaluate local government performance in Wales.

5. The conclusions from audit and inspection work from our external regulators.

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KEY

The following contains information that will help you to understand the analysis of our progress, particularly in relation to our priorities.

Each priority is articulated as an "outcome", which describes the benefits we aim to deliver for our communities. We use a selection of "indicators" to help us understand whether we are making progress with delivering these outcomes. Indicators do not directly measure the performance of the council, as most indicators are outside of our full control and tell us about the external environment. However, indicators are useful and important because they help us to understand whether outcomes for our communities are getting better or worse.

Each outcome also has a selection of "performance measures" which measure the contribution of the council’s work in relation to that outcome. Each indicator and performance measure is given a status that describes the current position. The status tells us how good the current position is, and the colours below represent the following definitions.

Each outcome also has "improvement activities", which are projects and actions designed to contribute to the delivery of the outcome. We monitor the delivery of these activities by providing a "delivery confidence". The colours are used to mean the following:

THE COLOURS

Colour Action/Project Status Measure Status

GREEN On Target Excellent

YELLOW Experiencing Obstacles Good

ORANGE At Risk Acceptable

RED Compromised Priority for Improvement

BLUE Complete Not applicable

POSTPONED Deferred Not applicable

WITHDRAWN Not a priority Not applicable

TO BE REMOVED Not applicable Proposal to delete this measure

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THE EVALUATION

 The default methodology that provides context for outfor performance evaluation is where performing at the Wales upper quartile or above reflects the transition to Excellent, and performing at the Wales median or below reflects the transition to a Priority for Improvement. Performance half way between these points are categorised as either Good or Acceptable.  Where national data is not available, we have taken a local view on what excellence looks like.  The default position for project reporting is documented in the project management methodology, summarised above (Action Status).

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THE CORPORATE PLAN

This is the summary position for each Outcome in the Corporate Plan at 31 March 2018. The overall evaluation for each priority has been determined by taking account of the indicators, performance measures, and improvement activity. For each priority there are two pieces of commentary:

- Performance Status provides narrative and an assessment of what the indicators tell us about our communities at present; - Programme Progress sections outline how projects identified in support of each priority are developing.

The Performance Status gives an indication about how things are in our communities at present. Having recognised these are areas in which we want to improve during the life of this Corporate Plan, we wouldn’t expect to be performing well in relation to these indicators at the present time.

The Programme of work we have in place to address these indicators should have a positive impact over time, so progress in this area is important. The Programme Progress status for each priority reflects this. The status will inform readers of whether the projects are being delivered on time, to cost, and to quality. This is an important area for Scrutiny to consider.

It’s possible to have a poor Performance Status but a strong Programme Progress status. As we progress towards the completion of this Plan, we’d anticipate that both would match positively (i.e. both would be at least Good).

In addition to the Performance Status and Programme Progress this report details case studies, commentary on how the Sustainable Development principles are being applied, and the progress made toward achieving our diversity and equality agenda. Case studies included in this report highlight the positive progress made toward achieving the corporate priority actions and the tangential benefits that come with a progressive corporate plan. The diversity and equality achievements in this report describe the actions taken by Denbighshire County Council toward achieving a fairer, more involved and more cohesive community in Denbighshire.

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SUMMARY POSITION OF CORPORATE PLAN AT 31 MARCH 2018

Priority Performance Status Programme Progress Status Housing: Everyone is supported to live in homes that meet their needs ACCEPTABLE GOOD

Connected Communities: Communities are connected and have access to goods and services ACCEPTABLE GOOD locally, online and through good transport links Resilient Communities: The Council works with people and communities to build independence PRIORITY FOR GOOD and resilience IMPROVEMENT

Environment: Attractive and protected, supporting well-being and economic prosperity ACCEPTABLE GOOD

Young People: A place where younger people will want to live and work and have the skills to do so PRIORITY FOR GOOD IMPROVEMENT

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HOUSING: EVERYONE IS SUPPORTED TO LIVE IN HOMES THAT MEET THEIR NEEDS

Summary

It is recognised that there is a need to ensure housing is available to meet the needs of Denbighshire residents, and that this is an important factor in retaining or attracting young people to live in the area. During the last Corporate Plan we made a commitment to develop housing availability, and we want to continue to expand on those successes over the course of this new Corporate Plan.

Performance Status Acceptable

An additional 196 homes were delivered There were 1,289 people on the Single in Denbighshire during 2017-18, 63 of Access Route to Housing (SARTH) list at which were affordable. This is on target 31st March 2018. Work will be done to with the Corporate Plan’s aspiration of compare this performance and track delivering an additional 1,000 homes over trends in order to establish performance five years, 260 of which are to be thresholds. affordable. 147 in total Disabled Facilities Grants Responses to the Residents’ Survey 2018 (DFGs) and Major Adaptations were will inform us of satisfaction with regard completed during 2017-18, enabling to the standard and availability of housing people to better maintain their within the county. Results are anticipated independence and continue to live safely to be reported on later in 2018. in their own homes. This is an increase of 23 on the previous year. These efforts The Additional Council Housing have reduced the specialist housing Developments project involves using the waiting list, however some long term funds within the Housing Revenue complex cases will take more significant Account to support investment in the efforts to resolve. provision of 170 additional homes for social rent. The project is currently on A total of 1,088 people have been target with an anticipated start for the supported into homes that meet their first developments in Rhyl and Prestatyn needs during 2017-18. This can be a to begin in September 2018. This will combination of people at risk of involve the construction of energy becoming homeless and adults needing efficient homes, demonstrating placements to support community living. integration between this and the

Environment priority.

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Programme Progress Good

A total of seven projects are currently construction contract is currently planned in support of this priority. Some underway). Ruthin’s Awelon site will are completely new, others are important feature over 30 new extra care homes, projects that were already underway and with planning consent anticipated in will now be monitored by the Corporate September, ahead of construction Priority Programme Boards, with starting in June 2019. progress being reported via quarterly Projects that are being scoped out during performance reports. the next few months include one around Business Cases have been brought to the the provision of specialist housing to Board covering: Extra Care Housing; the support people with disabilities and low- building of 170 council homes (with the level support needs, an additional supply first seven homes to start construction in of private sector homes, and also September of this year); the provision of supporting young people to access 260 affordable homes, and bringing 500 suitable and affordable homes. empty properties back into use. These are now live projects, with construction of the Extra Care complex of 71 units in Middle Lane, Denbigh being overseen by Grwp

Cynefin (the tender process for the

Proposed living apartments on the derelict Middle Lane buildings in Denbigh

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Case studies

Additional housing Homelessness prevention Welsh Government awarded additional In August 2017 Ms B was brought to the funding (£914k) in March 2018 to deliver attention of the Homelessness Prevention affordable housing in Denbighshire. This Team by her landlord who had served her is in addition to the annual grant funding with an eviction notice for arrears and award. This grant funding is being used to failing to keep the property she lived in fund a range of affordable housing habitable. Our Tenancy Sustainment schemes in Denbighshire to be delivered Officer met with Ms B and her Landlord at by 2022 including: her property. At this meeting it became clear that Ms B had more than just - 20 properties at Prestatyn Police financial issues. We therefore enlisted the Station – mixture of houses and flats; support of a Social Worker, Family Aid - Around 40 apartments for older Worker and Family Support Worker. people at the site of the former Ms B responded positively to our Grange Hotel, Rhyl; intervention and engaged fully. Using - 74 extra care homes at Lon Ganol, discretional housing payment and a Denbigh; request to the Vicar’s Relief Fund, steps - Rural affordable homes: two at Cynwyd and two at Rhewl were made to bring Ms B out of arrears. - 28 apartments and four houses in The Family Aid Worker worked hard with Rhyl; Ms B to improve the standard of the - Large house for homelessness property and had all the rubbish removed priority cases; to the satisfaction of the Landlord. The - Five affordable empty homes Family Support Worker then became across the County; involved and - on top of supporting the - Five homebuys across the County children with food hampers and – assisting people to purchase Christmas presents - she also supported their own home; Ms B with tackling her debt problems. - Five Rent to Own properties in Rhyl – providing opportunity to Eight months, later Ms B has no rent rent at market and then purchase arrears and her landlord has not enforced the property. the Section 21 notice. Overall, a successful case whereby homelessness has been prevented through effective team work from different teams within Community Support Services.

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Sustainable Development

Housing We are committed to raising the energy efficiency standards of our current Our Corporate Plan outlines our housing stock, pledging that all will commitment to increase the supply and achieve an energy efficiency rating of ‘C’. accessibility of housing to people with This pledge integrates with our protected characteristics, particularly Environment priority, and will also those of age and disability. This is due to prevent the risk of fuel poverty for our the valuable involvement of residents and residents. professionals during the County Conversation work. As part of this response we must collaborate with

Registered Social Landlords, private landlords, and homebuilders.

Proposed housing development in Prestatyn

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Diversity and Equality

By managing a diversity of housing stock and creating acceptance for alternative We have produced a myth buster leaflet living Denbighshire County Council to challenge commonly held endeavours to facilitate everyone’s right misconceptions and negative stereotypes to a safe and secure place to live. that exist around the Gypsy, Roma and Traveller culture. This is published on our Living in your own home for longer website and has been shared with the local media and staff. We support delivery The Housing department is currently of appropriate accommodation for Gypsy, carrying out a review of its Older People’s Roma and Traveller residential and transit provision to gain a clearer understanding sites, as identified in the Needs of tenants’ potential needs, such as Assessment. We have been working with Telecare provision, adequacy of representatives from the Gypsy, Roma equipment, level of support and and Traveller communities to progress suitability of current sheltered stock. the delivery of the proposed residential Making housing work for the and transit sites, and have appointed a community project manager and a project team who have begun to identify possible locations The inclusion of Community Benefit for the sites clauses in all major works tenders supports provision of long term . community resilience in the form of local employment and training opportunities. This is particularly sustainable through the North Wales Construction Framework, which gives the potential for longevity of employment across a large number of projects.

Homes for communities in need We now have six Syrian families living in the county. The families are housed in county wide locations. Several other private rented sector properties are at different stages of advancement and Denbighshire introduction to Gypsy, Roma completion in joining the scheme, and it is and Traveller communities hoped we will have another three families residing in the county by later in 2018, taking the total up to nine.

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CONNECTED COMMUNITIES: COMMUNITIES ARE CONNECTED AND HAVE ACCESS TO GOODS AND SERVICES LOCALLY, ONLINE AND THROUGH GOOD TRANSPORT LINKS

Summary

Denbighshire understands that access to goods and services is key to maintaining people’s independence. However, depending on where you live, this is not always easy. During the course of this new Corporate Plan. Denbighshire will make it a priority to ensure that communities throughout the county are connected and have access to goods and services.

Performance Status Acceptable

The contact with the council online has improvement' based on the condition of been broadly stable lately (there was a roads in our `family group' of similar local spike in December 2017 due to electronic authorities. Denbighshire ranked 8th in reporting of pot holes during adverse the ‘family group’. Our position when weather). A project to make more council compared against all of Wales is 16th. services available and accessible online 4G mobile network signal on our roads is will be developed. improving slowly. As at January 2018, Four indicators are used to assess the 33.65% of A and B roads in Denbighshire condition of our roads: the percentage of had mobile 4G signal, an increase of principal (A); non-principal (B); and (C) 18.936% since December 2017. This is roads that are in overall poor condition, better than both the Wales average (32%) plus a combination of all three 2017-18. and average coverage in Welsh rural areas (24%). The percentage of A and B roads The percentage of principal (A) and (C) (all operators) in the UK for rural areas roads that are in overall poor condition is was 33% as at January 2018. anticipated to be `excellent' when Notwithstanding this improvement, this compared to the performance of our remains a priority for improvement `family group' of similar local authorities because there remain - across the county during 2016-17. This will be confirmed - too many areas with no 4G coverage by once national data is published in all operators. October/November 2018. Current superfast coverage (> than 5.1% of non-principal (B) roads 2017-18 in 30mbps) in Denbighshire was at 90.5% on overall poor condition (280 kilometres 24 April 2018. In terms of rank, out of all were surveyed with 14km identified as 650 constituencies in the UK, Vale of being in poor condition). Although an Clwyd was 395th, Clwyd West ranked as improvement on the previous year, 5.1% 557th and Clwyd South as 513rd. We have is considered to be a `priority for 24 Page 138

slipped further in terms of coverage when We are developing a business case to ranked against other UK constituencies improve infrastructure to make it easier since the last period, and the pace of to stage events, recognising that improvement in Denbighshire is slower (a organising and attending community 0.1% increase since January 2018). This is events is beneficial both for individual therefore an important topic of focus. well-being, community cohesion, and increasing local leisure spend. This project The overall likelihood of digital exclusion therefore also integrates with the in Denbighshire is extremely high, Community Resilience and Environment measuring at 9 on a 9-point scale (with 9 priorities. indicating the highest likelihood). The score is based on a combination of the following digital and social indicators: infrastructure, the number of people who have never been online, Basic Digital Skills; Basic Digital Skills used; age; education; income and health. 8 of 58 of Lower Super Output Areas (LSOAs) in Denbighshire are among the 10% most deprived in Wales in terms of Access to Services (WIMD) (2014). Typically, the LSOAs that perform poorly in this category don’t usually feature other deprivation factors. Llandrillo is the Rhyl Air show 2017 most deprived in Denbighshire in terms of access to services, and the 7th most deprived in Wales overall.

We are developing a business case to better enable people to travel to work, education and services, which should have a positive impact on this situation, though it will take time to put the corrective measures in place. The first step is to produce a business case. This work is scheduled for completion in the next 12 months, and will involve significant work with partners and residents in order to ensure the business case is based around users’ needs.

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Programme Progress Good

There are six projects currently planned Project Briefs have been brought to the that will help communities in boards for initiatives that will: ensure Denbighshire to become better council information is accessible online; connected. reduce digital exclusion, and make superfast broadband and mobile We are developing a project brief to networks available to everyone. The latter better enable people to travel to work, of these projects will focus on education and services. The project is encouraging community-led projects, aiming to make active travel the most improving digital infrastructure of areas attractive travel option for local journeys, of social housing, and removing barriers whilst securing sustainable and viable that prevent network providers from public transport with better links to using public sector assets to extend the strategic employment sites and services, reach of their infrastructure. including health services. The project will require significant work with partners and We are developing a project brief to communities to ensure long-standing improve infrastructure to make it easier issues with transport can be resolved. to stage events. Communities told us There will be a focus on community during our County Conversation how travel, making travel easier (cashless much they value local events and the payment for instance), and Electric project is considering ways we can invest Vehicle charging infrastructure. in fixed and mobile infrastructure that can benefit local communities wanting to We are also investing in roads and hold their own events. We also want to bridges. Our aim is to see current road make Denbighshire an attractive place for condition performance maintained (as promoters to hold big events. This project highlighted above). In addition to road therefore integrates with the Community condition, the project will achieve three Resilience and Environment priorities. key benefits. The benefits are to: Despite work starting on these projects  Reduce reactive maintenance, which is now, due to the level of complexity always more expensive and time inherent in all they’re likely to take two- consuming than planned maintenance. Delivery of this programme will three years to deliver. therefore assist in limiting this waste of resource (i.e. pot-holes).  Reduce the success rate of third party claims raised. If our roads are in a poor

condition we are at risk of litigation.  Reduce the number of bridges with weight restrictions so more traffic can travel around easily.

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Case studies

Universal Credit assistance delivered in Everyone is coming to Denbighshire libraries The economic benefit of tourism in The roll out of Universal Credit has seen Denbighshire is continuing to grow. The libraries working closely with other public latest STEAM economic impact figures and third sector partners to provide the show that in 2017 tourism brought best possible service for claimants. As £490.35million into the local economy, an well as the Assisted Digital service, increase of 2.3 per cent on 2016, and of 70 libraries also refer claimants to other key per cent since 2007. Last year tourism support services, particularly Citizens’ supported 6,231 jobs in Denbighshire, Advice. We have introduced the Refernet while 5.93m people visited the county (an system across the county to process increase of 25 per cent since 2007) for a referrals, and Skype facilities have been total of 11.58m days. The number of set up in Llangollen so that people can visitors to the coast increased to 3.16m, video-conference Citizens Advice as did the number of visitor days spent advisors. (6.92m) and the number of staying Connected support for a digital future visitors (900,000). In total, last year there Due to ill-health which reduced his were 1.5m staying visitors who mobility, Mr G lost his job as a factory contributed a total of £331.46m to the labourer and he struggled to return to economy in 2017, a 50 per cent increase in work. After remaining unemployed for staying visitors compared to 2007. several years and attending a number of Denbighshire County Council continues to required placements, Mr G was referred support tourism via strong partnership to Working Denbighshire’s OPUS Social working in North Wales to capitalise on Care Mentor. the growing tourism market. The council Mr G started to realise that he had some also runs projects to upskill staff working very useful office skills and that he could in tourism related businesses to improve be proud of his achievements. Through the visitor experience, and creates new one-to-one engagement with the mentor tourism leaflets and promotional films to at Rhuddlan library, Mr G completed reach wider audiences, as well supporting ECDL level 2 and a foundation course as key events and festivals such as an IT Technician. He attended an Llangollen International Musical interview and started volunteering at a Eisteddfod. local voluntary organisation, participating in training and planning his future. He has worked out for himself that his potential earnings would be more worthwhile than being on benefits and the social interaction of his new role is strengthening his motivation to work.

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Sustainable Development

As a council, Denbighshire has recognised During late 2017 we concluded a the importance of staying connected. consultation on the draft plans to improve This means investing in the technologies walking and cycling routes in the county that will keep our communities connected through new active travel routes. Active in the long-term, and is why we are Travel means walking and cycling working with the Welsh Government's (including electric wheelchairs and Superfast Cymru project. mobility scooters) for everyday short- distance journeys, such as journeys to We also recognise that connectivity is school, work, or for access to shops, complex. While we want to improve travel services and bus/rail stations. By investing infrastructure in Denbighshire, we also in active travel we are encouraging people recognise that some people may want to to adopt healthier lifestyles and lower remove the need to travel at all, by carbon transport (prevention of further accessing goods and services (or working) problems, and integration of online. Through involving people in the complementary goals), and we’ll work in County Conversation we know some collaboration to design this solution. residents may not feel confident, or lack the skills or means to access services online. For this reason, all of our

Corporate Plan projects are managed together as a programme to ensure we plan in a joined-up way that maximises opportunities.

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Diversity and Equality

Keeping our communities connected allows Accessing your community through your everyone to have a voice. Whether this chosen language means the ability to access the internet, reach a meeting or communicate in their We continue to monitor the percentage of chosen language. Denbighshire County people reporting they were able to Council is making steps toward equalising communicate with us in their preferred people’s access to their communities and the language. Currently service users for global community. Community Support Services report 97% positive response in terms of being able to Networking within the community communicate in their preferred language.

Community Development Coordinators are Physical access to your community officers who have been working with residents and community groups to expand Dropped kerbs are probably the most visible the use of our network of resource / way that our Highways team works to community centres. These officers are improve access, and this is directly linked to working to make these centres vibrant hubs the Supporting Independence in for communities, and will be key to providing Denbighshire and wellbeing agendas. It also a wide range of activities to develop capacity feeds directly into the requirements of the within communities and create opportunities Well-being of Future Generations (Wales) FG to reduce social isolation. Whether part of a Act 2015 This is something we would like to retirement complex or part of a wider estate, develop further (subject to available we want activities to bring communities resources). together.

Digital Exclusion

People with protected characteristics are more likely to be digitally excluded, and it is likely the projects in this priority will need to understand the causes of digital exclusion in Denbighshire. This may require targeted interventions.

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RESILIENT COMMUNITIES: THE COUNCIL WORKS WITH PEOPLE AND COMMUNITIES TO BUILD INDEPENDENCE AND RESILIENCE

Summary

In Denbighshire we aim to promote people’s health and well-being and encourage them to remain as independent as possible. In order to do this we need to work with everyone in the community, to ensure that there are strong support networks in place and ensure people have more involvement in decisions affecting their future well-being. At the same time we will continue to make sure that people at risk of abuse or exploitation are safeguarded. Performance Status Priority for Improvement

Although a proportion of the indicators Welsh average at 81.7%, based on the for this priority are either counts or will national survey. not be known until the results of the The average length of time adults (aged Residents’ Survey 2018 are available, 65 or over) are supported in residential there are some important indicators care homes for the year remained at 1,195 where there is much to achieve before days and is showing as `priority for performance will be deemed Acceptable. improvement’. Although this is high in Therefore the status at present is a relation to the Wales average (800), it is Priority for Improvement. understood that Denbighshire has a high The percentage of people reporting they average age population so it has been have received the right information or agreed that Denbighshire’s average advice when they needed it is at an should not exceed 1,200 (this figure will Acceptable level, slightly higher than the be reviewed annually). Over the next

This plot shows the average length of time adults (aged 65 or over) are supported in residential care homes (Blue). Banded shades show the agreed intervention point for Denbighshire of 1200 (Grey) and the ambition to reduce to no more than 1,000 days on average (Orange).

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three years we aspire to reduce this figure significant packages of care. In to below 1000 days. Denbighshire, the recent annual Have Your Say survey asked carers whether We have and continue to work to they felt supported in their caring role. reducing the number of new admissions Only 56.5% answered positively to residential care homes through the use (compared to a national average of of both modern and traditional care 67.8%). Furthermore, of 525 assessments packages in the home, and by working of known carers, only 119 (23%) went on with people to maximise their to have a support plan. This suggests independence. Overall, this means the there is much to do to better support number of people we support in carers and address the taboo of residential care has diminished, but will identifying as a carer and accepting the take a number of years to bring the total support that’s on offer. A project to to an acceptable level due to the long address this is in development at the term nature of the services already being moment (see details in section provided. Programme Progress below). In order to improve performance there are a number of initiatives in place under this Corporate Priority: work to support carers, provision of extra care housing (integration with the Housing priority), and the enabling and early prevention projects that include greater access to information that supports people’s independence and resilience (e.g. Dewis Cymru), and creating seamless health & social care services. New questions have been developed in Proposed living apartments, Middle Lane buildings in Denbigh our Residents’ Survey 2018 to inform us of the percentage of people who agree `My local area is a place where people will pull Carers play a pivotal role in supporting together to improve the local area’. vulnerable people to live at home. They Driven by this aspiration, we have often support people with complex and published Community Development web long term care needs, and this can be a pages, offering communities advice and challenging and demanding role. Carers guidance on a plethora of subjects to contribute 96% of care in the community support their planned activities. in Wales (Carers Wales), so looking after their well-being is vital to deliver sustainable social services. A breakdown in the caring role due to a reduction in the carer’s resilience is often a precursor to

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Further questions inform us of the It’s important to note that many of the percentage of people who feel able to projects under this priority put in place influence decisions affecting their local preventative measures that should have a area. Coupled with a question on the use positive effect on the trends of these of the National Principles of Engagement indicators. However, they are influencing within version 2 of our Well-being Impact and enabling in their nature (rather than Assessment, there will be a mechanism in delivering tangible outputs), and we must place to report which projects have be conscious that the assumptions we’ve considered these principles, reflecting the made could pose a risk to our achieving fact that we are committed to enabling our goals (e.g. we assume that if advice is and putting into practise earlier made available online our residents involvement of service users in service and/or those supporting them will access design. During 2017-18 our Engagement and follow this advice). For these cases it Portal was developed and will soon be will be important to follow-up post- available to enable residents and partners project implementation to check the to engage with policy and project design impact of our interventions. and delivery.

Domestic abuse is a community safety issue that has negative implications not just on its direct impact on victims, but also (and particularly) affecting children, often triggering issues of poverty and adverse childhood experiences that have repercussions into adulthood. The number of recorded incidents of domestic abuse are much increased since last year. Her Majesty’s Inspectorate visited all

Police forces in England and Wales in 2016 and found that crime reporting could be improved, and this increase could be due to the new capturing crimes methods on the police system. The number of repeat offenders of domestic abuse has ranged from 20 persons to 28 persons. This figure counts repeat adult offenders of two or more domestic crimes in a rolling 12 month period.

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Programme Progress Good

Of the six projects currently identified in Project briefs for tackling domestic abuse support of this priority, two are already (through awareness for staff and young being delivered: Supporting people to people), and enabling information that plan and shape their communities, and supports resilience and independence to People are involved in shaping and be accessed are being developed. improving services (see section on A significant project is that of designing Indicators above). seamless health & social care services in A business case has been developed for the form of Community Resource Teams. the project to support carers, and it is Denbighshire is working in partnership recognised that this topic is a particularly with Betsi Cadwaladr University Health emotive one. We will therefore endeavour Board (BCUHB) to deliver this project, to ensure that we share our ideas early on with BCUHB being the lead delivery in order to support involvement. The partner. The aim of the Community project will further develop support for Resource Teams is to deliver carers (including young carers) living with comprehensive, flexible and responsive - or caring for - a citizen in Denbighshire - multi-agency and multidisciplinary in order to improve their well-being. The community health & social care services, project will draw in support from the which are easily and seamlessly accessible authority’s key business areas in order to from the citizen’s perspective. There are identify priority actions to broaden the four priority areas for development: Rhyl, range of support available to carers. The Prestatyn, Denbigh and Ruthin. project will also identify actions in relation to current commissioning of carer’s services and operational processes.

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Case studies

Consolidating care to keep families Centre at Bangor University and its together Dementia and Imagination research project. There are two groups running in A 58 year old carer caring for his wife with Denbighshire at present one in Rhyl and memory loss and multiple health the other at Ruthin Craft Centre. problems approached the council with feelings of guilt and stress for struggling with juggling work and his caring role. Bringing information out to the Support from Denbighshire has enabled community him to implement a support budget that provides more flexibility, and gain control As a result of an informal discussion with over his wife’s package of care through an elderly lady at a “Talking Point” event, use of day care and residential respite in a a Community Navigator was able to gain more effective way. The carer also an in-depth understanding of a particular received professional counselling via issue of one couple’s struggle with NEWCIS (North East Wales Carers mobility. By attending the event the lady Information Service). With more was referred to a Social Care Practitioner structured support and counselling the who was able to advise and refer the carer was able to have better work life couple for suitable mobility aids and balance and his stress and anxiety levels guide them through a Blue Badge were reduced. Even when his wife’s application. The Community Navigator symptoms changed for the worse the also explained that the lady’s husband (as couple were able to remain together a veteran) could be referred to The Royal within their own home environment. British Legion if he wanted. The couple - who were previously unaware of the

options available - were grateful for a Local Arts Project for people living with referral to be made. The couple felt that dementia and their carers the service provided via the Talking Point attended was "wonderful and amazing“. ‘Lost in Art’ by Denbighshire County Council has been named Best Local Authority Arts Project Encouraging Community Cohesion. Lost in Art is a visual arts project for people living with dementia and their carers. The aim of the project is to explore the role of visual arts in addressing issues that can affect people with dementia, including social isolation, confidence, communication and quality of life. The project was developed with the support of the Arts Council of Wales and the Dementia Services Development

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Sustainable Development

It’s under this priority that we are of health & social care, and tackling enthusiastically responding to the domestic abuse. All are also driven by a Involvement principle with an desire to prevent further need, and are Engagement project that intends to both thus long-term in nature. strengthen our approach to managing the Denbighshire County Council also engagement processes, and also move supports Dewis Cymru in their goal to towards more of a co-production type of provide a place for information about model that will see residents being well-being in Wales. Dewis Cymru is a involved with shaping services much single point of information for an earlier than is usually the case, and in an integrated network of over 6,000 local and ongoing manner. Developments here will national services aimed at maintaining lay the foundations for stronger personal wellbeing. By supporting this involvement in general. service we hope to help people work out A number of projects that are planned will what matters to them, and to give them require a collaborative approach, namely: information and services to help with improving support for carers, integration their well-being.

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Diversity and Equality

As part of Denbighshire County Council’s Interim Strategic Equality Plan 2016-18 we said we would implement service user participation developments in social care and community support services. This was done to encourage participation within our communities and develop and support strong support the networks and make a more resilient community within Denbighshire. To realise improvements to diversity and equality and make more Lost in Art meeting in Ruthin Craft Centre resilient communities Denbighshire has awareness training as part of their achieved the following: licensing arrangements. Resilience through support for Resilience through more independent vulnerable groups allowing people to people live in their own homes for longer

Staff from Denbighshire County Council’s Dementia Friendly training is held across Strategic Leisure team were recently Denbighshire with many venues, such as awarded the “Insport” Development libraries, being community hubs that are Bronze Award by a panel of leading sport open to community groups out of library professionals. The Insport Development hours with meeting rooms and moveable programme is part of the broader Insport furniture. project, which aims to support the physical activity, sport, and leisure sectors We have introduced Safeguarding delivering inclusively of disabled people. Awareness E Learning - brand new safeguarding training that is being rolled Resilience through safer communities out across the council. The training has been produced via our e-learning As a result of a review of the MARAC modules. Safeguarding is everyone’s (Multi-Agency Risk Assessment business and we all have a role to play in Conference) process to safeguard victims reporting any concerns we may have at high risk of murder or serious harm about vulnerable people living in our across North Wales, the Conwy & communities. Denbighshire Community Safety Partnership (C&DCSP) Domestic Violence Lead Officer provided adaptations to the Resilience through thriving community current methodology to ensure greater groups effectiveness.

A week-long series of events was held in All taxi drivers in Denbighshire have September 2017 across Denbighshire to received child sexual exploitation (CSE) celebrate older people, in the run-up to

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International Day of Older Persons (1 2017-18 Community Support Services October). annual “Have Your Say” citizen survey is as follows: The events were arranged by the Ageing Well in Denbighshire Multi Agency and  80% felt they have been actively Resident Group to showcase what involved in decisions about their care and support (320/401). support is available.  97% were able to communicate in Events included sessions of the Lost in Art their preferred language. project, social events, arts and textiles, a (411/424). “culture club” for arts and dance, and  94% felt that they were treated Talking Points sessions for people to get with dignity and respect (418/424). advice and information on well-being issues. We continue to develop our Talking Points project to improve information, advice and assistance service at the heart of the community. Talking Points offers an opportunity for the citizens of Denbighshire to meet with health, social care and third sector staff in their own community in a convenient, appropriate and welcoming venue such as a local library, and to talk with them about the well-being outcomes they desire for themselves or others.

Resilience through empowering residents to feel informed and influence services

The council has been working to respond to the requirements of the Social Service and Well-being (Wales) Act 2014 through its programme to modernise the way social services deliver. This work places greater emphasis on the outcomes of individuals, including outcome-focussed conversations. Training has been rolled out to staff and we will continue to develop this practice in 2018-19.

Children and adults receiving support and service provision are offered a “what matters” conversation for individual support packages. Feedback from the 37 Page 151

ENVIRONMENT: ATTRACTIVE AND PROTECTED, SUPPORTING WELL-BEING AND ECONOMIC PROSPERITY

Summary

Denbighshire aims to ensure that the environment is both attractive and protected, but also supports community well-being and economic prosperity. To achieve this we will reduce our carbon impact and increase the use of renewables throughout the county. We also plan to increase the biodiversity value of the county by protecting vulnerable species and habitats for the benefit of both wildlife and people who live and visit Denbighshire. Alongside this, Denbighshire aims to raise the profile of the county as a place to hold outdoor events that capitalise on our unique environment.

Performance Status Acceptable

One way in which we will contribute to a assets (including buildings that we occupy greener environment is by improving the and emissions from our fleet). energy efficiency of our council homes. At The total economic impact of tourism in the end of the year a total of 957 (28%) of the county is nearly £500 million, and existing council-surveyed properties were performance here has grown steadily over recorded as achieving an energy the last five years. efficiency rating of C or above. However, it is noted that not all stock condition At the end of the year we had planted surveys have been completed at this time over 3,000 trees to increase tree canopy so this figure is subject to change. As no cover in Rhyl, from an overall five-year new council homes have yet been built, ambition of 18,000. The council will be none have an energy efficiency rating of A working closely with the community as of yet. throughout the project with a number of opportunities to get involved, including Thresholds have been set for reducing our community planting days. carbon emissions with a 3% reduction being acceptable, 4% reduction being At the end of the year, the numbers of good, and a 5% reduction per annum black grouse, little terns, adders, sand being excellent in order to achieve our lizards & bees was at an `acceptable’ level ambition of 15% reduction over the five within the county. These species and years between 2017-22. A Business Case groups of species are considered to be of is currently being developed to outline particular importance due to a how this will be achieved in our own combination of their small or declining

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populations, and limited range. We have outlined plans to improve the populations of these species over the course of the five year plan. We’ve also gained Bee Friendly Status. We now need to progress the project by designating Bee Friendly sites within Denbighshire, and involving the community at every opportunity. Sand Lizard photographed by Ecology officer We have surveyed our residents to ask Joel Walley them about their satisfaction with open Denbighshire were in a flood zone, which spaces in the area, and results will be is between 20% and 30% of all properties ready in autumn 2018. in the county. The ‘Flooding in Wales’ We have an ambition to support all report identified 3,250 properties as being sectors to work together to increase the in severe risk of flooding, with a further, quantity of energy that is produced from 13,200 at moderate or low risk. The East renewable sources. A project will be Rhyl Coastal Defence Scheme is ongoing brought forward later in 2018, so the draft and is anticipated to be completed in indicator is subject to change as it 2020, with 500 properties of those becomes clearer what data can be reliably properties at severe risk benefitting from collected and reported upon to provide us a reduced risk of flooding. Further with an informed position. projects will be progressed throughout the period of the Corporate Plan to Based on a National Flood Risk reduce the risk of flooding throughout Assessment in 2012, 16,750 properties in Denbighshire, subject to funding.

Programme Progress Good

Of the seven projects currently identified, Other projects under this priority focus two are already underway: urban tree very much on the ‘green’ agenda. The planting, and the East Rhyl coastal Biodiversity project will seek to create defence scheme. conditions under which biodiversity can flourish not just through management of A future project that will be brought to our countryside sites but also by providing the Program Board will propose an expert advice to partners in construction, extension of the flood risk management planning, etc. to ensure opportunities to work, but will require sizable capital mitigate negative impacts and enhance investment. This will be considered later positive impacts of developments are in 2018, and investment decisions will be sought. put before the Strategic Investment Group and Cabinet. A new area of work for the council is that of ‘increasing renewable energy capacity 39 Page 153

across the county’. The work is to be The two remaining projects focus on scoped out early 2019 and, as well as reducing carbon emissions from the having the potential to deliver buildings that we (as employees) occupy environmental benefits, the work could and the vehicles that are used, and deliver job opportunities in the energy improving the energy efficiency of council sector (integrating with the Young People homes. As well as reducing carbon priority). output, the latter project will also help to reduce households’ expenditure on fuel.

Project briefs for these will be delivered by summer 2018.

Volunteers tree planting

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Case studies

A Tern up for the books

A little tern ringed 25 years ago was recaptured in June 2018. This is believed to be the oldest recorded in the world. The little tern was first ringed as a chick on 8 July 1993 on Gronant beach by Professor David Norman. It is understood that this tern has set a new world record for longevity and is still producing chicks. Gronant Dunes, where the little Little Tern photographed at Gronant by terns nest, is managed by Denbighshire’s Ecology officer Joel Walley Countryside Services.

Denbighshire awarded a national nature accreditation Denbighshire County Council has been given Bee Friendly status from the Welsh Government, a scheme which aims to make Wales a pollinator-friendly country. The Council plans to work with school and community groups to create bee and bug Bee photographed on flower by Ecology “hotels” at Bee Friendly Denbighshire officer Joel Walley sites, reduce the use of pesticides and herbicides and identify sites to improve

for pollinators by planting wildflowers and sowing wildflower seeds. The council will also create "Bee Friendly Denbighshire" signage to explain which areas are included in the scheme, and encourage communities and school groups to carry out pollinator surveys and share their results.

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Pupils turn wildlife watchers at Ruthin wonderful resource as an outdoor class. A environmental haven new access is being created linking the school to the site. This has involved Wildlife watchers from Rhos Street building a foot bridge, a task that was primary school in Ruthin are ploughing completed by local volunteers and their efforts into protecting and Countryside Service staff. enhancing a countryside haven – a stone’s throw away from their brand new school. Going forward youngsters will monitor wildlife at the location with Go Pro Denbighshire Countryside Services cameras and other technology. A hide has manages a piece of land near the Glasdir been built to help with this. Rhos Street estate in Ruthin for wildlife interest and, Eco School Group will also help lead visits in particular, for two priority species: the from other schools in the county, and otter and the water vole, two of the UK’s keep an eye on the Carneddau ponies that fastest declining mammals. are grazing unwanted vegetation to encourage wildflowers to flourish. The The site is mitigation land for protected school will also carry out practical tasks wildlife species. As such access to the site such as thinning of the willow. The is restricted, but the Countryside Service byproduct from this will be recycled to recognised an opportunity for the new weave various artefacts that will be on school (adjacent to the site) to use this sale at Rhos Street’s Summer Fair.

Rhos Street volunteers tree planting in Ruthin

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Sustainable Development

This Corporate Plan is the first to focus so shaded community recreation spaces. heavily on the preservation of the natural Planting began in Autumn/Winter 2017 environment and to pay particular with the establishment of 3000 trees and attention to maintaining biodiversity over 500m hedging, all with the help of within the county. This direction was as a school and community groups. This result of the County Conversation programme will continue in one area of engagement, conducted as part of the Rhyl for a five year period, with further development of the Corporate Plan and planting to commence in Rhyl and driven by the Involvement principle. As Denbigh in Autumn/Winter 2018. part of this exercise, voices from young In-keeping with the low carbon theme, we people in the community were heard. plan to reduce carbon emissions levels They were concerned about the future of from our own assets, explore the environment and wanted the council opportunities for generating increased to more actively pursue change under this green energy through the county, and theme. we’ll ensure all new-build council homes As part of the Corporate Plan have an energy efficiency rating of ‘A’. Denbighshire will (in collaboration with This demonstrates our approach to Natural Resources Wales) plant 18,000 maximising benefits from projects, trees by 2022 as a long term commitment integrating with our Housing priority and to the environment, and to provide the national goal of A Prosperous Wales. Diversity and Equality

Everyone has a right to enjoy the environment. In Denbighshire we have made huge progress to not only safeguard our astounding natural resources, but to also make it easier than ever for all people to experience them. The Denbigh Men’s Shed group participated in a photography exhibition featuring the landscape around Llangollen and the Alyn Valley. The project improved people’s health and well-being through encouraging visits to new places, and also made images of these spectacular landscapes accessible to all.

Hillwalkers rambling in Denbighshire

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We have been working with landowners to replace stiles with hand and kissing gates on public paths to ease access for users with mobility issues. With the landowners’ agreement we are looking to ease access throughout the whole of Denbighshire by replacing stiles as resources allow and where the opportunity arises. Currently, there is an ongoing project to replace all the stiles along the River Clwyd bank from Ruthin to Bodfari, with much of the middle All-terrain Tramper section now completed. This work has only been possible due to grant funding An all-terrain Tramper / mobility scooter from the Welsh Government that ends has been purchased by the Countryside this year. We will look for other funding to Service team for the public to use at assist this programme and ensure the Loggerheads Country Park. The scooter Rights of Way Improvement Plan will be available through a pre bookable continues to recognise and support our service and will be introduced over the work to improve access for users who next six months. The aim of the project is may find existing routes difficult to to enable people with mobility problems access. to join their friends and family on days out in the park.

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YOUNG PEOPLE: A PLACE WHERE YOUNGER PEOPLE WILL WANT TO LIVE AND WORK AND HAVE THE SKILLS TO DO SO

Summary

We want Denbighshire to be a place where young people can and want to flourish. To do this there must be excellent education provision working alongside a strong employment offer for all, focusing on skills for work and skills for life. We also know that physical and emotional well-being from an early age is important, preventing problems occurring later in life. We want to make sure that we give young people the best start in life, and will work with our partners, schools and businesses to make this happen. Performance Status Priority for Improvement

Based on attainment in Summer 2017, attendance remaining in the third quartile 50% of Yr11 pupils achieved 5 GCSEs A*- (acceptable), and secondary remaining C (including English or Welsh (1st below the Wales median (priority for language) and Maths, against 83.5% of improvement). Closer examination them achieving the commensurate grade reveals that authorised absences have at the end of Primary School (Yr6). Our fallen and unauthorised absences have ambition for the Corporate Plan is to see increased. This is attributed to schools this difference between primary and engaging more with the council's fixed- secondary attainment narrow over the penalty process, now ensuring the correct next five years. coding of any unauthorised holidays. Recently published data for primary and secondary attendance (2016-17 academic year) has seen both fall 0.1%, primary

Denbighshire’s GCSE performance in English as a first language (Upper chart) has declined into the lower quartile. Welsh as a first language (lower chart) has however improved, and is only just below the upper quartile level.

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The percentage of 18-24 year olds Early data from the first Pupil Attitudes to claiming work-related benefits has Self and School (PASS) survey are steadily increased in Denbighshire over encouraging, generally showing a positive the last year, now at 3.8%. With the new response by our pupils to their feelings Corporate Plan thresholds for this about school. However, it is still early measure have been reviewed. Previously, days for our work in this area and more following the financial crisis, a baseline for data is needed to better understand our improvement was set at 4.6%. This is no performance. longer relevant, and we shall revert to our Corporate data for the number of young default methodology for setting volunteers is not robust at present, due to performance thresholds, where the Wales data protection limitations preventing us average (currently 3.5%) is Red: Priority from being able to accurately capture For Improvement. Our Excellence volunteers under the age of 16. These threshold will remain as the outturn for issues are being considered as part of a Great Britain (currently 3%). This measure new-project being developed by the is currently considered Red: Priority for council around volunteering opportunities Improvement therefore. for young people. New data released in April from the Child Currently 22 of our 56 schools are Measurement Programme for Wales providing education in buildings that have reveals that the percentage of the lowest suitability and condition Denbighshire’s 4-5 year olds achieving a categories (C & D). The 21st Century healthy weight is declining, placing us in Schools Programme Band B programme the 3rd quartile (below the Wales median) will reduce this figure over time, though and 8th worst in Wales. there will still be Denbighshire schools in these lower condition categories.

New school on Glasdir estate in Ruthin

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Performance Progress Good

There are 10 projects currently planned in means to enjoy a good quality of life in support of this priority, some of which our towns and communities. have been brought forward from the Economic & Community Ambition The council is in the early stages of programme under Denbighshire’s delivery its pioneering Ready for Work Corporate Plan 2012-17. Some of the project, which seeks to educate young overarching aims have multiple projects people about jobs that are available in development to support them, namely: through career events / job fayres and mentoring. Additionally work is Under ‘Develop greater employment progressing with The Denbighshire opportunities for young people’ there are Working Start Scheme, which will provide three strands of work: Develop young people with access to meaningful technology based entrepreneur space work experience. close to transport interchange; Young Person Employment Support; and Band A of the 21st Century Schools TechZone - Growth Sector Move-on projects will be finished under this Accommodation. Work is already Corporate Plan, and Band B will underway on the last of these projects. commence (subject to confirmation from This work is set within the context of the Cabinet). This is likely to cover school North Wales Economic Ambition Board’s provision in Denbigh, Rhyl and Llangollen, work and the North Wales Growth Deal. but expenditure is unlikely to be required The council remains committed to its until at least 2020. Economic Ambition Strategy 2013-23, A project focussed on reviewing the which seeks to help businesses go from needs of parents and the support strength-to-strength, offering good available to them is being developed. It quality, well paid and rewarding jobs for aims to ensure children of all ages have our residents and providing them with a good physical and mental well-being, and are equipped to lead happy lives.

Artist’s impression of the move on business accommodation in St Asaph

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Case studies

ARTS TOGETHER - bringing families mentioned as being valuable. The results together at a transitional time for the questionnaire produced by the project showed that most parents were ARTS TOGETHER is a multi-arts creative not worried about their child starting engagement project for pre-school age school in September. One parent shared children and their parents delivered by a that she didn’t learn to read until she was professional artist and education and 12 years old and therefore felt attending health professionals. It was a pilot project ARTS TOGETHER with her son was very co-ordinated by key strategic partners important due to the educational benefits that was designed to improve family her son was gaining. interaction and support transition into school for early years children. As part of the programme parents were invited to attend high quality creative weekly workshops with their three-year olds over a six-week period. These sessions provided an opportunity for parents and early years children to engage in participant-led creative experiences in a safe, supported and structured way. The sessions were targeted at parents with three year olds who were about to start nursery class in September, with an aim to support children’s transition into school (working with bilingual and specialist schools, and Infants and mothers attending the ARTS TOGETHER sessions promoting an inclusive agenda).

The parents felt that there were both social and educational benefits for their children that they gained as a result of attending the ARTS TOGETHER sessions. For example, parents were happy that their children were learning to hold scissors properly and learn their colours and shapes before they started school in September. Socialising with other children was also important to the parents, having opportunities for their child to play in a different environment with other children of the same age was

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TRAC - supporting young people aged him and putting Ben at risk of not 11-24 who are disengaging with completing his BTEC qualification. By education meeting with Ben alongside other more confident students he saw the trusting Led by Denbighshire County Council, the relationships the tutors and other TRAC Project operates across all six North students had, resulting in progressively Wales counties. TRAC is aimed at greater engagement by Ben. This led to supporting young people aged 11-24 who BEN completing his qualification and are disengaging with education and at attending a further work placement using risk of becoming NEET (not in Education, a bus pass provided by the project. Employment or Training). The continuous engagement from the One beneficiary has grown from an angry, TRAC project has had a positive impact opinionated young man who was on Ben’s education, with great feedback disillusioned with education into a fully from his course tutor. It has also given committed student. BEN the confidence to start work in a Ben (not the child’s real name) was a very local restaurant, washing up in the wary, shy, non-trusting young man who kitchen. Next year he hopes to attend a had a difficult relationship with his father. further year at college and is looking Initially difficult to engage with Ben forward to starting back in to education began to trust the TRAC team a small with the knowledge he is equipped to do amount. However the lack of trust was well. holding back the assistance possible for

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Sustainable Development

Through the County Conversation Plans are in development for a digital engagement and listening to young skills and entrepreneurial hub to provide people’s aspirations for the future, it has enterprising business start-ups with the been possible to better understand the abilities and networks to help them types of jobs young people will find succeed in a growing digital sector. A rewarding and provide both profitable young people’s skills grant has also been and fulfilling careers that are important to developed to help provide training for young people. It is with this in mind that a early stage careers development, which number of projects within the Corporate will provide long-term benefits for Plan aim to not only provide young applicants. people with qualifications, but to provide There is also a focus on the mental well- the skills needed for the next generation being and ‘life skills’ preparation for of work (long-term). young people (managing bank accounts, As part of the OPUS project’s being savvy consumers, etc.). This collaboration activities, numerous young emphasis is as a direct result of involving people are getting a head start into young people with the County careers through work experience in the Conversation exercise, and should prevent third sector. circumstances from compromising young people’s ability to thrive.

Denbighshire county Council is investing heavily in the future of Rhyl, though a strategic program of projects named the “Rhyl Master Plan”. As part of this program, the renovation of the Rhyl water front has received a £25M investment with the intention to provide

a boost to the Rhyl economy and over 250 Jobs in the next two years. This investment I the future has already been noticed by the Princess trust who have been running case studies on the Leisure developments and specifically 1891 due to the opportunities created for young people.

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Diversity and Equality

In Denbighshire we know that young people Young people supported through school need the best start in life to continue to grow facilities and programs. and become happy, healthy and prosperous. Through the Corporate Plan we have made Our schools have received wide recognition provision to allow the same opportunities to for a wide range of enrichment programs, all young people. aimed at allowing young people to grow up healthier and happier. Young people being supported to achieve their potential The Catering Team involvement with the School Holiday Enrichment Programme The Council’s Facilities, Assets and Housing (SHEP) over the past two years has been a Service has worked in partnership with Sport great success. While the initial project in Wales, Betsi Cadwaladr University Health 2016 involved just four schools, this was Board, Public Health Wales, the National increased in 2017 to eight schools, with a Exercise Referral Programme and Duke of further increase in 2018 to 16. This project Edinburgh Outdoor Activities to deliver a involves close work with the schools range of active leisure opportunities themselves, local community organisations specifically targeted at older, disabled, and and our Community Wellbeing department. younger people. These have included free Ysgol Carreg Emlyn achieved a top award for health and wellbeing. Ysgol Carreg Emlyn swimming for under 16 year olds during has received the National Quality Award - school holidays and free swimming for over the highest award a school can obtain - 60’s throughout the year. through the Welsh Network of Healthy Ysgol Llywelyn received the Silver School School Schemes. In order to achieve the Mark Award on February 8 as a result of award, the school demonstrated the highest getting over 15% more students walking and standard in indicators across seven health topics, including mental and emotional cycling to and from school. An active school health, wellbeing and relationships, run has so many benefits for young people environment and safety. and schools, from increasing the pupils’ levels of physical activity, helping to promote The Denbighshire County Council-led TRAC students’ physical and mental health and 11-24 project has been recognised with two wellbeing, reducing the number of cars at awards. The project, which runs across all six the school gates and creating a better North Wales authorities, supports young environment for the whole school people aged 11-24 at highest risk of community. becoming NEET (Not in Education, Employment, or Training). The project was recognised at the European Structural and Investment Fund’s annual information event in Swansea.

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Improving the information used to guide Schools are staying informed about the risk young people of bullying, and it is hoped that with greater awareness and action the bullying rates of To diversify the voices being heard in the 2016-17 can be further reduced. From the running of our schools Denbighshire has information we have, we know that there developed a promotional campaign to were 96 reported incidents of bullying from encourage a more varied group of people to across primary and secondary schools for become school governors. 2016-17 academic year. We know that there In order to allow young people’s voices to be have been 57 bullying incidents in 2016 -17. heard a new Youth Council approach has Where possible, the bullying incidents were been instigated over an initial three-year broken down into types of bullying, listed period. As part of establishing a Youth below: Council over 3,000 young people were  68 ‘unknown’( meaning school were consulted and issues that they want to unable to clearly identify a definite debate have been identified. Following a type or reason) number of successful meetings, the Head of  18 related to appearance Education in Denbighshire County Council  Two related to poverty / deprivation has requested follow-up work with schools  Eight “identity based” through the Youth Council, underpinning  Four related to race, religion, belie dialogue and action.  Three related to sexual orientation  One related to disability

School Holiday Enrichment Programme

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Young people are resilient and have the Young people have appealing employment right skills to thrive. that matches their skills. Having the right skills for life and work is Matching the skills people have to the jobs important for the development of young people want is a major driver of people in the community. To provide Denbighshire’s economic plan. This plan language skills for life the Youth Service starts with developing young people but also continues joint work with the Urdd to involves establishing fulfilling career paths promote the Welsh Language and culture that will be fulfilling once in the workplace. In activity with young people (the award- order to do this we have appointed a winning ‘Welsh is a Winner’ project). In Principal Manager Strategic Employment to addition to this, young people are able to bring together the work of the national now gain a ‘recorded learning outcome’. This tackling poverty programmes within system is an effective way of capturing Denbighshire. The work above all supports young people’s positive participation across our Economic and Community Ambition a range of ‘softer skill’ and harder to measure priority, and also supports the Tackling areas. Poverty agenda. All this work will contribute to some of the barriers of employment faced A new Welsh Language Reference Group for by unemployed citizens, working towards Youth Work has been established and job eliminating inequality. descriptions updated in order to enable Welsh speakers to be recruited and then As part of Denbighshire’s work to deliver its trained in youth work. Economic and Community Ambition Strategy, the 14-19 Team are also managing Denbighshire County Council is making steps and delivering on the Ready for Work to improve the attainment of those with a project. The Ready for Work project is a disadvantaged start in life. In 2017, there significant investment by the local authority were 16 children in local authority care in and is one of the priorities set out in the year 11. Ten of these achieved qualifications Corporate Plan for 2017 -22, meeting the including five who gained the L1 threshold needs of Young People. We and one who achieved the L2+. Most of have provided over 50 extended and those who did not achieve a formal supported work placements for the Year 11 qualification were in secure accommodation cohort from September 2017. or had significant health issues. All children except those in secure accommodation have In addition to ‘Ready for Work’ we have places in college or sixth form. This is started up an internal project called consistent with the profile of previous years. Denbighshire Working Start Scheme, to offer work experience within Denbighshire County Council to residents we want to target this to areas where disadvantage could hold people back. As an institution Denbighshire now uses the Disability Confident Scheme within recruitment,

supporting and promoting disabled people in our workplace.

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KEY PRINCIPLES

At Denbighshire County Council there are a number of key principles that underpin all we do. We are committed to the Sustainable Development Principles, as set out in the Well-being of Future Generations (Wales) Act 2015, to equality and diversity, and support for the Welsh language. For this reason, our strategic equality objectives and well-being objectives are integrated. Together they form our Corporate Plan. Hence, progress against both is reported within this document under each priority. Below is commentary on how these priorities are supported through work across the whole council – not just the corporate plan. It includes a summary of the conclusions from our reports on the Public Sector Equality Duty, and explanation of how our business supports the national Welsh Language Strategy.

SUSTAINABLE DEVELOPMENT

With the introduction of the Well-being of Future Generations (Wales) Act 2015 Denbighshire County Council’s commitment to sustainable development has become even further embedded in our policies and decision-making frameworks, and has been a key driver for our approach to developing corporate strategy. In May 2017 we closed a project in which we reviewed our key planning and decision-making frameworks in light of the Act. This involved:

i. Reviewing documents in our democratic forums, including Terms of Reference for Committees, our Constitution, Meeting Report templates, etc.; ii. Learning & Development for Staff & Members; iii. Workforce Planning; iv. Procurement; v. Asset Management; vi. Impact Assessment; vii. Engagement; viii. Internal Audit; ix. Performance Management; x. Risk Management; xi. Medium & Long-term Financial Planning.

Developments of particular note include the creation of the Well-being Impact Assessment website, which is well-used by staff and referenced by members to better enable informed decision-making that checks the extent to which the Sustainable Development principles have 54 Page 168

been applied for any given project, as well as the likely impact (positive or otherwise) within the context of the seven well-being goals. This has been well-received corporately, and there is interest from partners and the community in its use. A process for considering and responding to Community Risk has been devised, by which county- wide risks are recorded and reflected in our Local Assessment of Well-being in order to enable us to identify priorities. During this process we also recognised that our approach to Engagement needed to shift, so that residents are involved in discussions about decisions that affect them much earlier on in the process than was previously the case. To facilitate this, a new Engagement Portal has been secured, which will better enable us to organise our engagement activity and monitor the approach that’s taken in order to enable us to look for opportunities to continuously improve. As a key statutory partner on the Conwy & Denbighshire Public Services Board, in April 2017 an online Local Assessment of Well-being was published, informed by: data; national and local research, and - crucially – discussions with residents, visitors and businesses through the County Conversation. The assessment is available to view on the Conwy and Denbighshire Public Service Board website (https://conwyanddenbighshirelsb.org.uk/en/home/english-wellbeing- assessment/). It is a live, accessible resource that’s kept up-to-date. This has been cited as good practise by the Wellbeing of Future Generations (Wales) Act 2015 authors in Welsh Government, who have invited Denbighshire County Council officers to discuss their approach in national fora.

EQUALITY AND DIVERSITY

In our approach to mainstreaming equality and diversity information \9making it more readily available throughout the county), we have created Equality and Diversity pages on our website. These highlight our commitment to celebrating diversity and promoting equality in everything we do, to improve the quality of life for everyone living, working and visiting Denbighshire. Denbighshire County Council continues with its membership of the North Wales Public Sector Equality Network (NWPSEN). Meetings are held bi-monthly and Strategic Planning Team Members attend the meetings.

As the setting of Denbighshire County Council’s Well-being Goals were driven by the national well-being goals – of which An Equal Wales is one – actions that promote equality and address inequality are integral to our Corporate Plan. Examples and achievements are elaborated on in greater detail under the commentary for each priority. There are, however, actions we take to support equality and celebrate diversity in our wider portfolio, as cited below, and those which meet our Public Sector Equality Duty under the Equalities Act 2010.

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Training We continue to provide equality training for staff via the Respect Booklet. A new online equality e-module (incorporating the Respect Booklet) has been created and translated. This will be accessible via the NHS Platform for E Learning later in 2018. Engagement We have created a new Public Engagement Officer role in the council in order to improve the quality and consistency of public engagement across all service areas and with all residents. The post has been filled and a work programme set out.

All the work being undertaken on County Conversation has involved contact with groups from protected characteristics to inform new iterations of plans.

The council has in place an Armed Forces and Veterans Covenant which ensures those members of the armed forces community do not suffer any disadvantage in accessing council services.

Reporting

We have produced the Public Sector Equality Duty report for April 2016 – March 2017 detailing our commitment and compliance with this legislation.

Each year we are required, as a Local Authority, to publish reports for Welsh Government detailing our commitment and compliance with the Public Sector Equality Duty in terms of an Equal Pay Audit (March 2017).

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Equal pay employees (14.84%, based on average hourly rates). However due to a high The mean pay gap (hourly rate) is 9.78%. proportion of employees who have This has improved significantly from the declined to specify on their disability previous year. This includes all employees status it is skewing the overall figures. It is in the Council on differing terms and difficult to do further analysis without conditions. The median pay gap (7.08%) identifying the individuals in this does provide for a more accurate typical protected characteristic group. Likewise hourly rate and is not skewed by a small the high proportion of employees who proportion of high earners. The change in have declined to specify their ethnicity methodology demonstrates a minimal compromise the confidence in the overall gender pay gap based on hourly rate of all figures in relation to the pay gap between employees. Black Minority Ethnic and White We have also audited the pay gap Employees, which suggests a gap of between disabled and non-disabled (24.25%, based on hourly rates of pay).

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The difference in pay between the male and female employees of Denbighshire County Council is currently 9.78% in favour of females (Mean) or 7.08% in favour of males (Median).

WELSH LANGUAGE

The Welsh Language Standards have been created by the Welsh Government to ensure that the Welsh Language is treated no less favourably than the English language. The set of standards have been created to ensure that people across Wales can access services provided by the public sector in the language of their choice. The Standards relate to a wide range of issues, including correspondence, advertising, publicity, meetings, telephone greetings, creation of policies and recruitment. It also looks at the linguistic skills level of the workforce.

The council has adopted the strategy on how it intends to promote the language over the next five years and it has come to the end of its first 12 months since it was adopted. The Strategy has been broken down into distinct areas: Children and Young People (including education and youth work); Business and the Economy; Communities; Internal Administration within the council, and the strategic development of the Welsh Language in Denbighshire. At the end of the last reporting period there remained only one main Standard yet to be addressed, which was to ensure that the intranet is completely bilingual. Since this time the Council has introduced a brand new Intranet called Linc, in direct response to the Welsh Language Standards. The intranet is now fully bilingual, with each page and link in Welsh corresponding with the English version. The responsibility for co- ordinating the content of the intranet lies with the Corporate Communications team and they ensure that all information is fully bilingual.

A new post was introduced into the authority in early 2018, with a view to enhancing the opportunities to promote the Welsh Language within the authority. This officer will provide advice and support for compliance with the Welsh Language Standards and provide day-to - day guidance for staff wishing to promote the Welsh language. Each service within the council also has a Welsh Language Champion, and meetings are held quarterly to monitor progress with the Standards, as well as providing a forum to share best practice and to act

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as a critical friend. The members have an in-depth understanding of the needs of the Standards and associated strategy. They carry out ‘mystery shopper’ checks and arrange awareness sessions and activity for colleagues and learners.

All services are required to produce a workforce plan each year and this plan must consider the number of Welsh speakers employed within individual services. All Heads of Service are asked to consider whether they have enough Welsh speakers within their services to provide a fully bilingual service to the public. Services are also challenged on their compliance with the Welsh language during service challenges, a process led by senior managers and Councillors.

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PROJECT REGISTER

Every six weeks the Corporate Executive Team (CET) receives an update on the corporate projects that are underway in Denbighshire. A Project Register, produced through our Verto Performance Management System, provides the most recent status information extracted from Project Highlight Reports approved by each Project Executive. There were 34 projects reported upon as at 25 June 2017. One project (3%) having an Orange: `Acceptable” status’; Eight projects (23.5%) assessed as Yellow: `Good’, and the remaining 25 projects (73.5%) having a `Green’ Excellent status: Please see Appendix 1 for a summary of the Corporate Projects.

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COMPARATIVE PERFORMANCE

The Welsh Government and Local Government Data Unit released all authorities’ 2017-18 performance data –Public Accountability Measures (PAMs) – on 6th August 2018. As in previous years this was accompanied by an overview of national trends. However Waste and Social Care data will not be published until October and November respectively. The position reported here, therefore, will be updated at that time. Below is a single outturn performance indicator infographic which shows Denbighshire County Council’s performance in the PAMs. It also contains comparative information, including Denbighshire’s quartile position and ranking.

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Code Reason for Decline PAM/006 As a result of changes to GCSEs in 2017 we cannot make comparisons with previous years. Nonetheless, in Denbighshire there was a dip of 8.7% against a national dip of 5.7%. In line with the national picture, schools with the highest entitlement to free school meals (eFSM) had a more significant dip. Two of our schools have in excess of 30% eFSM pupils. PAM/007 During 2016-17 (academic year), there were 97,054 authorised absences (down from 97,403 for 2015-16), against 33,927 unauthorised (up from 27,804). This represents a 4.6% increase in absence from the previous year (130,981, up from 122,207). The increase in unauthorised absence is attributed to schools engaging more with the Council's fixed-penalty process, ensuring the appropriate coding of any unauthorised holidays. PAM/008 During 2016-17 (academic year), there were 85,777 authorised absences (down from 86,173 for 2015-16), against 26,848 unauthorised (up from 26,078). This represents a 0.3% increase in absence from the previous year (112,625, up from 112,251). The increase in unauthorised absence is attributed to schools engaging more with the Council's fixed-penalty process, ensuring the appropriate coding of any unauthorised holidays. The Service has also put interventions in place where it has found school procedures around absence are not robust.

PAM/011 In 2017-18, the service shifted its clearing work of fly tipped material from a daily schedule to twice weekly, predominantly in the north of the county. This allows greater flexibility from our available resources, but may have contributed towards the slight dip in performance. PAM/015 The introduction of two new systems at the beginning of the year has affected performance in 2017-18. Firstly the new ICT system (Tascomi) to process DFGs; and secondly the new electronic procurement system. Both systems are now embedded.

PAM/016 The number of visitors recorded will have been impacted by the closure of St Asaph library during its six month refurbishment, and similarly the closure of Denbigh Library during its refurbishment. There was also considerable disruption at Rhyl Library while roofing work was undertaken - this may have affected visitor numbers. Visitor figures for the previous year may also have been over-estimated where people-counters had malfunctioned.

PAM/017 Two factors have impacted on our performance in this indicator. Firstly a reduction in attendance on the 5x60 school sports programme as a result of split break times in some schools, meaning less pupils are able to attend the planned sessions. Secondly, some Leisure sites have experienced significant closures in the year due to refurbishments (e.g. St Asaph Leisure Centre).

PAM/020 A 0.02 variation is not significant for a sample of this kind.

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EXTERNAL REGULATION AND INSPECTION

The work of all councils in Wales is scrutinised by external regulators to ensure that we use public money efficiently and effectively to deliver benefits for our communities. The Wales Audit Office (WAO) has an annual programme of audit and assessment work that it undertakes in the Council, and the conclusions from all this work are brought together in an Annual Improvement Report. Other regulators undertake further work relating to specific service areas, the main one being Her Majesty’s Inspectorate for Education and Training in Wales (Estyn).

A summary of the main conclusions from recent external audit and assessment work is provided below:

WALES AUDIT OFFICE

In accordance with the Local Government (Wales) Measure 2009, the Wales Audit Office (WAO) annually reviews the Council’s progress towards meeting its objectives and its prospects for continuing to improve in the year ahead. For 2017-18, the WAO confirmed that overall the “The Council is meeting its statutory requirements in relation to continuous improvement”,

If the WAO has significant concerns about the progress made by a council or the direction it is taking, it will make formal recommendations for change. Denbighshire’s Annual Improvement Report did not contain any formal recommendations, reflecting the WAO’s positive view of the Council.

In addition, further targeted reviews by the WAO were carried out during 2017-18:

Service User Perspective Review

To understand the ‘service user perspective’ at every Council within Wales, in Denbighshire County Council the WAO reviewed the Housing service in relation to whether the Council was using the experiences and aspirations of service users to inform the design and delivery of services for the Welsh Housing Quality Standard.

This report concluded that most council tenants are satisfied with the quality of the service, and the council is beginning to re-engage tenants in service design, but the council has not always evaluated the impact of service changes.

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Overview and Scrutiny – Fit for the future?

This review focused on how ‘fit for the future’ Denbighshire County Council’s scrutiny functions are. The WAO considered how the council is responding to current challenges, including the Well-being of Future Generations (Wales) Act 2015 and how the council is beginning to carry out scrutiny of Public Service Boards. The WAO also examined how well placed the council is to respond to future challenges such as continued pressure on public finances and the possible move towards more regional working between local authorities.

This report concluded that the Council’s overview and scrutiny function is responding well to current challenges, however limited capacity to support scrutiny may hinder future progress, and there is scope for Cabinet members to contribute more actively to scrutiny discussions.

ESTYN

Estyn stated in their 2018 report on Denbighshire County Council that, over time, a very strong senior leadership has ensured a determined focus on improving provision and outcomes for learners. A highly effective impact of this is the way leaders have demonstrated the confidence to recently amalgamate the Education Service and the Children’s Service into one department. This has succeeded in delivering a coherent and efficient integrated service. This action is having a very positive effect on the provision available to children and young people and is having a beneficial impact on learners' wellbeing. Overall, most schools in Denbighshire perform consistently well. Although performance across the secondary schools has been variable over the last three years, standards at key stage 4 on nearly all key indicators broadly compare well over time with those in similar authorities across Wales, and with national outcomes. The authority places great importance on learner voice, ensuring that many children and young people take part in purposeful opportunities to share their opinions, concerns and ideas for improvement. This is enabling learners to have clear channels of communication in which to improve the authority’s services and provision. The Local Authority knows its schools very well and supports and challenges them effectively. Overall, Denbighshire County Council was found to have a range of appropriate provisions for vulnerable learners and these are generally effective in meeting the needs of children and young people.

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Inspection area Judgement

Outcomes Good

Quality of education services Good

Leadership and management Excellent

After consideration of Denbighshire County Council’s effectiveness in the task of providing quality education and training. Estyn recommended the following improvements:

 Reduce the variability in outcomes in secondary schools.  Ensure that the evaluation of services focuses clearly on measuring the outcomes that children and young people achieve through those services.

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APPENDICES

APPENDIX 1 – DENBIGHSHIRE CORPORATE PROJECT REGISTER (JUNE 2018)

Delivery Project Name Confidence

Milestone Cost NCBenefits CashBenefits Risk East Rhyl Coastal Defence Scheme

PLANT Project : Urban Tree Planting N/A N/A N/A

Community Planning & Development Resource

PROCUREMENT: Local Supplier Development

Ready for Work N/A

Ruthin Town: Glasdir Development- Relocation of Ysgol

Pen Barras and Rhos Street School

Ruthin Area Review: New Area School for Ysgol Carreg

Emlyn

Denbigh Extra Care Housing

New build 3-16 Catholic school in Rhyl N/A N/A

Ruthin Review - New School for Llanfair DC

Ruthin Extra Care Housing (Phase 2) N/A

2nd Generation - North Wales Construction Framework N/A N/A N/A

St Asaph Library & One Stop Shop Community Hub

North Wales Construction Framework

Rhyl Waterfront Development

49 - 55 Queen Street

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Rhyl Town Centre Loan Fund

Rhyl Waterpark (SC2)

Rhyl Town Centre Master Plan

Electronic Document and Record Management System

(EDRMs)

Centralised Mailroom Project

Implementation of OPENHousing and OPENContractor

Cefndy ICT Investment Project

Outsourcing of Hafan Deg Day Care Centre

Outsourcing of Dolwen Care Home N/A

CRM

Capturing the voice of children, young people and families

Gypsy and Traveller (GT) Accommodation project

Capita Regional MIS

West Rhyl Coastal Defence Scheme Phase 3

Rhyl Golf Club flood defence scheme

Better Business for All (BFC Phase 1 - Planning & Public

Protection)

Exploit opportunities for growing new sectors of the economy, agree plans and implement associated actions

Former North Wales Hospital

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APPENDIX 2 – CORPORATE RISK REGISTER (JUNE 2018)

The Corporate Risk Register is reported on every six months. This is the matrix used to score risks.

A Almost Certain B

LIKELIHOOD Highly Likely C Probable D

Possible E Rare 5 4 3 2 1 Very Low Low Medium High Very High IMPACT

Risk Description Inherent Residual Risk Risk The risk of a serious safeguarding error where the Council has B2 D2 responsibility, resulting in serious harm or death The risk that the economic and financial environment worsens C1 C3 beyond current expectations, leading to additional demand on services and reduced income. The risk of an ineffective response to a severe weather, D2 E2 contamination, public safety (including cyber attack) or public health event. The risk of a significantly negative report(s) from external regulators. C2 D3

The risk of significant liabilities resulting from alternative models of B2 E2 service delivery

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The risk of a health & safety incident resulting in serious injury or the C2 E2 loss of life. (Where H&S is referred to, this incorporates fire safety) The risk that the impact of welfare reform (Universal Credit) is more B2 D3 significant than anticipated by the Council. The risk that programme and project benefits are not fully realised. B2 D2

The risk that effective partnerships and interfaces between BCUHB A1 C2 and Denbighshire County Council (DCC) do not develop,leading to significant misalignment between the strategic and operational direction of BCUHB and DCC The risk that the decisions that are necessary to enable the delivery B1 C2 of a balanced budget are not taken or implemented quickly enough The risk that the changes we introduce have a greater positive or B2 D3 negative impact than we anticipated The risk that appropriate capacity and skills to sustain service and C3 D3 corporate performance is not available The risk of fraud and corruption resulting in financial and B2 E2 reputational loss and possibly impacting on service delivery. The risk that the cost of care is outstripping the Council’s resource B1 C2 The risk that demand for specialist care cannot be met locally B2 C2

The risk that the return on investment that Denbighshire receives C1 C1 from the Regional Growth Deal is disproportionate

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Corporate Plan 2017-2022 General Information Contributing Business Improvement & Modernisation, Community Support Services, Customers, Services Communications and Marketing, Education & Children’s Services, Facilities, Assets & Housing, Finance, Highways & Environmental Services, Legal, HR & Democratic Services, Planning & Public Protection

Priority 1 - Housing: Everyone is supported to live in homes that meet their needs General Information Status ACCEPTABLE

Indicators PPPAH001Annual The additional supply of affordable housing, including social housing, provided during the year

CPBIM101i % of residents reporting they felt satisfied with the availability of housing in their area (Residents Survey)

CPBIM102i % of residents reporting they are satisfied with the standard of housing in their area (Residents Survey)

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CPPPP103i Number of additional homes provided in Denbighshire

CPFAH104i The additional supply of Council Houses provided

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CPCSS105i Number of additional Extra Care Homes supported by DCC

CPCSS106i Number of additional specialised homes supported by DCC (including DFGs and Major Adaptations)

Page 187 CPPPP107i Number of empty properties brought back into use (old definition)

CPFAH108i Number of people on SARTH waiting list

Page 188 CPBIM103i Number of people supported into homes that meet their needs (Community Support Services Provision)

PPP121iAnnual The number of private sector homes improved in standard and quality due to intervention from the Council

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Activities PR003628 Denbigh Extra Care Housing 14/03/16 30/10/20 PR004023 Ruthin Extra Care Housing (Phase 2) 14/02/17 14/02/22 PR004433 Additional Council Housing Developments 01/04/16 31/03/22 PR004447 Work with RSLs and the private sector to deliver additional 01/04/17 31/03/22 affordable homes PR004448 Bring 500 Empty Homes back into use 01/04/17 31/03/22

Page 190 Priority 2 - Connected Communities: Communities are connected and have access to goods and services locally, online and through good transport links General Information Status ACCEPTABLE

Indicators CPCCM209i The percentage of transactions undertaken via the web, compared to the total number of transactions undertaken using all access channels

THS012 The percentage of principal (A) and non-principal (B) and (C) roads that are in overall poor condition

Page 191 PAM020 The percentage of principle A roads that are in overall poor condition

PAM021 The percentage of non-principal/classified B roads that are in overall poor condition

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PAM022 The percentage of non-principal/classified C roads that are in overall poor condition

CPCCM201i % Superfast Coverage in Denbighshire (>30 Mbps)

Page 193 CPCCM207i The overall likelihood of digital exclusion in Denbighshire

CPCCM202i % of premises with Broadband of 10 Mbps or below (USO)

Page 194 CPCCM205i % mobile 4G road signal (all operators)

CPCCM208i Percentage of Lower Super Output Areas (LSOAs) in Denbighshire in the 10% most deprived in Wales in terms of Access to Services (Wales Index of Multiple Deprivation - WIMD)

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Measures CPQHESCAT1 Percentage of damaged roads and pavements made safe within target time (CAT1 - Category 1 defects dealt within timescale)

HESRCSi 6 monthly Road Condition Score for around 75% of the remaining network (some C roads and almost all unclassified roads)

Activities PR004434 Digital Access Points 14/09/17 31/03/22 PR004436 Target those most likely to be digitally excluded so they 01/01/18 have the skills and means to use digital services PR004444 Invest in roads and bridges to maintain a viable, 01/04/18 31/03/22 sustainable infrastructure PR004484 Make superfast broadband and mobile networks available 22/02/18 31/03/22 to everyone PR004487 Better enable people to travel to work, education and 01/03/18 31/03/22 services PR004632 Improve infrastructure to make it easier to stage events 01/04/18 31/03/22 PR004707 Ensure Council Information and Services are Accessible 24/04/18 31/12/21 Online

Page 196 Priority 3 - Resilient Communities: The council works with people and communities to build independence and resilience General Information Status PRIORITY FOR IMPROVEMENT

Indicators QCSS005m The average length of time adults (aged 65 or over) are supported in residential care homes

AnnualCSS002m The percentage of people reporting they have received the right information or advice when they needed it

Page 197

AnnualCSS004m The percentage of carers reporting they feel supported to continue in their caring role

AnnualCSS014m The percentage of people reporting that they know who to contact about their care and support

Page 198 CSSAGGR03 Number of assessments of need for support for carers undertaken during the year

CPBIM301i The percentage of people who agree "my local area is a place where people will pull together to improve the local area"

CPCCM302i The number of resources on the Dewis Cymru Platform

Page 199 CPBIM303i The percentage of people who feel able to influence decisions affecting their local area

CPCCM304i The percentage of projects that have considered the 10 National Principles of Engagement within their Well-being Impact Assessments

CPBIM305i The number of recorded incidents of domestic abuse

Page 200

CPBIM306i The number of repeat offenders of domestic abuse

Activities PR004413 Community Planning & Development Resource 16/11/17 31/03/19 PR004440 People are involved in shaping and improving services 03/04/18 31/03/22 PR004458 Supporting Carers in Denbighshire 01/04/18 31/03/22 PR004716 Act to reduce Domestic Abuse 01/07/18 31/03/20

Page 201 Priority 4 - Environment: Attractive and protected, supporting well-being and economic prosperity General Information Status ACCEPTABLE

Indicators CPCCMSTEAMi STEAM - Total Economic Impact of Tourism (£ million)

CPFAH401i % of existing and acquired Council housing stock (1st April 2017 baseline) achieving an EPC (Energy) rating of C or above

Page 202

CPFAH402i % of all new build council housing achieving an EPC (Energy) rating of A

CPBIM403i Percentage reduction - from a 31/03/17 baseline – in carbon emissions (tonnes) from Council assets

Page 203

CPHES404i No. of trees planted to increase canopy cover in Rhyl and Denbigh

CPHES405i Growing numbers of black grouse, little terns, adders, sand lizards & bees

CPHES406i No. of properties with reduced risk of flooding (1,000s)

Page 204

CPBIM407i Please tell us how satisfied or dissatisfied you are with your local open spaces? Countryside, Beaches, Parks Resident Survey response Qs 3:

Activities PR003864 East Rhyl Coastal Defence Scheme 01/01/14 31/12/20 PR004410 PLANT Project : Urban Tree Planting 02/01/18 02/01/22 PR004418 Increasing capacity and resources for improving 01/04/17 31/03/22 biodiversity in Denbighshire PR004701 Reducing carbon emissions from council assets 02/04/18 31/03/22 PR004727 Improving Energy Efficiency in Council Houses 01/04/17 31/03/22

Page 205 Priority 5 - Young People: A place where younger people will want to live and work and have the skills to do so General Information Status Compromised

Indicators PAM007 Percentage of pupil attendance in primary schools

PAM008 Percentage of pupil attendance in secondary schools

Page 206

QECA4.6i % of the population aged 18 to 24 claiming JSA

CPBIM504i The percentage of children aged 4-5 years who are a healthy weight or underweight

Page 207 CPECS501i The percentage of Yr11 pupils who achieved KS4 Welsh Baccalaureate Skills Challenge Certificate (Level 2)

CPECS503i The percentage of pupils (using Pupil Attitudes to Self and School - PASS) who respond positively against pupils’ feelings about school

Page 208

CPECS504i The number of pupils involved with businesses on the Business Register

CPECS505i The number of pupils benefiting from the Public Service Mentoring Scheme

CPBIM503i The number of young volunteers (0-25) - recorded through Kinetic

CPBIM505i ON HOLD: Adverse Childhood Experiences (ACEs) Measure

Page 209

CPEDU003/PAM006 The percentage of children achieving 5 GSCEs A*-C (Level 2, Key Stage 4), including English or Welsh (1st language) and Maths, by the end of secondary school, against the percentage that achieved the expected standard at the end of primary school (Level 4, Key Stage 2)

RSQPPP2018 The percentage of residents that are satisfied that there are job opportunities for young people at the start of their career

RSQECS2018 The percentage of residents that are satisfied that there are opportunities for young people to develop their skills

Page 210

RSQBIM2018 The percentage of residents that are satisfied that there are leisure opportunities that appeal to young people

Measures CPECS502m The number of schools providing education through suitability and condition categories C & D

Page 211

Activities ECA TechZone / ParthDechnoleg: Growth Sector Move-on 02/09/18 31/03/20 Accommodation ECA Young Person Employment Bursary 01/10/18 31/03/22 ECA 2.3b PROCUREMENT: Local Supplier Development 01/06/15 31/03/20 ECA 3.2a New Growth Sectors / St. Asaph Business Park 01/01/15 31/03/19 Development ECA Ready for Work 01/09/17 31/03/20 4.1b,4.2a- c,4.3a ECA 4.2c The Denbighshire Working Start Scheme 01/09/17 01/04/22 ECA Develop technology based shared entrepreneur space, 16/10/18 31/03/22 4.3a/4.4 Rhyl MOD.ED Modernising Education PR004431 Monitoring and supporting positive pupil attitudes to self 03/07/17 31/08/21 and school/well-being PR004438 Supporting Parents in Denbighshire 01/04/18 31/03/22 PR004589 Develop closer working practices to remove barriers for children and young people to successfully engage in learning, training or employment

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Page 213 This page is intentionally left blank Corporate Project Register

Delivery Trend Project Name Project Executive Project Manager Confidence

Report DateReport

Milestone Cost NCBenefits CashBenefits Risk Corporate Priority: Communities and Environment Same East Rhyl Coastal Defence Scheme Tony Ward Wayne Hope 21-02-2018 The project is currently in the design and development phase and is running to programme.

Worse CRM Carol Dale N/A N/A N/A N/A N/A 5-04-2018 Confidence in the delivery and the deployment of the replacement CRM product remain the same in that it will be achieved within the agreed timescales. To support project progress, a number of telephone contact appointments have already been diarised, LLPG data and information surrounding the welsh lanugage requirements and integrations into the DCC back office database have already been provided. A fluid relationship is being developed to ensure project success. The project has been pushed back by around 3 weeks for the reasons given below. Workshops are now trying to be planned well in advance in order to avoid similar situations going forward i.e. staff not available. Provided this is achievable there is a possiblity that the time lost now may be gained again as the project progresses.

PLANT Project : Urban Tree Planting Huw Rees Garry Davies N/A N/A N/A 24-01-2018 Project: Project funding and agreement with our partners NRW has been signed off. Enviornmental Impact Assessment for the Project has been approved. Rhyl:

• A 215 Page Friends of the Cob Group has been established and the first meeting attended.(this Group will encourage community involvement and volunteering). • We are in the process of establishing a Project Board to include DCC and NRW. • The Schedule of Works attached - is currently on target and delivery confidence is high. Denbigh: • DCCs Legal Dept are negotiating a lease with the landowners - Heaton Estates. (once lease is in place the Schedule of Works and external funding arrangements will be put in place)

Corporate Priority: Housing & Young People Same Denbigh Extra Care Housing Phil Gilroy Katie Newe 19-02-2018 Delivery confidence remains high although the timetable for delivery of completed project has slipped to Spring 2020 Ruthin Extra Care Housing (Phase 2) Phil Gilroy Katie Newe N/A 31-01-2018 Delivery confidence is high but at this stage all timesclaes and milestones are estimates. Same Ready for Work Joanne Moore Sian Price N/A N/A 3-04-2018 The project activity this term has been focused on raising awareness with the School Governors regarding the importance of the careers and world of work activity within schools and ensuring that there are structures within the school to support this activity. The Denbighshire Working Start Scheme Mike Horrocks Catrin Roberts N/A N/A N/A N/A N/A

Same Ruthin Town: Glasdir Development- Relocation of Ysgol Pen Barras Karen Evans Carwyn Edwards 31-01-2018 The work is progressing in line with programme. No significant delays have taken place during the project. The contractor has experienced difficulties with the supplier of partition doors going into administration and an alternative supplier is being apppointed. Although an issue for the contractor it hasn't impacted on the overall programme.

Printed on 09 Apr 2018 Page 1 of 1 Same Ruthin Area Review: New Area School for Ysgol Carreg Emlyn Nicola Stubbins Carwyn Edwards, 14-02-2018 Joe Griffiths The final negotiations between DCC and the Land Owner are ongoing, although there has been some progress following the previous report the purchase of the land still remains a risk to the project and delays with the completion of the land purchase will impact on the other key milestone in the project. The project is progressing through the technical design stage with regular stakeholder meetings taking place with the school staff and school governors. Earlier this month an event was held with parents of the school pupils to showcase the floor layout and external areas of the school. Technical design is expected to be complete at the start of March. It is envisaged that construction will commence on site in the Spring following the completion of the land purchase.

Same New build 3-16 Catholic school in Rhyl Karen Evans Lisa Walchester N/A N/A 6-02-2018 Kier submitted the planning application for the new build at the beginning of December 2017. No objections have been received and we are hoping for a decision mid/end of February. Currently RIBA Stage 4 detailed designs are being developed and these will be agreed and confirmed by the end of February. The Temporary Governing Body for the new school held their first meeting at the beginning of January 2018 and selected a Chair. Same Ruthin Review - New School for Llanfair DC Karen Evans Joe Griffiths 16-02-2018 Following planning approval in December the project has made progress in a number of key areas. The Full Business Case has now been approved (05/01/2018) and the award letter for the funding has been issued by Welsh Government (02/02/2018). Wynne Construction have been appointed as the main contractor for the project. The project is progressing through the technical design stage with regular stakeholder meetings taking place with the school staff, Dioceses of St Asaph and school governors. The technical design stage is expected to be completed mid-March. Land purchase continues to progress, with contracts currently with both parties solicitors for consideration before completing the land purchase. It is envisaged that construction will commence on site in the Spring following the completion of the land purchase. Although there has been significant progerss with the project, the status still remains at experiencing obstacles, as delays in the land purchase will impact on the project start on site Page 216 Page and other key project milestones. Work with RSLs and the private sector to deliver additional affordable Emlyn Jones Angela Loftus N/A N/A N/A N/A N/A home

Bring 500 Empty Homes back into use Emlyn Jones Gareth Roberts N/A N/A N/A N/A N/A

Transition to the new 3-16 Catholic school in Rhyl Karen Evans Lisa Walchester N/A N/A N/A N/A N/A

Rhyl Regeneration Programme Same Rhyl Waterfront Development Jamie Groves Russell Vaughan 6-03-2018 Work on the Travelodge/Marstons commenced on December 4th with the Hotel and family pub/restaurant due to open January 2019. Unit C on the Children's Village has now been demolished with the help of WG pipeline funding. The remaining site will be refurbished along with the public realm on other areas of the Children's Village, proposals are currently being drawn up. Proposals for the Children's Village car park are being firmed up following approval from SIG, and will now go to Cabinet in March for final approval. This work in scheduled to start prior to Summer 2018 and be complete in January 2019. Proposals for the Town Plaza are currently on hold to ensure that they are not prepared in isolation, but are considered with the Queens Market as a single zone. Better 49 - 55 Queen Street Jamie Groves Mark Dixon N/A N/A N/A N/A N/A 29-03-2018 Delivery confidence has improved since the previous Highlight Report as; a. the contractor has completed the stabilisation works at 39-41 Queen Street and left the site; b. options to tackle the structural issues at 39-41 Queen Street have been presented by engineers; c. the cleared site is no longer in use as a compound for the new registry office project which makes it available for completion as a temporary car park; d. the detailed design for the construction of the temporary car park has been completed and this enables tenders to be invited for its construction; and e. Strategic Investment Group endorsed the proposed acquisition of the adjacent site with funding from Welsh Government.

Printed on 09 Apr 2018 Page 1 of 1 Better Rhyl Town Centre Loan Fund Jamie Groves Mark Dixon N/A N/A N/A N/A N/A 29-03-2018 Delivery confidence has improved since the previous Highlight Report. Progress has been made on the delivery of viable projects in line with the target dates agreed with Welsh Government including; a. the appointment of contractors to demolish the former Post Office in Water Street; b. the receipt of draft contracts for the acquisition of the former Next store in High Steet; c. the receipt of Cabinet approval for the renovatino of the underground car park; and d. the submission of a claim for a further tranche of loan funding. Rhyl Waterpark (SC2) Jamie Groves Russell Vaughan N/A N/A N/A N/A N/A 6-03-2018 Work on site is well advanced and all of the steelwork has been erected. The roof is currently going on along with the commencement of the brickwork. The name and initial marketing awareness will begin on March 23rd in time for the 2018 Easter holidays. Still on schedule to be complete in January 2019 and open prior to Easter 2019. Planning has been received for the relocation of the skatepark and work is scheduled to start on site Monday 19th March. The project is scheduled for 12 weeks.

Better Rhyl Town Centre Master Plan Graham Boase, Mike Horrocks 27-02-2018 The project is on target and set to deliver a completed Master Plan by the end of the financial year. There are some issues with resourcing the development of projects arising from the Master Plan but these are being addressed by the project team as a priority. The project team has developed a number of outline business cases for projects that may progress towards funding through the WG TRI programme and has begun the process of engagement that will lead to greater stakeholder buy in. Local Members are aware of the project and have been engaged in early discussions with positive comments received.

Service: Business Improvement and Modernisation Same Electronic Document and Record Management System (EDRMs) Alan Smith Kelly Waterfield, 16-02-2018 Project now closed for work not already in the project plan.

Updated 217 Page KPI reporting: • Users predicted to end December 2017: 856 Users actual to end December 2017: 713. Single Sign-on identified a number of external users who are no longer authorised / need access to the system - users removed. • Documents on system 01/01/2018: 2892806. • Document Retention rules have disposed total of 18541 obsolete documents to end December 2017. • Boxes received into Records Management - boxes received year to end December 2017 53% lower than December 2014 baseline (counting Building Control Store consolidation, 57% lower if disregarding Building Control Store consolidation). • File Requests for Return figures - boxes requested year to end December 2017 is 70% lower than December 2014 baseline. • Backscanning figures: total to end December 2017: 168 scanned (plus 256 boxes earmarked for direct destruction / not for scanning). Legal box receipts to end December - 67 for scanning, 68 for destruction. 5 outstanding. Single Sign-on now in LIVE and relevant user accounts transferred. Addresses Filing module development issues in TEST almost completed. Scanning team will lose one scanning officer from mid February. Remaining scanning officer will have their contracte extended to end March 2019. Insufficient time and staffing resource to tackle bulk backscanning potential in areas other than Valuation & Estates and smaller areas in Environment. Legal and Building Control will be tackled in separate pieces of work. DRB have transferred all historical Building Control files to Ruthin from unsuitable storage premises in Prestatyn and currently removing Planning files ready for building closure. Plan to digitise around the same volume of newer Building Control files into Tascomi has started. Valuation & Estates pursuing backscanning to EDRMS Corporate Address Filing module with no integration to Technology Forge. Crossover between Legal-originated Property documentation and Property Estates documentation. Legal have offered £25K (2017 budget) towards a dedicated scanning officer to guarantee 12 months scanning support for Deeds Packets. Same Centralised Mailroom Project Alan Smith Kelly Waterfield 31-01-2018 All actions are going well with regards to phase 2 and am currently in the process of drawing up the tender specification for the mail collection and delivery contract and the Hybrid Mail Solution. Working with Flintshire CC as both authorities are in the process of procurring the same solution.

Printed on 09 Apr 2018 Page 1 of 1 Same Implementation of OPENHousing and OPENContractor Alan Smith Michael Jones 1-02-2018 The project team remains confident that the first phase of implementation is still achievable during June 2018 in line with the project plan. Unlocking the Asylum: North Wales Hospital Archive 1848-1995 Nicola Samuel N/A N/A N/A N/A N/A 5-04-2018 The Unlocking the Asylum project began in October 2017, and is due to run for two years. There are currently two project staff employed on the project; a Project Archivist, and a Project Support Officer. This report provides a summary of the progress that has been made since the last report produced in January 2018. This report has been produced during week 24 of the project timescale. Project Archivist – Lindsey Sutton • The role of the Project Archivist is to produce both an itemised catalogue of the previously listed accessions, re-catalogued to current standards and an itemised catalogue of later accessions of administration records. Additionally the Project Archivist is promoting the collection to potential users, and creating recommendations for future digitisation projects. • An itemised catalogue of the previously listed accessions totalling 527 items, has been produced, bringing the descriptions in line with archival descriptive standards. This has been structured, uploaded to Calm and made available online. • All the items from the previously listed accessions have been repackaged and are currently in the process of being relocated. • 100 percent of the appraisal and listing of the later series on records has been completed. These are currently in the process of being arranged. • Lindsey has produced several articles and posts promoting the collection for various academic and archival mailing lists and publications, including the University of Liverpool History department blog, the Society for the Social History of Medicine Newsletter, and the Archives Jiscmail list. • Lindsey and Rhian have developed a social media plan dating up until December 2018 which contains proposed dates and topics for upcoming blog posts to be posted on the Denbighshire Archives blog. Project Support Officer – Rhian Evans • The role of the Project Support Officer is to list and repackage the post 1948 files, and promote the collection to potential users through bi-monthly blog and Facebook posts. • So far 134 boxes of patient case files, amounting to 6,186 individual patient files have been listed and repackaged. • Rhian 218 Page has continued to promote the collection on social media, and has written a blog post on the Lunacy Commission registers which are available on Ancestry. • Rhian has designed material for the Society of the Social History of Medicine conference, and is currently communicating with MJ Graphics about the final designs.

Service: Children and Family Services Same Capturing the voice of children, young people and families Julie Moss Michelle Staniforth 28-12-2017 Regular posts are being put on the Education & Children’s Services Facebook Page including those from the Education in Denbighshire blog. The Safeguarding & Practice Quality Unit have purchased an electronic tablet for children and young people to complete the LAC and Child Protection Pre-Conference Consultation documents.

Service: Community Support Services Same Cefndy Capital Investment Phil Gilroy Nick Bowles N/A N/A N/A N/A N/A 4-04-2018 Work has recommenced, quotes have been obtained for new gas burner units & a meeting scheduled with the orignal equipment supply to review the upgrade proposal & scope out next steps. It is anticapted this preparatory work will take until the end of Q2 with implementation commencing Q3 and completing in Q4.

Same Cefndy ICT Investment Project Phil Gilroy Simon Rowlands N/A N/A N/A N/A N/A 5-04-2018 The project will be delivered successfully but behind schedule Better Outsourcing of Hafan Deg Day Care Centre Phil Gilroy Emily Jones- 2-01-2018 Tender due to go live on the 5th January 2018.

Same Outsourcing of Dolwen Care Home Phil Gilroy Emily Jones- N/A 2-01-2018 The project is moving forward with work beginning on the lease and contract docments in January 2018. A feasability study is currently being conducted by DCC to evidence what can be achieved on the site.

Printed on 09 Apr 2018 Page 1 of 1 Service: Customers, Communication & Marketing Same Intranet Upgrade and Redesign Sian Owen Karl Williams 21-08-2017 The project is on schedule and the new intranet site is to be upgraded on 19th Sept. At this point Task Analysis with staff has been undertaken to determine their requirements, the homepage, service and top tasks pages have been designed, developed and built and user testing has been completed. The content has been streamlined for the new site and the vast majority of the content has been created. There is a small amount of content to be added but is not expected to delay the launch. The contact information for school staff is currently in the process of being analysed. A data cleansing exercise needs to be done for the schools staff contact information so it can be imported into the contacts application. Introducing a better telephone service Hawys Lebbon N/A N/A N/A N/A N/A

Same Payment Kiosks Upgrade Liz Grieve Carol Dale N/A N/A N/A N/A N/A 5-04-2018 Replacement kiosks for Prestatyn, Denbigh & Ruthin is now complete

Service: Facilities, Assets and Housing Same Gypsy and Traveller (GT) Accommodation project Nicola Stubbins Kim Waller N/A N/A 20-03-2018 The project is continuing to proceed in line with project timescales. The next stage will be key to the project progress with the requirement for a decision to be reached on the preferred locations for the two sites. Once a decision is taken on the sites to take to the planning stage, there may be concerns raised by the public on one or both of the locations. Due to funding timescales only high level feasibility work has been possible on the shortlisted sites. There may be unknown issues identified on one or both of the preferred sites when more detailed feasibility and land studies are progressed which may have an impact on time or cost. Issues such as those identified above may mean that it becomes necessary to progress one site in advance of the other. Page 219 Page Service: Finance Capita Regional MIS Richard Weigh Jane Hughes 16-02-2018 Development work paused. Waiting for direction from ECS on which areas of Capita One implementation should be focussed on. Resource needs to be identified to carry out the BAU elements of Capita One, including user support.

Service: Highways and Environmental Services Same West Rhyl Coastal Defence Scheme Phase 3 Tony Ward Eric Price 20-02-2018 No change from previous report Rhyl Golf Club flood defence scheme Tony Ward Eric Price 20-02-2018

Printed on 09 Apr 2018 Page 1 of 1 Service: Legal, HR and Democratic Services Better PROCUREMENT: Local Supplier Development Helen Makin Arwel Staples 15-01-2018 A Joint Workshop between Procurement and Economic Development Teams across both Denbighshire and Flintshire Councils was held on the 17th October. The joint workshop provided an opportunity to promote closer working collaboration between the Procurement and Economic Development Teams and as a result of the workshop a Local Supplier Development Action plan is being finalised including the implementation and promotion of Community Benefits. Meetings have also been held recently with Denbighshire Voluntary Services Council to discuss how the local Third Sector can be supported to compete for Council and public sector contracts. Currently, three in total Third Sector Procurement Taster Workshop sessions have been held and a further more detailed Third Sector Procurement Training workshop is planned for the 21st February 2018 in conjunction with Business Wales. These workshops will provide the support for Local Third Sector providers to compete more successfully in the future for public sector contracts. The Procurement Team continues to have regular dialogue / meetings with Business Wales in order provide tendering support on individual DCC tender projects. A number of "Meet the Buyer" events have taken place in the last few months which has provided local suppliers with an opportunity to understand more about the individual tenders as well as receiving support on how to register and navigate on the Proactis e-tendering solution as well as obtaining support in how to undertake joint bidding as part of a Consortium arrangements. In order to streamline the procurement process, a further review has also been undertaken on the questions being asked within our tender documentation and as a result ,the tender documentation has been amended and made more Small & Medium Enterprise (SME’s) friendly. Service: Planning and Public Protection Better Better Business for All (BFC Phase 1 - Planning & Public Protection) Graham Boase Emlyn Jones 30-11-2017 The Better Business for All project is embedding as ‘business as usual’ within the service. We are making progress with the final actions. These are:

• A business 220 Page perception survey has been undertaken to evaluate the progress made over 18 months. We are now looking at the results from the data, but from an early assessment the results look positive. • An officer perception survey has been undertaken. These results will be analysed in the near future. • A regional ‘sharing best practice’ event was arranged for all 6 North Wales Authorities. This was intended to share the work that we have done with other Public Protection services. A business also attended to present in their experience of working with ‘regulatory’ services. This was very well received. Other NW LA’s have also requested meetings with the project lead to learn more about the work we have done. • A graduate has now been tasked to work on the final two actions which were: 1. to work with businesses on reviewing our letters/reports etc to make them as easy to understand as possible 2. to research different ways of keeping businesses up to date with new legislation and guidance. Better New Growth Sectors / St. Asaph Business Park Development Emlyn Jones James Evans 14-02-2018 Delivery confidence is currently good. Milestones have been changed for NGS to reflect the importance of the feasibility work being undertaken for the infrastructure and the fact that some of the other 'softer' actions would need to be delivered in conjunction with a physical development phase. This is a future project to be developed and reasoned. The actual feasibility work is coming along well, with nearly 100% spend to be achieved by the end of March, 2018. Regarding some of the actions for St. Asaph Business Park, some of the milestones have also been changed, to reflect the maturity of and confidence in the performance of the St. Asaph Business Park Executive Group. The Group has an action plan it has recently revised and will be working to take the actions forward. Both the website and investment brochure for the Business Park will be completed by mid-April, as directed by the Executive Group. St. Asaph Business Park Development will be moved into 'business as usual' for the interests of the next reporting period.

Same Former North Wales Hospital Graham Boase Gareth Roberts 16-01-2018 NOT IN THE PUBLIC DOMAIN

Printed on 09 Apr 2018 Page 1 of 1 Agenda Item 8

Report To: Council

Date of Meeting: 23rd October 2018

Lead Officer: Steve Price, Democratic Services Manager

Report Author: Steve Price, Democratic Services Manager

Title: A Joint Scrutiny Committee for the Public Services Board

1. What is the report about?

This report is about the proposed future arrangements to scrutinise the work of the Conwy and Denbighshire Public Services Board.

2. What is the reason for making this report?

This report provides information on the progress made towards establishing a formal joint Scrutiny committee for Denbighshire and Conwy Councils to scrutinise the Public Services Board (PSB). The new committee would be a ‘Joint Overview and Scrutiny Committee’ (JOSC). In Denbighshire, overview and scrutiny committees are referred to as ‘scrutiny committees’.

3. What are the Recommendations?

3.1 That Council approves the establishing of a formal joint Scrutiny Committee with Conwy County Borough Council to scrutinise the Conwy and Denbighshire Public Services Board;

3.2 That Council approves the attached draft terms of reference and rules of procedure for the joint Scrutiny committee.

3.3 That Council considers whether the role of chair of the joint Scrutiny committee should be eligible for remuneration through a senior salary.

4. Report details

Background

4.1 Section 35 of the Well-being of Future Generations (Wales) Act 2015 requires that a local government scrutiny committee is designated to scrutinise the work of the PSB for that area. The intention is to place responsibility for challenge and accountability locally rather than on Welsh ministers.

4.2 The Act says that:

Page 221 Each Local Authority must ensure its overview and scrutiny committee has the power to: a) Review or scrutinise the decisions made or actions taken by the public services board; b) Review or scrutinise the board's governance arrangements; c) Make reports or recommendations to the board regarding its functions or governance arrangements; d) Consider matters relating to the board as the Welsh Ministers may refer to it and report to the Welsh Ministers accordingly; and e) Carry out other functions in relation to the board that are imposed on it by the Act.

4.3 In early 2016 the Welsh Government published guidance on the Well-being of Future Generations (Wales) Act 2015, the Act that established PSBs. In terms of the scrutiny arrangements for the PSBs the guidance states:

“In order to assure democratic accountability there is a requirement for a designated local government scrutiny committee of the relevant local authority to scrutinise the work of the public services board. It will be for each local authority to determine its own scrutiny arrangements for the public services board of which it is a member. For example, existing legislative powers can be used to put in place joint arrangements, such as ‘co-opting’ persons who are not members of the authority to sit on the committee, and where appropriate to appoint joint committees across more than one local authority area.

While it will continue to be entirely legitimate for a subject scrutiny committee (such as a children and young people’s scrutiny committee) to scrutinise the public services board’s work in relation to a specific issue, it is important that one committee takes an overview of the overall effectiveness of the board. This is the reason one committee must be designated to undertake this work.”1

4.4 Compliant with the legislative requirements, Conwy and Denbighshire councils have each selected one of their Scrutiny committees to be their designated PSB Scrutiny committee. For Denbighshire this is the Partnerships Scrutiny Committee.

4.5 By August 2017 the Welsh Government had published guidance on the scrutiny of PSBs (attached as appendix 1).

Establishing a Joint Scrutiny Committee

4.6 It was the view of the PSB in September 2017 that a formal joint Scrutiny committee would be the most appropriate vehicle to effectively scrutinise a strategic cross-county / county borough board like the PSB. The PSB confirmed its support for a joint Scrutiny Committee on the 19th June 2018.

4.7 The Scrutiny committees, Scrutiny co-ordinating groups and the Democratic Services Committees in both Conwy and Denbighshire councils have considered and agreed with the views put forward by the PSB to establish a joint committee and endorsed

1 http://gov.wales/docs/desh/publications/160225-spsf-3-collective-role-en.pdf Shared Purpose: Shared Future Statutory guidance on the Well-being of Future Generations (Wales) Act 2015, SPSF3: Collective role (public services boards) Welsh Government, 2016

Page 222 draft terms of reference for further consultation. Denbighshire’s Democratic Services Committee will have the opportunity for a final look at the proposals when it meets on the 19th October and any representations or recommendations will be reported to Council. The draft terms of reference and rules of procedure are attached as Appendix 2.

4.8 If both Denbighshire and Conwy Councils give their approval a joint Scrutiny committee will have been formally established.

4.9 The draft terms of reference proposes a model for the chairing arrangements. As the joint Scrutiny committee may only meet twice a year the consultations to date have suggested that the role of chair should be allocated for a two year period and not be remunerated with a senior salary (the views of the Democratic Services Committee will be reported verbally). Please also see section 6 below.

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

The recommendations do not directly contribute to the Corporate Priorities but the Council’s Corporate Plan was developed in consultation with partner organisations, including the PSB partners. The PSB’s Well-being Plan and the Council’s Corporate Plan have complementary aims and activities.

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

6.1 The main costs are the staffing resources that would be required by the new joint committee in respect of committee and scrutiny function support. These are referred to in the draft terms of reference which outlines that this support would be drawn from existing resources within Denbighshire and Conwy Councils. Both local authorities also provide support for the PSB.

6.2 Payments (remuneration) for undertaking an additional role as chair of a committee is determined by the Independent Remuneration Panel for Wales. For a joint Scrutiny committee the Panel currently allows a payment to the chair of £6,700. If the chair is already in receipt of a senior salary for a committee chair or leader of a political group role the additional payment would be £3,350.

6.3 The local authorities must decide whether the role of chair of the joint Scrutiny committee should be eligible to receive a payment. If the local authorities decide it does, the payment must be as shown in paragraph 6.2 above. In September, Conwy’s Democratic Services Committee resolved to recommend that no remuneration be paid to the chair of the JOSC. The role of vice chair of the joint Scrutiny committee cannot receive additional payments for the role.

7. What are the main conclusions of the Well-being Impact Assessment?

7.1 An impact assessment is not required for a proposal to establish a Scrutiny committee. However, introducing a more effective Scrutiny model for the PSB will contribute to the PSB’s delivery of its statutory role under the Well-being of Future Generations (Wales) Act 2015.

Page 223 7.2 A local authority’s Scrutiny arrangements are expected to:

 Formally receive the Wellbeing Assessment and Wellbeing Plan from the Public Services Board  Act as a statutory consultee for the Wellbeing Assessment and Wellbeing Plan  Review the Wellbeing Plan if directed to by the Welsh Minister (who has the power of referral but not approval)

8. What consultations have been carried out with Scrutiny and others?

8.1 Consultations have been undertaken with the Partnerships Scrutiny Committee, the Scrutiny Chairs and Vice Chairs Group and the Democratic Services Committee who have endorsed the creation of a formal joint Scrutiny committee. Conwy’s Finance and Resources Overview and Scrutiny Committee, its Scrutiny co-ordinating group and its Democratic Services Committee have also supported establishing the joint committee. The Conwy and Denbighshire Public Services Board have given their support.

8.2 Both Conwy and Denbighshire are expecting to take the issue to their full Council meetings in October 2018 for a decision.

9. Chief Finance Officer Statement

The additional staff time will be maintained within existing resources and therefore the only additional costs associated with recommendations 3.1 and 3.2 relates to the claiming of travelling allowances for meetings. This cost will be modest, as at present the proposal is for two meetings a year, and can be contained within the existing budget. With regards to recommendation 3.3, and additional payment for the Chair would not be able to be funded within the existing budget and the shortfall would need to be treated as a budget pressure.

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

The resources to support the proposed joint Scrutiny committee would be drawn from existing resources in Denbighshire and Conwy Councils. Such collaborations can suffer if there is a lack of clarity on roles and expectations or if the contributing partners are not committed to the collaboration. To address these risks, a detailed terms of reference and rules of procedure has been drafted and elected members with prominent roles in Scrutiny from both councils and the PSB have been involved in developing the proposals and the terms of reference.

11. Power to make the Decision

Section 35 of the Well-being of Future Generations (Wales) Act 2015

Section 58 of the Local Government (Wales) Measure 2011

Regulation 3 of the Local Authorities (Joint Overview and Scrutiny Committees) (Wales) Regulations 2013

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Guidance for Local Authority Scrutiny Committees on the scrutiny of Public Services Boards

August 2017 Page 227 We have been delighted to have produced the Guidance to Local Authorities on Scrutiny of Public Service Boards on behalf of Welsh Government and would like to thank all those that have been involved in its production, particularly the Welsh Scrutiny Officers’ Network for their input, analysis and refinement.

Ministerial Foreword

I am pleased to introduce this Guidance for Local Authority Scrutiny Committees on the scrutiny of Public Services Boards.

The key message of the Well-being of Future Generations Act 2015 is for public bodies to come together to deliver improvements in the well-being of people and communities in Wales. An important part of this is for public bodies to account for their contribution to achieving the well-being goals.

This guidance is intended to help local authority scrutiny committees both to provide this accountability and support the development and improvement of Public Services Boards through the sharing of learning and experiences.

This new collaborative way of working is challenging for us all but the rewards, in the form of taking collective responsibility for improving and enhancing the lives of the citizens in Wales are immense.

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I would like to thank Rebecca David Knight for her diligent and thorough work on this guidance and I hope it provides a useful and instructive guide for the scrutiny community.

Professor Mark Drakeford Cabinet Secretary for Finance and Local Government

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Introduction

The Well-being of Future Generations (Wales) Act 2015 is aimed at improving the social, economic, environmental and cultural well-being of Wales. The Act became law on 29th April 2015 and became a requirement for public bodies in Wales from 1st April 2016. It puts long-term sustainability at the forefront of how public services are designed and delivered, and places emphasis on public bodies to work in partnership with each other and the public to prevent and tackle problems.

The Act defines public bodies doing something “in accordance with the sustainable development principle” as the body needing to act in a manner which seeks to ensure that the “needs of the present are met without compromising the ability of future generations to meet their own needs”. It is a notable piece of legislation in placing emphasis on organisational behaviour in the context of partnership working as a key driver of longer-term change in localities.

The Act sets seven national well-being goals which are to be achieved by public bodies acting in accordance with the sustainable development principle. The goals represent the shared vision for the public bodies listed in the Act to work towards. Moreover, the Act makes it clear the listed public bodies must work to achieve all of the goals, not just one or two.

The Welsh Government has issued comprehensive statutory guidance on the Act “Shared Purpose: Shared Future” which describes in detail the well-being duties on public bodies. This guidance may be found here.

In wishing to support models of local government scrutiny that facilitate effective collaborative working, the Welsh Government has commissioned Centre for Public Scrutiny (CfPS) to develop guidance detailing the contribution scrutiny may make to Public Services Board governance and delivery arrangements.

Public Services Boards

The Act establishes Public Services Boards (PSBs) for each local authority in Wales, consisting of representatives from local authorities, health boards, the Natural Resources Body for Wales and the Welsh Fire and Rescue Authority. Each PSB must undertake a local well-being assessment to inform a local well-being plan, detailing how their area will achieve the sustainable development principle in working towards the seven national well-being goals. Furthermore, PSBs must invite relevant voluntary organisations along with Welsh Ministers, the local Police and Crime Commissioner and the local Chief Constable to participate on the board.

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To ensure PSBs are democratically accountable, the Act places a requirement on councils to designate an overview and scrutiny committee to scrutinise the work of the PSB. Under the provisions contained in the Act, overview and scrutiny committees have extensive powers to review the PSB’s governance arrangements as well as any decisions made or actions taken by the PSB. In addition, overview and scrutiny committees are provided with considerable reporting powers as they are required to share copies of any reports or recommendations made in connection with the board’s functions or governance arrangements with the Welsh Ministers, the Future Generations Commissioner for Wales and the Auditor General for Wales.

A pre-requisite to effective local government scrutiny is a deep understanding of the legal definition of the goals and the sustainable development principle (sometimes described as “the five ways of working”). The well-being goals are reproduced below.. A discussion of the sustainable development principle as it relates to the practical work of overview and scrutiny committees is provided later on in the document.

What is the purpose of the guidance? Who is it for?

The guidance sets out practical advice for overview and scrutiny practitioners based on evaluations of previous local service board (LSB) accountability mechanisms, emerging practice of public services board overview and scrutiny arrangements, and research on partnership governance more generally.

It also aims to provide practitioners with an understanding of the purpose of strategic partnership scrutiny more generally by suggesting a series of outcomes it should work towards. It can be the case that elected members, council officers or partners may not understand the utility or validity of local authority led accountability which is why efforts have been made to identify what positive

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impact local government scrutiny in particular can result in. To be effective, it is important that everyone involved understands and welcomes the value of scrutiny.

It is important therefore, to highlight that each local authority should develop arrangements that best meet local circumstance. This is important given the Act’s focus on utilising place-based resources in achieving place-based change.

This guidance is not statutory guidance. However, failure to consider principles informed by good practice is likely to result in scrutiny mechanisms which lack impact and inadequately supports the PSB as a strategic partnership. The risks associated with poor collaborative governance arrangements include weakened decision making, additional complexity, fragmented accountability, lack of transparency and poorer well-being outcomes.

Clarifying the strategic function of public services board scrutiny

The statutory guidance “Shared Purpose: Shared Future 3 – Collective role (public services boards)” identifies that the Well-being Act relies predominantly on local government overview and scrutiny committees to secure continuous improvement in local integrated planning1. It specifies that local authority overview and scrutiny is the means by which the Act assures democratic accountability for partnership working in a locality2.

As such the purpose of PSB overview and scrutiny is to take an overview of the board’s overall effectiveness through the provision of democratic challenge. However, to assist councils in the development of individual arrangements, it is important to provide some explanation regarding how local government overview and scrutiny can add value to collaborative working to better understand the factors underpinning effective practice.

What is the purpose of PSB overview and scrutiny? What is it meant to achieve?

Research into different forms of partnership governance and area based change programmes identify that capitalising on the representational value of elected members’ community leadership role can result in the following beneficial effects for partnerships:

1. Provision of a supportive space for reflection and self-analysis: In exploring the extent to which PSB activity may be said to result in ‘collaborative advantage’ as it relates to the seven well-being goals and five ways of working, local government overview and scrutiny arrangements can provide a supportive space in which attention can be paid to partnership relationships. Impartial, evidence based scrutiny can encourage reflexivity and reflection on the impact of different behaviours upon the PSB’s overall performance, encouraging feedback and open discussion at all levels.

1 “Shared Purpose: Shared Future 3 – Collective role (public services boards)” paragraph 173. 2 “Shared Purpose: Shared Future 3 – Collective role (public services boards)” Paragraph 174.

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2. Enhanced democratic accountability and improved transparency: Councils derive their ‘Local Authority’ from the democratic legitimacy of elected members. The closer accountability gets to citizens, the more credible and valid it becomes in seeking public account from those with power. Partnership scrutiny provides a grounded check and balance to collective decision making by testing assumptions, examining risks and challenging how resources are prioritized. Improving transparency in this way can help the PSB identify how to better align resources, services and institutions around the needs of people and places.

3. A stronger focus on improving local citizen’s lives: In clarifying different contributions to delivery and seeking to improve services from the citizen’s perspective, overview and scrutiny can help PSBs stay focused on joint outcomes. Local challenge can help determine whether PSBs are facilitating whole-system approaches to shared problems or whether partners experience constraints that are counterproductive to working as one Welsh public service. A deeper understanding of these issues can assist the development of more ‘networked’ forms of accountability at local and national level which better supports implementation of the Act.

4. Place based transformation through deeper public engagement: Elected members are able to channel a wide range of community intelligence into decision making processes. Through their role they are able to invite, authorise and legitimise stakeholder contributions as a horizontal rather than vertical form of accountability. This can help refocus the balance of power between services and the citizens they serve. Not only is this able to help the PSB ensure services are more responsive to local need and aspiration but, in enabling shifts in perspective to occur, so too can new assets and resources be identified.

Research tells us that accountability within partnership environments is complex and that failure to properly understand how different accountability agents work together may lead to situations which hamper effective collaboration3. Conversely, ‘softer’ forms of accountability such as local overview and scrutiny which are grounded in local context and which seek to use exploratory challenge to strengthen partnership working, can help PSBs embed a ‘culture of responsibility’ in its activities and ways of working.

What are public services boards accountable to overview and scrutiny for?

Public services boards (PSB) are accountable to overview and scrutiny committees in respect of how they work jointly to improve the economic, social, environmental and cultural well-being of their area by contributing to the achievement of the well-being goals in accordance with the sustainable development principle.

In developing PSB overview and scrutiny arrangements however, it is important to acknowledge the overlaps that exist between the functions of board members as public bodies under the provisions contained in Part 2 of the Act, and the functions public bodies carry out jointly as members of the

3 Office for Public Management, Total Place – Lessons Learnt, 2009, p 3.

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public services board contained in Part 4 of the Act. This is unsurprising given the requirement placed on public bodies and PSBs to act in accordance with the sustainable development principle which regards deeper collaboration and integration as central to the achievement of local well-being goals.

This is most clearly demonstrated within the Act in section 7(2) which provides that the well-being objectives of a public body that is also a member of a public services board may be included in that board’s local well-being plan. In determining what overview and scrutiny committees can hold the PSB to account against, however, important questions are raised regarding who has ownership of ‘joint’ well-being objectives and who is ultimately responsible for delivery. Partners have multiple responsibilities but these shared responsibilities should not mean diminished accountability.

In considering the roles of the Auditor General in Wales and the Future Generations Commissioner for Wales as they relate to ensuring the statutory duties of public bodies are being met, it is crucial that local government overview and scrutiny form part of an ‘accountability eco-system’ that offers a mutually supportive approach to governance. These issues will be discussed in more detail when we consider the powers overview and scrutiny committees have in examining the performance of PSBs and the methodological implications of determining the ‘added value’ brought about by the PSB as a statutory partnership.

Functions and responsibilities of public services boards

Chapter 2, section 36 of the Act sets out the functions of public services boards which are to;

 Assess the state of economic, social, environmental and cultural well-being in their area,  Set local objectives designed to maximise the board’s contribution to the achievement of the well-being goals,  Publish local well-being plans setting out their local objectives and how members of the board (in exercising their collective function) intend to take all reasonable steps to meet local objectives.

Section 36 (3) specifies that public services boards are required to carry out its functions in accordance with the sustainable development principle sometimes referred to as the which is defined in section 5 of the Act and summarised in the following table:

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The sustainable development principle

1. The importance of balancing short term needs with the need to safeguard the ability to meet long term needs, especially where things done to meet short term needs may have detrimental long term effect;

2. The need to take an integrated approach, by considering how—

(i) the body’s well-being objectives may impact upon each of the well-being goals;

(ii) the body’s well-being objectives impact upon each other or upon other public bodies’ objectives, in particular where steps taken by the body may contribute to meeting one objective but may be detrimental to meeting another;

3. The importance of involving other persons with an interest in achieving the well-being goals and of ensuring those persons reflect the diversity of the population;

4. How acting in collaboration with any other person (or how different parts of the body acting together) could assist the body to meet its well-being objectives, or assist another body to meet its objectives;

5. How deploying resources to prevent problems occurring or getting worse may contribute to meeting the body’s well-being objectives, or another body’s objectives.

From an accountability perspective, the Act is unique in emphasising that the process of partnership working via the sustainable development principle is central to the PSB’s progress in working towards well-being goals. The actions partners take as ‘public bodies’ under the requirements of the Act have a direct bearing on the PSB’s effectiveness as a corporate body. This may make it difficult at times for overview and scrutiny committees to determine the added value brought about by collaborative working.

As such, in discharging its accountability functions, committees should not lose sight of the need to explore the contribution of individual PSB members as it relates to the overall performance of the PSB itself. This approach will take into account levels of partnership commitment to working in accordance with the sustainable development principle and necessitate co-ordinating activities with evidence from the Future Generations Commissioner’s office.

Examining the powers of local government overview and scrutiny committees

The Act provides the legislative basis by which local government overview and scrutiny committees can act as a powerful driver of place-based collaborative working. It places a requirement on local authorities to ensure a designated overview and scrutiny committee has power to; a) review or scrutinise the decisions made or actions taken by the public services board; b) review or scrutinise the board's governance arrangements;

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c) make reports or recommendations to the board regarding its functions or governance arrangements; d) consider matters relating to the board as the Welsh Ministers may refer to it and report to the Welsh Ministers accordingly; and e) carry out other functions in relation to the board that are imposed on it by the Act.

In exercising its powers, overview and scrutiny committees can require members of the PSB (or a designated representative) to attend committee meetings to provide explanation in response to committee lines of inquiry.

Whilst committees can require any statutory member of the board to give evidence, the capacity in which they do so must relate to the exercise of joint functions conferred on them as a statutory member of the board. This does not preclude overview and scrutiny committees interviewing individual partners to assess their contribution to collaborative delivery. This power includes any person that has accepted an invitation to participate in the activity of the PSB.

Furthermore, the Act stipulates that an overview and scrutiny committee must send a copy of any report or recommendation made in connection to its functions to the Welsh Ministers, the Future Generations Commissioner and the Auditor General for Wales.

Roles for overview and scrutiny committees

There are three main roles overview and scrutiny committees may engage in providing democratic accountability to the PSB.

1. Reviewing the PSBs governance arrangements; 2. Acting as statutory consultees on the well-being assessment and well-being plan; 3. Monitoring progress on the PSBs implementation of the well-being plan and engagement in the PSB planning cycle;

Overview and scrutiny committees have a variety of methods at their disposal in carrying out these roles ranging from consideration of issues at full committee, to undertaking investigation via a sub- committee or task and finish group.

(i) Reviewing the PSBs governance arrangements

In providing committees with the power to review the board’s governance arrangements, elected members have the means to examine the systems and processes by which the PSB functions, as well as the ability to review its activities and outputs. In this way, committees are empowered to develop a more rounded analysis of how the quality of partnership working affects the economic, social, environmental and cultural well-being of their area.

A review of the PSBs governance arrangements may include examination of the PSBs terms of reference (as described in statutory guidance), and may consider:

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Decision making and forward work planning

- The board’s terms of reference and how it plans and manages its forward work programme.

- How the board makes decisions as a strategic partnership.

Membership and Engagement

- What change needs to happen within the PSB and wider partnership framework to embed the sustainable development principle?

- How the board involves people who are interested in the improvement of well-being in an area and how it is ensured that those persons reflect the diversity of the population of the area served by the board.

- The procedure for resolving disagreements between members relating to the board's functions.

- How the board manages its membership to include examination of statutory member representatives, invited participants and the extent to which designated representatives have the authority to make decisions on behalf of the organisation they represent.

- How the board seeks to engage in a purposeful relationship with the people and communities in the area, including children and young people, Welsh-speakers and those with protected characteristics, in all aspects of its work.

Performance management arrangements

- How the board monitors and reports progress, to include consideration of performance indicators and standards for public service boards (where they have been set).

- The functions and performance of any sub-groups established by the board.

- How the board identifies and manages risk.

- How the board interrelates with the Auditor General in Wales, the Future Generations Commissioner and the Welsh Ministers with regard to discharging its statutory functions.

- How the PSB assesses and learns from its own performance.

Resources and relationship building

- How the board resources the functions it must undertake which are a responsibility of all the statutory members equally. For example, the undertaking of the local well-being assessment and the development of the local well-being plan.

- The level of investment the PSB think necessary to make in strengthening relationships between different members to help the board function effectively as a team.

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- The level of resource the PSB thinks necessary to support effective governance practices including preparation of evidence for overview and scrutiny.

In addition to reviewing the PSB’s governance arrangements, overview and scrutiny committees have wide-ranging powers to review or scrutinise the decisions made or actions taken by the public services board.

These investigative powers serve to enable overview and scrutiny fulfil two additional roles; firstly, as a statutory consultee regarding the draft well-being assessment and well-being plan, and secondly to monitor how effective the PSB performs collectively in implementing the well-being plan and reflecting on performance to better contribute to the PSB’s planning cycle.

(ii) Scrutiny as statutory consultee

The Act identifies that the public services board must consult with overview and scrutiny committees (in addition to other named consultees) regarding the preparation of both its assessment of local well-being and its local well-being plan.

- Well-being Assessment

In being consulted upon the PSBs draft well-being assessment, overview and scrutiny committees may wish to explore the following as a means to help strengthen its process and content:

1. Whether locally determined outcomes have been developed. If so, what is their relationship to the well-being goals?

2. The extent to which the process of developing the assessment has been undertaken according to the sustainable development principle. For example, how have different organisations worked together using the five ways of working to develop a comprehensive assessment of economic, social, environmental and cultural well-being of the area?

3. The way in which information from the population assessment required under the 2014 Social Services and Well-being Act has been triangulated with the well-being assessment. Does the assessment provide some analysis as to how identified needs correspond to conditions of well-being and place?

4. Does the assessment include in its analysis the well-being of categories of persons such as people considered to be vulnerable, people possessing a protected characteristic, children (including looked after children, those is foster care and care leavers), carers and people who may have need for care and support?

5. How well have the enablers and barriers to well-being been identified over the short, medium and long term?

6. The extent to which the assessment has identified the area’s strengths and assets and how these might be utilised to help prevent problems occurring or getting worse in future.

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7. How robust is the evidence base underpinning the assessment? Do different types of evidence contradict each other? What gaps in evidence have been identified as a result of the assessment and how these are intended to be addressed?

8. Whether attempts have been made to identify what improvement would look like as it relates to economic, social, environmental and cultural well-being in the area. What would indicate that improvements were being made or not?

9. Have attempts been made to provide some comparison of well-being within Wales and with other high performing areas across the UK?

10. Does collaborative working encourage deeper integration across public bodies and organisations, and is this likely to result in better experiences for citizens when undergoing transition between service providers?

- Well-being Plan

In being consulted upon the PSBs draft well-being plan (or any changes made to an amended well- being plan), overview and scrutiny committees may wish to divide their consideration into two components:

 How local objectives have been set,  the steps the board proposes to take to meet identified objectives.

Setting objectives

In considering how the PSB has set collective objectives, an important role for overview and scrutiny is to determine the relationship between the individual well-being objectives that have been set by PSB Members as public bodies, and the well-being objectives that have been collaboratively identified by the PSB.

To assist them to strengthen the overall quality of the plan, overview and scrutiny committees will have access to the advice the Future Generations Commissioner will have provided to the PSB. This will provide information on how the PSB may take steps to meet their local objectives in a manner which is consistent with the sustainable development principle.

It is also important to highlight that the Act provides for the Welsh Ministers to refer a PSB’s well- being plan to the relevant local authority scrutiny committee if it is not considered sufficient; for example, due to an adverse report by the Future Generations Commissioner for Wales or a Ministerial concern that statutory duties are not being met.

In evaluating the quality of the plan, overview and scrutiny committees may wish to explore the following issues with members of the PSB:

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1. How has the well-being assessment been used to identify well-being objectives?

2. How responsive are the objectives to addressing the issues arising from analysis of the well- being assessment? What evidence is there to show this?

3. What is the ‘theory of change’ behind the formulation of well-being objectives? Is the PSB able to describe and illustrate how and why a desired change is expected to happen over time within the local context.

4. How do the objectives link to the well-being goals, and how do the objectives relate to one another?

5. How is it possible to see the extent to which the objectives have been set in accordance with the sustainable development principle?

6. Can it be said that the well-being plan reflects where the board has decided that collective action can be taken to have a positive impact on well-being in the area?

7. How do the PSB’s well-being objectives correspond to the individual well-being objectives of the partners constituting the PSB? To what extent have they been reproduced in the well- being plan?

8. What evidence is there to show that the PSB have set objectives that maximise the ‘collaborative advantage’ that can be brought about by partnerships? How is the PSB able to show it is aiming to create new value through its well-being objectives?

9. How far do the objectives reflect the PSB’s level of ambition for improving the well-being of people and place?

10. How far has advice from the Future Generations Commissioner and other Welsh Government Commissioners been taken into account when developing the plan?

Action planning

Paragraph 97 of the statutory guidance identifies that he board must take all reasonable steps to meet the local objectives they have set, to deliver on collectively. However, the guidance specifies that it is for the board to:

“…form its own judgement of what steps it would be reasonable to take, on the basis of its own knowledge and consideration of the circumstances and characteristics of its area.”

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As statutory consultees, overview and scrutiny committees can help strengthen the quality of the overall well-being plan by exploring how identified actions4 relate to ownership, the sustainable development principles, time-frames and their likely impact on delivery. Committees may wish to consider the following questions:

1. How likely is it that the actions identified relate to the achievement of the well-being objectives?

2. How can it be evidenced that the actions identified represent the maximum agency and influence able to be committed by the PSB working collectively?

3. How well are the time frames in which actions are intended to take place specified? Does the plan provide for opportunities to review and reflect on whether actions are resulting in desired impact, or whether a change in approach is needed?

4. Who is responsible for delivering on the actions leading to the achievement of objectives?

5. How do the actions identified in the plan link to the actions of partners that are engaged in the work of the PSB?

6. How has advice and guidance provided by the Future Generations Commissioner been used to enhance the quality of the action plan?

7. How will the PSB be able to assess whether identified actions are resulting in measurable change in the short, medium and longer term?

8. To what extent will user experience be used to determine the impact actions are having upon different aspects of well-being in different parts of the area?

9. What flexibility does the PSB have in changing actions contributing to local well-being objectives if needed?

Assessing delivery of the Well-being Plan

A PSB is required to prepare and publish a report detailing the progress made towards meeting local well-being objectives no later than 14 months after the publication of its first local well-being plan. This is intended to enable the board to report on the full year’s activity. Subsequently, an annual report must be published no later than one year after the publication of each previous report. The PSB must send a copy of its annual report to overview and scrutiny.

4 The actions referred to in the questions may be interpreted as the ‘steps’ taken by the PSB to meet local objectives.

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An important role for overview and scrutiny is to monitor and assess how well the PSB has delivered as a collaborative partnership on the actions intended to achieve local well-being objectives. It may wish to explore the following issues with members of the PSB:

1. To what extent have intended actions been delivered within the timescales specified? How much progress has been made towards meeting the well-being objectives? How far have the PSB’s expectations been met?

2. What lessons has the PSB learnt as a result of progress to date? How will these lessons be incorporated into the PSBs planning cycle and how the PSB operates as a partnership?

3. What have been the resource implications of delivering on the well-being plan?

4. How has delivering as a collective impacted on the delivery of individual well-being objectives in accordance with the sustainable development principles?

5. What unintended consequences have arisen from delivering against the well-being plan? What are the main factors that have impacted upon delivery?

6. What gaps in data have been identified as a result of delivery? How have these gaps been identified?

7. To what extent has service user experience been used to assess collaborative performance delivery? What other methods have been used to evaluate effectiveness and impact?

Exploring what makes for ‘effective’ PSB overview and scrutiny practice

An important role for overview and scrutiny committees in providing democratic accountability is its ability to monitor and scrutinise the performance of the PSB both in terms of how it operates as a board, and how it delivers on its strategic requirements. However, research on partnership scrutiny identifies that whilst local government models can be effective in helping deepen integration, failure to develop good quality relationships with partners at the outset can be counterproductive to the delivery of shared outcomes.

In developing PSB accountability arrangements, it is worth highlighting that the language associated with scrutiny has the potential to be unhelpful in creating an environment in which challenge is welcomed as an opportunity for enhanced learning and self-reflection. For example, the term ‘holding to account’ may suggest an uneven and oppositional relationship between PSB partners and overview and scrutiny committees.

This can have the effect of creating unnecessary tension and misunderstanding about the aims and intent of elected members involved in reviewing the PSB’s collective performance. As the style of scrutiny and methods adopted by committees have a direct effect on the quality of interaction between themselves and PSBs, care should be taken to develop partnership scrutiny in a way that

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shows commitment to the sustainable development principle. For scrutiny to be effective, it needs to lead by example.

Research into the practice of collaborative or joint scrutiny in England and Wales identifies that arrangements are effective when they demonstrate the following characteristics:

Characteristics of effective partnership scrutiny

 Scrutiny regards itself as a form of ‘critical friendship with positive intent’ in which scrutiny practitioners act as advocates for the success of joint working.

 Collaborative performance is evaluated from the citizen’s perspective.

 Strong efforts are made to understand the complexity of partnership arrangements and to facilitate learning about the culture and assumptions of different organizations.

 Scrutiny creates positive expectations by focussing on issues regarded as useful to the partnership or where there is consensus that ‘things need to change’.

 Scrutiny demonstrates intellectual independence and investigative rigour in all of its activities.

 Scrutiny demonstrates a positive impact by developing clear, timely, evidence-based recommendations aimed at enhancing collaborative performance.

 Scrutiny critically evaluates its own performance utilising partnership perspectives.

The above characteristics are complementary to the ‘Characteristics of Effective Scrutiny’ framework developed by the Welsh Scrutiny Officers’ Network and referenced within the William’s report on Public Service Governance and Delivery in Wales. In recognition of their utility, it is worth highlighting that the Williams report advocated the framework be developed further to ensure a ‘best practice approach to scrutiny, not least required’ was embedded in Welsh public service delivery5.

Developing effective relationships with the PSB

Given that the performance of democratic accountability rests on effective working relationships with the PSB, it is important that councils give thought to the nature of scrutiny’s interaction with partners when establishing scrutiny arrangements.

Working in partnership with the PSB, local government scrutiny functions may wish to co-produce a shared vision for PSB scrutiny arrangements which provides clear direction on the outcomes scrutiny are meant to achieve and the guiding principles that shape its work.

5 The Williams report can be found here: http://wales.gov.uk/topics/improvingservices/public-service- governance-and-delivery/report/?lang=en References to the ‘Characteristics of Effective Scrutiny’ may be found on page 133.

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The main levers by which relationships can be influenced include approaches to co-option and the methods by which scrutiny interacts and communicates with the PSB, namely how it handles partner invitations to scrutiny meetings, requests for information and reporting arrangements for scrutiny’s reports and recommendations.

As a means to clarify responsibilities, expectations and behaviours, councils may wish to consider developing a guide or protocol for the benefits of the PSB membership. This might provide a useful opportunity for communicating to the PSB a positivist approach demonstrating how scrutiny contributes to local place-based leadership. Wrexham County Borough Council has used its previous Local Service Board scrutiny protocol as the basis of a new protocol for governing its relationships with the Public Services Board. The protocol is notable for detailing PSB partner’s ‘commitment to co-operate’ with the Council’s scrutiny committees. For example, it provides that:

 PSB Partners are provided with information on how to access the Scrutiny process, for example they may request that an issue is presented for scrutiny and have access to relevant information on the Scrutiny Committee timetables and work programmes.

And,

 Explains how the committee’s views/recommendations will be communicated following scrutiny and how the PSBs views will be fed back to scrutiny.

In support of the protocol’s application, the Council’s scrutiny facilitators adopt a pro-active approach to working with the PSBs support officer in co-ordinating the PSB and scrutiny’s forward work programmes. A copy of the protocol may be found at Appendix 1.

- Overview and scrutiny structures

Whilst it is a requirement of the Act that councils must designate an overview and scrutiny committee to scrutinise the work of the public services board, it is up to each local authority to determine its own arrangements. Emerging practice of PSB scrutiny arrangements identify distinct models which include:

1. Utilising an existing overview and scrutiny committee to comply with the requirements of the Act. Usually this committee also undertakes scrutiny of local Community Safety Partnerships under the provisions made in the 1998 Crime and Disorder Act. Examples include Caerphilly County Borough Council’s Partnerships Scrutiny Committee

2. Establishing a dedicated committee specifically for scrutinising the work of the local PSB such as Monmouthshire County Council’s Public Services Board Select Committee

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3. Establishing a dedicated scrutiny panel as a sub-committee of the council’s designated public services board overview and scrutiny committee. For example, see Swansea City Council’s Public Services Board Performance Panel

4. Establishing a dedicated joint overview and scrutiny committee to undertake collaborative scrutiny of a merged public services board. For example, the Cwm Taf Public Services Board Joint Overview and Scrutiny Committee has recently been established by Merthyr Tydfil and Rhondda Cynon Taf County Borough Councils, representing the first formal joint overview and scrutiny committee in Wales. The joint committee comprises equal membership of councillors from each participating council and was established in accordance with requirements of the Well-being of Future Generations (Wales) Act, 2015 taking into consideration the requirements of Section 58 of the Local Government (Wales) Measure, 2011 and associated statutory guidance. Further details may be found here.

Although the structures might look dissimilar, the activities intended to be undertaken are broadly the same. However, regarding the membership of PSB scrutiny arrangements, research from previous joint scrutiny models identifies that co-option can make a big difference to the positive contribution able to be made to partnership governance arrangements.

Co-option and collaborative working

"The partnership approach to the scrutiny of the work of the LSB has brought great value to the outcomes. Partners bring differing perspectives that broaden the constructive challenge, and also lead to scrutiny being informed and truly probing.

I do believe that the LSB's partnership delivery of services around domestic abuse will improve as a result of our work."

(Co-opted Member, Rhondda Cynon Taff’s LSB Scrutiny Working Group, April 2011).

The evidence from overview and scrutiny committees in Wales is that the contribution of co-opted members on committees can significantly strengthen their effectiveness. In thinking about how scrutiny arrangements may seek to work in accordance with the sustainable development principles, co-option offers opportunities to enhance collaborative working.

Existing statutory provision under section 76 of the 2011 Local Government (Wales) Measure enables the co-option of persons that are not members of local authorities onto overview and scrutiny committees in accordance with section 21 of the Local Government Act 2000. Statutory guidance accompanying the 2011 Measure provides additional advice and detailed case studies.

Evidence from those councils utilising multi-agency approaches to Local Service Board scrutiny identified the following four benefits from adopting an integrated approach to partnership working. These have been summarised as follows:

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Findings from multi-agency scrutiny arrangements

- The inclusion of partner representatives into democratic scrutiny processes was found to break down organisational fragmentation when analysing joint delivery of cross-cutting themes.

- Greater democratic influence within partner organisations was considered as helping reduce the ‘democratic deficit’ within public organisations.

- Reports and recommendations from scrutiny were considered to be more palatable to local strategic partnerships due to integration of partners within the scrutiny process. This was considered important in reinforcing scrutiny’s credibility and integrity and allaying partnership concerns regarding undue ‘political interference’.

- Greater innovation and engagement: a strong culture of accountability was considered supportive of transformational change and improvement in promoting wider dialogue from which creative solutions may be found. It was found that embracing different points of view enabled shifts in perspective to occur as demonstrated by Rhondda Cynon Taff’s use of ‘experts by experience’ when considering joint approaches to the reduction of domestic violence.

In wishing to work collaboratively with the PSB, Swansea City Council’s Public Services Board’s Performance Panel sought to invite (rather than co-opt) non-executive members of partner organisations comprising the PSB. This included the following:

Public Services Board Statutory PSB Performance Panel Invitee Members / Invited Participants

Abertawe Bro Morgannwg University Non-executive Board Member Health Board (Statutory Member) Mid and West Wales Fire and Rescue Member of the Performance, Audit and Service (Statutory Member) Scrutiny Committee , Mid and West Wales Fire Authority Natural Resources Wales (Statutory Non-executive Board Member Member) The Chief Constable of South Wales Member of the South Wales Police and Police (Invited Participant) Crime Panel

The South Wales Police and Crime Commissioner (Invited Participant) Probation Service Representative Non-executive (Invited Participant)

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Swansea Council of Voluntary Services Non-executive management Committee (Invited Participant) Member

The PSB Performance Panel also identified its ability to co-opt additional members on a temporary basis the length of which to be determined by the Panel. The Panel further stipulated that co-optees should not be acting in an executive capacity for any of the Public Services Board partner agencies and may only be invited to join the Panel with the unanimous agreement of Panel members.

The important point to highlight is the ability of local government overview and scrutiny arrangements to pro-actively engage partners more deeply in its work. In doing so elected members can send powerful messages to the PSB regarding its commitment to effective partnership working through their own structures and practice. This can lead to the creation of enhanced trust and mutual respect in creating accountability relationships that promote dialogue and learning as the key drivers underpinning performance improvement.

However, approaches to partner engagement in the work of scrutiny is specific to each local authority and that what “works” for one Council may not directly transfer to another. The crucial issue here is the degree of commitment scrutiny shows in ensuring partners can influence and inform its investigative work.

In evaluating the added value brought about by strategic partnership working, scrutiny can boost its credibility in leading by example.

Reports and Recommendations

Section 35 (2) of the Act requires overview and scrutiny committees to send a copy of any report or recommendation with respect to the board’s functions or governance arrangements to the Welsh Ministers, the Future Generations Commissioner (FGC) for Wales and the Auditor General for Wales.

This requirement has been regarded by some as detracting from scrutiny’s ability to develop ‘softer’ styles of accountability where power relies on its ability to persuade, advise and influence. This can give rise to anxiety that widespread reporting of partnership performance by scrutiny, particularly given the long-term timescales associated with achieving improved well-being, can place unhelpful pressure on PSBs to skew activity towards what is immediately measurable rather than foster more innovative and creative behaviour.

An alternative point of view is that the provision compels local government overview and scrutiny to more proactively correspond with other accountability agents such as the Auditor General in Wales and the Future Generations Commissioner as part of a networked model of accountability. In sharing intelligence about different aspects of partnership performance, scrutiny can add to a wider body of knowledge aimed at better understanding and supporting drivers of collaborative performance. In addition, regarding the role of the Future Generations Commissioner in guiding and advising PSBs to work in accordance with the sustainable development principle, analysis and recommendations arising from local scrutiny may help better focus support and assistance.

Consequently, local government scrutiny arrangements may wish to give thought to how to match the most appropriate method of communication with the degree of intended formality best suited to local circumstance. For example, some councils may wish to utilise Chair’s letters rather than formal reports in providing the PSB with spontaneous feedback as opposed to ‘escalating’ formative

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observations to national level. Adoption of a more flexible approach has been reported as having the effect of partners perceiving scrutiny’s formal reporting mechanisms as influential ‘backstop powers’ which in turn has encouraged greater co-operation and a more collegiate relationship with local government scrutiny.

In thinking about how scrutiny wishes to engage the PSB in developing lines of inquiry, requesting evidence, scoping future work items and establishing ways of working it might be the case that the use of Chair’s letters or presentations at meetings of the PSB may be most appropriate methods of communication. Similarly, less prescriptive ways of exchanging information may be more suitable when communicating with the PSB informal feedback regarding scrutiny’s initial analysis, findings and draft conclusions relating to collaborative performance.

Regarding utilising more formal powers of reporting, it is suggested that scrutiny take appropriate steps to ensuring reports and recommendations are evidence based and describe a suggested course of action to be taken to solve a shared problem. Moreover, to have impact and credibility, recommendations to the PSB should have a clear rationale and be written as statements indicating a directional change of action. In thinking about the validity of conclusions made about the PSB’s performance by scrutiny, these should clearly link to scrutiny’s original research focus and methods of inquiry in accordance with practice detailed in the ‘Characteristics of effective scrutiny’ framework.

In accordance with the Act, copies of reports and recommendations should be sent to the Future Generations Commissioner, the Auditor General in Wales and the Welsh Ministers. Given that the minister with lead responsibility for PSBs is currently the Cabinet Secretary for Finance and Local Government, copies of formal reports and recommendations should be sent to the Local Government Partnership team who may arrange that any additional ministers are briefed according to their areas of responsibility.

References

Centre for Public Scrutiny (2012) Sub-regional and Supra-local Scrutiny, Centre for Public Scrutiny.

Downe, J. and Ashworth, R. (2013) Developing a Culture of Collaborative Scrutiny? An Evaluation of Practice and Potential, Welsh Government.

Downe, J. and Ashworth, R. (2015) Step by Step to Joint Scrutiny: A Handbook for Scrutineers, Welsh Government.

Horton, K. (2013) Establishing a Baseline for Local Service Board (LSB) Scrutiny in Wales, Welsh Government.

Office for Public Management (2009) Total Place – Lessons Learnt.

Wales Audit Office (2014) Good Scrutiny? Good Question! Auditor General for Wales Improvement Study: Scrutiny in Local Government, Wales Audit Office.

Welsh Government (2014) The report of the Commission on Public Service Governance and Delivery.

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Welsh Local Government Association (2014) Overview and Scrutiny Member and Chair Specifications, WLGA.

WLGA and CfPS (2010) Scrutiny of Multi-Agency Partnerships, WLGA.

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Terms of Reference and Rules of Procedure Conwy and Denbighshire Public Services Board Joint Overview and Scrutiny Committee

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1. Statutory Provisions

1.1 The Joint Overview and Scrutiny Committee (JOSC) has been established in accordance with the following legislation:

 Section 58, Local Government (Wales) Measure 2011  Regulation 3 of The Local Authorities (Joint Overview and Scrutiny Committees) (Wales) Regulations 2013  Section 35 of the Well-being of Future Generations (Wales) Act 2015

1.2 The conduct of the JOSC and the arrangements for joint scrutiny shall be subject to the legislative provisions in 1.1 above, and any regulations or guidance made in accordance with the legislation; and in the event of any conflict between the Act and/or Regulations and any joint arrangements, the requirements of legislation will prevail.

2. Name of the Overview and Scrutiny Committee

2.1 The appointing authorities are Conwy County Borough Council and Denbighshire County Council

2.2 The title of the JOSC between both authorities shall be the “Conwy and Denbighshire Public Services Board Joint Overview and Scrutiny Committee” (referred to as the JOSC for the purpose of this document)

3. Purpose of the Joint Overview and Scrutiny Committee (JOSC)

3.1 To ensure Public Services Boards (PSBs) are democratically accountable the Well-being of Future Generations (Wales) Act 2015 places a requirement on councils to designate an overview and scrutiny committee to scrutinise the work of the PSB. Under the provisions of the Act the scrutiny committee has extensive powers to review the PSB’s governance arrangements as well as any decisions made or actions taken by the PSB. In addition, the scrutiny committee is provided with considerable reporting powers as it is required to share copies of any reports or recommendations made in connection with the PSB’s functions or governance arrangements with the Welsh Ministers, the Future Generations Commissioner for Wales and the Auditor General for Wales.

3.2 The key statutory functions of the JOSC are:

 To review or scrutinise the decisions made or actions taken by the Board;  To review or scrutinise the Board’s governance arrangements;  To make reports or recommendations to the Board regarding its functions or governance arrangements;  To consider matters relating to the Board as the Welsh Ministers may refer to it and report to the Welsh Ministers accordingly; and

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 To carry out other functions in relation to the Board as are imposed on it by the Well-Being of Future Generations (Wales) Act 2015

3.3 For the purpose of supporting the work of the JOSC the PSB must:

 Consult with the JOSC during its preparation of both the Well-being Assessment and the Well-being Plan and on any proposed amendments to the Plan;  Send a copy of both the Well-being Assessment and the Well-being Plan to the JOSC; and  Send a copy of its Annual Report to the JOSC.

3.4 In addition to 3.2 and 3.3 above the JOSC may consider other areas of the PSB’s work such as:

 The effectiveness of the Well-being Assessment  The effectiveness of the Well-being Plan  The effectiveness of performance measurement arrangements  The level of commitment from individual partners to the work of the PSB  The effectiveness of the PSB in communicating its work objectives and outcomes to its stakeholders and residents  The effectiveness of the PSB in addressing the issue of pooled funding to tackle priorities

3.5 In accordance with the Well-being and Future Generations (Wales) Act 2015 the JOSC may require one or more of the statutory PSB members to attend a scrutiny meeting to provide it with explanations of matters outlined to them as part of the invitation to attend. Scrutiny of the PSB partner is limited only to its contribution to the activity of the PSB and does not include scrutiny of policies or decisions made by an organisation as an individual entity.

3.6 Existing legislation excludes any matter which could be considered by a local authority’s designated Crime and Disorder Overview and Scrutiny Committee (as per Sections 19 and 20 of the Police and Justice Act 2006) from the work programmes of all other scrutiny committees, sub-committees and JOSCs.

3.7 The Well-being and Future Generations (Wales) Act 2015 puts in place a ‘sustainable development principle’ which tells organisations how to go about meeting their duty under the Act. There are 5 things that public bodies need to think about to demonstrate that they have applied the principle which the JOSC will want to consider:

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• Long Term - The importance of balancing short-term needs with the need to safeguard the ability to also meet long-term needs. • Prevention - How acting to prevent problems occurring or getting worse may help public bodies meet their objectives. • Integration - Considering how the public body’s well-being objectives may impact upon each of the well-being goals, on their other objectives, or on the objectives of other public bodies. • Collaboration - Acting in collaboration with any other person (or different parts of the body itself) that could help the body to meet its well-being objectives. • Involvement - The importance of involving people with an interest in achieving the well-being goals, and ensuring that those people reflect the diversity of the area which the body serves.

4. Membership and Political Balance

4.1 There will be an equal number of elected members from each appointing authority and no executive (Cabinet) members may be on the JOSC.

4.2 The JOSC will comprise 16 elected members; that is 8 non-executive elected members from Conwy County Borough Council and 8 non-executive elected members from Denbighshire County Council.

4.3 Both local authorities will determine and nominate its elected committee members in accordance with its own arrangements. The term of office of the nominated elected members shall be a matter for each nominating local authority subject to a minimum planned term of one municipal year.

4.4 In accordance with the Local Authorities (Joint Overview and Scrutiny Committees)(Wales) Regulations 2013 the duty to allocate seats to political groups does not apply to the JOSC. However, each appointing authority must ensure that, as far as practicable, the members of the JOSC reflect the balance of political groups for the time being prevailing among the members of the appointing authority.

5. Appointment of Chair and Vice-Chair

5.1 A JOSC must appoint a chair of the committee from within its elected member membership

5.2 A JOSC may appoint a vice-chair and this must be from within its elected member membership.

5.3 The appointment of the Chair will normally take place at the first meeting of the JOSC following the Annual Meeting of both Councils in May and last for two municipal years. The post of Chair of the JOSC will alternate every two years between the elected membership of Denbighshire and Conwy

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councils. The allocation of the vice-chair (if appointed) will be given to a member of the Authority which is next scheduled to hold the position of Chair.

5.4 Any sub-committee must appoint a chair, and may appoint a vice-chair, from amongst its elected member membership.

6. Co-opted Members

6.1 The JOSC, or a sub-committee of the JOSC, may resolve to co-opt additional members to serve on the JOSC or sub-committee, subject to paragraphs 7.2 to 7.3

6.2 A person may not be appointed as a co-opted member of the JOSC, or of a sub-committee of the JOSC, unless the appointment is approved by a majority of the members of the JOSC or sub-committee.

6.3 A person co-opted to serve on the JOSC, or on a sub-committee of the JOSC, is not entitled to vote at any meeting of the JOSC or sub-committee on any question which falls to be decided at that meeting.

6.4 The JOSC, or a sub-committee of the JOSC, may not co-opt a person who is a member of a local authority, whether that authority is one of the appointing authorities or otherwise.

6.5 The membership of a person co-opted to serve on the JOSC, or on a sub- committee of the JOSC, may be withdrawn by a majority vote at any time by the JOSC or JOSC sub-committee.

7. Termination of membership on ceasing to be a member of the authority/suspension from membership

7.1 If an elected member appointed to the JOSC ceases to be a member of the appointing authority, then that person also immediately ceases to be a member of the JOSC.

7.2 If a person appointed as a member of a JOSC is suspended from being a member or a co-opted member of one of the appointing authorities, that person may not serve as a member of the JOSC for the duration of the suspension.

7.3 If a co-opted member appointed to the JOSC ceases to be an employee or representative of the organisation he/she was appointed from, then that person immediately ceases to be a member of the JOSC.

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8. Voting Rights

8.1 All elected members who are members of the JOSC may vote on any question that falls to be decided at that meeting

8.2 Where there is an equality of votes at a meeting of a JOSC or sub- committee, the chair has a second or casting vote.

8.3 A person co-opted to serve on the JOSC or on a sub-committee is not entitled to vote at any meeting of the JOSC or sub-committee on any question which falls to be decided at that meeting (see also co-opted members section, Section 7, above).

9. Sub Committees of the JOSC

9.1 The JOSC may establish sub-committees from amongst the JOSC members to undertake its statutory functions.

9.2 Any sub-committees appointed by the JOSC will comprise at least 4 elected members, together with any co-opted members as agreed when establishing the sub-committee.

9.3 A sub-committee is to comprise an equal number of elected members of each of the appointing authorities.

9.4 Any report or recommendation made by a sub-committee of the JOSC is subject to approval by a resolution of the JOSC.

9.5 Any sub-committee can only exercise the functions conferred upon it by the JOSC.

10. Duration of the JOSC and procedure for withdrawal

10.1 The duration of the JOSC will be until such time as there is a decision taken by the full Council of either of the two participating local authorities to withdraw from the JOSC arrangements.

10.2 Written notification will be given to the Chief Executive and the Leader of the other local authority advising of the decision to withdraw from the JOSC arrangements. A copy of the written notification shall also be sent to the Chair of the PSB.

11. Remuneration

11.1 The determinations of the Independent Remuneration Panel for Wales will apply to any payments made to JOSC members.

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11.2 Payments for chairing duties of the JOSC or a sub-committee of the JOSC will only be made if both Denbighshire and Conwy councils agree that payments should be available.

11.3 The reimbursement of travel and subsistence costs incurred by elected or co-opted members of the JOSC when on official JOSC business will be in accordance with the determinations of the Independent Remuneration Panel for Wales.

11.4 Elected members will claim their travel and subsistence costs from their own local authority i.e. Conwy councillors will claim from Conwy County Borough Council and Denbighshire councillors will claim from Denbighshire County Council. Co-opted members will claim from the lead authority providing committee support to the JOSC.

12. Access to meetings and documentation etc.

12.1 The JOSC, or sub-committee, is to be treated as a committee or sub- committee of a principal council for the purposes of Part VA of the Local Government Act 1972(1)(access to meetings and documents of certain authorities, committee and sub-committees).

13. Dispute resolution procedure

13.1 If at any time any dispute or difference shall arise between the participating local authorities in respect of any matters arising out of this agreement or the meaning or effect of this agreement or anything herein contained or the rights or liabilities of any of the local authorities the same shall be referred to the Monitoring Officer of Denbighshire and Conwy councils. Each Monitoring Officer shall undertake and agree to pursue a positive approach towards the dispute resolution which avoids legal proceedings and maintains strong working relationships between the parties. There shall be a commitment to resolving the matter within 10 working days.

13.2 In the event that the dispute is not settled at Monitoring Officer level, and the context so requires, it shall be referred to the respective Chief Executives who shall use their best endeavours to reach a resolution within a further 10 working days.

13.3 In the event that any dispute or difference between the Councils relating to this agreement which it has not been possible to resolve though the decision making process of the Joint Committee or otherwise, the Authorities may either agree to refer the matter to arbitration or utilise the withdrawal procedures at section 10.

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14. Referral of matters to individual local authorities’ scrutiny committees

14.1 If it becomes evident during a discussion at a JOSC meeting that an issue or a matter has a greater or a more adverse impact on one of the local authorities or within one of the local authority’s area , the JOSC can refer the matter to either Denbighshire’s or Conwy’s locally designated PSB scrutiny committee for consideration. The JOSC, if it deems appropriate, can ask the individual local authority scrutiny committee to report its conclusion back to the JOSC.

15. Schedule of Meetings of the JOSC

15.1 The JOSC will meet at least twice during each municipal year. Additional meetings of the JOSC may be arranged with the agreement of the Chair of the JOSC in consultation with the Head of Democratic Services of the authority providing the JOSC’s committee support.

15.2 The schedule of planned JOSC meetings will be drafted by the host authority providing committee support to the JOSC and will be agreed in consultation with the other local authority.

16. Forward Work Programme (see also Section 27)

16.1 The JOSC should draw-up a forward work programme to identify the main issues it intends to focus upon during the course of the year

16.2 The forward work programme should provide a clear rationale as to the purpose of considering a particular topic, the desired outcomes of its consideration, and the methods by which it will be investigated

16.3 Elected members of both local authorities (whether or not the member is appointed to the JOSC), officers or members of the public who wish the JOSC to consider a specific matter or topic should complete the appropriate ‘scrutiny proposal form’ to enable the JOSC to consider the topic’s suitability for inclusion on its forward work programme. The JOSC will consider the proposals when it reviews its forward work programme at the next available meeting of the JOSC.

16.4 Where there is a co-ordinating committee or panel within Denbighshire or Conwy councils for allocating topics to their Scrutiny committee, those committees or panels can allocate topics to the JOSC. It will be for the JOSC (or the Chair of the JOSC if it is impractical for the JOSC to meet in the time available) to allocate the topics to a particular JOSC meeting. The JOSC may refer topics to the committee or panel responsible for co- ordinating Scrutiny items for one or both of the local authorities.

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17. Invitations to the Conwy and Denbighshire Public Services Board

17.1 The JOSC shall review and scrutinise the performance of the PSB, and in exercising its powers, may invite members of the PSB to attend a meeting of the JOSC. This includes any person that has accepted an invitation to participate in the activity of the PSB.

17.2 The JOSC shall review and scrutinise the performance of the PSB, and in exercising its powers, may invite or require officers and Cabinet members of either local authority to attend its meeting when appropriate.

17.3 The JOSC may request invitees to give account for their activities and their performance on matters within the JOSC’s remit, particularly relating to:

 Any particular decision  The performance of partners in delivering shared objectives  The level of commitment from individual partners to the work of the PSB  Governance arrangements  The effectiveness of the Well-being Assessment and Plan  The effectiveness of performance measurement arrangements  The effectiveness of communication with stakeholders on the PSB’s objectives and outcomes  The effectiveness of the PSB in addressing the issue of pooled funding to tackle priorities

17.4 When the JOSC wishes to invite members of the PSB, officers, Cabinet members or another individual to a meeting, it will:

 Where possible give a minimum of 4 weeks’ notice;  Clearly outline the reason and likely areas for questioning;  Identify what information is being requested and in what format

17.5 Where individuals attend before a JOSC, the Chair shall ensure that they are treated with courtesy and respect. Following the meeting, attendees will be provided with feedback and clarification as to whether further information is required as part of the Scrutiny process

17.6 As a matter of courtesy the JOSC may wish to invite the Chair of the PSB to attend JOSC meetings, unless there is a specific reason why it would not be appropriate for the Chair to be in attendance.

18. Rules of procedure

18.1 Members of the JOSC and the public must have regard for the Chair who will have the authority to adjudicate on any rules of procedure during meetings of the JOSC.

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18.2 The Chair and the JOSC will adhere to the rules of procedure attached to these terms of reference as Appendix A.

19. Declarations of interests

19.1 All elected members shall observe the Code of Conduct in force for their respective authorities, whilst co-opted members shall observe the Code of Conduct of the host Authority providing committee support to the JOSC.

19.2 Members and co-opted members of the JOSC must declare any personal or personal and prejudicial interest in any business being considered at a meeting of the JOSC in accordance with the Code of Conduct.

20. Confidentiality of Information

20.1 In accordance with Members’ respective Authority’s Code of Conduct, members (elected and co-opted members) of the JOSC must not disclose any information considered ‘exempt’ in accordance with Section 100A (4) of the Local Government Act 1972.

21. Administrative arrangements

21.1 The Secretariat will be provided by the local authorities in rotation for a period of two years from the start of a municipal year (i.e. after the Annual Meetings of both authorities). The local authority providing the chair of the JOSC will also provide the Secretariat unless the local authorities agree to different arrangements for administrative support. The function includes:

 Arranging regular or extraordinary meetings of the JOSC  Preparing agendas and co-ordinating reports/documents for the meeting  Timely electronic publication and despatch of the agenda and associated meeting papers  Inviting participants  Managing attendance  Minute taking  Webcasting arrangements if required  Preparing evidence for scrutiny  Providing Welsh written translation and Welsh to English simultaneous interpretation.

22 Scrutiny Support

22.1 Dedicated Scrutiny Support will be available to the JOSC from the Denbighshire and Conwy Scrutiny Officers. The Scrutiny Officers will co- ordinate their support activities with the lead role for Scrutiny Support being undertaken by the local authority providing the chair of the JOSC.

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23. JOSC meeting procedures (including sub-committees)

23.1 Main agenda items will be identified at the previous meeting in line with the agreed work programme. At this point potential witnesses and broad themes should be considered

23.2 With a view to securing effective scrutiny all JOSC meeting agendas will be limited to a maximum of 4 reports plus the JOSC’s forward work programme report, unless an urgent or unforeseen item of business necessitates discussion at that particular meeting.

23.3 A pre-meeting for all JOSC members will be held for 30 minutes immediately before each JOSC meeting. The purpose is to ensure that members are fully prepared for the JOSC meeting and that the questioning strategy is clear.

23.4 Prior to the date of a meeting of the JOSC all JOSC members may be engaged in raising and discussing possible questions or lines of enquiry by e-mail. The Chair of the JOSC or the Scrutiny Officers will facilitate this process.

23.5 During the meeting, the Chair of the JOSC will be responsible for ensuring that questioning is effective and that the JOSC achieves its objectives

23.6 Those invited to attend for a particular agenda item shall not be expected to remain at the meeting following the conclusion of the discussion on that item.

23.7 Any conclusions and recommendations from a JOSC meeting will be reported to the PSB, individual PSB partners and relevant Cabinet member(s) as appropriate. Where the conclusions and recommendations are feedback and views which are intended to be relatively informal, these would be reported in the form of a ‘Chair’s Letter’1. Where the JOSC’s recommendations or views relate to more formal observations and activities with respect to the PSB’s functions or governance, the JOSC will send a copy of any report or recommendation to the Welsh Ministers, the Future Generations Commissioner and the Auditor General for Wales.2

24. Responding to the JOSC recommendations

24.1 Where recommendations have been made to the PSB, a PSB partner or the local authority Cabinet member(s), a written response would be expected within one month or following the next meeting of the PSB (where a response from the PSB as a whole is required) indicating whether the

1 A ‘Chair’s Letter’ is a letter agreed by and in the name of the Chair of the JOSC. A Chair’s Letter will normally be issued by a Scrutiny Officer on behalf of the Chair of the JOSC. 2 Under Section 35(2) of the Well-being and Future Generations (Wales) Act 2015

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recommendation is to be accepted and what action (if any) will be taken in response.

24.2 Where the JOSC makes a report or recommendations to any of the PSB appointing authorities or their executives the JOSC:

 May publish the report or recommendations

 May require the appointing authority or authorities, or the executive or executives –

• To consider and respond to the report or recommendations indicating what (if any) steps it proposes, or they propose, to take; and

• If the JOSC has published a report or recommendations, to publish the response

 Where the JOSC has provided a copy of the report or recommendations to a member of an appointing authority who has referred a matter to the JOSC or sub-committee, it must provide the member with a copy of the response.

25. Call-in arrangements

25.1 Decisions of the PSB may be called-in for consideration by the JOSC using the procedure attached as Appendix B.

25.2 Where the decision maker for a PSB decision is the local authority the call- in will be heard either by the JOSC or by the local authority’s designated PSB Scrutiny Committee. The Monitoring Officers of the two authorities will determine which Scrutiny committee will undertake the call-in.

25.3 Decisions implemented by PSB partners other than the local authorities are not subject to the formal call-in procedures,

26. Evidence gathering

26.1 The JOSC is entitled to gather evidence in connection with any review or inquiry it undertakes as part of their agreed work programme.

26.2 The JOSC shall adopt methods of gathering evidence to inform its deliberations. These include, but are not limited to, task and finish groups, holding inquiries, undertaking site visits, conducting public surveys, holding public meetings, commissioning research, hearing from witnesses and appointing advisors and assessors. JOSC evidence gathering will be supported by the Scrutiny Officers.

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27. Reference of matters to the Joint Overview and Scrutiny Committee (JOSC) (see also section 16)

27.1 Any member of the JOSC, officer of the local authorities or a body represented on the PSB, or a member of the public may refer to the committee any matter which is relevant to its functions. This will be done via the completion of a ‘Scrutiny Proposal Form’.

27.2 Any member of a sub-committee of the JOSC can refer to the sub- committee any matter which is relevant to its functions, via the completion of a ‘Scrutiny Proposal Form’.

27.3 The merits of including any referrals received as per 27.1 and 27.2 above on a future JOSC, or sub-committee, agenda will be considered as part of the JOSC/sub-committee’s discussion on its Forward Work Programme at every meeting

27.4 Where the JOSC, or sub-committee, makes a report or recommendations in relation to the matter referred to it by a member, it must provide the member with a copy of the report or recommendations.

28. Setting the agenda

28.1 Individual agenda items, other than standing items, are to be determined in the first instance by the Forward Work Programme which is to be established and agreed by the JOSC at each meeting. The decision to consider additional items or defer planned items will be a matter for the discretion of the Chair.

29. Public engagement

29.1 Meetings of the JOSC and sub-committees are open to the public and all reports are available to the public unless exempt or confidential matters are being considered, when the press and public would be excluded from the meeting.

29.2 All persons who live or work in the two local authority areas can bring to the attention of the JOSC their views on any matter under consideration by the JOSC, and the JOSC must take into account these views.

29.3 The JOSC will seek to gather evidence from the public as an ongoing aspect of its work

29.4 Agenda packs and any appropriate formal letters from or to the JOSC will be published via the two Authority’s agenda publication pages on their websites.

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29.5 Members of the public may request the JOSC to examine areas or matters of concern relating to the PSB, which are within the JOSC powers to scrutinise, via the completion of a ‘Scrutiny Request’ form. Completed ‘Scrutiny Request’ forms will be considered by the JOSC when it considers its forward work programme at each meeting, and the individual who submitted the request will be notified of the JOSC’s decision in relation to the request and the outcomes of the examination of the topic, if the matter is accepted for scrutiny.

30. Training and Development

30.1 Training will be provided to members of the JOSC according to the requirements of the JOSC and its members. The Heads of Democratic Services of the local authorities will liaise to agree the training and development provision.

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APPENDIX A

RULES OF PROCEDURE FOR THE JOSC

1. Notice of Meetings

1.1 A summons and agenda to attend a meeting of the JOSC shall be published and circulated at least 3 clear working days before a meeting of the JOSC by the host authority providing committee support to the JOSC. Both local authorities shall display the agenda and public meeting documents on their public websites.

1.2 The summons and agenda for a JOSC meeting shall be sent electronically to all members of the JOSC and to the appropriate officers of each Authority.

2. Venue and Time of JOSC Meetings

2.1 The JOSC may from time to time, dependent upon the items selected for discussion, webcast a meeting of the JOSC, or a sub-committee subject to webcasting resources being available.

2.2 Unless otherwise agreed by the JOSC, the JOSC shall meet in rotation between the offices of Denbighshire and Conwy councils or at a location mutually agreed by the JOSC and which is easily accessible to the public and compliant with the requirements of the Disability Discrimination Act 2005.

2.3 Meetings of the JOSC will be scheduled by the host authority providing committee support for the JOSC in consultation with the other local authority. Meetings of a sub-committee of the JOSC will be agreed by the JOSC.

3. Quorum

3.1 The quorum of a JOSC meeting will be 50% of the whole number of Members, rounded down. For the avoidance of doubt, the whole number of members does not include vacancies. During any meeting if the Chair counts the number of Members present and declares there is not a quorum present, then the meeting will adjourn immediately. Remaining business will be considered at a time and date fixed by the Chair. If he/she does not fix a date, the remaining business will be considered at the next ordinary meeting.

3.2 The quorum for a JOSC sub-committee meeting will be 50% of the whole number of members of the sub-committee, rounded down, providing that at all times there shall be a minimum of 3 members present. At least 1 elected member from both of the local authorities shall be present at any sub- committee of the JOSC.

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3.3 A sub-committee of the JOSC is to comprise an equal number of elected members of each of the appointing authorities.

4. Order of Business

4.1 At every meeting of the JOSC the order of business shall be to select a person to preside if the Chair or Vice Chair are absent and thereafter shall be in accordance with the order specified in the notice of the meeting except that such order may be varied either by the Chair at his or her discretion or on a request agreed to by the Joint Committee.

5. Welsh Language

5.1 The Welsh Language Standards for the host authority providing committee support shall be applied to the documents and meetings of the JOSC and any sub-committees of the JOSC.

6. Rules of Debate

6.1 The rules of debate at meetings of the JOSC or a sub-committee of the JOSC shall normally be informal but the Chair may apply the rules of debate from the Constitution of the host authority providing committee support.

7. Rights to Address Meetings

7.1 There should be no automatic right for observers to speak on any issue. The right of someone who is not a JOSC member to speak is solely at the discretion of the chair of the meeting.

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APPENDIX B

JOINT SCRUTINY OVERVIEW AND SCRUTINY COMMITTEE (JOSC)

CALL-IN PROCEDURE – GUIDANCE NOTE

Introduction

The Procedure Rules allow for any 5 non-Executive members (councillors who are not members of the Cabinet) of either Conwy County Borough Council or Denbighshire County Council to initiate a call-in of a decision of the Public Services Board (PSB). To facilitate this process a ‘Notice of Call-in of Decision’ form has been produced which is signed by the 5 members and submitted to the Monitoring Officer of either Conwy County Borough Council or Denbighshire County Council. Five days are allowed for a decision to be called-in following its publication on the PSB and both councils’ websites and emailed to all members of both local authorities. A decision taken will not be implemented by officers until the expiry of this period.

Members who have a prejudicial interest in the decision may not be a signatory to a Notice of Call-In.

Decisions implemented by PSB partners other than the local authorities are not subject to the formal call-in procedures.

Publication of Decisions

The 5 working day period will not begin until the decision has been published on the PSB and the Councils’ websites and e-mailed to all members of both councils. Decisions must be publicised within 2 working days of the decision being taken in accordance with the PSBs and the Councils’ Constitutions. This could be in the form of draft minutes of the meeting, a summary of decisions or a record of a delegated decision taken.

Implementation of Decisions

Decisions may be implemented from the sixth working day following their publication unless a valid Call-in has been received by either Monitoring Officer.

Urgent Decisions

Urgent decisions may proceed despite a call-in if the decision-maker has the agreement of:

(i) the Chair of the Public Services Board’s (PSB) Joint Overview and Scrutiny Committee (JOSC); or

(ii) if there is no such person or that person is unable to act, the Chairs of both Conwy County Borough Council and Denbighshire County Council; or

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(iii) If there is no chair of the JOSC or Chairs of the Councils, the Vice-Chairs of both councils.

In exceptional circumstances there may be urgent decisions that must be implemented immediately upon the decision being taken and a call-in is therefore not possible. These must be identified by the PSB/decision-maker at the time the decision is taken and the reasons behind their urgency explained and reported in the record of decision.

The Procedure

A duly completed ‘Notice of Call-In of Decision’ must be submitted to either of the Monitoring Officers. The notice must contain the signatures of the 5 non- Executive members calling in the decision along with the reasons for the call-in.

Where the decision maker for a PSB decision is the local authority the call-in will be heard either by the JOSC or by the local authority’s designated PSB Scrutiny Committee. The Monitoring Officers of the two authorities will determine which Scrutiny committee will undertake the call-in.

The Monitoring Officer will notify the Chair of the PSB, Leaders of both Councils, the delegated decision taker (if relevant), the Chief Executives of both Councils and the other Monitoring Officer of the receipt of the Notice of Call-In and confirm with them that the decision may not be implemented until further notice from the Monitoring Officer.

For a call-in allocated to the JOSC the Monitoring Officer will liaise with the Chair of the JOSC seeking a meeting of the JOSC to be convened to consider the Call- In within 10 working days of the receipt of the Notice of Call-In of Decision unless the JOSC has a scheduled meeting within that period, or if an extension to the time period is agreed between the decision maker and the Chair of the JOSC.

All members of the PSB and both local authorities will be notified of the call-in and the details of the meeting being held to consider it.

Signatories to attend

The signatories to the call-in will normally be expected to attend the meeting of the JOSC and justify the reasons for the call-in of the decision.

What happens if the JOSC does not meet in time?

Should the JOSC not convene within the 10 working days of the receipt of the Notice of Call-In, and without an extension to the time period being agreed, the Monitoring Officer will inform the Chair of the PSB, the Leaders and Chief Executives of both Councils, the other Monitoring Officer and (if appropriate) the delegated decision taker, that the call-in has ceased.

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No case to answer?

Should the JOSC upon meeting to consider the call-in, decide that the decision should not be referred back to the decision maker (e.g. PSB, local authority or delegated decision taker) for reconsideration, the Monitoring Officer will advise the Chair of the PSB, the Leaders and Chief Executives of both Councils and the other Monitoring Officer (if appropriate) the delegated decision taker, that the decision may be implemented.

Recommendations from Scrutiny

If the JOSC agrees that there is a case for the decision to be reviewed, the JOSC’s recommendations will be considered by the PSB or appropriate Cabinet(s) at its next available meeting, or in the case of a delegated decision by the decision-maker within 10 working days.

What if the original decision is re-confirmed?

Should the decision maker confirm the original decision, the decision may be implemented immediately and may not be subject to a further call-in. The decision maker should demonstrate that appropriate consideration has been given to the recommendations from the JOSC.

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Conwy and Denbighshire Public Services Board

NOTICE OF CALL-IN OF DECISION

To: The Monitoring Officer

Conwy County Borough Council/Denbighshire County Council (delete as appropriate)

We, the undersigned, wish to call in the following decision (see note 1)

Decision taken by (see note 2):

______

Date decision was taken:

______

Report Title:

______

Decision (see note 3):

______

Reason for Call-In:

______

We (see note 4) request that according to the Joint Overview and Scrutiny Committee for the Public Service Board’s approved ‘call-in’ procedure rules (see note 5) a meeting of the Joint Overview and Scrutiny Committee be held within 10 working days (see note 6) of the date of your receipt of this notice.

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1. Name (print): ______

Signature: ______

Council: ______

2. Name (print): ______

Signature: ______

Council: ______

3. Name (print): ______

Signature: ______

Council: ______

4. Name (print): ______

Signature: ______

Council: ______

5. Name (print): ______

Signature: ______

Council: ______

Dated: ______

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Guidance Notes

1. Five working days are allowed for a decision to be called-in following its publication on the Public Services Board (PSB) and both Councils’ websites and notification to Members of the PSB and both Councils. Urgent decisions may proceed despite a call-in if the decision-maker had the agreement of:

(i) The chair of the Joint Overview and Scrutiny Committee (JOSC), or

(ii) If there is no such person or that person is unable to act, the Chairs of both Conwy County Borough Council and Denbighshire County Council; or

(iii) If there is no chair of the JOSC or Chairs of both Councils, the Vice-Chairs of both Councils.

2. Please state the name of the decision maker e.g. PSB, or delegated decision maker for……………………………………………………….

3. If the decision contains more than one part, please state which are to be called-in, e.g. parts (a), (b), and (c) of the Resolution.

4. Signatories must be non-Executive members. Councillors with a prejudicial interest in the decision may not be a signatory to the Notice of Call-In.

5. The JOSC’s Call-In Procedure Rules appear in Appendix A of the JOSC’s Terms of Reference.

6. Timescales may be extended in exceptional circumstances with the agreement of the decision-maker and the chair of the JOSC.

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For office use only

Received by: ______

Date:______

Date decision was published: ______

Notification sent to the Chair of the PSB and Leaders of Conwy and Denbighshire Councils and the Decision Taker:

Date: ______

Notification sent to the Chief Executives of Conwy and Denbighshire Councils:

Date: ______

Referred to a meeting of the JOSC for:

Date: ______

Time: ______

Venue: ______

Page 273 This page is intentionally left blank COUNCIL FORWARD WORK PROGRAMME

Meeting Item (Description / Title) Purpose of Report Council Lead member and Contact Decision Officer Required (yes/no) COUNCIL BRIEFING 1 UK Leisure Framework Annual A presentation from the Head of N/A Jamie Groves / Tom Booty / 5 November 2018 Report Facilities, Assets & Housing and Andy Moreland / Paul Cluett Alliance Leisure (Alliance Leisure) 2 BCUHB presentation on its N/A Bethan Jones to attend Community Strategy on shaping community hospitals in the county. 3 Cefndy Enterprise A presentation from Simon Rowlands N/A Simon Rowlands / Nick Bowles (Commercial Service Manager – Cllr Bobby Feeley Cefndy) and Nick Bowles (Operational Page 275 Page Services Manager)

4 December 2018 1 Council Tax Premium on long term Update on how scheme is progressing Yes Cllr Julian Thompson-Hill / Paul empty and second homes Barnes 2 Real Living Wage Richard Weigh

29 January 2019

Agenda Item 12

19 February 2019

COUNCIL BRIEFING 1 Pre-deposit LDP To brief members prior to seeking full N/A Cllr Brian Jones / Angela Loftus 18 March 2019 Council approval of the pre-deposit LDP. COUNCIL FORWARD WORK PROGRAMME

2 Rhyl Regeneration Programme re- To update members on the future Yes Cllr Hugh Evans / Graham Boase launch arrangements regarding the regeneration of Rhyl 3 The National Development To brief members on the NDF and its N/A Cllr Brian Jones / Angela Loftus Framework relevance to the Local Development Plan SPECIAL COUNCIL 1 LDP Seeking full Council approval of the Yes Cllr Brian Jones / Angela Loftus 28 March 2019 LDP

9 April 2019

Page 276 Page 14 May 2019 1 Review of polling districts and polling To consider a statutory review of Yes Cllr Mark Young / Steve Price / places Denbighshire’s polling districts and Gareth Evans places. 2 Annual report of the Scrutiny To consider the Annual Report of Yes Steve Price / Rhian Evans Committees Scrutiny in line with the Council’s constitution. 3 North Wales Growth Bid Governance To approve the governance Yes Cllr Hugh Evans / Graham Boase Agreement 2 arrangements in relation to the / Gary Williams implementation of the growth deal.

COUNCIL BRIEFING 3 June 2019

2 July 2019

10 September 2019

COUNCIL FORWARD WORK PROGRAMME

15 October 2019

COUNCIL BRIEFING 11 November 2019

3 December 2019

Note for Officers – Full Council Report Deadlines Page 277 Page Meeting Deadline Meeting Deadline Meeting Deadline

December 2018 20 November 2018 January 2019 15 January 2019 February 2019 5 February 2019 April 2019 26 March 2019 May 2019 30 April 2019 July 2019 18 June 2019 September 2019 27 August 2019 October 2019 1 October 2019 December 2019 19 November 2019

Updated 28/09/2018 SLW

Council Work Programme.doc

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