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Annual Report 2019-20

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Annual Report 2019/20 Improving People’s Lives Improve skills, education and employment opportunities Promote economic growth and regeneration whilst protecting the environment Enable people to be healthy, independent and resilient Build cohesive and sustainable communities CONTENTS Leader’s Foreword 3 Introduction from the Chief Executive 4 Purpose of the Annual Report 5 Newport City Council Finances 8 Well-being Objective 1 - To improve skills, education and employment opportunities. 10 Performance Analysis 2019/20 14 Covid-19 Response & Strategic Recovery Aim 1 16 Well-being Objective 2 - To promote economic growth and regeneration whilst protecting the environment. 19 Performance Analysis 2019/20 25 Covid-19 Response & Strategic Recovery Aim 2 28 Well-being Objective 3 - To enable people to be healthy, independent and resilient. 31 Performance Analysis 2019/20 38 Covid-19 Response & Strategic Recovery Aim 3 40 Well-being Objective 4 - To build cohesive and sustainable communities. 43 Performance Analysis 2019/20 55 Covid-19 Response & Strategic Recovery Aim 4 58 The Way We Work 61 Council Involvement and Engagement 64 Council Decisions and Achievements 66 Have Your Say 68 2 Introduction by the Leader of the Council Welcome to the third Annual Report of the Council’s Corporate Plan (2017-22). In 2019/20 we have seen the Council and city undergo significant changes; improving the delivery of Council services, embracing new opportunities with our strategic partners and responding to one of the most difficult challenges faced since the Second World War. I was delighted to be selected by my fellow Councillors as Leader last November. I would like to thank Baroness Wilcox of Newport for her hard work and dedication during her tenure as Council Leader. I also welcome Beverly Owen as the new Chief Executive. With Beverly’s experience and knowledge, I am sure we will be able to forge long lasting partnerships, deliver change and steer the Council through the immensely tough challenges of the Covid crisis. Newport has also seen large scale redevelopment and investment progress, including the Market Arcade, Since February 2020, the Council has focused on Newport Market and Chartist Hotel projects. supporting communities, businesses and staff through the pandemic. As Leader and on behalf of In 2019, Newport saw modal shifts in how the city all Councillors, I want to pass on our condolences to manages its waste and the introduction of Civil Parking everyone that has been affected and sadly lost loved Enforcement. The implementation of smaller waste bins ones. I also want to thank staff, partners and members saw significant improvements to the amount of waste of the community for their hard work and dedication recycled making Newport one of the best performing to ensure our most vulnerable were cared for and Council’s in Wales and the UK. With Civil Parking businesses supported. Enforcement transferring to the Council, Newport is now safer for both pedestrians and road users. Alongside our strategic partners, schools and Welsh Government, we have adapted and worked together to The Council continues to work with charities, Registered support those affected by Covid-19. Examples include Social Landlords and the third sector, supporting rough the administration of financial support for businesses sleepers to move into more secure accommodation and residents, delivering food and medicine parcels, and improve the opportunities to access affordable and and providing care packages for vulnerable residents. good quality housing throughout the city. Covid-19 has also highlighted the inequalities that still Newport’s schools have continued to improve their exist in society, where disadvantaged and marginalised attendance figures, GCSE and A Level results and groups have been severely impacted by the virus and millions are being invested in modernising school the restrictions. This is why the Council is committed to buildings. It is also encouraging to see the skill levels of support these groups to access services and improve young people entering into further education, training their opportunities to succeed. and work improve alongside community-based learning and opportunities for adults in the city. The Council and the city will face new challenges and opportunities as it adapts and responds. We have Social Services has continued to see increasing demand developed four Strategic Recovery Aims focussing our for complex long-term care for both children and efforts on restoring services, supporting communities adults. Despite financial pressures, the teams continue and recovering our economy. to innovate and support those in need whether it is the Baby and Me initiative or the First Contact service. This year’s Annual Report highlights some of the initiatives delivered in 2019/20. Many of these successes This will be a challenging year for the City and the have been achieved through collaborative work with Council which is why it will be important for us all to partners and the involvement of service users, residents work together and support each other as we respond and businesses in shaping their delivery. and recover from a crisis which has reshaped our lives. 3 LEADER'SPURPOSE FOREWORD Introduction from the Chief Executive As a result, we can report significant improvement in recycling performance, making Newport one of the best in Wales and in the UK. We also introduced Civil Parking Enforcement. Implementing this has improved how residents and visitors park and enhanced the general environment in the city centre. In delivering the Corporate Plan, the Council has developed strong partnership working with private, not for profit and other organisations to attract investment into the City. This has seen key projects progress including Newport Market, Chartist Tower, Market Arcade and the Transporter Bridge Visitor Centre. The redevelopment of Ringland Community Centre I am pleased to welcome you to my first Annual Report and ongoing community work has demonstrated the as Chief Executive of Newport City Council. I am very importance of community involvement to help shape the excited to take on this role representing Newport and way we deliver services. This is also demonstrated by our the Council at local, regional and national levels. Community Connectors who work with marginalised and disadvantaged groups to improve access to Working for the Council for the last five years, I have seen Council services. the city thrive with new investment opportunities and a growing strength across local communities. But I also The Council is also committed to ensure that residents know that we now face many new challenges. have access to affordable and quality housing. In 2019/20 we launched the Empty Homes Strategy, providing The Covid-19 pandemic and the way in which we work financial support to renovate empty properties and bring with the European Union and the rest of the world will them back into use. Over the next two years, working fundamentally change things: how we do business and with our Registered Social Landlords and charities, we how we sustain and grow Newport as a city fit for will improve the opportunities to access housing in the the future. city and build more affordable homes. The majority of 2020 has seen us respond to the Climate change and air quality remains one of biggest crisis the country has faced in over 50 years. our biggest challenges and we have made a clear But despite these circumstances, I have seen the Council commitment to decarbonise by 2030. This is a very big demonstrate resilience: continuing to deliver services to challenge for us and partners, but we have already made communities; adopting new technology; finding different step changes with the installation of solar panels, electric ways of working; and agility in responding quickly to charging points and upgrading to electric vehicles. change. None of this would have been possible without Working remotely during Covid-19 has also resulted in the support of Councillors, Public Services Board reduced travel to work, all helping lower the Council’s partners, Welsh Government, community leaders, the carbon footprint. business sector and most importantly, residents of Newport. Newport Council remains dedicated to improving the resilience and aspirations of its disadvantaged and In this year’s Annual Report, it is encouraging to see good marginalised communities. This report highlights some of progress made against the four Well-being Objectives. the partnership work which is improving opportunities in This has all been achieved despite continuing financial education, social services and community regeneration. pressures and increasing demand on key services such as adult and children services, frontline city services However, the Covid crisis has highlighted the inequality and schools. that remains in Newport, with it now a primary feature of our Strategic Recovery Aims. We will ensure that In 2019/20 we made a significant change to how we Council services are able to adapt and support our most collect waste with the introduction of smaller waste bins. vulnerable as we come out of the crisis. 4 CHIEF EXECUTIVE INTRO Purpose of the Annual Report Welcome to the 2019-20 Annual Report for Newport City Council. This report outlines the progress Newport City Council is making towards delivering its Well-being Objectives set out in the Corporate Plan 2017-22. This report reflects back on the achievements we have made in the year, the challenges that we have faced, the lessons that we have learned and looks forward to the next two years and beyond on what we will deliver for Newport. This year’s report will also reflect back on the impact that Covid-19 has had on the Council’s services, Newport’s communities and its economy. The report will highlight how these challenges and opportunities are reshaping the focus of the Council’s delivery of services and supporting Newport in its recovery. The objectives that we have set in the Corporate Plan contribute towards the 7 goals set out in the Well-being of Future Generations Act (Wales) 2015.
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